Confessions of an Accidental Leader

You Can Set the Tone for Greater Productivity, But You’ll Never Believe How!

Are You Kidding Me?  Take a Break Every 52 Minutes for 17 Minutes, Really?

If you have to concentrate deeply in your work throughout the day, is it true that you should take more, longer breaks? And if this is true, can it really be possible that you will then have a better work-force who is more accurate, sharper, and creative? Will they really have greater focus while being less likely to burn out? As a Business Coach I had to ask, could it really be true? It sounds crazy to me, even counter-intuitive. In fact, it goes against the almighty American “Hard Work” ethic. Don’t we seem to view people who:mission and purpose in life

  • Work long hours

  • Sacrifice their lunch time to keep working

  • Stay up all night working just to finish a project 

  • Come in to work no matter how sick

as THE “RESPONSIBLE” ONES? But is it? The research I discovered regarding productivity totally debunks this time-honored perception. In fact, one article I read (link) states, “Frequent breaks throughout the day give a person better focus and creativity”. Then, a study done by the University of Toronto regarding lunch break patterns found that when people skip lunch THEY LOWER THEIR PRODUCTIVITY. The article goes on to say that John Trougakos, associate professor of Organizational Behavior and HR Management, found that our brains have just so much” psychological energy”. Use it up and you’re less productive. As I continued reading I discovered, and found it was validated scientifically, that you need to take a break every 52 minutes, and the break needs TO BE FOR 17 MINUTES of quality time off. Unbelievable, this was just too much to believe, but after the 3rd article sighting similar findings, I began to be convinced, especially with the scientific evidence pointing to the effect on the brain, including pictures! (link) What if these articles are really onto something? If your employees could be more:

  • Productive

  • Alert

  • Sharp

  • Creative

  • Able to make less mistakes

all of which will bring you greater ROI from their productivity, isn’t that worth it? That is unless you’re like one of my clients, who is paid by the amount of time their employees log for their clients. In this case it’s going to be a challenge to meet both demands, but still possible with some creativity! Besides this, it’s just not good to sit all day.  So let me encourage you, check out these articles for yourself. Do a trial experiment either on yourself or by tracking and observing your employees. If you can have them do better, faster, more accurate work, along with the ability to be more energized and feel your trust, why not! So, here’s to your success and greater productivity in all you and your employees do! And if you test this out for yourself, let me know, I’d love to hear the results!

One Vital Skill to Leadership Competency – Mastering the Art of Small and Talk Making Others Comfortable with You

Do This and You’ll Never Be Blindsided by Your Best Employee Leaving- or Before There’s a Major Conflict in Your Midst!

Leadership influence is asking questions and attentively listeningI’ll never forget the evening my husband and I were standing around the pool at a work party, when the CEO of the non-profit where my husband worked walked by. We greeted him, exclaiming how nice the evening was. As he walked past us he responded, “I’m sorry, I don’t do small talk.” I was stunned! We had held him in such high esteem. Both being in our early 20’s we had considered him our mentor, so I’ll never forget how that comment made us feel, as he went over and stood talking to a millionaire in our midst. This is one of the incidence that put the fire in me to coach, train, and develop leaders and their staff with the people skills  that will cause them to valued and care about one another, while fulfilling their calling and mission through their business.

“There’s hardly a higher compliment you can pay an individual that to help that person be useful and find satisfaction and significance.” by John C. Maxwell

So how do you do this, learn to genuinely care about people? You begin by asking questions, while attentively listening. As a leader, this is an imperative skill to master! Believe me, when people feel their leader is interested in them and their growth, they’ll be more engaged, more dedicated and produce more. So overall it’s just good business to attentively listen, and care about the needs of your employees!  

“Napoleon Bonaparte knew every officer of his army by name. -He asked about their home and discussed maneuvers and battles he knew that this officer had been involved in.  It’s no wonder their devotion to him!

Begin first by asking questions to learn the key elements of people’s lives. Where they grew up, how they fit into the family constellation, what kind of hobbies they have etc. You can then effectively follow-up with sincere interest and concern for them. This can be done one-on-one, during a round table discussion, at a team-building exercise, standing around at an event or when beginning a business meeting. I used to play a game seeing how long it would take, and how many questions I would h”Napoleon Bonaparte knew every officer of his army by name. -He asked about their home and discussed maneuvers and battles he knew that this officer had been involved in.  It’s no wonder their devotion to him!ave to ask before I would find some kind of commonality or connection with the person. Asking questions is a magical tool.

“What’s worse than training your workers and losing them? Not training them and keeping them.” Zig Ziglar

listen attentively,care about employeesQuestions are the answer when engaging in small talk. In fact, you don’t have to say a thing, just listen and ask another question, while giving them the physical cues that you are listening attentively. Such as stopping everything you were doing to pay attention; turn toward them and look straight into their eyes; even checking for their eye color. And by all means, don’t take calls, or allow interruptions from text messaging etc. As much as possible, for a few minutes, look at their eyes, and nod periodically throughout the conversation saying:

                     * hmmm . . .                      * Interesting. . .                                 * I understand. . .                      * Really?                      * Is that right?

I’ve been told you can learn a new skill if you’ll be willing to get out of your comfort zone and practice for 15 minutes each day. Try starting conversations with the clerk at a counter, while standing in line, when you’re in a group waiting. Work on making others feel comfortable with you. No, I’m not suggesting you become a Chatty Cathy, or attempt being the “High I” behavioral style if you aren’t one naturally, just practice being hospitable on a daily basis!

A GREAT LEADER says, How can I make those around me more successful?

The most successful executives have mastered the art of small talk! It is essential to their effectiveness and influence!

As an Executive or Business Owner, Are Your Employees Driving You Crazy, or is it That Someone is Out of Position?

business meeting - woman ceoLove ‘em or hate ‘em you can’t live without ‘em.  If you want to build your business to levels that will pay while you’re retired, you will have to maximize your time and hire employees to delegate work to.  However, if you don’t take the time to thoroughly follow a process to hire the “right” person for the appropriate job, everything will decline from there.

When you have an employee positioned incorrectly in a job, believe me you’ll know.  The tell-tale signs are:

  • Do they avoid doing the very thing they were hired for?

  • Is their performance less than adequate?

  • Are they unhappy?

  • Do they make those around them miserable and FRUSTRATED?

  • Do you constantly have to explain the fundamentals of their responsibilities?

  • Are you ready to pull out your hair?

Then you may have an employee who is misplaced and out of position in the workforce.  You’ll do yourself and them a favor if you’ll either find the right fit for them, a different role, or let them go!  (Personally I’ll go the extra mile to help make it work for them to stay!)  However, I hear it all the time, “Being let go was the best thing that ever happened to me.  I would have never left on my own, and I wouldn’t have found this work that I love, without being let go from the position I was in.

If this post sounds familiar with you, but you’re still not sure, give me a call. As a Business Coach and Executive Coach,  I can spot an out of position person in no time!  And, we can use the  “DISC Profile” to be absolutely sure.  With the profile, I can coach any employee to discover for themselves where the best fit for them will be.  You’ll be glad as a leader/manager you did!  It’s the first main responsibility of managing people.  Making sure their behavioral style fits the requirements of the role they’re in!

Does this sound like your story?  If so, please share it with us below!   We’d love to know. . .

Leaders, Managers, and Owners Did You Know That 3/4ths of the Workforce Will be the Millennial Generation by 2025. Are you Ready?

Join the Conversion and Learn About This Amazing Generation!

Millennial GenerationThey can bang out a text message faster than thumbs are meant to move, are the multitask masters that keep more computer screens open on their desk, can following more trains of thought, all while you’re standing there trying to have a conversation with them.  They get more done in one day, than some of us hope to do in three, have a sense of social consciousness that puts most of us to shame, and are trying to live down the stereo types cast about them since they were still in diapers.  Who are they? They’re the next leaders of our country, the Millennials, also known as Generation Y.  (sign-up for the Teleseminar)They are the ones who are inheriting the mess of our fossil fuel crisis, disastrous environmental issues, declining value of the dollar, and poor management and leadership of our country.  These are the ones inheriting the debacled reign of the Baby Boomers.  They’ve been judged as, and rightly so 5 to 10 years ago, as being trophy children, wanting praise for just showing up for work, and being too dependent on their friends who they talk to three and four times a day, Mom and Dad.  These stereo types may have been true even just a few years ago, and some may still be maturing, but come on folks, let’s face it, they’re now hitting their 30’s and quite frankly, many of them are currently the same age that our founding fathers were when they formed our country and drafted the Declaration of Independence. 

                                            (sign-up for the Teleseminar)

Even they need to be given a chance and the benefit of the doubt that they can grow up, mature, and live down these once true statements.  Hey, it wasn’t that long ago we Baby Boomers were wearing halter tops, bell bottoms, tie died shirts with everyone’s hair being undistinguishably the same length, hanging out at Woodstock, engaged in all manner of rock and roll, and all it entailed?  And like all generations, not all participated.  Would we want othersw to continue describing us as if we were stuck in our 20’s when we were 30 something?  That said, we do have our challenges with this generation.  You see, by 2025 these Millennials, otherwise known as Generation Y, WILL BE 3/4ths OF OUR WORKFORCE!  Therefore, my question is, ARE WE READY?  DO WE KNOW WHAT WE NEED TO DO TO PREPARE your company, or culture to be ready for this insurgence of zeal, optimism, and techno savvy genius!  Are you onboarding them the best way for them to receive?  As leaders, managers, and executive coaches, it’s time to NOW! If you’re in Tucson, Az. You can join me next week, on Wed. March 5th at 3:00pm for a lively conversation about GETTING READY, BECAUSE THEY’RE ALREADY HERE!  Are you a Millennial?  Come set us straight, or give us your take on this situation. We’re all learning. Have some insights now, please share them below! And join us March 5th (sign-up for the Teleseminar)

Questions are the Answer

If you don’t know what to do, ASK A QUESTION.  Want to build rapport as a leader with a new client, ask them questions.  Deal better with conflict?  Ask away . . .

If you want to:

  • Progress beyond your own self inflicted limitationsstick_figure_sit_in_question_mark_400_clr

  • Become unstuck or make a change

  • Quit having to have all the answers yourself

  • Build a team and be collaborative

  • Discover what’s wrong, and what you need to change

  • Learn how to retain and motivate your staff

  • Resolve conflict

  • Be seen as one who is wise beyond your years

  • Determine the best use of your time

  • Make an impact on your generation

  • Develop into the kind of leader others willingly follow

  • Get over yourself, become humble, and at the same time put other people’s needs first!

THEN . . .

Do the one thing every great leader does, “ASK QUESTIONS” and keep asking until the right answers are found.  You see, when you’re open minded, and willing, and when you come from a stance of being inquisitive, you’ll discover the answer to just about anything for which you need an answer.  Of course, being genuinely interested in others helps the process.   You see, if you ask the right questions of the key people, you’ll discover pertinent data and uncover valuable information that will allow you to form better solutions.  This powerful process will allow you to build better rapport with key stakeholders, clients, or with the ones you love.  In fact, I find that if I will stay in a continual state of inquisitive curiosity (when facing any of the above bulleted items,) that I can then form pertinent questions that will naturally unlock their minds and uncover the appropriate clues.   Done right, those I’m speaking with will follow suit and be connecting the dots with each question, thus discovering on their own the solution.  And, it was there all along, the solution that is, it just took the right guidance to reveal it: “QUESTIONS”.  And I’m not talking leading questions where I already know the answer.  You see questions can profoundly re-framed the way we all think and see things, and I, the coach, don’t have to have all the answers because powerful questions are a tool anyone can learn to wield effectively.  As an example, here’s a group of questions that if I were to ask you to take the time to answer, could very well set your week in a profound, energized way.  Just give it a try and see:

  1. What one thing could you do on Monday, which if you did it completely, would set your week up for success?  In other words, you’d feel good about yourself, and get a good start to your week.

  2. What one thing could you delegate on Monday that would free you up, giving you more time for more important things?

  3. Take some time to discern the 5 things you do that bring the greatest return on your time investment.  Now be sure to do those things every day, before you do anything else.  If you did this consistently, do you think you’d feel you’re on the right track with your life and work?  Now, just be sure to do them!

conference_brainstorming_400_clrNow if you want to take it up a notch, become an “Undercover Boss” or better yet, have a trained coach/consultant conduct a “Needs Assessment” where they ask questions of the key stakeholders of your business to determine if there is any undercurrent of problems or complaints that need to be remedied, before they get out of control.   I can take a half to one full day to conduct one, and I guarantee that I when I’m done I will know what’s working, what’s not, and more importantly WHY and with WHOM.  From this, I can then make recommendations to resolve problems, introduce new, possibly different systems, or strategies for a more effective, enjoyable business environment.  And if you’ll consistently be asking your employees the right questions often, you should never be blind-sided by any move they make. How is that? It’s because through these questions you’ll be keeping your pulse on the heartbeat of your culture.  A bold statement I know, but I can prove it!  Want to know more, contact me today, and I’ll make it worth your while!  Just click here on the Sign-Up/Contact page and fill out the form and send it in now.

Are You an “Accidental Leader” Because You’re Out of Position? Pt.II

You may be trying to operate your own business, but it just doesn’t seem to be working. You know something’s wrong, but you don’t know what.  What I’ve written in this post expands on the post in pt I of this series, and will help you discern if you’re out of position.  Meaning you’re in the wrong role for what naturally fits you.  (Now I’m all for temporarily doing this to gain great perspective, and acquire new skills.  However, stay in the wrong roll too long, and it’s called STRESS!)  Don’t lose hope though, I run into entrepreneurs all the time who struggle with this very issue, and yet gained the necessary assistance and are now highly successful. One way, is to create a culture of accountability, and then to plug into it.  There are ways you can make a position that doesn’t fit you, still work!  But first you have to recognize the cold hard facts, be brutally honest with yourself.  Then you can create an action plan that works, and fits you.  So, if you’re ready to discern your situation, let me ask you if any of the below scenarios and/or feelings sound like you?

  1. You have employees to supervise, but you loathe, no you despise confrontation and avoid it at all cost!

  2. You prefer instead, to allow things to work out on their own.

How’s that working for you?  Things won’t work out on their own-they usually escalate and get worse. 

  1. In fact, you know you’ve got someone out of position, when a company-wide policy is made for everyone, instead of correcting to the one person abusing the system.

  2. You’d rather fix things, and work around the facility, than deal with people, avoiding them until absolutely necessary.

  3. You don’t have a natural sense of what to do to motivate, lead, and redirect those in your charge.  Worse yet, you’ve never been given any formal training on how to be a successful leader – manager.   If this is the case, please HEAR ME.  This was not your fault!  Let me say that again, “You are not to blame for being in this position!”  However, that said, you have no excuse to not take the responsibility to obtain the tools and skills necessary to successfully influence and lead, even if you only have two employees!  In fact, every personality style can be an effective, successful leader, by using their personality style appropriately, along with maximizing their strengths, while delegating or eliminating their weaknesses!  In fact, what some would consider natural leaders, can be the very worst leaders, leading like a bull in a china shop!  I liken this to a strong willed horse that’s never been broken. They’ve never learned to bring their strengths “Under Control” to best utilize them.  Luckily, we live in a day and age where resources on this topic are in abundance!  GREAT materials, books, DVD’s, mp3’s, and podcasts on the subject are prolific, especially at our public library.  In fact, go to my LinkedIn profile and you can see my reading list filled with some of the best in leadership.

Stay tuned.  In part III of this leadership series, you’ll find how and when it’s time to move on, or step down from the frustration of trying to be something you have never enjoyed, and have never felt successful doing! You will also discover how to best adapt your style to be the best leader/manager you can be, and how and why a Business Development Coach or Executive Coach can be your best resource to assist you and your organization in establishing successful leaders and managers of every behavioral style.

Are You Ready? Ready for the Greatest Exodus of Intellectual Capital Ever to Leave Companies Nation-Wide?

The Baby Boom Generation Continues Their Mass Retirement. Baby Boomers (those born between 1946 – 1964)

The first baby boomer to turn 60 took place in 2006.  Every day since, 11,000 boomers have join the ranks as they too turn 60.  If the Boomers do happen to retire, and the majority haven’t saved enough to be able to, it will create a skill shortage in every department.  Why is that? Because The “ME” generation, as my generation is called, boasts 76 million strong, and is almost twice the size of generation that follows. Generation X consists of 45 million!  How did that happen?  Think about it, never before in the history of man were you able to choose if and when you wanted to have children.  With the advent of birth control, more women were opting to go to college, while putting off that blessed event.  Companies, corporations, and especially our government are now scrambling to put together succession plans, trying to fill the gaps the Boomers leave.  One answer we’re learning, as I continue to offer Business Coaching to companies, isn’t to just rehire Boomers, better yet, it’s to find a way to retain them.  This is the “Now” generation, and we’ve barely paid off our mortgages, much less saved for a retirement. This means that your best strategy is to intentionally/strategically keep us employed, by valuing and providing incentive’s, according to our motivations.  In other words, create incentives, and a reason for us to STAY!  Another reason to keep us is that the Boomers live to work, therefore tending to be workaholics.  Whereas your “Generation X”, they work to live.  It’s as important for them to take time off and play, as it is to finish any project.  And why not, they watched Mom and Dad give their entire life to work, and the pay-back was:

  • lay-offs

  • down-sizing

  • mergers

  • and acquisitions

Our generation was dispensable to big corporations!  No more did we have loyal companies that took care of their employees like family, as the Traditional Generation did, who stayed at a company for life. Big business meant:

  • there was now an ivory tower

  • while paying their CEO’s the big money

  • The day of the Rolex Watch and golden parachute WERE NOW GONE

So. why should Gen X’ers give their lives to one company for their entire work-life?  You see, if you need loyal, hard-workers, you can still find them, however you may have to look for those with white hair. (Unless they have color hiding it.) They’re found among my peers, my generation. .  . the Baby Boom Generation.    (More of their characteristics, values, and what shaped them to come in the next posts!)

 

 

[box]Disclaimer: Please note that just as in any personality assessment, this is not intended to stereo-type anyone. Instead, it is to give the background and reason “why” for each generation’s similar peculiarities they share in common.  This includes their values, perceptions, attitudes, and outlook. And remember, not everyone will fit the typical “generational” mold.  In fact, we each have a mix of the generation that proceeded us, and the one that came after us.  For instance, I don’t fit the typical Boomer traits because of my ability to maneuver technology, therefore, relating more like  “Generation Y”.  So we all have a conglomeration off multiple generations reflected in our values, interests, preferences and view. [/box]

 


 

Are You Ready to Hire Your First Office Manager pt. II

Save Yourself a Lot of Headaches, by Putting the Correct Foundations in Place!

The next best practice for managing managers is:

  1. Know them.  Find out what keeps them with you and your company, and in this position, as well as what would cause them to want to leave.

  2. Regularly take time with them.  The best way is to have a weekly meeting to keep your pulse on what’s going on with them, and to discover who’s doing what.

  3. Take the time to find out what motivates them, looking for ways to communicate special thanks and encouragement.  Give them a short survey and include a list of items they can choose from. i.e.

  • Time off

  • Gift card to ________________

  • A spa treatment

  • What’s their favorite candy or drink

  • Do they like public praise, or would they prefer a sincere note of thanks.

  • Tickets to a ball game

Then when you notice exceptional behavior, remember to reward them with one of the items they chose.  Positive reinforcement goes a long way.  Also, you’re modeling how to treat their employees.  This is influencing up!  Just go into any Starbucks and watch the level of confidence their employees display.

I will pay more for the ability to deal with people than any other ability under the sun.”  asserted John D. Rockefeller

The next important leadership item is the performance review.  I admire the Starbucks standards and systems.  With two grown children who have been shift managers with an accumulated 14yrs of experience with Starbucks, I have had a rare opportunity to study them from the inside.  They are a model organization regarding encouraging their employees and managers to “feel” like company partners.  I interviewed our city’s District Managers a few years ago, and they described a practice I have implemented with every company I consulted with since.  They not only have exception training with high standards, and detailed manuals for everything, but they do what is called “Skip Level Performance Reviews.”  For instance, they will skip the store manager and interview the shift managers (who are directly under the Store Managers) in order to ascertain just how well the Store Managers are fulfilling their responsibilities, and how they are being treated by the Store Manager.  This kind of accountability keeps the Store Managers on their toes.  Then the Store Manager will skip the shifts and speak with the employees about the Shift Manager.  This also gives one the opportunity to learn if the employees are thriving or struggling under this manager.  If you wait for them to come to you, it’s probably already out of hand, and will need time and intervention, which costs money.  If you do discover there is a problem, corroborate the truth of it by interviewing the other employees to discern if this is an isolated case between the manager and employee, or if it is necessary to either correct the manager, or possibly provide more training. Either way, take care of it, or it will grow exponentially and sabotage the culture of the office, and you will loose credibility and influence.   The Starbucks system of performance reviews works ingeniously, measuring how well they are fulfilling the expectations of being a manager!  As well, if the managers are responsible for certain levels of sales, the numbers never lie.  As well, how they’re creating raving fans can be measured by providing customer surveys.  Feedback, feedback, feedback provides concrete evidence! With the right systems in place, you’ll be able to keep the pulse of a place, knowing when you need to provide extra training and possibly need take a more hands on approach for a time.  Whether you have one or many employees, with the Starbucks systems in place, a company can run efficiently with scheduled, regular performance reviews.

BOOKS TO HELP YOU:

“Developing the Leader Within You” Dr. John C. Maxwell

“Developing the Leaders Around You” Dr. John C. Maxwell

“Love “Em or Lose “Em” by Beverly Kaye and Sharon Jordan-Evans

“The Boss’s Survival Guide” by Bob Rosner, Allan Halcrow, Alan Levins

Are You Ready to Hire Your First Office Manager pt. I

Save Yourself a Lot of Headaches, by Putting the Correct Foundations in Place!

When you hire your first office Manager, you can avoid a lot of problems by putting the correct foundations in place.  First off, the manager MUST be rightly positioned.  Making sure their behavioral style matches the needs of the position, and that the skills, knowledge, and training of the person fits their responsibilities.  A lot of headaches can be avoided right here!  Then, they must have a clearly written, and understood job description which includes:

  • Their specific responsibilities

  • Attitudes expected of them

  • Compensation the company will be providing

  • Holidays and/or days, and sick leave

  • When performance reviews will be given to them

Continuing education should be provided so that they are continually upgrading their leadership skills.  This should include how much the company is willing to invest in their training and/or materials.  You can’t manage poorly communicated expectations.  Every time I go into a company to consult, or provide executive coaching, and the manager is frustrated with the owners, it is invariably these items which were loosely agreed upon, and not put in writing. If this is the case, you will eventually experience conflict over what the Office Manager expected and was told, as opposed to what the owner remembers he/she said.  They need to be given the company handbook detailing the

  • Mission

  • Vision

  • Values

along with the job descriptions of the employees they will be managing.  They must have a crystal clear understanding of how to support, train, monitor and encourage their employees.  Problems can be averted by setting the correct foundations at the beginning.  Having a clear understanding of their responsibilities, will avoid any need to micro manage as well!

Done right, you will have more time to do the things you love doing, which is why you became a business owner in the first place!

End of pt. 1

 

Managing to Succeed as a Boss and Leader!

What Great Managers Do With their Employees, To Add Value to Their Company

Here’s where the rubber meets the road in successful businesses where people feel valued for their contributions! Managing people is all about developing other people to bring out their unique:

  • talents
  • gifts
  • personality
  • knowledge, and education
  • skills

to meet the needs of their position at work.  Great managers develop and release their employees by assisting them through training, coaching, directing, supporting, encouraging, and delegating.  Lee Iaccoca managed to lift Chrysler Motors back from varying challenging issues including labor disputes and bankruptcy.  Through it all he managed to maintain his value of “succeeding at the people level”.  What this meant was that he insisted, and I quote:  “In the end, all business operations can be reduced to three words,

“PEOPLE – PRODUCT & PROFITS.
PEOPLE come first.”

If fact one of my very favorite quotes states that to be a superb leader, or manager:

“You need to develop the skill of:
MAKING OTHER PEOPLE FEEL IMPORTANT.”
Dr. John C. Maxwell

In fact,

“No man will make a great leader who wants to
do it ALL himself,
or to get the credit for doing it!”
Andrew Carnegie

Again, management isn’t about youIt’s about what you can do with and through others to build and develop them, while simultaneously meeting the mission, vision, and strategic plan of the company. J. Paul Getty, the wealthy oil mogul, when asked what was the most important quality of a successful executive replied:

“It doesn’t make much difference how much other knowledge
or experience an executive possesses.  If he is unable to achieve results
through people, he is worthless as an executive!”

Are you hearing a similar theme?  As a leader, it’s about extracting from your people, their very best on behalf of the company, in ways that honor, value, and build them. You get to make a difference in someone else’s life.  Because of you, they can gain a new skill, learn a new competency, or even be directed toward their dream position and ultimately live a fulfilling work life.  You have the opportunity to “be” the difference in each and every employee who calls you their boss. So, it’s important that you get the right perspective on your position, and learn what great leaders/managers say and do to create great employees.  A great leader says, as they work with their employees, “How can I make those around me more successful?” In fact, one of the very best questions you can ask yourself to evaluate why you are a leader, to discern what your motive is in carrying the title leader/manager/supervisor while you support, coach, direct, and lead the people under you is:

“Am I building people?
Or, am I building my dream
and using people to do it.”
Fred Smith of Federal Express

This question goes to the heart of why you are in this role, what your motivation is.  In fact, when you correctly understand what your “Job Description” is, you will begin to understand that everyone you work with is hungry. Yes, that’s right.  They’re hungry to be understood, to feel worthwhile, important, and ultimately in their own way, to be recognized as valuable . . . valuable to you and to the organization you both work for.  And you know you’ve reached this level of leadership when instead of feeling like you’re going to throw-up when you’re reading or hearing something like this, that speaks to the soft side of business, – like I myself use to feel;  instead, hearing this now resonates with you, motivating you to work toward finding out how you can genuinely meet the unspoken needs of those who are a part of your tribe, who call you boss.

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Confessions of an Accidental Leader
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