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transformational leader

Leadership

Authentic Leadership In The Modern Workplace

by IPowerIdeas

In today’s rapidly changing work landscape, authentic leadership is not just a buzzword; it’s a fundamental requirement for success.  Authentic leaders inspire, empower, and foster genuine connections with their teams.  But what does it take to be an authentic leader in the modern workforce, where continuous learning, effective feedback, and intergenerational dynamics come into play?

 

Embracing Continuous Learning

One of the cornerstones of authentic leadership is continuous learning.  As Dr. Dewett, aptly puts it, “The more you know, the more you realize you don’t know.”  Embracing growth and lifelong learning is not just a personal commitment; it’s a leadership imperative.  Authentic leaders understand that knowledge is ever evolving, and they encourage their teams to adopt a growth mindset.

 

Continuous learning doesn’t only involve formal education; it encompasses self-awareness and humility.  Genuine growth comes from recognizing our limitations.  Authentic leaders cultivate humility, acknowledging that they don’t have all the answers.  This humility allows them to approach situations with an open mind, actively seeking input from diverse perspectives.

 

Balancing Candor and Kindness in Feedback

Authentic leadership also hinges on effective communication, especially when it comes to providing feedback.  Candor and kindness might seem like opposing forces, but they can coexist in feedback conversations.  Kim Scott, author of Radical Candor (check out the book summary), emphasizes the importance of “ruinous empathy,” where leaders prioritize kindness at the expense of candid feedback.  On the other hand, “obnoxious aggression” arises when candor overshadows empathy.

 

Scott advocates for “radical candor,” a sweet spot where leaders can be both caring and honest.  Authentic leaders understand that providing constructive feedback is an act of kindness, as it helps team members grow and develop.  They create an environment where honest conversations are welcomed, and feedback is a continuous process, not just an annual review.

 

Navigating an Intergenerational Workplace

The modern workplace is a melting pot of generations, each with its own set of values, expectations, and communication styles.  Authentic leaders recognize the importance of bridging generational gaps.

 

Sara Holtz, host of the “Advice to My Younger Me” podcast, emphasizes the need for empathy and active listening when navigating intergenerational dynamics.  Authentic leaders try to understand the perspectives of different generations, valuing the wisdom of experienced employees while also embracing the fresh ideas and tech-savviness of younger team members.

 

Building this bridge is also important when it comes to identifying the unique ways in which different generations view work.  While Baby Boomers often view work as a means to an end, a consistent and stable way to earn a living and provide for your family over the course of a lifetime, younger generations tend to value purpose, meaning, balance and input.  Work isn’t just a place to clock-in, endure frustrating dynamics for 8 hours, and then clock out.

 

Recognizing these differences in value is important, as it can help leaders balance the culture and expectations that different employees have.

 

Strategies for Authentic Leadership

Embracing continuous learning, mastering the art of feedback, and navigating generational differences are key aspects to developing an authentic leadership style is to lead by example.

 

Authentic leadership starts with you.  Be genuine, humble, and empathetic in your interactions.  Model the behavior you want to see in your team.

 

In the modern workplace, authentic leadership is not a luxury but a necessity.  Embracing continuous learning, mastering the art of feedback, and navigating generational differences are essential components of authentic leadership.  By cultivating these skills and leading by example, you can inspire your team, drive productivity, and create a workplace culture that thrives in an ever-evolving world.

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

Radical Candor is a great book and the strategies and examples have helped me become a better leader by dealing with things in the right moment as well as with kindness and being genuine.  It goes a long way and I have received incredible feedback from my team members on how much they appreciate my style of leadership.

 

If you had any thoughts, let us know.

 

Good Luck!

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Leadership

Contagious Leadership Style

by IPowerIdeas

There are a lot of things that can make or break your business.  It can be the market, the economy, your competition, slow sales, high costs or so many other factors.  But, above all, you are the root of your company’s success or failure.

 

It can be easy to point to everything else when a company flops.  When a company succeeds, it is almost always attributed to the leader of the organization.  They’re celebrated and featured in the media.  People talk about how they made it.  But, the leader of a company can also be one of the primary reasons why a company fails.

 

This is not a business truism we typically hear about or learn in business school.  But, I believe that it is one of the most factual realities of being an entrepreneur and leader.  Good or bad, there’s an inherent root to your company and it’s the person you look at in the mirror.

 

Great leaders know this and they continuously work at how they lead their organizations.  At the foundation of every successful leader is their leadership style.  Leadership style is ultimately how you run and drive your business.  What makes a business rise or fall always starts with you.

 

Everyone has a leadership style, whether they’re conscious of it or not and whether or not it’s intentional.  It is the way you construct your company and teams, how you create its products, how you sell and every other aspect of your business down to the smallest detail.

 

The leader you are has a ripple effect that radiates through your business and your employees—into the market and to your customers, vendors and stakeholders.  It can go even further than this.  It is highly contagious.  Whether you like it or not, you are either spreading rainbows or spreading thunderstorms—sometimes both.

 

Leadership style can be both “nature” and “nurture.”  Many leaders work to develop theirs; many do not.  It is not something you can fake.  I find that people can always detect the real leader you are.  They may even detect the leadership in other people at your organization; just because you’re the CEO doesn’t mean that you’re the leader.  When you look at how your company is doing, I recommend that you look at your leadership style and how you are leading.

 

Try to create an environment and culture where people can use their talents and gifts and do their best work, where everyone feels comfortable giving their ideas and perspectives.  By helping people get to the best in themselves, it benefits everyone, including your organization.

 

There are other leadership styles that great leaders subscribe to.  What fits you as a leader will be both inherent and intentional, and entirely up to you.  I see too many leaders, though, use fear and intimidation or treat employees poorly.  They work by the adage that everyone is replaceable, to “fire fast and hire slow.”  I haven’t seen this to be very effective.

 

When employees are unhappy or unfulfilled, it will ultimately impact your business, products and even your customers.  Poor leadership, bad work environments and cultures cripple organizations and hinder their success.  This can be corrected.  But it begins with the leader.

 

You won’t get the most out of your talent unless you work at it, too.  It’s like a muscle.  If you don’t use it regularly, it won’t be as strong.

 

It can be a lot of work and can take a lot of time, intention and consideration.  But, it is more than worth it.  Develop your leadership style.  Work at it and be conscious of it in everything at your company.  It’s when you’ll see the real magic happen.

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

My leadership is servant leadership. I work hard to foster an open and honest culture and I hire talented people to tell me what needs to be done and I help remove the roadblocks and speedbumps for them to be successful.  The article helps us identify what kind of leadership style you have and hopefully it includes nurturing your team.

 

Check out the video on servant leadership:  VIDEO

 

If you had any thoughts, let us know.

 

Good Luck!

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Leadership

Unleashing Your Leadership Potential: Strategies For Success

by IPowerIdeas

Simply performing well on assigned tasks was not enough to stand out in a hectic workplace.

 

One day in a meeting, I noticed a colleague, Emily, who I felt possessed incredible potential as a leader.  She consistently delivered exceptional results and had a keen eye for detail.  However, she seemed to fade into the background, overshadowed by more outspoken team members.  Like me, she wasn’t showcasing her true potential, so I invited her for a virtual chat.

 

During our conversation, I was able to extract valuable insights and ideas from her that she hesitated to share in a larger group setting.  Recognizing her expertise and unique perspective, I made it a point to amplify her contributions during subsequent team meetings.  By investing in relationship currency, I not only helped Emily gain visibility but also fostered a collaborative environment that allowed both of us to shine.

 

As time went on, I witnessed Emily’s confidence grow.  She began advocating for herself and others, showcasing her work and the impact it had on the team and the organization.  By building strong relationships with our superiors and championing the work of her colleagues, Emily positioned herself as a valuable asset and a leader who was invested in the growth and success of the team.

 

Emily’s transformation serves as a powerful reminder that success lies not only in our individual achievements but also in our ability to create a supportive and thriving environment for ourselves and those around us.  Additionally, by sharing our stories of growth and success, we can inspire others to embark on their own leadership journeys and pave the way for a future where potential is recognized, relationships are valued, boundaries are respected and advocacy is celebrated.

 

There are three simple strategies you can follow to help you and your people progress professionally and fully realize your leadership potential:

 

(1) switching from performance currency to relationship currency,

(2) establishing boundaries around low-value work and

(3) speaking up for more of the work you desire.

 

Strategy 1: Move from performance currency to relationship currency.

People are frequently first evaluated based on their performance currency, or how successfully they complete assigned tasks.  While this is crucial, it is also crucial to invest in relationship currency, which entails forging close ties with those who are close to you.  You can effectively demonstrate your leadership potential by making your credibility known to the appropriate people.

 

You might, for instance, invite a coworker to join you for a virtual cup of coffee or a recognized leader to lunch.  These modest actions can go a long way toward building rapport, encouraging collaboration and increasing your organization’s visibility.  Remember that sometimes your work won’t speak for itself, so it’s important to actively show your leadership potential through relevant connections.

 

Strategy 2: Set boundaries around low-value work.

You can prioritize tasks that are in line with your capabilities, areas of expertise and career objectives by establishing boundaries around low-value labor.  Inform your superiors of your goals, the contribution you can make and your readiness to accept more difficult and fulfilling assignments.  Keep in mind that demonstrating your potential as a leader depends on you standing up for yourself and promoting your own development.

 

Strategy 3: Advocate for more of the work you want.

For both personal and professional development, learning how to properly promote your work and the value you bring is crucial.  Developing a good working connection with your supervisor and speaking up for others can have a big impact on how your career develops.  By doing this, you not only demonstrate your leadership potential but also foster an environment where coworkers can flourish.

 

When arguing for more of the work you want, concentrate on emphasizing your advantages, successes and contributions to the company.  Use statistics, analytics and case studies to demonstrate how your contributions have had a positive impact on results.  By promoting your own work as well as the work of others, you establish yourself as a vital member of the team and a leader who cares about the development and success of the group.

 

Conclusion

It’s imperative to do more than just put in hard work and produce results if you want to demonstrate your leadership potential.  You can establish yourself as a leader who is proactive, influential and driven to make a difference by using these three strategies: switching from performance currency to relationship currency, putting boundaries around low-value work and lobbying for more of the job you desire.  Keep in mind that success isn’t just determined by your own personal accomplishments; it’s also determined by your capacity to create meaningful connections, negotiate office politics and promote both your own and others’ growth.  Adopt these tactics, make the most of your special abilities and unleash your leadership potential to advance professionally and leave a lasting impression on your company.

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

These 3 strategies are extremely helpful and if you are quiet or an introvert, these will push you outside of your comfort zone.

 

If you had any thoughts, let us know.

 

Good Luck!

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FeaturedLeadershipPersonality Discovery

How Can You Make Storytelling a Habit?

by IPowerIdeas

Read all the posts about storytelling.  They are part of a series of adding and/or strengthening the tools in your toolbox.

 

 

Storytelling is not only a skill, but also a habit.  A habit that can help you communicate better, connect deeper, and inspire action.  But how can you make storytelling a habit in your daily life?  Here are some tips to help you practice and improve your storytelling abilities.

 

Identify your stories

The first step to make storytelling a habit is to identify the stories that you have to tell.  Stories are everywhere, in your memories, experiences, observations, and insights.  You can use a journal, a voice recorder, or a note app to capture your stories as they come to you.  Try to be specific, descriptive, and emotional when you record your stories.  You can also use prompts, questions, or themes to spark your imagination and creativity.

 

Structure your stories

The second step to make storytelling a habit is to structure your stories in a way that engages your audience.  Stories have a beginning, a middle, and an end, but they also need a hook, a conflict, and a resolution.  A hook is what grabs your audience’s attention and curiosity.  A conflict is what creates tension and suspense.  A resolution is what delivers the message and the lesson.  You can use different frameworks, such as the hero’s journey, the three-act structure, or the STAR method, to organize your stories.

 

Tell your stories

The third step to make storytelling a habit is to tell your stories to someone.  This can be a friend, a family member, a colleague, or a stranger.  The point is to practice your storytelling skills in a real situation, where you can get feedback, reactions, and emotions.  You can also use different platforms, such as podcasts, blogs, social media, or videos, to share your stories with a wider audience.  The more you tell your stories, the more confident and comfortable you will become.

 

Listen to stories

The fourth step to make storytelling a habit is to listen to stories from others. Listening to stories can help you learn from other storytellers, discover new perspectives, and expand your knowledge.  You can listen to stories from books, podcasts, TED talks, documentaries, or live events . You can also ask questions, show interest, and empathize with the storytellers.  Listening to stories can also inspire you to find and tell your own stories.

 

Adapt your stories

The fifth step to make storytelling a habit is to adapt your stories to different contexts, purposes, and audiences.  Stories are not static, but dynamic.  They can change depending on the situation, the goal, and the listener.  You can adapt your stories by adjusting the length, the tone, the language, and the details.  You can also use different techniques, such as metaphors, analogies, humor, or emotions, to enhance your stories.

 

Repeat your stories

The sixth and final step to make storytelling a habit is to repeat your stories.  Repeating your stories can help you refine, improve, and master them.  You can repeat your stories by telling them again to different people, by recording them and listening to them, by writing them and editing them, or by reviewing them and memorizing them.  Repeating your stories can also help you create a personal brand, a signature style, and a loyal following.

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

I know we have all heard it before, but two things come to mind that work every time.  One, tell a joke.  It helps you relax as well as makes the audience focus on you and your story.  Second, start off with a hook, such as a question.  It engages the audience to pay more attention as you will answer the question later in your presentation.

 

If you had any thoughts, let us know.

 

Hope you enjoyed the post.

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Leadership

Characteristics of an Effective Leader

by IPowerIdeas

Effective leadership is crucial for the success of any business as it shapes the company culture and impacts every aspect of the organization—from employee morale and productivity to financial performance and business success.

 

Let us understand the characteristics of an effective leader.

 

Visionary

Effective leaders have a clear vision for their business and communicate it effectively to their team, thus ensuring that everyone is working towards the same objectives.  They have a long-term perspective and are able to anticipate future trends and changes in the market.

 

Inspirational

Good leaders motivate their team members to work hard and be passionate about their work.  They lead by example and create a positive work culture that fosters creativity, innovation and collaboration.

 

Decisive

Effective leaders make decisions quickly and confidently.  They set clear goals, weigh the pros and cons of a situation, devise strategies, and make informed decisions.  A good leader remains calm under pressure, makes tough decisions, and rallies the team to work towards a solution.

 

Accountable

Leaders who are accountable take responsibility for their actions and decisions.  They admit when they are wrong and are willing to learn from their mistakes.  They also hold their team members accountable and provide constructive feedback to help them improve.

 

Motivation

Leaders who are able to motivate their employees are more likely to see positive results in employee performance.  Motivated employees are more engaged in their work, which can lead to increased productivity and better overall performance.

 

Productivity

Leaders who are able to effectively manage their teams can help improve productivity.  This can be achieved by providing employees with the resources they need to do their jobs, setting clear expectations, and providing regular feedback.

 

Employee retention

A high level of employee retention is seen in organizations where the leaders create a positive work environment and build strong relationships with their employees.  This is because employees are more likely to stay with a company where they feel valued and appreciated.

 

Leadership and business success

Effective leadership is essential for the success of any business.  Let us understand the role of leadership in three key areas of business success: strategic planning, risk management, and innovation and change.

 

Strategic planning

Strategic planning is the process of setting long-term goals and developing a plan to achieve them.  A good leader understands the importance of strategic planning and is able to create a clear vision for the future of the company.

 

Risk management

Every business faces risks, whether they are financial, operational, or related to external factors such as market conditions and regulatory changes.  A strong leader is able to identify potential risks and develop strategies to mitigate them.

 

Innovation and change

Innovation and change are essential for businesses to stay competitive and adapt to evolving market conditions.  Good leaders encourage their teams to think creatively and take calculated risks.  They can identify emerging trends and technologies and develop strategies to incorporate them into the business.

 

Challenges in leadership

Leaders face various obstacles that can hinder their ability to lead their teams to success.

 

Resistance to change

When a leader proposes a new idea or strategy, it is not uncommon for team members to resist the change.  This resistance can be due to fear of the unknown, lack of trust in the leader, or a belief that the current way of doing things is better.

 

Managing conflict

Conflict can arise from differences in opinion, personality clashes, or competition for resources.  Leaders must be able to identify the source of the conflict and work with team members to find a resolution that is satisfactory to all parties involved.

 

Time management

Leaders must be able to priorities their tasks, delegate responsibilities, and manage their time efficiently to ensure that the team is meeting goals and deadlines.

 

Maintaining motivation

Leaders must be able to maintain motivation within their teams.  This can be challenging, especially when team members are faced with setbacks or obstacles. Leaders must be able to inspire and motivate their teams to stay focused on their goals and work together to overcome any challenges that arise.

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

Can’t say much more than what is here. It is a lot, but these characteristics must be the base foundation of any good leader.  They need to be involuntary and muscle memory to be effective to display the entire “confidence portfolio”.

 

If you had any thoughts, let us know.

 

Hope you enjoyed the post.

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FeaturedLeadership

Empowering Yourself as a First-Time Leader

by IPowerIdeas

My first job out of school was not in a leadership position, but through observing, it was a pretty good orientation for first-time leaders.  I watched many people doing a lot right, but I also saw people being asked to speak and behave outside their comfort zone; I watched many without support.  When I took my first leadership role and became a CEO, I built these lessons into my approach.

 

Here are nine ways I learned to empower myself as a developing leader:

 

  1. Understand that everyone has a role to play

Despite the bad examples of leadership, one really good quality that leaders in my first job demonstrated was how they viewed individual contributors.  They understood that, while not everyone was going to necessarily be a manager, leader or change agent, the value of each contributor was still sound.  If someone decides, “Staying at this level is my path, and I want to stick to it,” working for a company that recognizes that will result in a better experience for everyone.

 

  1. Never work for an insecure person

Insecurity permeates everything—for leaders, it infiltrates their decisions and impacts the ability of others to work for them.  This was one of the biggest lessons my first job taught me.  A little bit later in my career there, leadership awarded me a title not beyond my competency but probably beyond my experience.  I ended up managing people who were 20 or 30 years older than I was.  Fortunately, they were confident and secure in their jobs, so, despite my age, they accepted my leadership.  If they weren’t, I might have suffered my insecurities and had a harder time being their leader.

 

  1. Look for support

Seek out a supportive environment and culture where you can make mistakes.  My first time with success in a leadership position was when I worked for someone who truly had my back.  He watched over me and stayed aware of my decisions, giving me a lot of rope but never enough to let me hang myself.

 

  1. Seek out fun

Rather than the career offering the most money, first-time leaders should follow their natural gravitation toward fun.  A leader needs the skill sets that make others want to buy into their ideas and follow their direction.  To be successful in leadership, we need to enjoy leading and feel gratification at someone choosing to follow us.  That energy from our enjoyment and buying into what we offer as leaders is what people follow.  Unless we can have fun leading others, we can never succeed.

 

  1. Management builds leadership

Sometimes, our path to leadership includes enabling others to be good leaders as managers. This means getting our hands dirty and being willing to do the grunt work that comes with straight managing.  Never surprise your boss—even well-intended surprises can undermine them—but help them look good.  Groom yourself to take that step up into leadership by helping your leaders demonstrate the best of their abilities.

 

  1. Do up rather than out

First-time leaders who want to prove themselves by taking on more than their share should remember to work vertically rather than horizontally.  It can be easy when we see work not getting done to step in and cover for our peers. I went through it.  Instead, we should do the work that will get rewarded by working up, not out, and doing it well.

 

  1. Nurture partnerships

I have family members who are military officers who rely on their wives to take care of the rest of the family, especially during deployment.  Business partnerships are not the same as marriage, but being a leader often means turning to partners within the organization for support.  Partners in HR, for example, can help support interactions with direct reports and their families.  Leaders should nurture opportunities to create strong partnerships across the company from different divisions for a variety of support.

 

  1. Remember your scope of responsibility

In military leadership, one person responsible for four soldiers may report to someone in charge of 30 soldiers, who then reports to someone overseeing 500 soldiers.  That person at the top sees their responsibility as taking care of 500 families.  As a leader of a company, I often think down through the channels of leadership about the families who are part of my scope of influence.  As we move through our leadership journey, never forget the responsibility for that pyramid of resources.

 

  1. Leadership is earned, not given

It takes more than someone else giving us a title to make us a leader.  We have to earn that title, both vertically and horizontally.  With buy-in up the chain from our leaders and across from our peers, we have an easier time convincing direct reports underneath us to buy into our leadership. S ome may see it sooner, but rather than expecting others to take our ability to lead for granted, we can work on demonstrating it.

 

Taking on a position of leadership can be frightening.  Those who will succeed as leaders are willing to accept that challenge because of the personal gratification they receive from serving in that position.  Step up and step forward to earn and nurture the personal gratification from leadership, and the outside gratification will follow.

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

One of the most important aspects of a good leader is having self confidence.  There are several blog posts regarding the benefits of self-confidence.  Here is one – READ IT.  Doing it alone is also very hard and as the article highlights, surround yourself with people who have your back (even when you are not in the room).  The last point I want to highlight is “fun” and showing your team you recognize their efforts and their wins. 

 

One memorable thing I did for my team was I just picked a Friday and rented a Slupree machine in the middle of the summer – they loved it!  It went around the company like wild fire and every other department came by to get a Slurpee and ask why we were doing it.  A small effort had such a big impact for not only my department, but within the company.

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Leadership

How ‘Story Building’ Can Help Boost Your Business Performance

by IPowerIdeas

Below is a really good summary of the article and the authors share key points.

 

Seasoned hikers wouldn’t dream of heading off into the wilderness without a map and a compass.  But organizations do it every day.

 

Every organization is perfectly aligned to get the results it’s getting.  Unsatisfied with results?  Check your map and compass.

 

Strategic alignment is every bit as critical for organizations as it is for hikers.  Call it pathfinding.  Call it navigating to true north.  Call it mission and vision.  Call it taking responsibility for shaping events.  Call it good leadership.  Call it smart business.  It’s not a destination, it’s a journey.  Take charge.

 

Bottom-line?  Culture is a key performance component in every organization—your business, your team, your family.

 

It may seem like an oversimplification, but “culture” is in large part a product of the stories people create about their environment.  Note that word “create.”  Culture is not just about storytelling (although that plays a role).  It’s about story building.

 

Multiple studies show that most strategic efforts to change a company’s culture fail.  There are several attributes that are common to every successful change story.

 

“Storytelling is used to inspire certain behaviors in organizations, and some stories have true motivational power,” Amorim says.  “However, nothing is more impactful than seeing a leader behaving in ways that reflect the principles and values of the new culture.

 

Barney says that to be effective, culture-changing stories must have six attributes:

 

1.  They must be authentic, consistent with the values and actions of the leader who’s building them. This doesn’t mean that the leader never makes a mistake. But when a mistake is made, the leader must acknowledge it, then use the error to build a story that exemplifies the new culture that’s being built.

 

2.  Culture-changing stories must “star” the business leader.  Barney and his colleagues have never seen a successful culture change in an organization that was not—at least in part—“top-down” in nature.  

 

3.  The actions that business leaders take to build a story must break with the past and provide a clear path to the future.  They break with the past by clearly rebuffing the values and norms that dominate an older culture.  They provide a path to the future by exemplifying the kind of culture a business leader thinks will be needed to implement a new strategy.

 

4.  Culture-changing stories must appeal to employees’ heads and hearts, Barney says. “By heads, we mean there must be a compelling business reason to change the culture—usually because it is not aligned with a firm’s strategies.  If there is no business case for culture change, then culture change is a manifestation of a business leader’s ego.”

 

5.  Culture-changing stories are often theatrical.  Barney says this makes them memorable.  It also sends a signal that a business leader is deeply committed to culture change.

 

6.  Finally, business leaders need to encourage other employees in the organization to build their own culture-changing stories.  Barney says they do this by building multiple culture-changing stories themselves, by recognizing when others have built stories, and even by asking a few critical managers to build culture-changing stories.

 

“Mark Twain said that ‘actions speak louder than words, but not nearly so often,’” Barney notes. “It’s quite easy to announce the need for a new culture.  But such announcements are examples of ‘cheap talk.’  When culture change gets difficult—as it almost always does—it’s easy for business leaders to put this kind of change on the ‘back burner’ as a firm focuses its efforts on shorter-term financial or regulatory or other challenges.”

 

What’s the key to building stories that appeal to both the head and the heart?

 

Barney says that on the “head” side,” business leaders need to build stories that clearly exemplify what a firm’s new strategy needs to be, and the culture that needs to be created to implement that strategy. On the “heart” side, “these stories also need to invite employees to join with a business leader to build a better and more effective company that accomplishes great things.”

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

This article was a little more culture-focused, but was included because as a leader, creating your stories has to be of value and impactful.  And the attributes in this article can help build value and impact from your stories.

 

Check out the other posts on story telling.

 

Good luck.

 

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Leadership

Why Leadership Training Fails

by IPowerIdeas

Let’s face it: The leadership training industry has a horrible and downright stinky record.

 

Chasing the next shiny thing?  Training with pontifications and Venn diagrams that first-line supervisors and middle managers can’t apply in the real world?  

 

This article provides five warning signs of leadership training that are likely to fail.

 

  1. It’s just another flavor of the month idea.

You find out it doesn’t work in the real world because it was never (really) tested in the real world until you tested it out yourself and found out the bad news. You’re the first person to be pushed off the cliff.

 

Solution: Learn from somebody who’s already done your job successfully.  Think about it.  Don’t learn from a leader, instructor or leadership school if they don’t have direct experience with your type of job requirements.  If you’re a first-line supervisor, middle manager or senior manager, learn from somebody who’s proven that they’ve done your job successfully.

 

  1. They don’t tell you exactly what to do.

They say things like “increase your communication” or “motivate your team” and create “a sense of vision.”  It’s a weekend training course; you show up to work Monday morning, and you can’t apply it—because they haven’t told you exactly how to implement these ideas.  If it weren’t so tragic, it would be funny.

 

Solution: When you receive training of any type, it should provide a specific, step-by-step implementation plan.  Certainly, it should give you theory along the way.  However, if all they’re doing is giving you these pontifications, avoid this training like the plague.

 

  1. Even if the ideas are worth trying, you don’t have the time.

You’ve gone to a weekend-long training session with lots of great ideas, but they don’t consider how you will use this information while you’re still doing your job.  You come in the next morning and get slammed for another five or six days straight trying to implement ideas that simply take too much time.  It’s unworkable for supervisors who constantly incur massive direct supervision demands while making sure their team is producing the outputs defined by senior management.

 

Solution: Unless you know exactly how you will implement any leadership training, which includes knowing how much time you have available to do so, think twice before trying it out.  If the training system can’t answer that question, don’t pursue this training approach.

 

  1. Even if the ideas appear to be worth trying, it’s too complicated.

There’s just no way you have time to implement somebody’s doctoral thesis.  These are often the programs that are quick to blame the trainee.  All these ideas looked great during the afternoon training; however, as they are based on extremely complicated formulas, they are often unworkable in the typical workplace.

 

Solution: Complex leadership approaches generally have no place in the world of the first-line supervisor or middle manager. Run in the other direction as fast as you can.

 

  1. Even if the ideas are worth trying, you don’t have a supportive culture that accepts the change.

If the group above you didn’t attend the same training (even if they are the ones that sent you), your “new initiative boat” is heading for the rocks.  I wish I didn’t have to explain how idiotic this situation is, but I should because No. 5 is the most common and significant cause I’ve seen for wasting new leadership methodologies.  Hoping to influence positive change, you try to re-explain the approach, only to get the same answers from an entrenched culture.  Trying to make progress using this method is a miserable fool’s errand.  What do they say about repeatedly trying the same thing and expecting different results?  Yeah, it’s insanity.

 

Solution: Not all leadership training proposals require a culture change, but most of them do.  You need buy-in from your supervisor or the senior management group.  If this new approach is not compatible with the current culture senior management promotes, don’t waste your valuable life force.  Chances are good that you’re going to be running up a hill of sand with all four tires spinning without getting any traction and feeling just a lot of heartache instead.

 

 

What to Look for Instead

 

  1. What you need is training from someone who’s done your job before and found effective solutions to your problems.

 

  1. What you need is training that teaches you exactly step-by-step what to do next.

 

  1. What you need is training that’s easy to implement, effective and transferable to real-world conditions.

 

  1. What you need is training that is promoted by the current work culture, including senior management.

 

  1. What you need is training that uses universal principles so you can go around and apply this to every human who works for you.

 

Any leadership training that cannot commit to these five requirements is the type of training approach you will likely want to run away from as quickly as possible.

 

Okay?  You’ve been warned.

 

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

These are very identifiable reasons why professional training fails.  I can relate to each one of these.  I have done professional leadership training, technical training, as well as development for my staff.  Providing training can be very challenging and one of the most important aspects that has worked for me is providing the “why” or “what’s in it for me?”  Once they understand it, the light bulb goes off and you audibly hear the “ah-ha’s”. 

 

Enjoy.

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Emotional IntelligenceLeadership

Spot Insecurity in any Leader

by IPowerIdeas

“A lot of things can happen when you have an insecure leader.  None of it very good.”

 

If a leader is wracked with insecurity, it won’t simply render them ineffective. It will actually undermine everything they have been attempting to build.

 

But this raises an important question; “Is there an objective way to tell if you really are a secure leader?”

 

While there may be no scientifically verifiable way to know for sure, the following self-evaluation questions can give you a pretty good idea.

 

  1. If a contribution I made to a project is not publicly acknowledged, do I feel wronged?

 

  1. Do I feel a hint of jealousy when the accomplishment of a colleague is being celebrated?

 

  1. If I hear about a meeting that I was not invited to, do I feel concerned about being excluded?

 

  1. Am I uncomfortable letting someone else lead a meeting when I am technically in charge?

 

  1. Do I need to be “cc’d” on every email that flows through my department?

 

  1. Am I easily upset if someone points out ways in which my work could improve?

 

  1. Do I place my own survival ahead of the team’s mission?

 

  1. Do I get nervous if I am not hearing people say good things about me?

 

  1. Is it important that people consider me to be more successful than my predecessor?

 

  1. Do I feel in any way threatened when I see a younger leader rising through the ranks?

 

If you said “Yes” to several of these questions, you might have a concerning level of insecurity in your leadership.

 

And while there’s no magic wand you can wave to eradicate insecurity, the first step to overcoming these tendencies is through ruthless self-awareness.  Keep a list like this handy, review it often, and use it to measure your growth as a secure leader.

 

Because it’s true; a lot of things can happen when you have an insecure leader.

 

None of it very good.

 

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

Being secure is important for a leader.  You don’t have to be the subject matter expert to have confidence.

Enjoy.

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Leadership

5 Tactics for Effective Leadership

by IPowerIdeas

Jocko Willink joined Fox News Digital for an on-camera interview. Leadership is the “most important thing,” he said. “Good leadership has the most massive impact on the performance of a team.”

 

“We solve problems through leadership, through interacting with other human beings,” he said.

 

“That was very clear when I was in the military,” he said. “When you had a good leader, that platoon or battalion would perform well. If you had a bad leader, that platoon would not perform well.”

 

“So good leadership has the most massive impact on the performance of a team,” he added.

 

“Of all the different things that I have learned to do throughout my life, leadership was the most important,” he said. “It’s the thing that I ended up teaching to the young leaders in my last few years inside the SEAL teams.”

 

“I realized almost instantly that all the leadership lessons that I had learned inside the military, under the most stressful environment possible, applied in any leadership situation,” he said.

 

“I know that when you have problems in an organization, those problems are leadership problems, and leadership is how you solve those problems.”

 

The former SEAL revealed a few of his top tips for achieving effective leadership through the lens of military initiatives.

 

  1. Listen

Although this may seem “counterintuitive,” Willink said that listening to input and feedback from members of a team will improve leadership performance.

 

This includes considering the ideas of other team members and adopting a “decentralized command” approach in which everyone chips in as a leader.

 

“Everyone has to be aligned,” he said. “And then you have to empower those subordinate leaders.”

 

Particularly in the age of hybrid and remote work, Willink noted that using a decentralized command approach will allow employees to take ownership of their jobs from varying locations.

 

“People have to have a better understanding of why they’re doing what they’re doing, so they can actually execute,” he said.

 

 

  1. Build Strong Relationships

 

In order to effectively use decentralized command in the workplace, Willink emphasized that building relationships is key.

 

“If we have good relationships, then we can have trust between us, listen to each other, influence each other and make decisions based on our common shared knowledge”.

 

This is especially important in a modern-day workspace, where co-workers are not always co-located, Willink stressed.

 

  1. Practice Discipline

One of Willink’s major philosophies is the power of discipline, which he said correlates to effective leadership.

 

“If you’re in a leadership position, you’ve got to be able to make sure that you’re doing well,” he said.

 

“You’ve got to make sure that you’ve got your own world in order, because if you can’t square yourself away, there’s no way you can lead other people.”

 

Discipline is “absolutely critical” inside an organization, Willink said.

 

Even though people often view discipline as constricting, he said, “the opposite is true.”

 

“When you have a disciplined organization, that allows them to understand what it is they’re doing [and] why they’re doing it, [and] the parameters they’re allowed to work within, and then they can go and make decisions based on those parameters … and they can make things happen a lot quicker.”

 

“It gives you freedom, and it gives them freedom,” he went on.

 

 

  1. Strike a Balance

Those looking to up the ante as leaders need to first find balance, Willink advised.

 

“I think any time a leader has an extreme opinion about something, it’s usually not going to work out well,” he said.

 

“If they’re extremely emotional, it’s not going to work out well,” he went on. “If they’re extremely unemotional, that’s not going to work out well. So, it’s very important for a leader to be balanced.”

 

Willink urged all individuals to pay attention to certain signals that may point toward the need for a better balance.

 

These include feeling unhealthy from working long hours, lacking sleep, hearing complaints from significant others about work habits and missing out on important events at home.

 

 

  1. Take Ownership

Willink’s final piece of advice is for leaders to take responsibility for what occurs within their team.

 

“It’s your team. You’re in a leadership position,” he said.

 

“When things go wrong, it’s your fault — and you’re the one who needs to fix it.”

 

Willink also encouraged leaders to practice making small decisions quickly instead of attempting to solve large problems with one “giant” decision.

 

“It’s easier, smarter and more efficient to try and make small decisions very rapidly and make adjustments on those decisions,” he said.

 

“I think that’s one of the most important things that we as leaders can do is to create other leaders, and we do that by empowering the people around us.”

 

“Leadership is a skill, just like playing basketball or guitar,” he said.

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

He is a little wordy (sorry), but his words carry a lot of wisdom and weight.  Really good advice and insight.

 

Enjoy.

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Emotional IntelligenceLeadershipPersonality Discovery

Do Emotions Belong in the Workplace?

by IPowerIdeas

Thought leader Liz Fosslien gives advice on how we can foster empathy in the workplace

 

Now that we are getting back to “normal” post pandemic, how can we recognize and support struggling employees, especially in remote and hybrid work settings?

 

Here are valuable insights on how to navigate this challenge effectively.

 

 

Identify warning signs: Performance and engagement

Early intervention through recognizing signs of employee struggle is essential for maintaining employee mental health.  Be mindful about sudden performance declines and disengagement; rather than a sudden dislike for the job, these behaviors could indicate underlying problems.

 

Address these concerns through compassionate conversations that acknowledge an employee’s abilities while expressing genuine support.

 

Suggest using such lines as: “I’ve noticed a decline in your performance lately.  I just wanted to check in on you and see if there’s anything personally affecting your work that I can help you with.”

 

Build personal connections: Check-ins and open dialogue

Incorporating personal check-ins into regular one-on-one meetings between managers and employees is an effective way to connect with workers about their mental health.  Suggest dedicating time at the beginning or end of these meetings to ask about the challenges employees may have faced during the week.

 

By creating a safe space for open communication, employees are more likely to share their struggles.

 

“Asking that question offers them an opportunity to share what’s going on with them,” she said. “Just giving people permission to feel their feelings in the workplace can prevent issues from escalating into severe problems.” 

 

Foster openness: The power of storytelling

Storytelling is a powerful tool for leaders to create an environment where employees feel comfortable sharing their struggles, and emphasizes the importance of vulnerability in leadership — especially during challenging times such as reorganizations or shifts in priorities. 

 

“It’s okay to express emotion.  It’s been a challenging couple of years.  It is absolutely normal for people to feel exhausted, overwhelmed, yanked around,” Fosslien said.

 

Leaders should acknowledge the emotional challenges and provide avenues for employees to voice their concerns, she said; by normalizing these emotions and sharing personal experiences, leaders can alleviate feelings of isolation and promote open dialogue.

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

Emotions are hard in our personal lives and it is even more complicated in the workplace.  However, utilizing these suggestions will give us additional tools in our toolbox.

 

Enjoy.

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Leadership

8 Steps for Leading Change

by IPowerIdeas

Kotter’s award-winning methodology is the proven approach to producing lasting change.

 

1.  Create A Sense of Urgency
Inspire people to act – with passion and purpose – to achieve a bold, aspirational opportunity. Build momentum that excites people to pursue a compelling (and clear) vision of the future… together.

 

2.  Build A Guiding Coalition
A volunteer network needs a coalition of committed people – born of its own ranks – to guide it, coordinate it, and communicate its activities.

 

3.  Form A Strategic Vision
Clarify how the future will be different from the past and get buy-in for how you can make that future a reality through initiatives linked directly to the vision.

 

4.  Enlist A Volunteer Army
Large-scale change can only occur when massive numbers of people rally around a common opportunity. At an individual level, they must want to actively contribute. Collectively, they must be unified in the pursuit of achieving the goal together.

 

5.  Enable Action By Removing Barriers
Remove the obstacles that slow things down or create roadblocks to progress. Clear the way for people to innovate, work more nimbly across silos, and generate impact quickly.

 

6.  Generate Short-Term Wins
Wins are the molecules of results. They must be recognized, collected, and communicated – early and often – to track progress and energize volunteers to persist.

 

7.  Sustain Acceleration
Press harder after the first successes. Your increasing credibility can improve systems, structures and policies. Be relentless with initiating change after change until the vision is a reality.

 

8.  Institute Change
Articulate the connections between new behaviors and organizational success, making sure they continue until they become strong enough to replace old habits. Evaluate systems and processes to ensure management practices reinforce the new behaviors, mindsets, and ways of working you invested in.

 

 

Buy the Book

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

I read his book many years ago and integrated his 8 steps into my change management processes and quickly found they were solid and made sense.  I had many of those “ah-ha moments”.  I am confident you will have them too.  Enjoy.

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ManagementStories

Leader, Role-Model, Go-Getter

by IPowerIdeas

Senior Airman Alix Hayes


Hayes took charge of the annual “Food Vulnerability Assessment,” a task involving the inspection of six facilities to identify vulnerabilities. Her efforts successfully pinpointed 13 vulnerabilities that could have led to potential ‘food fraud’ items being sold by external vendors on the base.

 

Furthermore, Hayes played a crucial role in safeguarding a $20 million food supply, a contribution that contributed to the 377 MDG clinching the prestigious 2022 Air Force Global Strike Command Surgeon General Clinic of the Year award.

 

Hayes made significant improvements in the medical in-processing system, ensuring that 155 overdue items were addressed for 94 medics, guaranteeing their constant readiness for missions.

 

Simultaneously, she meticulously audited 119 shops, enabling Kirtland to surpass Air Force standards for the first time in two years. Demonstrating her leadership skills, Hayes led emergency/incident command training for 15 Airmen, and her efforts led to the updating of four contingency checklists, certifying the Group’s preparedness for potential disaster relief missions.

 

After receiving recognition, Hayes happily shared, “I especially want to thank my husband for always being there for me during the hardest workdays and I want to give an even bigger shout-out to my coworkers and leadership who always pushed me to do better.”

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

This is a great story of someone who grabbed the reins and instinctively showed what management skills she had.  Congrats and a great example.

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Leadership

3 Practices to Become a Better Leader

by IPowerIdeas

Leadership success depends on great communication and genuine caring.

 

Key points

 

  • Emotional and social intelligence are building blocks of communication and successful leadership.
  • The best leaders have a parental relationship with their followers, in the best sense of the term.
  • To become a better leader, first focus on becoming a better person.

 

At the heart of excellent leadership is communication, and communication begins with listening—really listening—to what your followers are saying and, sometimes, not saying. Verbal communication is at the heart of social intelligence, but nonverbal communication is the foundation of emotional intelligence. When people shut down and don’t or won’t talk, it is the listener’s job to intuit what they are feeling and find a path to talking again.

 

Here are three recommendations for becoming a better leader:

 

  1. Make a commitment to put yourself on a developmental path to improving your leadership skills.
  2. Consider an activity such as Toastmasters or improvisational classes, which can be excellent ways to improve communication skills and get great feedback and suggestions from your peers.
  3. Finally, if you want to be a better leader, work on becoming a better person: more sensitive, empathic, and aware of the needs, rights, and emotions of people in your life. Leadership involves personality traits that you don’t put on and take off, but is the expression of values and habits that you can nurture within yourself in your everyday relationships.

 

 

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

These recommendations are a staple for any effective leaders.  I also would add genuine to the mix as people see through you when you are not being genuine and at times such as during significant change management or an uncomfortable one-on-one discussion with an employee, being genuine is critical.

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Leadership

Beat Perfectionism And Boost Self-Confidence

by IPowerIdeas

Even the most accomplished and confident leaders sometimes find themselves grappling with feelings of inadequacy and negative self-worth.  For leaders, a self-perceived fraudulence can be exacerbated by a relentless pursuit of perfectionism, where any minor flaw is magnified into a colossal failure.

 

Despite these challenges, leaders can reframe this mindset and reduce their perfectionist tendencies while still successfully serving in their roles.  Here, 16 Forbes Coaches Council members share strategic approaches to help leaders navigate the murky waters of imposter syndrome to achieve genuine self-assurance and maintain the highest performance.

 

  1. Share Your Feelings

The theoretical concept of “imposter syndrome” is currently being widely debated due to the lack of consideration of the systemic reasons why certain groups of people (often women and people of color) are most susceptible.  As such, if you feel it, share it. It may not only be an internal confidence issue, and sharing it may also help your organization identify systemic challenges within the system and culture.

 

  1. Question The Lack Of Belief In Yourself

First of all, leaders have to change their perspective on the “self.”  Every great leader has gone through imposter syndrome, and they grow out of it through changing their thinking, how they feel and the actions they take.  The only need an individual has is to believe in oneself.  The moment you feel imposter syndrome creeping in, you have to pause and ask yourself, “Is this real?”

 

  1. Override Challenging Moments With A Mantra

Rather than reframe, another technique is to override the moment with a mantra—a short, sharp, positive phrase, such as “one step at a time,” or one inspired by the little engine that could: “I think I can. I know I can.”  It sounds simple, but it is highly effective.

 

  1. Broaden Your ‘Inner Team’

The voice of self-doubt doesn’t need to be the only one in your head.  Picture your inner critic as a medieval knight, armored up to protect you from risk.  Now, think about other characters to add to your team.  Maybe the wisdom of a wizard, the courage of a barbarian or the focus of an archer.  This fun thought exercise helps you see more choices when it comes to mindset.

 

  1. View Yourself Through A Lens Of Self-Worth

At the core, imposter syndrome is about self-comparison with others that results in a harsh internal dialogue and a need to internally hide from others.  This can be combated if there’s a willingness to begin looking at oneself through a lens of self-worth, value and potential. Internal narratives can begin to shift to a strengths-based focus, celebrating hard work, effort and progress.

 

  1. Take Action And Lean Into Affirmation

To combat imposter syndrome, leaders must identify, excavate and annihilate their negative self-perceptions, then adopt more affirming beliefs.  From there, they must take consistent action to achieve success, which will help increase their confidence and help them rise above the issues that hold them back from achieving success.  Action and affirmation are the antidotes for imposter syndrome.

 

  1. Understand What Lies Beyond Your Control

Everything within your control belongs to you, while that which lies beyond your control does not.  The fundamental concept here is power.  Whatever is unstable and uncomfortable is not under your power. Personalization shapes one’s personality.  When you cease personalizing, your personality ceases to exist.  Coming to this understanding empowers leaders to excel in any situation they encounter.

 

  1. Remember That You Are Still Learning

I would like to erase the concept of imposter syndrome and replace it with, simply, “I’m still learning.”  Are you great on the first day of class?  No, because you have to learn the material.  New jobs and leadership assignments are no different.  If you can learn, you never have to be an imposter.  Coaching is a great outlet for reframing.  If stuck, seek personal counseling. Courage before confidence.

 

  1. Focus On Your Positive Leadership Qualities

Imposter syndrome is common, so having the assurance that it is okay to have negative self-perceptions is important.  From this foundation, focusing on what got you into the leadership role and the positive leadership qualities you exude (through feedback or past wins) will, over time, give you the confidence to perform at your best—or, more importantly, to be “good enough.”

 

  1. Acknowledge Your Feelings; Focus On Growth

It is very common for a leader to go through imposter syndrome.  The first step is to acknowledge your feelings.  Then, it is about seeing your accomplishments, skills and the value you bring to the table.  Remember that perfection is never truly accomplished, so setting realistic goals and focusing on growth—not on negative thoughts—will help you as a leader performing in your role.

 

  1. Give Yourself A Reality Check

Imposter syndrome is often coupled with self-rejection, where a leader may reject their own competencies as being subpar before understanding the true need.  Leaders giving themselves a reality check on what is “good enough” is a great starting point.  Also crucial is acknowledging the feeling not as truth, but as common doubts, and that nurturing self-compassion can provide a healthy balance.

 

  1. Recognize How Self-Doubt Shows Up

Overcoming imposter syndrome starts with recognizing how it shows up and how it’s protecting you.  Perfectionism might show up as a feeling that, “If I’m not perfect, I’m a failure.”  Leaders can silence those thoughts by identifying one area where they can let go of the behavior that would be most helpful to the team.  Why?  Taking action silences those thoughts that cause us to unfairly doubt ourselves and gives us confidence.

 

  1. Seek Validation From Mentors; Challenge Self-Doubt

A leader with imposter syndrome can reframe negative self-perceptions by acknowledging their achievements, seeking validation from trusted mentors and focusing on growth rather than perfection.  Developing a realistic perspective and challenging self-doubt with evidence can help overcome imposter syndrome and foster effective leadership.

 

  1. Drop False Self-Expectations; Show Vulnerability

It all comes down to vulnerability.  As leaders, we have the perception that we know it all and can do it all.  This false expectation puts leaders in an uncomfortable position, especially when faced with challenges they can’t handle.  When leaders show they are vulnerable, it creates trust with their team and removes the pressure to have all the answers.

 

  1. Adopt ‘Good Enough, Bad Enough’ Mindset

Is the result good enough to accept it and move forward to the next project?  Is the result bad enough to freeze this task and move on to a new one?  Ask yourself these questions, and you won’t fall victim to perfectionism or imposter syndrome.

 

  1. Reframe ‘Imposter Syndrome’ As ‘Leadership Doubt’

I see executives misdiagnose a leadership challenge as “imposter syndrome.”  Almost every C-suite executive I’ve worked with believes they should be in their role, yet they doubt their ability to handle a specific situation.  Therefore, leaders need to reframe imposter syndrome as “leadership doubt.”  In doing so, they’ll be able to find a solution and succeed in their role.

 

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

Incredible insights from successful leaders.  Sometimes these ways are hard to see in ourselves, and is part of self-awareness and emotional intelligence, and pushes our boundaries.  But as you do, and as hard as it can be at times, it will propel your leadership skills beyond what you thought was possible.

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Leadership

Skills From Leadership Training

by IPowerIdeas

Leadership training is a valuable investment for anyone who wants to improve their personal and professional effectiveness, influence, and impact.  Whether you are an aspiring leader, a seasoned manager, or a team member who wants to contribute more, leadership training can help you develop and refine the skills that matter most in today’s dynamic and complex world.  

 

We will explore some of the key skills that you can gain from leadership training and how they can benefit you and your organization.

 

Communication skills

One of the most essential skills for any leader is communication.  Communication is not only about delivering messages, but also about listening, understanding, and engaging with others.  Leadership training can help you improve your communication skills by teaching you how to adapt your style, tone, and content to different audiences, situations, and channels.  You can also learn how to use communication tools and techniques, such as storytelling, feedback, persuasion, and negotiation, to inspire, motivate, and influence others.

 

Emotional intelligence

Another important skill for leaders is emotional intelligence, which is the ability to recognize, manage, and express your own emotions and those of others. Emotional intelligence can help you build trust, rapport, and empathy with your colleagues, clients, and stakeholders.  It can also help you cope with stress, conflict, and change. Leadership training can help you enhance your emotional intelligence by teaching you how to identify and regulate your emotions, how to empathize and communicate with others, and how to use emotional information to make better decisions.

 

Problem-solving skills

Leaders are often faced with complex and ambiguous problems that require creativity, innovation, and collaboration.  Problem-solving skills are the skills that enable you to define, analyze, and solve problems effectively and efficiently.  Leadership training can help you develop your problem-solving skills by teaching you how to use various frameworks, methods, and tools, such as design thinking, lean startup, and agile, to approach problems from different perspectives, generate and test ideas, and implement solutions.

 

Strategic thinking skills

Leaders also need to have a clear vision of where they want to take their organization and how they will get there.  Strategic thinking skills are the skills that enable you to plan, prioritize, and execute your goals and objectives. Leadership training can help you improve your strategic thinking skills by teaching you how to use models, tools, and techniques, such as SWOT analysis, SMART goals, and OKRs, to assess your current situation, identify opportunities and threats, and align your actions with your vision and values.

 

Change management skills

Leadership training can also help you gain change management skills, which are the skills that enable you to lead and manage change effectively.  Change management skills include the ability to initiate, implement, and sustain change, as well as to deal with resistance, uncertainty, and risk. Leadership training can help you acquire change management skills by teaching you how to use frameworks, methods, and tools, such as Kotter’s 8-step model, ADKAR model, and stakeholder analysis, to understand the need for change, communicate the vision and benefits of change, and engage and empower others to support change.

 

Self-awareness and self-development skills

Finally, leadership training can help you gain self-awareness and self-development skills, which are the skills that enable you to understand yourself better and to grow as a leader and as a person. Self-awareness and self-development skills include the ability to reflect on your strengths, weaknesses, values, and motivations, as well as to seek feedback, learn from mistakes, and set goals for improvement.  Leadership training can help you enhance your self-awareness and self-development skills by teaching you how to use tools and techniques, such as personality tests, 360-degree feedback, coaching, and mentoring, to assess your performance, identify your gaps, and create your development plan.

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

These are incredibly useful and valuable skills that come from leadership training and professional development.  Sometimes we get into the weeds and forget to nourish our leadership skills.  Make a conscious effort to spend time to cultivate your leadership skills. 

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Management

Strategy for Learning New Management Skills

by IPowerIdeas

As a manager, you need to keep up with the latest skills and trends in your field.  

 

But how do you find the time and resources to learn new things and apply them to your work?  Here are some tips to help you develop a strategy for learning new management skills and trends.

 

Assess your needs

The first step is to identify your learning goals and gaps.  What are the skills and knowledge that you need to improve or acquire to perform better in your role, meet your objectives, and advance your career?  You can use various tools and methods to assess your needs, such as self-evaluation, feedback, performance reviews, competency frameworks, or online quizzes.

 

Choose your sources

The next step is to find the best sources of information and learning for your needs.  There are many options available, such as books, podcasts, blogs, newsletters, courses, webinars, workshops, mentors, coaches, peers, or networks.  You can also use online platforms and communities that offer curated and relevant content and opportunities for learning and networking.  Choose the sources that match your learning style, preferences, budget, and availability.

 

Plan your time

The third step is to schedule your learning activities and allocate time for them. You can use a calendar, a planner, or an app to organize your learning plan and track your progress. You can also set reminders, deadlines, or milestones to keep yourself accountable and motivated. Try to find a balance between your learning time and your work time, and avoid distractions and interruptions when you are learning.

 

Apply your learning

The fourth step is to put your learning into practice and apply it to your work. You can use various strategies to reinforce and transfer your learning, such as taking notes, summarizing, reviewing, reflecting, teaching, or sharing.  You can also seek feedback, support, or guidance from others who can help you improve your skills and performance.  You can also measure the impact of your learning on your results and outcomes.

 

Update your skills

The fifth step is to review and update your skills and knowledge regularly.  You can use various tools and methods to evaluate your learning outcomes and identify new needs or gaps.  You can also follow the latest trends and developments in your field and industry, and adapt your skills and strategies accordingly.  You can also seek new challenges and opportunities to learn and grow as a manager.

 

Celebrate your achievements

The last step is to celebrate your achievements and reward yourself for your learning efforts.  You can use various ways to acknowledge and appreciate your progress and success, such as certificates, badges, recognition, feedback, or rewards. You can also share your achievements with others who can celebrate with you and inspire you to keep learning.  You can also reflect on your learning journey and identify the benefits and value of your learning for yourself and others.

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

If you are a new manager, these are some excellent tips.  If you are an experienced manager, these should be foundational in your repertoire and muscle memory.

So go be great! 

Enjoy.

Original Article

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Management

The Hedgehog Concept

by IPowerIdeas

The Hedgehog Concept is developed in the book Good to Great.

 

A simple, crystalline concept that flows from deep understanding about the intersection of three circles:

1) what you are deeply passionate about,

2) what you can be the best in the world at, and

3) what best drives your economic or resource engine.

 

Transformations from good to great come about by a series of good decisions made consistently with a Hedgehog Concept, supremely well executed, accumulating one upon another, over a long period of time.

 

 

Excerpts from the book, Good to Great

 

Are you a hedgehog or a fox?  In his famous essay “The Hedgehog and the Fox,” Isaiah Berlin divided the world into hedgehogs and foxes, based upon an ancient Greek parable: “The fox knows many things, but the hedgehog knows one big thing.”

 

Those who built the good-to-great companies were, to one degree or another, hedgehogs.  They used their hedgehog nature to drive toward what we came to call a Hedgehog Concept for their companies.  Those who led the comparison companies tended to be foxes, never gaining the clarifying advantage of a Hedgehog Concept, being instead scattered, diffused, and inconsistent.

 

For the comparison companies, the exact same world that had become so simple and clear to the good-to-great companies remained complex and shrouded in mist.  Why?  For two reasons:

 

First, the comparison companies never asked the right questions, the questions prompted by the three circles.

 

Second, they set their goals and strategies more from bravado than from understanding.

 

A Hedgehog Concept is not a goal to be the best, a strategy to be the best, an intention to be the best, a plan to be the best.  It is an understanding of what you can be the best at.  The distinction is absolutely crucial.

 

Every company would like to be the best at something, but few actually understand—with piercing insight and egoless clarity—what they actually have the potential to be the best at and, just as important, what they cannot be the best at.  And it is this distinction that stands as one of the primary contrasts between the good-to-great companies and the comparison companies.

 

To go from good to great requires transcending the curse of competence.  It requires the discipline to say, “Just because we are good at it – just because we’re making money and generating growth – doesn’t necessarily mean we can become the best at it.”  The good-to-great companies understood that doing what you are good at will only make you good; focusing solely on what you can potentially do better than any other organization is the only path to greatness.

 

As you search for your own concept, keep in mind that when the good-to-great companies finally grasped their Hedgehog Concept, it had none of the tiresome, irritating blasts of mindless bravado typical of the comparison companies.  “Yep, we could be the best at that” was stated as the recognition of a fact, no more startling than observing that the sky is blue or the grass is green.  When you get your Hedgehog Concept right, it has the quiet ping of truth, like a single, clear, perfectly struck note hanging in the air in the hushed silence of a full auditorium at the end of a quiet movement of a Mozart piano concerto.  There is no need to say much of anything; the quiet truth speaks for itself.

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

This is a valuable and classic leadership book with incredible insights and concepts and how to focus on being great. 

So go be great! 

Enjoy.

Original Article

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Emotional IntelligenceLeadership

Soft Skills Leaders Should Develop

by IPowerIdeas

No one succeeds in a vacuum. Looking up and around, taking in the ideas and views of others and integrating them into your planning is the path to achievement, says Hamza Khan.

 

Soft skills, Khan says, enable leaders to develop open systems that thrive on input instead of closed systems that collapse in on themselves.  Open systems welcome feedback from diverse perspectives within and without the organization.

 

Khan follows the model of servant leadership, a philosophy that leadership exists at the bottom to serve the needs of its workers. “How you treat your employees is how they’re going to treat the customers,” Khan says.  “And it’s the customers who, when satisfied by that treatment, will ultimately reward the organization.”

 

To tap into the needs of employees, those in leadership need soft skills. Khan says attunement, resilience and creativity (ARC) are the three key areas to develop those soft skills.  Together, this “ARC” will form a framework for leaders to cultivate an open, productive and more successful environment.  

 

Attunement

Attunement between a team and a leader is key.  It combines active listening and communicating, or literally tuning in to the needs of both the working team and the community at large.  To apply this soft skill to the workplace, Khan suggests those in leadership roles try a reverse town hall meeting.  Ask difficult questions, practice active listening and reinforce communication.  Creating a culture of acceptance will ensure that you receive honest answers.

 

Allowing space for these answers will reveal blind spots you may have about the organization and opens the door for fixing problems.

 

Resilience

While attunement lies with the collective, resilience comes from within.  Khan looks at resilience in this context as “the ability to sustain productivity for the long haul.”

 

Why bother?  “Resilience can help to withstand the stress of change,” Khan says, adding that it can also help separate good stress from bad stress, “understanding that not all stress is created equal.”

 

Many companies falter during periods of change and when they reach maturity.  It is here that leaders encounter an inflection point: Renew themselves by changing or, as Khan put it, “tumble into the chasm of time” and lose their relevance.  Only resilient leaders, Khan says, can navigate into the future.

 

Creativity

Opening lines of communication generates a free flow of information that fuels creativity.  Like any other leadership soft skill, creativity can be developed and nurtured—and must be for leaders to create and communicate their vision and for organizations to innovate and thrive.

 

Creativity can come in many forms.  Sometimes, it’s about looking at something from a new perspective.  Challenge preconceived ideas and structures, shake up established routines and troubleshoot weak points.

 

Although it sounds counterintuitive, Khan suggests engineering chaos in the workplace by brainstorming all the pitfalls that can occur and considering options for rectifying them.  “You know, organizations are really good at doing post-mortems after the fact, [where you] sit down and talk about why something didn’t work out,” he says. “But what if you did the opposite?”

 

.

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

I liked how he summed it up:

 

Attunement allows you to identify strengths and weaknesses,

 

Resilience will enable you to accept these and move forward, and

 

Creativity will spark the solutions.

 

Good luck.

Original Article

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BooksLeadership

The Wisdom of the Bullfrog

by IPowerIdeas

To keep with the theme of the I Power Ideas site, this will not be an in-depth review but rather selected highlights to pique your interest in the book, read it, and understand the concepts in more detail.


Leadership is:
“Accomplishing a task with the people and resources you have while maintaining the integrity of your institution.”

 

Integrity – right or wrong always knows what is right, not always easy to do it (I Power Seed: don’t let others change what you know and feel is right.

 

“When in command, command” – General Chester Nimitz

 

Be confident. You were given the job because you have talent and experience. Trust your instincts.

 

Measure the strength of your employees by their willingness to do the little tasks and do them well.

 

“Who dares wins”

 

“Hope is not a strategy” – Vince Lombardi

 

Higher Standards – want to be part of mediocre team? (resonated with me) – they don’t ask for mediocre results, they want higher standards – such as in the Olympics.

 

Trooping the Line –> Problems if not addressed, result in inefficiency, ineffectiveness, and low morale.

 

Get out of office and observe.

 

When in doubt; overload.

 

Conclusion worth the read?

 

Behind every great leader is a great partner.

 

“Do your best every single day.”

 

Wisdom from “this old bullfrog” is being a better leader.

 

 

Buy the Book

He put together is excellent summary sheet called “It’s Simple (But Not Easy).  It’s worth printing and hanging on your wall.

Here it is:  PDF

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

A few notes about the book:

This was a short and easy read.  I highly recommend it.  The content and examples are inspiring and resonate with strong and confident leadership.

 

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BooksManagement

The Layman’s Guide to Understanding Financial Statements

by IPowerIdeas

To keep with the theme of the I Power Ideas site, this will not be an in-depth review but rather selecting highlights to pique your interest in the book and its concepts to then read the book and take a deeper dive into the details of these concepts. Enjoy.

 

To provide additional context, we included definitions and other pertinent information from other sources to provide a deeper understanding.

 

Basic Terms

Asset is any and all items of value owned by the company.

Current Assets are anything that can be converted within 1 year into cash (i.e. cash, inventory, AR, etc.).

 

Fixed Assets are anything that cannot be converted within a 1 year period (i.e. machinery, real estate, etc.).

 

Balance Sheet – summarizes the company’s assets, liabilities, and owner’s equity within a given time frame.

 

Using it helps to determine the growth of a business over the years.

 

From Investopedia: The Balance Sheet refers to a financial statement that reports a company’s assets, liabilities, and shareholder equity at a specific point in time. Balance sheets provide the basis for computing rates of return for investors and evaluating a company’s capital structure.

 

Cash Flow – AR and AP, where it all goes.

 

Diversification – allocate capital to various assets, possibly to reduce risks.

 

GAAP – Generally Accepted Accounting Principles.

 

General Ledger – contains all financial transactions.

 

Current Liabilities – Debts that can be paid within 1 year, long term liabilities more than 1 year.

 

Profit and Loss Statement – profit and loss use to summarize a company’s performance by reviewing revenues, expenses, and costs overt a given period.

 

From Investopedia: The Profit and Loss (P&L) Statement is a financial statement that summarizes the revenues, costs, and expenses incurred during a specified period.

 

ROI – Return on Investment

 

Deeper Dive

3 Main Financial Statements
1. Balance Sheet
2. Income Statement
3. Cash Flow Statement

Financial Statements tell you how company is doing.

 

From Investopedia: The Financial Statements are used by investors, market analysts, and creditors to evaluate a company’s financial health and earnings potential. The three major financial statement reports are the balance sheet, income statement, and statement of cash flows. Not all financial statements are created equally.

 

5 elements of Financial Statement
1. Assets
2. Cash
3. Equities
4. Liabilities
5. Revenues

 

These two are what you most need to know:
• Balance Sheet – an overview of the assets and liabilities to determine the position of the company, its financial stability.
• Income Statement – focuses on the revenues and expenses.

 

From Zoho: An Income Statement is a financial statement that shows you the company’s income and expenditures. It also shows whether a company is making profit or loss for a given period. The income statement, along with balance sheet and cash flow statement, helps you understand the financial health of your business.

 

The Balance Sheet helps you gauge the net worth of a company while the Income Statement gauges the current performance in the terms of profits. The Income Statement will help determine the net income of the company after deducting expenses and taxes.

 

The Balance Sheet explanation:
Assets = Liabilities + Owner’s Equity

 

Main Assets in Balance Sheet
• Cash accounts
• Accounting receivables
• Inventory

 

Main Liabilities in Balance Sheet
• Short and long term debts
• Accounting payables

 

Cash Flow Statement will help measure how the company generates funds to pay its debts, it mainly focuses on operational costs and expenses.

 

From Investopedia: A Cash Flow Statement provides data regarding all cash inflows that a company receives from its ongoing operations and external investment sources. The cash flow statement includes cash made by the business through operations, investment, and financing—the sum of which is called net cash flow.

 

Formula for Income Statement
Net Income = Revenue – Expenses

 

Gross Profit = Gross Revenue – Direct Costs

 

Gross Margin = Gross Profit / Gross Revenue

 

Benefits of knowing this info (the “why”):
• Level of debt of company
• How quickly customers are paying
• Decline of increase in short term cash
• Number of assets and long term
• Whether products returned or purchased faster or slower over time
• Number of days or months to sell inventory
• Is money invested in infrastructure and development is paying off (ROI)
• Interest rate on loans
• Profits used to invest or spend

 

Buy the Book

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

A few notes about the book:

Caught numerous spelling and missing numbers which you have to catch to fully understand the concept being presented.

 

Microsoft Excel was with upper and lower case “E”, not consistent.

 

Cost of Sale (COGS) – wrong acronym – should be COS, whereas COGS is Cost of Goods Sold.

 

 

But still a good overall book on financial terms.

 

Here is a link to a financial sheet guide that is incredibly helpful.

Financial Sheet Guide

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Management

Improve Time Management Skills

by IPowerIdeas

Summary:

This article provides valuable tips to enhance time management skills.  It emphasizes the importance of setting goals, prioritizing tasks, avoiding distractions, and optimizing productivity.  By implementing these strategies, individuals can effectively manage their time and improve their overall performance.

 

Time management plays a crucial role in ensuring productivity and success.  To enhance this skill, it is essential to start by setting clear goals.  By defining specific objectives, individuals have a sense of direction and can prioritize tasks accordingly. Additionally, breaking down larger goals into smaller, actionable steps helps in making progress.

 

Definitions:

Time management: the process of organizing and planning how to divide your time between specific activities

 

Productivity: the measure of how efficiently tasks are completed within a given time frame.

 

Prioritizing tasks is another key aspect of time management.  It involves identifying urgent and important tasks and allocating time accordingly.  By focusing on high-priority tasks, individuals can avoid getting overwhelmed and ensure that vital activities are accomplished in a timely manner.

 

Distractions can hinder productivity and waste valuable time.  It is crucial to minimize distractions by creating a conducive work environment.  This includes turning off notifications on electronic devices, utilizing time-blocking techniques, and establishing boundaries with colleagues or family members.

 

Productivity can be optimized by employing various strategies.  Time-blocking, a technique that involves allocating specific time slots to different tasks, helps in maintaining focus and avoiding multitasking.  Additionally, taking regular breaks, practicing effective communication and delegation, and leveraging technology tools can significantly enhance productivity levels.

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

These are simple and very valuable buildings blocks regarding time management.  Dig deeper into the areas you individually need more focus on and hone your skills.  You will find time management, as sometimes can be over-emphasized in management training, can be a critical component in your productivity toolbox.  Check out the book summary for “Come up for Air” in the Book Reviews section of this site.

 

Enjoy.

Original Article

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BooksLeadershipTeam Building

Book Clubs Reimagined

by IPowerIdeas

According to Wikipedia:
A book discussion club is a group of people who meet to discuss a book or books that they have read and express their opinions, likes, dislikes, etc. It is more often called simply a book club, a term that is also used to describe a book sales club, which can cause confusion.

 

When I hear “book club” my mental model initially thinks of a bunch of older people sitting around talking about a book in a casual way. But this is a professional site, so I will provide the context from that perspective.

 

Ready?

 

I was at company and the book club had been around for years and when I went to the first one, there were 3 people. The moderator, one other person, and myself. We had a good discussion but was lacking more depth and perspective within the discussion. The other challenge was we were all really busy so none of us finished the whole book.

 

So I asked to be the moderator for the next meeting and see what I could do. I took the perspective in the value of a good book and discussion about it so everyone learns.

 

I went big and bold and thought outside the box. This is what I did.

I asked for possible books to be read. Then created and emailed a survey of the possible books. We chose the one with the most “likes”.

 

I sent out an invitation to the entire team and asked them to respond if they wanted to attend. Based on those who responded, I divided them into 2-3 people paired groups. I broke down all the chapters and assigned each group to read and report on a single chapter. I know, is your mind blown yet? This was the most significant change anyone had seen. They no longer had to read the whole book, they just needed to read one chapter.

 

I created small attendance bags where I purchased small candles that were reading “inspired”, bags of candy, and a book mark. Each person who attended received one of these bags – it was a huge hit.

 

I started the meeting and it was standing room only – about 19 people in the room and 6 were on via Zoom. We started with Chapter 1 and that team gave a summary of the chapter in 2-3 minutes and then for 5 min opened it up to anyone offering their own thoughts and ideas. We did this for all chapters. And within about an hour we covered the book and everyone was inspired and understood a lot more about the concepts within the book and best of all, with little effort by just reading one chapter. I received incredibly positive feedback as well as so many wanted to be the moderator for the next book club.

 

Try it – I bet you will find success in this format.

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

Here is a PowerPoint slide deck I used for one book club I moderated.

 

Enjoy!

Original Article

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Leadership

Building Trust Through Major Business Transformation

by IPowerIdeas

Major business changes can be a difficult time for both associates and clients. Whether it’s a merger, acquisition or even just a major shift in company strategy, it’s natural for people to feel uncertain and even uneasy about the future.

 

So, how do we go about building trust among associates and clients during times of major business change? Here are a few key strategies that can make all the difference.

 

Embracing Tough Conversations
Willingness to have tough conversations leads to decisions that will drive the business forward. As leaders, it’s our job to set boundaries and make decisions that align with the company’s vision and values. Being a trusted partner to your employees or clients sometimes means telling them no. Saying no is not about being rigid or dismissive of others’ ideas—it’s about making strategic choices that will prioritize the organization’s long-term success. These tough conversations require empathy, respect and a focus on finding the right solution.

 

Lead with Empathy
Empathy is a powerful tool when it comes to building trust. During times of major change, it’s important that we lead with empathy and understand how our associates and clients are feeling. This means taking the time to lean in, listen to their concerns, acknowledge their emotions and show we care.

 

Also, encourage open dialogue and feedback through channels like town halls, employee surveys and informal client discussions. By keeping the lines of communication open, you’re able to build trust and ensure everyone feels heard and valued. Reach out to clients, as well, to offer personalized support and assistance. By showing you care about their well-being, you can build trust and strengthen your relationships.

 

Remain Positive
A study on corporate transformations conducted by EY and Oxford University in 2021 found that in high-performing transformations, leadership positively correlated directly to the satisfaction of their teams.

 

In the survey, workers whose leaders remained positive throughout the duration of a change initiative began with slightly less positive emotions than their leaders at the onset but had 12 percentage points more positive emotions than their leaders by the end. Conversely, those whose leaders started out positively but soured throughout the journey resulted in a 13% increase in negative emotions.

 

As leaders, we set the tone. Rarely has a major change occurred without some level of adversity. It is our job to remain optimistic throughout the ups and downs of any transformation.

 

Follow Through on Commitments
One of the quickest ways to lose trust with employees or clients is by making commitments and then failing to follow through. During large-scale transformations, it’s important that we make commitments and then do everything in our power to follow through on them. This means setting realistic goals, communicating clearly about our plans and holding ourselves accountable for our actions.

 

Make sure to set clear goals and timelines for your business changes. Track your progress and hold regular check-ins to make sure you’re on track. By following through on your commitments, you’re able to build trust and show your associates and clients that you’re committed to their success.

 

Celebrate Successes Along the Way
Finally, it’s important to celebrate the successes along the way. It’s easy to get bogged down in the challenges and forget about the wins. However, celebrating personal and professional successes can help build momentum, boost morale and show everyone that you’re making progress.

 

By embracing tough conversations, leading with empathy and having a positive outlook—all while following through on your commitments—you will strengthen your relationships and move forward successfully.

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

I have recently gone through this in the company I work for and can attest to these strategies during challenging and significant business changes.

Original Article

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BooksFeatured

Stories for Work – The Essential Guide to Business

by IPowerIdeas

To keep with the theme of the I Power Ideas site, this will not be an in-depth review but rather selecting highlights to pique your interest in the book to go pick it up and read and understand the concepts in more detail.

 

When things go badly, those who survive move away from the emotion of fear and towards a state of resolve.

 

Growth mindset.

 

Humor and laughter.

 

Be creative.

 

When we give greater autonomy, responsibility, trust, and unconditional support, they make more conscious decisions.

 

Old school pen and paper slows us down to process and be more mindful.

 

Car and Driver test showed 6x longer to react when reading or texting.

 

Martin Luther King, “If you can’t be the sun, be a star. It isn’t by size that you win or you fail. Be the best at whatever you are.”

 

“Nourish our people first – put teams first, will go to great places.”

 

 

 

Buy the Book

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

A quote that resonated was this quote from Martin Luther King, “If you can’t be the sun, be a star. It isn’t by size that you win or you fail. Be the best at whatever you are.”

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BooksFeatured

How To Stop Caring What Others Think: For Real

by IPowerIdeas

To keep with the theme of the I Power Ideas site, this will not be an in-depth review but rather selecting highlights to pique your interest in the book to go pick it up and read and understand the concepts in more detail.

 

“It’s not if you’re smart, it’s how you’re smart.”

 

Shift thinking to focus on personal value that relates to our internal essence, our core values, and character development.

 

Take ownership over your self-value by shifting your mindset to focus on nurturing and developing yourself.

 

Don’t define yourself on how much you or your friends have – focus on and measure by kindness, generosity, patience and effort.

 

So what makes you you, it’s your internal essence.

 

Unemployment often causes people to question their personal value.

 

Focus on what you can control and not what you can’t control. When things are difficult, remind yourself, it’s something we cannot control.

 

Self-development doesn’t just feel exact, it lays the path for greater external success,

 

External criticisms are like there are really saying is “we don’t like you.”

 

When we focus on achieving internal success that’s when we become truly happy.

 

 

 

Buy the Book

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

One of the best notes I had from the book was this: Silver is always valuable in its existence. But when it’s polished, you get to really see the shining at its best. Enjoy the book!

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BooksFeatured

Quiet Voice Fearless Leader: 10 Principles for Introverts to Awaken the Leader Inside

by IPowerIdeas

To keep with the theme of the I Power Ideas site, this will not be an in-depth review but rather selecting highlights to pique your interest in the book to go pick it up and read and understand the concepts in more detail.  Enjoy.

 

“Leader = Listener”

Steve Jobs (quote)

 

Remove negative thoughts and focus on what you are going to say (when you get nervous).

 

Try not to take yourself so seriously.

 

Philippians 4:13 – “I can do all things through Christ who strengthens me.”

 

Donate time and/or money as makes you go out of your comfort zone.

 

“Dare to be different and dare to stand out”

 

“Always do your best and never worry about what anyone else thinks about it.”

 

Being an introvert is not the problem.

 

“Doubt self – constantly worry about what other people were thinking about me.

 

Shonda Rhimes, Warrant Buffett, Albert Einstein, Elon Musk, and Steven Spielberg were all introverts.

 

Warren Buffett said,

“Be greedy when others are fearful and fearful when others are greedy”

 

If you don’t say anything then people will miss value and feel you weren’t needed.

 

Abraham Lincoln was quoted as saying,

“Better to be quiet and considered a fool than to open your mouth and remove all doubt.”

 

What makes me unique?  And how can it benefit others?

 

Focus on needs of those you are talking to.

 

A good leader makes informed decisions.

 

“Bad news doesn’t get better with time”

 

Along these lines, check out the book “Radical Candor” – a great read and goes deeper into how to make touch conversation more effective and easier.

 

What happened to “if you don’t have anything nice to say, don’t say anything at all?”

 

Accountability – “things did not work out because I did …”.

An I Power Seed is, use “I statements”.

 

A sports player was once heard saying, “Success is on the team, failure is on me.”

 

Strong desire to be accepted – be authentic self.

I Power Seed add:  also be genuine.

 

“If you are sitting in a room and you are the smartest person there, then you’re in the wrong room.”

 

Strong team will free you (and your team) from pressure.

 

Team and delegation.

 

 

Buy the Book

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

This was an excellent book for those fellow introverts who want to improve their leadership skills be becoming more confident to be less of an introvert.

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Leadership

Five Leadership Lessons After Inheriting a Team

by IPowerIdeas

When we talk about leadership in sports and business, there’s usually an assumption that the leader gets to build their team. This isn’t always true. A lot of time, you’ll inherit a team.

 

Perhaps you’ve joined a company where the team is already built, or you are charged with leading a merger where you’re blendin0g teams. This is a pretty common scenario. Right now, for instance, there’s lots of merger activity in the fashion industry, and there could be more combinations between streaming platforms in the future, too. And when mergers do happen, leaders at those companies will have to work with teams they didn’t necessarily choose.

 

In sports, where recruiting and team building is a years-long effort, the requirement to lead a team you didn’t choose can be even more extreme. If you’re a new coach, it can be a long wait before you get to lead a team that you recruited and built from the foundation up.

 

So, how can leaders be effective with a team they have inherited? How do you lead when you’re still learning people’s talents, morale (due to change) may be low, and the existing team may be skeptical of you?

 

Here are five steps I encourage you to follow if you are in this situation:

 

1. Have a plan
When you inherit a team, you need to come in with a clear plan for how you will approach the work and the existing team and its development. To win, you’ll need to encourage and inspire the greatest use of the skills and talents your team possesses, which can be a challenge when you don’t know the team yet. Do your research ahead of time so that you understand what you’ll be looking for from day one. Then, carefully observe and learn how the team is currently operating. Talk to people. Get the story on how they think it’s going. Make sure that the people who already have high-level performance, productivity and resources, are recognized and rewarded early on and clearly.

 

2. Analyze your team
As you’re getting to know the team, use a rating system, such as an A, B, C ranking. A players are those you know immediately you want to keep. C players are those you know immediately that you don’t want. The B players are those people on the team whom you believe you can develop. Give them a pathway and recognize and reward progress and success. Ask individual team members what they think you need to know. If they share complaints and excuses about others, you’ll need to work on that with them. If they share actionable information and seek to bring you in and up to speed, keep those people close.

 

3. Look for collaborators
When you inherit a team, some players will step-up immediately to collaborate with you. Others may be resistant. They may be skeptical, still be attached to the previous leader, or holding some kind of long-simmering grudge. Make it clear that you value collaboration and then set clear standards for the behavior you want to see. Tell the team explicitly that if they are making progress, everyone will be recognized. If not, the team must be able to stop, analyze why they aren’t getting the job done, and create a solution to the problem. Make it clear that excuses will not be tolerated, and that you expect everyone to be treated with dignity and respect.

 

4. Hold naysayers accountable
Whenever you inherit a team, you’ll likely encounter naysayers and skeptics. If there are problems, make it known that you expect the team to turn it around. If those individuals still say that it can’t be done, ask for an explanation. If that explanation holds up and is a good analysis of the problem, push them to solve the problem. If it’s more of an excuse, point that out and emphasize that problem-solving will be rewarded, but excuses are not okay.

 

5. Eliminate problem players
In a culture of accountability and respect, some people may start out as naysayers and then turn it around. However, if the negative attitude persists, that’s not going to work. Let those people know that you’ve noticed they’re messing up and that it won’t be tolerated. Bad attitudes and excuses will infect the rest of the team and hold them back. If a member of the team can’t handle accountability and continues to make excuses and to blame others, then they are weakening the team. They have to be cut, even if they might have been a star player on paper. While the team may be put under pressure in the short term, as those problem players are replaced, overall performance will improve.

 

When I first started coaching football at Coastal Carolina University, I inherited a team that was in less than optimal shape. After analyzing the team and meeting with the assistant coaches, I spoke to the players as a group. I told them that all the reports I had been receiving were that they were screwing up — they didn’t have good attitudes, they were making mistakes on and off the field, and they weren’t taking responsibility for those mistakes. If that was bad information, they’d prove it to me with their actions. My plan was to evaluate them entirely on their individual merits.

 

I Power Seed – Reminds me of: the quote, “When there is doubt, there is no doubt”

 

I made it clear that we only wanted players who were going to take personal responsibility for their actions, treat others with dignity and respect, and not make excuses. If they could do that, they would play. If they couldn’t, they’d be off the team. Period.

 

That first season, we cut 14 players from the team. Even though that was hard in the short-term, the rest of the team started to recognize that they were going to be a better football team for it. We started winning – even a few games we weren’t favored to win. Then we won the conference, and everybody started to embrace the concept. We needed our players to live up to their potential.

 

I Power Seed – Learn more regarding how not holding team members acocuntable actually degrades the performance of your other team members. Accountability from 5 Dysfunctions of a Team

 

These principles — that teams must be accountable, take responsibility and treat others with dignity and respect — work in the boardroom, on the football field, and in every aspect of life. As a leader, you don’t always get to choose your team, but you can always set the expectations clearly, seek agreements, and exemplify the behavior you want to see in your own actions. The team will almost always improve with time if you stick to those principles.

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

Excellent article and applies in the business world. Many times we inherit a team and in my case it happens every time I start a new position. As a former football coach, we would “inherit” the players and it’s our job and responsibility to grow our team individually and together to attain our individual and collective goals (winning). The principles above are critical to the success of what you want to accomplish as a leader as well as developing, mentoring, and growing your team into highly engaged and performing team members.

Original Article

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Leadership

Number 1 Reason You Buckle Under Pressure

by IPowerIdeas

CEO coach shares the No. 1 reason you buckle under pressure—and 4 ways highly successful people avoid it


Successful people need to make great decisions under pressure. CEOs across the country are failing at it.

 

That’s according to Chris Mailander, who coaches CEOs on high-stakes decision-making. From recent collapses of U.S. banks to high-profile corporate fraud, the country’s business leaders are repeatedly making crucial mistakes during crunch time, he says.

 

Those errors all have something in common, says Mailander: When you’re faced with a make-or-break decision, you need to act quickly instead of leaving the button-push until the last minute.

 

Everyone faces time-sensitive decisions, not just CEOs. You might be on a tight deadline at work, or need to place a last-minute dinner order before the restaurant closes. Your decisions go awry when you allow the pressure of the moment to affect you, says Mailander.

 

Here are his top four strategies to avoid that fate.


Embrace dissent
Under pressure, it’s easy to go with your gut and ignore counterarguments to save time. Squash that impulse, says Mailander.

 

If used correctly, disagreement can be a productive tool, Yale University researchers found in 2016: You’re more likely to find dissent useful when you approach others’ perspectives as valuable information, rather than arguments to defeat.

 


Know your blind spots
Forming a network of devil’s advocates can help you avoid blind spots. Otherwise, you can fall victim to the “fallacy of success,” Mailander says.

 

Mailander says one of his clients, a startup, uses a quarterly blind spot check-in exercise to avoid that fate. The startup’s executives dedicate time each quarter to ask each other questions like: How do we see more? How do we avoid falling into bad patterns of behavior?

 

This can be discovered during a SWOT analysis exercise.


Make the unexpected a part of your routine
Preparing for the unexpected, as you might expect, isn’t easy. It comes down to having “a very conscious process for decision-making,” says Mailander.

 

In other words, pressure decisions become more manageable when you can break them down into replicable steps. Look at how commanders of nuclear submarines prepare, Mailander says: They have to anticipate future problems, design processes to handle them and practice them until they become routine.

 

You can preempt that last-minute decision by laying out the pros and cons of each role ahead of time, which can help you prioritize in the moment. Know who in your life you can seek out for trusted advice, and plan to give them a call, too.


Pay attention when the rules change
In times of crisis, normal rules can go out the window. Workplaces suddenly looked very different when COVID arrived, for example.

 

Most people withdraw when faced with these “trigger points,” says Mailander. “They put their head down to try to withstand whatever pressures come through.”

 

Successful decision-makers see those trigger points as opportunities, Mailander says. Those might include the people who realized that breaking up screen-time and limiting virtual meetings could support their mental health, and make them more productive than they’d been in-person.

 

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

A really good article with 4 ways to avoid buckling under pressure.

Original Article

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Leadership

The Hedgehog Concept

by IPowerIdeas

The Hedgehog Concept is developed in the book Good to Great.

 

A simple, crystalline concept that flows from deep understanding about the intersection of three circles:

 

1) what you are deeply passionate about,

 

2) what you can be the best in the world at, and

 

3) what best drives your economic or resource engine.

 

Transformations from good to great come about by a series of good decisions made consistently with a Hedgehog Concept, supremely well executed, accumulating one upon another, over a long period of time.

 

 

Excerpts from the book, Good to Great

 

Are you a hedgehog or a fox? In his famous essay “The Hedgehog and the Fox,” Isaiah Berlin divided the world into hedgehogs and foxes, based upon an ancient Greek parable: “The fox knows many things, but the hedgehog knows one big thing.”

 

Those who built the good-to-great companies were, to one degree or another, hedgehogs. They used their hedgehog nature to drive toward what we came to call a Hedgehog Concept for their companies. Those who led the comparison companies tended to be foxes, never gaining the clarifying advantage of a Hedgehog Concept, being instead scattered, diffused, and inconsistent.

 

For the comparison companies, the exact same world that had become so simple and clear to the good-to-great companies remained complex and shrouded in mist. Why? For two reasons.


First, the comparison companies never asked the right questions, the questions prompted by the three circles.


Second, they set their goals and strategies more from bravado than from understanding.

 

A Hedgehog Concept is not a goal to be the best, a strategy to be the best, an intention to be the best, a plan to be the best. It is an understanding of what you can be the best at. The distinction is absolutely crucial.

 

Every company would like to be the best at something, but few actually understand—with piercing insight and egoless clarity—what they actually have the potential to be the best at and, just as important, what they cannot be the best at. And it is this distinction that stands as one of the primary contrasts between the good-to-great companies and the comparison companies.

 

To go from good to great requires transcending the curse of competence. It requires the discipline to say, “Just because we are good at it – just because we’re making money and generating growth – doesn’t necessarily mean we can become the best at it.” The good-to-great companies understood that doing what you are good at will only make you good; focusing solely on what you can potentially do better than any other organization is the only path to greatness.

 

As you search for your own concept, keep in mind that when the good-to-great companies finally grasped their Hedgehog Concept, it had none of the tiresome, irritating blasts of mindless bravado typical of the comparison companies. “Yep, we could be the best at that” was stated as the recognition of a fact, no more startling than observing that the sky is blue or the grass is green. When you get your Hedgehog Concept right, it has the quiet ping of truth, like a single, clear, perfectly struck note hanging in the air in the hushed silence of a full auditorium at the end of a quiet movement of a Mozart piano concerto. There is no need to say much of anything; the quiet truth speaks for itself.

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

This is a valuable and classic leadership book with incredible insights and concepts on how to focus on being great. 

 

So go be great! 

 

Enjoy.

Original Article

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Books

Strengths Based Leadership

by IPowerIdeas

The most effective leaders are always investing in strengths.


The most effective leaders surround themselves with the right people and then maximize their team.


The most effective leaders understand their followers’ needs.

 

 

To keep with the theme of the I Power Ideas site, this will not be an in-depth review but rather selecting highlights to pique your interest in the book and its concepts to then read the book and take a deeper dive into the details of these concepts. Enjoy.

 

 

Efforts have been focused on trying to mimic traits of leaders he has known or read about.

 

I’ve never met an effective leader who wasn’t aware of their talents and working to sharpen them.

 

US employees only use 32% of their strengths.

 

The 4 domains of leadership strength:
• Executing
• Influencing
• Relationship building
• Strategic thinking

 

People create memories, not things. The real value comes from the ladies and gentlemen (employees) who bring that to life.

 

What distinguishes strong teams from dysfunctional ones is the debate doesn’t cause them to fragment. Instead of becoming more isolated during tough times, these teams actually gain strength and develop cohesion.

 

For a team to create sustained growth, the leader must continue to invest in each person’s strengths and in building better relationships among the group members.

 

Followers’ 4 basic needs
• Trust
• Compassion
• Stability
• Hope

 

Also important are honesty, integrity, respect, transparency, confidence, initiating and responding.

 

The most effective leaders also get people to follow.

 

Strong leaders understand where to invest their time to get the greatest return on their strengths.

 

Strength Themes:
• Achieve
• Adaptability
• Analytical
• Command
• Communication
• Connectedness
• Deliberative
• Developer
• Empathy
• Focus
• Harmony
• Include
• Input
• Learner
• Maximizer
• Positivity
• Responsibility
• Strategic

 

Leading with an achiever:
• Build trust
• Show compassion
• Provide stability
• Create hope

 

 

 

 

Buy the Book

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

This is a classic book where its concepts are still steadfast and true today. The concepts when followed will provide incredible results in loyalty, productivity, and performance.

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BooksLeadership

Good to Great

by IPowerIdeas

“Good-to-great companies became like Dave Scott. They rinsed their cottage cheese.”

Jim Collins

I Power Seed:
To keep with the theme of the I Power Ideas site, this will not be an in-depth review but rather selected highlights to pique your interest in the book, read it, and understand the concepts in more detail.

 

A list of “not to do’s” was more important than a list of “to do’s”.

 

Good is the enemy of great. People settle when they get good.

 

Good is not circumstance. Just does not just happen. Has to be consciously made.

 

Ferociously results driven.

 

CEOs are humble and gracious and are servant but not weak.

 

Example of Rubbermaid that went to great but once CEO left they went downhill.

 

Motivating employees is mostly a waste of time. If you have the right people on the bus, they will be self-motivating. So the real goal is to not de-motivate them.

 

Want to go from good to great, get the best people on the bus.

 

Executive compensation had absolutely no impact on company performance. None at all.

 

Don’t need good employees, need great. Good employees are not your best asset, great employees are.

 

Great employees do not need any management. They need to be taught and led.

 

3 circles.

 

Might be competent but not going to be great at it. Such as might get good math scores on SAT but does not mean you would be a great mathematician.

 

Hedgehog concept, keep it simple by having a laser focus on a simple concept and ignore everything around it. Walgreens having a cluster concept, 9 stores within a mile of san Francisco. Hedgehog concept was increase revenue per customer per visit.

 

Example of wife winning iron man.

 

Technology does not take companies good to great. Look at internet companies that have gone out of business. Walgreens kept to hedgehog concept and surpassed them.

 

Vietnam we had tons of technology and still lost. North Vietnamese kept to hedgehog concept.

 

Failures stem from management and leadership failures. Where they are weak. Where is VisiCalc, innovated spreadsheet? Did apple create the pda, no palm pilot did. Did Boeing create the passenger jet, no piper did. Look up rest of them.

 

5,000 lb. fly wheel. How hard to get it going? Once it goes it moves. Physics, mlm once in motion… asked which turn was pivotal? None, it was an accumulation of all of them.

 

Key to hedgehog is understanding on how to be the best. Cannot be goal. Have to fully understand what we do and how to be best at it.

 

 

Buy the Book

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

A few notes about the book:

This is a valuable and classic leadership book with incredible insights and concepts and how to focus on being great. 

 

So go be great! 

 

Enjoy.

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BooksLeadership

Radical Candor

by IPowerIdeas

I Power Seed:
Much like concepts in the book, “The Truth About Employee Engagement”, it’s not easy to tell someone they are messing up, but maybe they don’t realize it and need help. Or they need some direction or support.

 

They want to be part of it as well as you don’t want them around to spread to others or push others away. Feelings of why should I work harder when they don’t. These feelings drag positive and productive culture down.

 

The number of these types of individuals will increase when managers hire similar team members which decreases chances of positive change.

 

To keep with the theme of the I Power Ideas site, this will not be an in-depth review but rather selected highlights to pique your interest in the book, read it, and understand the concepts in more detail.

 

The negative behavior when accepted and allowed says management is accepting sub-par behavior. As well as tells the team it is ok to be a weak link. Lastly, they have to pick up the slack and that won’t last long.

 

Similar stories, employees feel deceived if they don’t get positive feedback or areas of opportunity. And not just once a year.

 

As a manger, once you lose the confidence and trust of your team, it is exceptionally hard to get it back.

 

Apple hires those to tell them what to do, not the other way around.

 

Listen, it is our jobs as managers to make hard decisions and toe the line.

 

Like the book, “5 Dysfunctions of a Team”, the very top piece is Results. Bosses are supposed to produce results.


1. Abence of trust
2. Fear of conflict
3. Lack of commitment
4. Avoidance of accountability
5. Inattention to results.

 

She used examples on how to keep employees motivated. Motivation is good, but thinks it could be just short term. She likes employees who are engaged as that lasts and produces longevity and loyalty.

 

Trust, she says, is important, like 5 dysfunctions.

 

You have to start by giving a darn.

 

Care Personally.
Challenge Directly.
Radical Candor happens when you put these two things together.

 

I Power Seed:
These two concepts reminds me of my short time at Intel where meetings were direct and heated. But it kept the presenters on their toes as well as it encouraged them to prepare significantly more as their proposal will be picked apart for any gaps or issues and in a heated way. However, it produced some incredible results.

 

Use humility.

 

Your colleagues appreciate the candor. Shows them that you care. That you will take the time to do it.

 

Labeling hinders growth.

 

She provides a story of sounding dumb during a meeting. Made the comment immediately, did it candidly, and did not make it personal. Very smart in the presentation but sounded stupid. Want to lose credibility with team – this was on way the author says it will.

 

Free culture to offer ideas and feel they are heard. And if they get legs, then it will get running.

 

Like the book, “Stengths Based Leadership”, focus time and energy on strengths. Her book says she put people into positions around their strengths.

 

Ultimately showing you care, provides significant motivation for the employee.

 

Andy Grove said Steve Jobs always gets it right. He is not always right, but allows his teams to tell him how to do it right so he always gets it right. Get it right vs being right.

 

Steve Jobs, had his team prove him wrong or he proved them wrong.

 

More quiet listening.

 

Give feedback right at the moment. Don’t wait to make it formal. Like your personal life, you don’t wait to tell someone something, do the same in your professional life.

 

Don’t defend criticism. Makes it feel like you don’t care or listen.

 

Acknowledge what they are feeling or frustrated at. Don’t tell them to not feel that way.

 

She provides an excellent example of a new system to increase efficiencies in the air by allowing pilots to get immunity for sharing data to help prevent further issues.

 

Debate not decide. Let those know we will debate but make no decisions. There will be no winners or losers.

 

Focus on behavior not character.

 

If it is in your way, move it out of the way.

 

 

Buy the Book

I Power Seeds

Here are our takeaways and thoughts - pause and reflect, then nourish and grow!

A few notes about the book:

A good book on how to find ways to be effective in being an example and coaching those around you without delay while being professional and genuine.

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Teamwork
Leadership VideosManagement

Team Work

by IPowerIdeas

This was a very funny video I have used numerous times in team work coaching sessions.

 

It provides a very creative solution to the goal at hand.  I have used it during team building meetings with my team to demonstrate teamwork in a funny way.  It breaks the ice as we learn about teamwork, which can be over-expressed and you get that glazed-over eyes look when you use the word.

 

The I Power Seed is, breat creative and search outside of the box for solutions.  It will provide innovative solutions, especially when coupled with collaboration (which is in another post).

 

Enjoy!

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Consistent Work
Management

How to Get Consistent Work From an Employee

by IPowerIdeas

As I read this, my own experience reminds me that most people intrinsically want to do a good job for you and want to improve as long as they know expectations and have someone to help provide the tools to change or modify their work when they need to become more consistent. 

The second key thought that comes to me is having the right people in the right spot. As you read the post, think about your team members and if they are in the right spot or not and if that might be part of the inconsistent work.

Below is a good article about how to help get consistent work out of your employees.

Enjoy!

Dear Candid Boss,
How can I better manage an employee whose work seems to alternate between excellent and sloppy? How can I get the consistent quality that I know they can produce?

Signed,
Tired of the Unpredictable


Dear Tired of the Unpredictable,
I feel your pain! If an employee sometimes delivers amazing results, and other times makes sloppy mistakes, the value of the excellent work is greatly reduced—for you, for the team, and for the employee.

There are three likely scenarios, and it’s important that you know which one you are dealing with. Talking one-on-one can give you a better sense of whether that employee is:

 

    • Unaware of the issue and in denial

    • Aware of it and dismissive of its importance

    • Aware and upset about it

If the Employee’s Unaware and In Denial…
Be prepared to discuss the details of several specific examples of sloppy work. If the employee begins offering excuses for the first one, reassure the person that you will listen to their point of view in a moment, but that you want to make sure they understand the whole situation before they respond.

When you share your examples of lackluster work, show don’t tell. Don’t say, “It was sloppy.” You need to be more specific. Say, “There were 57 typos that spellcheck could’ve caught.”

If the Employee’s Aware and Dismissive…
Make the impact of the sloppy work really clear—including the consequences for the team. For example, do other people have to spend extra time double-checking this employee’s work?

Most importantly, make the impact of the sloppy work on the employee’s reputation and career prospects really clear. Careless mistakes generally cause others to question a person’s work consistently, so they don’t get “credit” for the exceptional work they do—and could potentially cause them to lose out on promotions or even lead to termination.

If the Employee’s Aware and Upset…
Be prepared to show that you care about the person’s growth and are dedicated to helping them solve whatever is causing the problem. If the employee knows about the problem and is upset about it, there’s no need to beat them over the head with specific examples or the impact.

Instead, take some time to show compassion—but don’t back off your challenge that they can and must do better. Reassure the employee that you have confidence in their abilities. Be prepared to discuss the details of specific examples of excellent work, and what made those particularly exceptional. That empowers the employee with information they can use to improve their other work.

In all cases, end by asking the employee what their plan is to deliver top-notch work more consistently. If they have a clear plan of action, you know you’ve gotten through. If they don’t, either they still don’t see it as a problem or don’t know what to do about it—in which case you’ll need to work out the specific expectations for that behavior change.

 

 

This is a tough problem, but here’s the good news: This person’s clearly capable of doing a great job. Ignoring the issue puts a burden on your team, on you, and ultimately doesn’t do that person any favors. But, helping them figure out why those sloppy mistakes occur is key to helping the person do great work.

Original article: How to Get Consistent Work From an Employee
By Kim Scott

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Looking for
Management

What Exactly Are We Looking For?

by IPowerIdeas

I really enjoy reading and relating to the stories and advice provided by Patrick Lencioni (and The Table Group). That is illustrated in his article which resonated with me and reinforces his ideology of an ideal employee, one that is Humble, Hungry, and Smart (from his book “The Ideal Team Player”).

 

I included some highlights from the article as “I Power Seeds” and my personal experience is that these ideals apply to employees no matter the industry or business model. I have utilized them as cornerstones of my interview process and hire the best employees – get the right people in the right spots and you will consistently experience high-performing employees and incredible results.

 

The article is written and based around the NFL and how teams evaluate and pick the best players for their teams – ones driven for success and to win.

 

 

To help, I added “(employee)” after the word “player” to help visualize these thoughts as they apply to a business environment.

 

 

Enjoy!

 

Of course, beyond the physical evaluations that teams do to assess potential talent, GMs and coaches also conduct interviews and administer psychological tests. But the first big question that they need to answer is, “what exactly are we looking for?” I suggest asking three questions that will indicate whether the young men they’re evaluating possess the three required virtues of an ideal team player. These are questions that, if they had been applied to past draftees, could have helped teams avoid a great deal of pain, criticism, and unnecessary expenditures, and identify players who were much better than their measurables would have suggested.

 

 

First, is he HUMBLE? Humility is a tricky word, because most people misunderstand its meaning. It is not a lack of confidence.

 

 

A humble player (employee) will be one who knows what his strengths are, and is willing to acknowledge them even if he doesn’t feel the need to do so often. He’ll also know his weaknesses, and his needs for improvement, and spend more time focused on those. Players (employees) who lack confidence, who are overly deferential and afraid to acknowledge their skills, are not humble.

“C.S. Lewis explained this well when he said, “humility is not thinking less of yourself, but rather thinking about yourself less.”

 

Having said all this, what teams need to avoid most of all are players (employees) who are self-promoters, always seeking attention and affirmation. They will almost always regret taking an ego-driven player (employee), regardless of his level of talent. Take, Joe Montana over Joe Namath. Okay, I’m old. How about Larry Fitzgerald over Dez Bryant, or Nick Foles over Johnny Manziel?

 

 

Second, is he HUNGRY? This is as simple as it is critical. The fact is, some players (employees) get drafted and decide they’ve arrived. All their hard work has finally paid off. Other players (employees), the hungry ones, feel more pressure than ever to prove themselves. They want to get better, and their motivation is about playing the game rather than living the life.

 

I’ve found that hunger is the hardest of the three virtues to teach. It seems that it is instilled in most people when they are quite young, often as a result of parenting, or influences from teachers or coaches. The telling sign of a hungry player (employee) is that he is never quite satisfied, and doesn’t have to be reminded to do more.

 

 

Think about Jerry Rice and Tom Brady. Anyone who tells you that they are naturals is mistaken. No different than the world’s best musicians, doctors or teachers, they simply get more out of what they have because they outwork everyone else. Period.

 

 

Is he SMART? I’m not referring to intellectual capacity here, and I’m certainly not suggesting that teams rely on the Wonderlic test, which is something like an SAT for pro football players (employees). In the context of a team, being smart is having common sense in the way you deal with people.

 

 

A smart player (employee) knows how his words and actions affect his teammates. Whether he is in the huddle, the locker room, or in front of a reporter, he understands the ramifications of his behavior and is intentional about how he influences the people around him.

 

 

Players (employees) who aren’t smart, even if their intentions are good, often create problems that their coaches and team executives have to clean up. They create off-the-field distractions, sometimes on the sidelines, that diminish their on-field contributions.

 

 

So how does a well-intentioned coach or executive go about discerning which players (employees) are humble, hungry and smart? Of course, interviews are important. Unfortunately, agents make this a little harder than it once was by hiring consultants to prep their athletes to behave diplomatically. Still, looking for the right answers to targeted questions is telling.

 

 

For instance, ask a player (employee) about his accomplishments and look for answers that include the word “we” more than “I.” Ask him what his coaches and teammates would say about his work ethic, and he’ll be more likely to give you an honest answer, afraid that you might actually ask those coaches and teammates for their opinion. Ask him about the toughest teammates (or cross-functional departments within a company they worked for) he had to deal with and how he managed that situation. When you ask for specifics, you’ll know the difference between generic, rehearsed answers and genuine, detailed ones.

 

 

Beyond the interview itself, watch the players (employees) when they aren’t being watched. How do they behave while they’re waiting to run, jump or lift? How do they interact with others? Heck, watch them when they check into the hotel and see how they treat the person at the front desk of the hotel, or anyone else they come into contact with (such as how they greet the receptionist/greeter, answer others’ questions, etc).

 

 

Additional Resources

 

 

The Table Group
An ideal team player embodies three virtues: humility, hunger and people smarts. The power this combination yields drastically accelerates and improves the process of building high-performing teams.

 

 

The site contains FREE resources and tools – check it out!

 

Buy the book – The Ideal Team Player on Amazon

 

Book Overview on: I Power Ideas

 

 

Here are a couple good videos I found:

https://www.youtube.com/watch?v=8d0wta9pXT0Humble

 

 

Hungry, Smart – An Ideal Team Player

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Happy leader
FeaturedLeadership

What NOT to do as a Leader

by IPowerIdeas

Here are some insightful views on what leaders must avoid at all costs. As you become a leader or hone your skills as an effective leader, these might seem apparent of what not to do, but we don’t always consistently practice them. From my experience, if you consistently keep them out of your daily practices, you will create a culture of trust and teams that are results-driven.

 

Enjoy.

 

https://youtu.be/Xy2_75ckF0Q?t=24
Bad Leader vs Good Leader

Become infatuated with yourself.
Some leaders believe everything is about them, and whatever they say is right. When you become self-absorbed or have an exalted ego, you create your own sense of reality and it is impossible to get other team members to trust you. Trust is an essential (see 5 Dysfunctions post for more on trust). Without it, leaders are unable to generate buy-in from team members at any level of the organization.

Divide instead of unify.
A true sense of community is necessary to move a health system forward. Everyone must be willing to put their shoulders to the wheel together, and that is impossible when animosity festers among team members. Some leaders think a highly effective, motivational tactic is to encourage competition among members of their C-suite, but you would be hard pressed to find a successful sports team that thrives on this dynamic. The greatest teams in any sport come out of the locker room ready to fight for each other, and they understand that resentment undermines any chance of success. The same holds true for healthcare organizations, and leaders who think otherwise are doomed.

 

Choose the wrong people.
Being a leader requires putting yourself under a microscope, which can be difficult and uncomfortable for many people. The worst way you can react to those feelings is by surrounding yourself with sycophants whose best quality is their affirmation of your insecurities. Some leaders would rather create a circle of unqualified “yes-men” than team players who have the courage to speak their minds and disagree with their boss. Don’t demonize those who disagree with you. And remember that ideological alignment is not the basis for effective team building, so don’t let a need to be liked cloud your better judgment.

 

Never saying you are sorry or wrong.
In keeping with my previous point, while all leaders need to be confident, they also need to be open-minded and willing to consider opposing views. Excessive self-confidence can lead to the unfortunate and often-disastrous consequence of believing that you are always right – even when the evidence shows otherwise. Taking accountability by admitting failure and acknowledging it is a strength, not a weakness. (see The Ideal Team Player post for more on humble, hungry, smart)

 

Blame your predecessors.
Rather than take responsibility for the state of their organizations, some leaders would rather blame their predecessors. While they think this clears their plate of any blame and gives them the air of infallibility, all it does is establish a culture absent of accountability, where blame passes from one employee to another. “Success,” as Winston Churchill so aptly stated, “going from failure to failure without losing your enthusiasm.” All leaders make mistakes and all decisions have downsides. To burnish your own reputation by ignoring the accomplishments of those who came before and excessively focusing on the negative avoids an essential element of leadership – taking responsibility.

Take communication style for granted.
Some leaders think content trumps communication, but how you spread a message is as important as the message itself. Make time for face-to-face interactions with team members at every level, and don’t be afraid to engage people through technology. However, never hide behind technology as a means of avoiding in-person interactions.

 

Lower the bar on civility.
Leaders set the example for how employees should treat each other, and must be able to apologize to people they may have wronged, which demonstrates the value of humility. If leaders do not embody these positive values, the bar for civility will be lowered for all employees, and the results can be toxic and destructive.

Original Article by Michael J. Dowling

 

 

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The-Phoenix-Project
BooksFeatured

Seriously? You Have Not Read It Yet?

by IPowerIdeas

The Phoenix Project

Are you looking for a book that breaks apart from the mainstream content and one that provides a fresh change on how a management and leadership book is written?  If you excitedly said “yes”, then this is the book for you.

 

When someone recommended this book to me to read, I was a little hesitant as I was looking
for a book to continue my learning mindset, currently focused on increasing my leadership knowledge and skills.  This book was not a typical management or leadership book; one that is filled with facts, statistics, studies, etc.  It was a fictional story.  What kept my initial interest in reading it was my hope it was going to be as interesting, engaging, and informative.

 

To say the least, I was thoroughly engaged and took away numerous ideas and thoughts and
immediately incorporated several of the concepts into my daily routines, activities, and how I manage and lead.

I Power Ideas Warning:  The following contains a glimpse into the book.  For those of you who avoid spoilers at all costs – alert – read the book before reading the following.  For those who can handle a preview and some takeaways, keep on reading.

 

The book contains fictional situations that will resonate and stick with you and you will find yourself reflecting back on, again and again.  I found myself several times having “water cooler” conversations about the characters in the book which elicited lots of laughs and meaningful meanings at the same time.

 

You will really dislike Sarah and you will see the constraint of Brent within your own organization.  Pay attention to Erik, he has some excellent insights.  Ok, I have said too much – go get the book!  (even the audio is excellent, I recommend it) So, if you have not already done so, read this book!  You will not regret a single minute’s reading (or listening).

 

It is an easy read and thus a quick read. It left deep impressions on me and evoked several “ah-ha!” moments.

 

 A few I Power Seeds based on The Phoenix Project

Ockhams Razor

They took a lot of time to dig down into the root cause of a problem they experienced – they asked what was done that could have caused a significant outage.  They could have come to the same conclusion if they had just asked what was done throughout the organization/business units.  This does not always work, but many times it does.  For example the authors offer a comparison to Occam’s  Razor.  Occam’s Razor is the problem-solving principle that essentially states that “simpler solutions are more likely to be correct than complex ones.”  When presented with competing hypotheses to solve a problem, one should select the solution with the fewest assumptions.

 

The lack of most of the character’s positions of being proactive caused other issues (domino effect) with the company.  They did not follow up on work in progress (WIP) or implemented changed from other business units (should have used systems thinking and the inter-dependencies), such as the possible hard drive failures on the SAN.  This is a great example in the book and once you read it, you will be able to better recognize the same issues or inter-dependencies within your own work environment. 

 

From the story, Erik explains there are 4 types of work.  They appear to be common sense but they all play an important part.

 

1. Business Projects
These are business initiatives, of which most Development projects encompass. These typically reside in the Project Management Office, which tracks all the official projects in an organization.

 

2. Internal IT Projects
These include the infrastructure or IT Operations projects that business projects may create, as well as internally generated improvement projects (e.g., create new environment, automate deployment). Often these are not centrally tracked anywhere, instead residing with the budget owners (e.g., database manager, storage manager, distributed systems manager).

 

3. Changes
These are often generated from the previous two types of work and are typically tracked in a ticketing system (e.g., Remedy for IT Operations, JIRA, or an Agile planning tool for Development). The fact that two systems exist to track work for two different parts of the value stream can create problems, especially when hand-offs are required.

 

4. Unplanned Work or Recovery Work
These include operational incidents and problems, often caused by the previous types of work and always come at the expense of other planned work commitments.

 

Why Do We Need To Visualize IT Work And Control WIP?

From the book:  “My favorite (and only) graph in The Phoenix Project shows wait time as a function of how busy a resource at a work center is.  Erik used this to show why Brent’s simple thirty-minute changes were taking weeks to get completed.  The reason, of course, is that as the bottleneck of all work, Brent is constantly at or above one hundred percent utilization, and therefore, anytime we required work from him, the work just languished in queue, never worked on without expediting or escalating.

 

Here’s what the graph shows: on the x-axis is the percent busy for a given resource at a work center, and on the y-axis is the approximate wait time (or maybe more precisely stated, the queue length).  What the shape of the line shows is that, as resource utilization goes past eighty percent, wait time goes through the roof.”

One of the memorable concepts I took away was regarding constraints and work in progress (WIP).  With constraints and too much WIP, you are not focused and thus it’s like chasing your tail.  If you have so much WIP and you have no time in your schedule for unplanned work, then things will continually get put on the back burner and your backlog will only continue to grow.  That is one of the powerful examples written in the book and once the characters finally identified the constraint(s) and resolved it, only then did the backlog begin to shrink.  This is what the Japanese saw in production and found ways to keep the work in progress (WIP) while removing or bypassing the constraints.

 

Another example that is provided in the book is changing focus of programmers  and how it wastes brain cycles to constantly refocus (context changes) and is considerably less productive and causes one to be more tired and fatigued.  There are many recent studies I have read that strengthen this that multitasking is significantly less productive than just focusing on one thing and getting it done.

 

Another great point highlighted in the book is how to find ways to automate and deliver simpler chunks.  We know that, for one example, this was key in the auto industry (Ford and Toyota).  We also see it in the technology world with scripting and how it automates processes to be significantly more efficient.  And smaller chunks or work is a Scrum concept and rather than a legacy process of waterfall development, smaller simpler projects (stories) are put into place making the go to production significantly faster, more efficient, and with consistent results.

 

There is so much more in the book.  Get it, read it, learn from it, and implement its concepts.  You will see results right away.

 

Leave comments and share your thoughts and ideas.

Short video with Gene Kim

Synopsis from Amazon:

 

Bill, an IT manager at Parts Unlimited, has been tasked with taking on a project critical to the future of the business, code named Phoenix Project. But the project ismassively over budget and behind schedule. The CEO demands Bill must fix the mess in ninety days or else Bill’s entire department will be outsourced.

 

With the help of a prospective board member and his mysterious philosophy of The Three Ways, Bill starts to see that IT work has more in common with a  manufacturing plant work than he ever imagined. With the clock ticking, Bill must organize work flow streamline interdepartmental communications, and effectively serve the other business functions at Parts Unlimited.

 

In a fast-paced and entertaining style, three luminaries of the DevOps movement deliver a story that anyone who works in IT will recognize. Readers will not only learn how to improve their own IT organizations, they’ll never view IT the same way again.

 

Buy the book on Amazon

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KPIs and CSFs
Management

Key Performance Indicators (KPIs) and Critical Success Factors (CSFs)

by IPowerIdeas

It is often said that if something is important it needs to be measured.

 

If you want success, measure it.

 

If you want continuous improvement, it must be measured.

 

As a manager it is important to show the completion and success of a task or project. One of the key ways we can show success is through measurement. Basically we have data at the start and at the finish of a project to show what results were accomplished. As a manager you utilize this data for performance reviews of your staff and departmental processes as well as this data demonstrates to leadership or upper management what was accomplished. We all know leadership relies and thrives on numbers and measurements.

 

Measurement comes in many forms and varying difficulties to get. No matter what it is or how you get it, as a manger we need to find ways to measure it. Some of the harder areas to measure, for example, might be how you could measure someone who works in a drive-up window or say someone who generates purchase orders. Each job has its own challenges because many times it is hard to quantify measurements and many times the factors that go into the measurements are not controlled by the employee (such as how many people come through the drive-up or how many people place orders that need a purchase order).

 

I am a proponent on continuous improvement processes, as highlighted in ITIL’s CSI, and the key ingredient of continuous improvement is measurement. Anything of value needs to be measured. In management we need to show where we were, where we are now, and where do we want to be.

 

Again, an important and integral part of being a successful manager is measurement. Such measurements should include a critical tool – key performance indicators (KPIs).

KPI

And in order for us to measure accurately, we need to determine and create the qualitative factors that are the foundation on how the measurements will be accomplished.  This is done via critical success factors (CSF).

To get you started with KPIs and CSFs, I will provide you a couple of nuggets to get you started in your deeper dive. KPIs and CSFs are critical tools for managers to analyze and reflect in order to make data-driven decisions. Decisions that can have far-reaching ripple effects. And having these decisions backed up by proven tools and data will only help with their success.

 

Key Performance Indicator (KPI) – from Wikipedia:
A key performance indicator (KPI) is a type of performance measurement. KPIs evaluate the success of an organization or of a particular activity (such as projects, programs, products and other initiatives) in which it engages.

 

Often success is simply the repeated, periodic achievement of some levels of operational goal (e.g. zero defects, 10/10 customer satisfaction, etc.), and sometimes success is defined in terms of making progress toward strategic goals.

 

Accordingly, choosing the right KPIs relies upon a good understanding of what is important to the organization. What is important often depends on the department measuring the performance – e.g. the KPIs useful to finance will differ from the KPIs assigned to sales.

 

Since there is a need to understand what is important, various techniques to assess the present state of the business, and its key activities, are associated with the selection of performance indicators. These assessments often lead to the identification of potential improvements, so performance indicators are routinely associated with ‘performance improvement’ initiatives. A very common way to choose KPIs is to apply a management framework such as the balanced scorecard (we will go deeper in another post).

 

Critical Success Factor – from Wikipedia:
A critical success factor (CSF) is a management term for an element that is necessary for an organization or project to achieve its mission.

 

A CSF is a critical factor or activity required for ensuring the success of a company or an organization. The term was initially used in the world of data analysis and business analysis. For example, a CSF for a successful Information Technology project is user involvement.

 

“Critical success factors are those few things that must go well to ensure success for a manager or an organization and, therefore, they represent those managerial or enterprise areas that must be given special and continual attention to bring about high performance. CSFs include issues vital to an organization’s current operating activities and to its future success.”

 

In Summary
Critical success factors (CSF) and Key Performance Indicators (KPI) are the useful tools applied to get a successful business. They collectively account for the business’ control and growth.

 

KPIs are defined as the tools to measure the performance of any organization and they only indicate what the success rate or level is.

 

You can find additional details at BSCDesigner:

 

The CSF is the cause of your success or what is required for the success. A CSF can be defined as ‘what should be done in order to get successful?’

KPIs are the effects of your action – they indicate what you are doing. KPI is defined as ‘are we successful?’

 

From BSC Designer:
CSFs are taken to be general for all kinds of business like profits, leadership, mature assessment, correctly distributed responsibilities and role of people, systematization of each process, definite goal or rightful implementation of improvement plan etc., but KPIs are not so much general, rather they are set according to the priorities of a particular organization like for a financial organization finances are concerned, in educational institutions indicators are related to the standard of studies or other things related to students.

 

KPIs are usually quantitative, i.e. in the form of a ratio or percentage values while CSFs are more of qualitative nature like ‘what makes customers satisfied?’ it can’t be measured, but it can only be discussed or analyzed.

KPIs are somewhat dependent, they alone are no use, but require some other data to be compared to in order to analyze the performance while CSFs clearly indicate what is to be done in order to succeed or what issues should be taken under the company’s effort.

 

There is a lot of great information on the pages noted above as well as the included PDFs.  For more information, please go to the individual sites.

 

18 Key Performance Indicator (KPI) Examples Defined

Additional Resources / Links

The Difference Between Key Performance Indicators KPIs and Critical Success Factors CSFs

30 KPIs To Measure Performance (& How To Choose & Track Them) - ClearPoint Strategy

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Leader-vs-Boss
FeaturedQuotes

Difference Between a Leader and a Boss

by IPowerIdeas
Theodore_Roosevelt



“People ask the difference between a leader and a boss. The leader leads, and the boss drives.”
– Theodore Roosevelt

Not sure if you are a boss or a leader? Here are a few I Power Seeds to offer insight.

 

From the article “Leader vs Boss – The 6 Major Differences”

 

Difference #1: The focus
A boss the end objective is profit


A leader is focused on changing people and the organization

 

Difference #2: The driving force


The boss, the motivation stems from the focus on standards


The leader is driven by the values they hold dear

 

Difference #3: The approach to work and objectives
A boss approaches work in an administrative fashion
A leader approaches the work through innovation and collaboration

 

Difference #4: The source of authority
The boss gets his or her authority from the position
The leader receives his or her authority from an internal place

 

Difference #5: The way to communicate and delegate
A boss uses communication as a way to delegate tasks and responsibilities among his or her subordinates


A leader uses communication that is more participatory, collaborative, and provides positive feedback

 

Difference #6: The level of accountability
A boss delegates responsibility and therefore, places accountability on the shoulders of the person performing the specific tasks and the emphasis is on having someone accountable for the failure, not so much the understanding of what went wrong


A leader the full accountability is on the leader’s shoulders – the ethos of learning from mistakes is at the heart of the leader’s strategy.

 

Original Article

I found this infographic that I really liked.
From Volaris

Couple of articles that are helpful:
Management and Leadership Like a Bike?
Leadership is more Than Leading – Show You Care
Difference Between Boss and Leader from Villanova University

https://youtu.be/YT_bEHqbuTU?t=11
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BooksFeatured

The Five Dysfunctions of a Team

by IPowerIdeas

In The Five Dysfunctions of a Team by Patrick Lencioni once again offers a leadership fable that is as enthralling and instructive as his first two best-selling books, The Five Temptations of a CEO and The Four Obsessions of an Extraordinary Executive. This time, he turns his keen intellect and storytelling power to the fascinating, complex world of teams.

 

Kathryn Petersen, Decision Tech’s CEO, faces the ultimate leadership crisis: Uniting a team in such disarray that it threatens to bring down the entire company. Will she succeed? Will she be fired? Will the company fail? Lencioni’s utterly gripping tale serves as a timeless reminder that leadership requires as much courage as it does insight.

 

Throughout the story, Lencioni reveals the five dysfunctions which go to the very heart of why teams even the best ones-often struggle. He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team. Just as with his other books, Lencioni has written a compelling fable with a powerful yet deceptively simple message for all those who strive to be exceptional team leaders.

 

Overview and purchase from Amazon

 

The 5 Dysfunctions of a Team:

Dysfunction #1: Absence of Trust
The fear of being vulnerable with team members prevents the building of trust within the team.

 

Dysfunction #2: Fear of Conflict
The desire to preserve artificial harmony stifles the occurrence of productive ideological conflict.

 

Dysfunction #3: Lack of Commitment
The lack of clarity or buy-in prevents team members from making decisions they will stick to.

 

Dysfunction #4: Avoidance of Accountability
The need to avoid interpersonal discomfort prevents team members from holding one another accountable.

 

Dysfunction #5: Inattention to Results
The pursuit of individual goals and personal status erodes the focus on collective success.

The 5 Dysfunctions of a Team

 

There are my thoughts. They are nuggets or seeds to get you started.

 

This was one of the books that sparked the flame to really explore my leadership style as well as look at things from a deeper and different set of lenses.

 

Results should be primary goal. This goes without saying as you ready the book – as you go up the model, that is the primary goal.

 

We need to work as a team
•  Less egos – all have them but win as a team in most important.

Here is an example:
Basketball team can be full of people with large egos, but if only one of them is a good player, they may want the spotlight and show off their 55 points, but if the team loses, what is the goal? What was achieved?

Consider a football team. On a football field, a scoreboard focuses on everyone’s efforts on one thing: winning.

 

It doesn’t display defensive statistics or offensive statistics or even individual player statistics. It provides unambiguous information about how the team is doing, and how much time the members have left if they want to improve the final outcome. That leaves little room for individual interpretation.

 

Imagine the quarterback of a team that is losing by 14 points with 3 minutes to go in the game saying to the coach, “Well, I feel pretty good about thins. I mean, my performance was not bad, and my stats look good.”

 

The coach would be furious. He wants that quarterback and everyone else on the team to be focused on one thing: winning (or results).

 

Meetings – compare to movies. What is the single ingredient that makes movies interesting and keeps us motivated to watch them – conflict. This is what keeps us engaged and interested.

 

Conflict
“Politics is when people choose their words and actions based on how they want others to react rather than based on what they really think.”
Patrick Lencioni

 

These are other key words and/or thoughts:
•  Positive Debate
•  Positive Confrontation
•  Communication
•  Lack of debate
•  Discomfort in challenging each other
•  Willingness to participate
•  Trust
•  All need to be engaged
•  High standards of behavior and performance
•  You have brought up great points and put on Park List (create page)
•  Look for opportunities for people to get out of their chairs.

 

This is by far one of the best books I have read and highly recommend it. It provided me a great foundation to enhance my journey as well as created many new directions to take my thinking and learning. Read the book!

 

 

https://www.youtube.com/watch?v=Ro0NBgHo_a8
Great Summary Video
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success-work-culture
Management

How to Create a Winning Company Culture

by IPowerIdeas

Culture – what does it mean to you?  When you hear the word “culture” does it seem over-used and just a buzz word with little to no weight?  Or does culture mean everything to you, your department, your company?  Ask yourself these questions and reflect and analyze your responses to see how important it is to you.

 

Ironically as I was writing this post, I took an online management test and the results provided me a couple great ideas on ways to increase a more positive culture in my own work environment. It is these seeds that we learn, that we plant and cultivate, which become strong traits and business practices to help make us all become better managers.

 

Take a moment and read the article below highlighting five ways to create a positive and engaging culture and reflect on the ideas presented and if they apply or can be implemented in your work environment. I also added a couple small ideas or thoughts (in italics).

 

I hope you are able to come away with new ideas or seeds to cultivate positive change and progress within your own business culture.  It can take some hard work, but with time you will experience success and results.

 

 

success

themuse.com
How to Create a Winning Company Culture
By Kat Boogaard

 

When you think about building a team or company where employees are engaged, motivated, and excited to stick around for a while, there’s likely one word you’ve heard again and again: culture. And for good reason—the vibe of your office and the people who come to work there every day has a huge impact on your happiness, and your overall success.


But, fostering a vibrant and cohesive culture doesn’t happen overnight—and it certainly doesn’t happen by accident. So, let’s dive into everything you need to know about company culture—including how you can cultivate a positive one within your own organization.

 

Why Is Culture Such a Big Deal?
The best way to think about culture? It’s the personality of your company. Culture culminates your organization’s mission, values, and beliefs to form the overarching spirit of your workplace as a whole. And, much like with people, personality matters.

 

Culture has proven to directly correlate with a number of factors that are important to both employers and employees alike.

 

Take employee retention, for example. A Columbia University study discovered that the likelihood of turnover at companies with rich cultures is a mere 13.9 percent. At companies with poor company cultures? It’s a whopping 48.4 percent.

 

Job satisfaction is another key component. Understandably, employees who believe their workplaces have a positive culture are much happier in their careers—which is beneficial for everyone when you consider that happy employees are 12 percent more productive than the average worker.

 

How to Foster a Winning Company Culture
And while the perks of a positive culture are numerous, that doesn’t mean that you can close your eyes, click your heels together, and have it all magically fall into place.

 

Like anything else, cultivating a great culture requires conscious thought, planning, and effort. Here’s what you can do to establish a winning work environment within your own company.

 

Step 1
Define Your Culture

It all starts with outlining the exact culture you want to foster. Do you want a laid back and casual work environment? A fast-paced and high-energy office where there’s a lot of drive to innovate and excel? An emphasis on professional development? Or, a focus on giving back to the community?

 

Figure out the values and elements that are important to your company. And, all employees should be invited to participate in this conversation so they can provide insights into the way your workplace is perceived. Plus, they deserve a say in how this takes shape, since they’re the ones who work within your culture day in and day out.

 

But once you have the culture that you want defined, you don’t get to sit back and watch as it takes effect. You need to make the necessary changes to actually live your culture, and lead by example.

 

For example, perhaps you’ve identified a supportive management style as a key pillar of your desired culture. From regularly scheduled one-on-ones to plenty of formal and informal feedback sessions, how will you instill that concept into daily life for your entire team?

 

Defining your culture is really only the first step—you need to be prepared to act on the values that you’ve outlined.

 

I Power Seed
Lead by example and have a clear and defined culture. Meet with your team routinely to keep reinforcing it. We know change can be difficult for some and the consistent and positive reinforcement of the changes will help ensure successful results.

recognize and reward

Step 2
Reward and Recognize

There’s nothing like a pat on the back for a job well done—and that holds true for employees of all ranks and departments. Showing genuine appreciation for the hard work that team members put in makes them feel valued and respected, critical for employee satisfaction.

 

While formal rewards and recognition programs are great, this should be a value that’s pervasive throughout your entire office, to create a culture of appreciation and encourage team work.

 

Even if it’s a compliment passed from one employee to another or a piece of praise from a superior, remember that recognition doesn’t need to be formal to be effective. The more these sorts of commendations become commonplace, the more positive and supportive your whole environment will be.

 

I Power Seed
When I receive an email giving praise about one of my employees, I send it with note from me to the entire department. I see it as when one of us succeeds, we all succeed. And when one of us gets a compliment, we are all part in some way to their individual success and we should all share. I have received many compliments in doing this.

I also like to give little rewards as it adds a little fun in our everyday busy work days. For example, I send out a weekly dashboard regarding our tech tickets and for fun at the very bottom of it, I put in small font and in an obscure way a message that said if they are ‘reading this, let me know and come get your prize’. I wanted to see if anyone was really reading the dashboard data. And sure enough, someone did and they got a nice bag full of goodies.

Step 3
Get Social

Everybody wants to be productive in the office. But, not too many people actively seek out a culture that’s all work and absolutely no play.

 

When you spend so much time with your colleagues during any given week, it’s natural (and even encouraged!) to want to get to know them on a personal level outside of the office.

 

This is why some of the liveliest and most vibrant cultures encourage plenty of social interaction amongst their employees—whether it’s kickball leagues, holiday parties, game nights, or even a company-sponsored retreat or getaway.

 

If you aren’t in a position to institute a company-wide event or tradition, get an impromptu happy hour on the calendar with some of your team members. Any sort of fun outing with your co-workers will strengthen your bonds and lead to a positive, close-knit culture.

 

I Power Seed
This was actually on the online management test I took recently and it asked if you knew a name of an immediate family member for each of your employees. Everyone one of us wants some level of privacy in our work place, but I also know that we like to feel our managers or leaders care about us above and beyond just getting work done. Having an after work social or casual lunch goes a long way. These social events, and they can be short and informal, provide a great opportunity to lower guards and learn a little about each other. They do take work as not everyone wants to participate. I tend to do them in the middle of the day such as a lunch or ice cream social. I have even had a catered lunch and watched a movie. They honestly appreciate it.

 

Step 4
Promote Self-Care

Some of the most beloved company cultures have at least one thing in common: they all make sure that employees are able to take care of themselves—both inside the office and out.

 

In today’s constantly-connected society, there’s much less separation between our work and personal lives. And organizations with thriving cultures empower their employees to bring their whole, authentic selves to work, while doing their best to maintain their health and happiness.

 

Whether it’s a reimbursed gym membership, flexible work schedules, or even the option to work remotely occasionally, companies who place their focus on results and encourage self-care tend to have happier employees who are motivated to stick around.

 

I Power Seed
Self-care can yield incredible results. Employees have told me time and time again how much they appreciate how flexible I am with occasional requests – letting them come in late, leave early, longer lunch, work from home, etc. – they express appreciation and gratitude and when I need them to stay late or come in early, they don’t even hesitate. They also tend to put in extra effort in their daily work activities. I have one employee where my management style was not something she was used to in previous jobs and with this culture she is now a rock star.

cultivating-culture

 

Step 5
Emphasize Purpose

Nobody wants to feel like just another cog in a wheel. To establish a winning culture within your own company, you need to be able to help employees look beyond their immediate to-do list and understand the greater purpose they’re serving.

 

Maybe your team members are motivated by knowing how their work contributes to the organization as a whole. Or, maybe your staff finds involvement in various charity and community efforts particularly inspiring.

 

The important thing is to encourage people to step outside themselves and see the forest—instead of just the trees.

 

I Power Seed
This is another really good point. If there is no sense of purpose, the “why am I here”, then they are not engaged and don’t perform the best they can – no skin in the game (my wife hates when I say that). I really emphasize that in my team. Recently I conducted an exercise where I asked my tech team to take a list of organizational goals (these were non-technical goals) and prioritize them. It was interesting for them to see what the “global” purposes of the organization were and how they can be part of it. Having that knowledge and understanding of a global purpose helps them understand the goals and how they can help attain them.

 

One look at the numerous benefits and it becomes obvious that company culture is irrefutably important, but knowing how to establish and foster one within your own company can be daunting.

 

The important thing to remember is that culture isn’t something that just happens . It takes work and active participation—from both employers and employees. When both band together in the interest of living your company’s values, you’re sure to end up with a winning work environment.

 

I hope you enjoyed the article and seeds. Good luck with cultivating the culture you want for your team.

 

Please leave comments or share your thoughts or experiences.

 

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team-attitudes
Leadership

Why Attitude Is More Important Than IQ

by IPowerIdeas

This is a two-part post.  The first part is linked at the bottom of this post.

 

Click Here for Attitude vs IQ Presentation

 

This is the second part of the post. As I noted in the first post, I presented my staff with the Blob Tree. This laid the foundation on how to better identify our feelings and with that knowledge, we can learn how to communicate and collaborate more effectively and efficiently.

 

The second thing I presented to my staff was I shared a recent study by Stanford that shows that attitude is a better predictor of success than your IQ. Think about that for a moment (Pause and Reflect) – having a better attitude could be a greater driver for success than your IQ. Very powerful thought. Think about all the influential or successful people who have had relatively low IQ’s but amazing attitudes. (I will let you research some examples, there are lots of websites that show successful people who have low IQs but had amazing attitudes).

 

I explained the difference between a Fixed Mindset and a Growth Mindset. I included the PowerPoint with some of my notes in this post to give you a framework of how I presented it.

growth-fixed-mindset

Coupled with the Blob Tree and its respective exercise and the study and article below, it helped give my staff a deeper understanding and meaning about recognizing their current feelings, what to do once they are identified, and how to utilize that knowledge for change and growth.

 

Lastly, I used an example of systems thinking where kindergartners were shown the story of Little Red Riding Hood – a story they have heard many times before. But with systems thinking, they looked at an emotions/time graph to look at the emotions by all parties in the story over time. Then they discussed those feelings and what they meant. These small children were able to better recognize numerous feelings and then have the knowledge and tools to find better ways to utilize that knowledge and focus on how to communicate and collaborate better.

 

I encourage you to stop and reflect on this as it is very powerful and the impact on these young children over the course of their lives will set the foundation on continual learning and growth. It is not too late for us to learn from this as well.

 

I hope this was helpful to you and please leave comments and feedback. We can all learn from each other.

 

positive-attitude

forbes.com
Why Attitude Is More Important Than IQ
by Travis Bradberry

 

When it comes to success, it’s easy to think that people blessed with brains are inevitably going to leave the rest of us in the dust. But new research from Stanford University will change your mind (and your attitude).

 

Psychologist Carol Dweck has spent her entire career studying attitude and performance, and her latest study shows that your attitude is a better predictor of your success than your IQ.

 

Dweck found that people’s core attitudes fall into one of two categories: a fixed mindset or a growth mindset.

 

With a fixed mindset, you believe you are who you are and you cannot change. This creates problems when you’re challenged because anything that appears to be more than you can handle is bound to make you feel hopeless and overwhelmed.

 

People with a growth mindset believe that they can improve with effort. They outperform those with a fixed mindset, even when they have a lower IQ, because they embrace challenges, treating them as opportunities to learn something new.

 

Common sense would suggest that having ability, like being smart, inspires confidence. It does, but only while the going is easy. The deciding factor in life is how you handle setbacks and challenges. People with a growth mindset welcome setbacks with open arms.

 

According to Dweck, success in life is all about how you deal with failure. She describes the approach to failure of people with the growth mindset this way,

 

“Failure is information—we label it failure, but it’s more like, ‘This didn’t work, and I’m a problem solver, so I’ll try something else.’”

 

Regardless of which side of the chart you fall on, you can make changes and develop a growth mindset. What follows are some strategies that will fine-tune your mindset and help you make certain it’s as growth oriented as possible.

 

Don’t stay helpless. We all hit moments when we feel helpless. The test is how we react to that feeling. We can either learn from it and move forward or let it drag us down. There are countless successful people who would have never made it if they had succumbed to feelings of helplessness: Walt Disney was fired from the Kansas City Star because he “lacked imagination and had no good ideas,” Oprah Winfrey was fired from her job as a TV anchor in Baltimore for being “too emotionally invested in her stories,” Henry Ford had two failed car companies prior to succeeding with Ford, and Steven Spielberg was rejected by USC’s Cinematic Arts School multiple times. Imagine what would have happened if any of these people had a fixed mindset. They would have succumbed to the rejection and given up hope. People with a growth mindset don’t feel helpless because they know that in order to be successful, you need to be willing to fail hard and then bounce right back.

 

Be passionate. Empowered people pursue their passions relentlessly. There’s always going to be someone who’s more naturally talented than you are, but what you lack in talent, you can make up for in passion. Empowered people’s passion is what drives their unrelenting pursuit of excellence. Warren Buffett recommends finding your truest passions using, what he calls, the 5/25 technique: Write down the 25 things that you care about the most. Then, cross out the bottom 20. The remaining 5 are your true passions. Everything else is merely a distraction.

 

Take action. It’s not that people with a growth mindset are able to overcome their fears because they are braver than the rest of us; it’s just that they know fear and anxiety are paralyzing emotions and that the best way to overcome this paralysis is to take action. People with a growth mindset are empowered, and empowered people know that there’s no such thing as a truly perfect moment to move forward. So why wait for one? Taking action turns all your worry and concern about failure into positive, focused energy.

 

Then go the extra mile (or two). Empowered people give it their all, even on their worst days. They’re always pushing themselves to go the extra mile. One of Bruce Lee’s pupils ran three miles every day with him. One day, they were about to hit the three-mile mark when Bruce said, “Let’s do two more.” His pupil was tired and said, “I’ll die if I run two more.” Bruce’s response? “Then do it.” His pupil became so angry that he finished the full five miles. Exhausted and furious, he confronted Bruce about his comment, and Bruce explained it this way: “Quit and you might as well be dead. If you always put limits on what you can do, physical or anything else, it’ll spread over into the rest of your life. It’ll spread into your work, into your morality, into your entire being. There are no limits. There are plateaus, but you must not stay there; you must go beyond them. If it kills you, it kills you. A man must constantly exceed his level.”

 

If you aren’t getting a little bit better each day, then you’re most likely getting a little worse—and what kind of life is that?

 

Expect results. People with a growth mindset know that they’re going to fail from time to time, but they never let that keep them from expecting results. Expecting results keeps you motivated and feeds the cycle of empowerment. After all, if you don’t think you’re going to succeed, then why bother?

 

Be flexible. Everyone encounters unanticipated adversity. People with an empowered, growth-oriented mindset embrace adversity as a means for improvement, as opposed to something that holds them back. When an unexpected situation challenges an empowered person, they flex until they get results.

 

Don’t complain when things don’t go your way. Complaining is an obvious sign of a fixed mindset. A growth mindset looks for opportunity in everything, so there’s no room for complaints.

 

Bringing It All Together

By keeping track of how you respond to the little things, you can work every day to keep yourself on the right side of the chart above.

 

Do you have a growth mindset?

 

Please share your thoughts and ideas in the comments section. We can learn from each other.

 

Click for Part I – Blob Tree and the “What and Why”

 

 

 

 

 

 

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Blob-Tree image
Leadership

Blob Tree and the “What and Why”

by IPowerIdeas

This is a two-part post. The second part is linked at the bottom of this post.

 

The Blob Tree – really? Is this kindergarten time? This is what I thought when my wife showed me the Blob Tree and briefly explained to me what it was. Initially I did not pay much attention to it and thought there was no way I could use this in a staff development meeting of mature and experienced professionals. I thought I would be laughed out of the room. Don’t you agree?

 

However, presenting the Blob Tree was an inspiring tool and it surprisingly was incredibly useful too.

 

Blob-Tree

Let me share a little with you on how I successfully used the Blob Tree and give you some ideas (I Power Seeds) and maybe it will echo with your team.

 

My presentation started with setting up the room. I put out cheap pairs of glasses (like from the dollar store) on every table. I did this as having a visual aide and a tangible stimulus to remind them to reflect on what they learned and continue to foster the growth around the meanings of the Blob Tree.

 

The first part of my strategy I have been coaching my staff on the 5 Dysfunctions of a Team (by Patrick Lencioni), focusing on the team itself and how we function and interact as a team. Then the second part of my strategy was to focus and work on the individuals. I took notes and insights from many sources such as The Leadership Challenge, The Truth About Employee Engagement, and The Ideal Team Player, numerous articles, and my own experiences. I then incorporated some of the main points gleamed from these sources and offered a high-level presentation of these ideas and frameworks to my staff as well as accompanied it with a couple of exercises that helped solidify the ideas and meanings.

 

I will be honest, it was not easy (to say the least). But once the barriers were lowered a little and everyone went around the room and shared where they were on the Blob Tree at that moment, it turned out everyone had fun and felt they could share (key concept – to be vulnerable). Of course a couple said things like, “You know which one is me!” or “I don’t talk about my feelings!” But that was ok as others laughed and recognized others’ vulnerability state and they in turn openly expressed how they felt and how the Blob they chose represented them at that moment, which was the goal of the exercise. Progress and results were achieved.

 

Here is a PowerPoint with the general ideas of what I did. Feel free to review it and I hope it sparks ideas for your own presentation with your team.

 

Click Here To Open: Attitude vs IQ

 

Here some of the notable meanings around the Blob Tree. And of course you will discover your own.

 

  • Each picture is a means to a conversation, rather than a problem to be solved or a message to be agreed upon.
  • We each see the world through our own eyes. Allowing others to share their feelings enables group members to understand and appreciate one another.
  • When we are children our feelings say one thing, sometimes more purely than when we are adults. Schools encourage children to understand their feelings and to master them.
  • The tree is a place, a group, or an organization – such as your family, a club, a group of friends, a church, or even yourself.
  • There is a platform and a rope to swing on. What do they symbolize? They might represent safety, leadership, separation, for or wastefulness? It depends upon how you feel as you look at them, and how you feel that day.
  • It is important that we name them Blobs – they are not any color, race, gender, etc. This ensures it includes everyone.
  • The grass – a place where you might go after climbing out of the tree. A place of respite. It can also be a place of opposition to what is going on in the tree. Such as saying, “I want to be on the grass and out of the tree.” This gives us clues as to how people are feeling at that moment in time.

 

The Blob Tree is a useful and fun tool to assist your staff in becoming trusting (being vulnerable) in a fun and light-hearted manner. Sometimes we need tools like this that make us laugh and which brings out the best in us in our quest to strive for higher achievement and better results.

 

Good luck and please leave comments and feedback.

 

Click for Part II – Why Attitude Is More Important Than IQ

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Humble Leadership
Leadership

Employees Don’t Quit Their Job; They Quit Their Boss!

by IPowerIdeas

Do you develop your employees or are you more focused on developing yourself? Do you consider yourself a humble and empathetic leader? Are you energetic or have integrity? Some great questions right?

 

The post below will provide some nuggets or seeds (I Power Seeds) to encourage you to stop and reflect and hopefully provide some knowledge to help you become a better leader.

 

A key element of an effective and successful manager is developing your employees so they grow, thrive, and stay engaged.

 

I really enjoyed this article and why I am posting it. The insights in the article can enhance the what managers and leaders do for their employees. The first part is about developing employees and the second part is directed towards traits and habits exhibited by effective and caring leaders.

 

I am a firm believer in developing employees and the ROI is very clear and apparent and the time and effort put into their overall development as they are happier and their quality and productivity is quite evident. For example, in my current role I spend an average of $1,000 per year per employee on development such as seminars, workshops, conferences, and training and professional development.

 

The other component are the traits and habits the author highlights below, and when you pause and reflect on them and compare them to what you experiences as an employee or as a manager, it will be clear they are accurate and true.

 

I have utilized these traits and habits in staff development meetings where I provide insight and fun exercises to help employees recognize them as well as help increase their skills and knowledge as they grow and develop their management and/or leadership skills. It takes a lot of effort and time from you to develop the topics and then present them to your team. I will be posting some PowerPoint slides as seeds (I Power Seeds) to give you some ideas.

 

Here are a couple other related posts that will provide additional insight into employees development and engagement.

 

The Ideal Team Player (Humble, Hungry, Smart)

Leadership Development – Humility as Leadership

 

“Leadership is not about being in charge. Leadership is about taking care of those in your charge.”

Simon Sinek

 

Time to Say Goodbye

Employees Don’t Quit Their Job; They Quit Their Boss!
Brigette Hyacinth

 

Employees might join companies, but they leave managers. Too many managers view their position as one of entitlement rather than one of responsibility. In days past, managers would focus on developing their employees. Today they are more focused on self-promotion and securing their position. A managers’ job is to facilitate a good working environment for his/her employees. The focus should be to help everyone around you succeed. Managers define culture, and culture under-girds the lasting health, success and sustainability of an organization.

 

The biggest danger of leadership: Arrogance

According to research from the University of Washington Foster School of Business, humble people are more likely to be make the most effective leaders. It turns out, humility offers a competitive advantage.

 

So why has arrogant or narcissistic leaders become the norm:

It has been historically perceived that humility is a sign of weakness and an antithesis to leadership. There is still an expectation that successful leaders are more arrogant than humble. Narcissism is mistaken for self-confidence and toxic leaders seem to be in control of everything. They are able to provide short-term results but the truth is they leave a trail of destruction in their path. Organizations pay heavily for such managers with low engagement, high turnover and reduced productivity. Arrogant leaders have a shelf-life within their organizations. They may “rule the day” but eventually people tire of them and their tactics, which lessens overall commitment from the team. Intimidation and threats of punishment can only work for so long.

 

“The x- factor of great leadership is not personality, it’s humility” – Jim Collins

 

The Power of Humility in the Workplace

Leading with humility means focusing on others and practicing servant leadership. Humble leaders:

 

1.  They put people first.
Their focus is on serving others. They do not get consumed by seeking out more power. Instead, they seek more ways to help others.

 

2.  They admit their mistakes.
All leaders make mistakes. Humble leaders own up to them. They don’t play the blame game when things go wrong. Instead they hold themselves accountable. Vulnerability builds trust.

 

3.  They share information and delegate.
Humble leaders are aware of their strengths and weaknesses. They realize that they cannot do everything. They delegate because the work is more important than their ego.

 

4.  They listen.
They are approachable to employees and this allows them to create an environment of open communication and effective feedback.

 

5.  They do not hesitate to give credit where credit is due.
They appreciate the contributions of others. They are quick to recognize and reward the efforts of team members.

 

6.  They are empathetic to those in their charge.
They genuinely care about employees and employees can feel this sincerity. Empathy allows them to build healthy relationships and bond with team members.

 

7.  They are authentic.
They are the same person in every situation. This makes them trustworthy. Authenticity goes hand in hand with integrity. They are individuals of integrity.

 

“No matter how educated, talented, rich or cool you believe you are, how you treat people tells all. Integrity is everything.”

 

Humility doesn’t mean that leaders can’t make tough decisions. A humble leader should not be mistaken for a weak one. It takes strength, courage, and wisdom to practice humility. I have learned that the best leaders are selfless and more concerned with the well-being of their team than with personal titles or status symbols. Easily offended leaders with inflated egos don’t build strong teams. You cannot be an effective leader if you feel that you are better than your subordinates. No one likes dealing with egomaniacs. Arrogance is a deterrent, it destroys relationships and lowers employee morale whereas genuine humility has a way of winning others over.

 

Good leaders empower. Bad ones micromanage. It is dreadful to work under a manager who is more worried about pushing their weight around than building relationships. The role of any leader within a corporate framework is to build up the team and to encourage growth. If we want employees to feel commitment to the organization, we need to show we respect and value them. This takes humility. For loyalty, there has to be a relationship that develops between employee and employer and this develops over time through trust that gets built and sustained. Once people trust you, they will follow your lead. You won’t need to flaunt your title to get them to do the best possible job.

 

People might tolerate a boring job or long commute, but they are more prone to leave if their boss treats them poorly. Humble leaders get the best from people. They have more influence, they retain top talent, and they earn more respect and loyalty than those who rely upon ego and power. Want to be a good boss? Start by taking a slice or two of humble pie!

 

Please leave comments or feedback.

 

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Management

9 Reasons Teams Love Empathetic Managers

by IPowerIdeas

As I read this article it made me think about being a manager and as a manger we get things done through other people and we encourage and push for results. After all, as a manager our primary goal is to achieve and produce results.

 

As we push and strive for the most and best productivity from our employees we might tend to forget they have other influences that will directly affect not only their work productivity but their quality of work as well. As a manager we need to pull ourselves out of the weeds or trenches of just working hard towards achieving and attaining results so we can pause and reflect what else might be going on with our employees. Outside influences are a critical factor to keep in mind.

 

Our team members also like to feel you are more interested in them than just a way to achieve goals and results. This has been proven time and time again and I have posted additional information regarding this so please feel free to explore this on other posts.

 

A recent experience I had was an employee was not performing as well as he normally does. As a manager I met with him and worked with him to find solutions and provided tools he could utilize to work more effectively and efficiently – or in other words, increase productivity and results. After a while it was not improving so I met with him from personal perspective and had a warm conversation that was not directed towards his work productivity but rather what I could do to help (strictly from his perspective). It turns out his dad was recently diagnosed with cancer and the news and reality of it was hitting my employee hard and he was trying to hide it. He was taking time off work and taking his dad to chemotherapy as well as trying to stay strong for his dad and his young family. Once we allowed ourselves to share this personal information it helped me realize what he was going through and how I could be a more sympathetic and empathetic manager to help him. This really helped him as he could confide in me when he needed to as well as I was able to be more sympathetic towards his work and how I could help him where I could so he could work through that personal tragedy and still work productively to provide for his family.

 

As quick definition and example – sympathy vs. empathy. With Sympathy, you feel sorry for the person. With empathy, you will get in the trenches with someone and help them through it, offer help and suggestions, and be there for them and help them get back on their feet or “normalcy”.

 

Is there an example in your own management career where you could have shown empathy?


Is there a time you were empathetic and the outcomes better than you expected?
Do you show your staff these traits?

1.  Recognize feelings.
2.  Have an ethical identity.
3.  Always consider the needs of others.
4.  Have a moral intention.
5.  Being calm.
6.  Being kind.
7.  Always thinking “us.”
8.  Take risks for the team.
9.  Have a strong desire to make a difference.

 

This is a heart-felt article that made me stop and think and reflect often on how I can be more empathetic towards my team and less focused on quantity and when I have been empathetic, the results actually were better and I created additional trust and loyalty which is infectious and creates a wonderful culture.

 

thinking of us

Original Article

 

9 Reasons Teams Love Empathetic Managers

Sherrie Campbell – Contributor
Psychologist, Author, Speaker

 

If we want to succeed in life or in business, we cannot do this with any depth or longevity if we’re not empathic. Empathy is what gives life meaning. It allows us to be open, and to tolerate points of view that differ greatly from our own. When we are empathic towards others, we are better equipped to understand, soothe, communicate, bond and develop long-lasting successful connections. At its base, success is a function of trusting, dependable and dynamic relationships.

 

1.  They recognize feelings.

Empathic people can identify and recognize both the emotions of others and the emotions they grapple with inside of themselves. Compassion for others develops from the self-compassion empathic people practice on themselves in their private lives. They believe that to succeed on any level, they have to show empathy for the people they are working with. They are naturally sensitive to the fact that life is hard, business is tough and everyone is at risk of getting down on themselves.

 

Empathic people don’t forget about the humanity of others. They take the time to recognize if someone is feeling up or down, then take the opportunity to support them from where they are.

 

2.  They have an ethical identity.

Empathic people live their lives by a compass of integrity. An ethical identity intersects with each decision empathic people make throughout their lives. Empathy motivates them to live by their morals determining what is right and wrong. They are conscious of who they are, of what they do, what they say and how it all may impact and influence those around them. Respect for themselves and others helps them keep their enduring commitment to live a fulfilling lifestyle.

 

Empathic people hold themselves to high standards of kindness, tolerance, respect, service and good communication. These traits set them apart when it comes to success and longevity. Their humble morality inspires others to live better in their own lives. Because empathic people strive to have a positive influence, they naturally become people others look up to and admire.

 

3.  They always consider the needs of others.

Empathic people have dynamic working relationships because they always consider the needs of each person they work with. They are open to what is different. Their definition of tolerance is “even though your belief is not mine I accept it and we can still connect.”

 

Success cannot flourish under a my-way-or-the-highway mindset. Intolerance blocks learning, kills empathy and breaks down connections.

 

4.  They have a moral intention.

When people operate from a place of empathy they pursue goals which others find inspiring. The intention behind every goal an empathic person pursues is to serve others. In this construct, success is measured more by the development of a person’s character, rather than status, position or money earned. Empathic people approach deals, conflicts, negotiations and communications confident solutions will arise from right action, honesty, integrity and thoughtfulness.

 

Even in the midst of a chaotic experience, positive intention allows empathic people to intuitively and correctly perceive what actions are necessary.

 

5.  They’re calm.

Empathic people can accept feedback without getting defensive. They help others to remain calm by remaining calm and rational under stressful circumstances. Their example inspires others to work toward the same levels of openness and maturity when they are pressured or stressed. Empathic people can be an anchors for those who are struggling with the reactive emotions stress brings. They live with an inherent trust that solutions can and will be found, and that worrying about things doesn’t make those solutions come any quicker. Being grounded in this way, benefits everyone around them.

 

6.  They’re kind.

Kindness is empathy in action. Empathic people trust that kindness will get them further in life than other human character trait. Everything can be solved with kindness. People destroy relationships when they try to solve problems with anger, threats or force. They may get their way once or twice but they inevitably lose opportunities because they are not enjoyable to work with or for.

 

Being kind doesn’t mean empathic people are pushovers. Empathic people can be assertive and direct while still respecting the person who is on the receiving end of the dynamic with them.

 

7.  They are always thinking “us.”

An empathic person will own their part of the problem when something goes wrong in the daily grind. They do what they can to keep their side of the street clean instead of reactively blaming their problems on people or circumstances outside of themselves. If they cannot see where they contributed to the problem, they ask for feedback to help them to more clearly understand the part they played. Staying away from blame and emotional reactivity guarantees successful communication and customer satisfaction going forward.

 

8.  They take risks for the team.

A coward will only cover for or take a risk for themselves. Empathetic individuals value character over ego. Empathetic people who work together are so bonded that they have no problem sticking their necks out for whomever they believe in. Taking risks for their team is an integral part of being in a dependable and trusting relationship and work environment. When empathy is present no one person is ever allowed to take on the full responsibility for a problem. Empathic people put other people first and make sure to come to their defense whenever necessary. No one they care about is left alone.

 

9.  They have a strong desire to make a difference.

Empathic people are privy to the understanding that selfishness and success cannot coexist. Eventually selfishness will bring about failure. When people are team oriented, they seek not just to lift themselves up, but to lift all of those who surround them. The greatest gift an empathic person can experience, is to bear witness to the positive results their hard work and good character produce. They live to see others feel satisfied on the other side of them, whether that be financially, emotionally or both. Empathic people live not for fame or riches, but to make a difference.

 

calm manager

 

 

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What's-Your-Face?
Leadership

What’s Your Face?

by IPowerIdeas

This is a good article and one that does not, on the surface, sound that important. But it is. Let me give you a personal example.

 

When I get into deep thought or something is on my mind, I have a “face” too. It is not that I am upset, angry, or agitated, but when I am in deep thought, my face morphs into “my face”. I remember being in a meeting and someone asked if I was upset and I said “no” but rather I was in deep thought regarding the subject of the meeting.

 

I did some self-analysis and realized that was not the first time I heard this about my face. The next time I was in deep thought, I tried to keep the same face and looked in the mirror and sure enough, I looked agitated. Not good I thought.

 

But the good news is I am now aware of it and can adjust accordingly. For example, when I am in deep thought, I tend not to walk down the halls so people walking by don’t think I am agitated or upset. This awareness has helped tremendously. And of course we all get lazy now and then and just the other day I was walking across the parking lot at work and someone said, “Hey, tough day?” and I said “no” – but then it hit me that I had something deep on my mind and turned and let them know. And then I reminded myself not to be in deep thought and walk at the same time.

 

Here is an I Power Seed for you and try it yourself – the next time you someone calls you out, take some time to self-reflect and become aware of “your face”. Knowledge is power.

 

Good luck and happy face hunting.

 

Please leave comments or offer feedback.

 

What's Your Face
What’s Your Face?
By Patrick Lencioni

 

Years ago, my wife told me that I had a “face,” but I didn’t believe her. What she meant was that I had a particularly unattractive facial expression that I unintentionally displayed when I was feeling frustrated by my inability to be understood by someone. What the face actually displayed was that I was disgusted with the person who didn’t understand me, and that I thought they deserved to be flogged for their stupidity.

 

Since that time, I’ve come to learn, with the help of my colleagues at The Table Group, that I do sometimes have that face. Even though I have a difficult time conjuring up the face on demand (it seems to require an emotional prompt), I am well aware that it evokes an unwanted reaction from those who are unlucky enough to witness it.

 

To that end, I’ve recently come to the conclusion that everyone has a face. It is usually the product of a strong emotion that is difficult for us to articulate, and so it is portrayed in a less-than-accurate way, and often more extreme than we want it to be. For instance, one of my colleagues often feels frustrated that she can’t adequately verbalize her concern for others in the moment, so her face portrays a level of pity that borders on patronizing. This is not what she wants to portray, but it happens nonetheless. It’s her face.

 

Another colleague, when she feels let down by someone, takes on the look of judgmental disappointment. It’s as if she’s thinking, “so that’s the best you can do, huh? How sad.” She doesn’t know that she’s conveying this, but her colleagues—and her husband and children—certainly do.

 

Why is it important for all of us to know what our faces are, and when and why we show them? Because if we don’t, we will find ourselves puzzled by the reactions of our employees and team members who have no choice but to respond to the emotional content of what they see. And their reactions are only going to exacerbate what our faces are already exaggerating, leading to further misunderstanding. If that sounds trivial, understand that this can lead to broken trust and unnecessary division among people who have no real reason to be at odds.

 

The solution to this problem is for every one of us to identify, most likely with the help of our colleagues and loved ones, what our faces are. Once we do this, we need to not only invite those colleagues and loved ones to call us out when we display that face, but to exhort them to do it! We need to beg them to alert us when we are inadvertently expressing an emotion that is unintended, so that we can stop and explain what we are really feeling and allow others to help us address those feelings.

 

My wife inadvertently came up with a fun way of identifying and staying aware of our faces in a team or family environment. It happened the other night when I was a little grumpy and judgmental, and she said, “You’re a little harsh, aren’t you?” And then she laughed and said, “Hey, that should be your rapper name. ‘Li’l Harsh’.” After I got over the initial sting of her accurate nickname for me, I realized that it was a good way of describing my face. So I went to work, announced my new moniker, and helped everyone come up with their respective rapper names. We now have Li’l Sour, Li’l Dismissive, Li’l Annoyed, Li’l Denial, Li’l Disappointed, Li’l Prickly, Li’l Condescending, Li’l Patronizing and Li’l Tense. That might sound silly, but within the day we were using those terms to describe one another in moments of stress, and it brought real clarity, not to mention humor, to situations that could have otherwise been unnecessarily tense.

 

So, what’s your face? And what’s your rapper name?

 

Peace Out.

 

Li’l Harsh, aka…

 

 

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Pitfalls of Agile
FrameworksManagement

5 Biggest Pitfalls of New Agile Adopters

by IPowerIdeas

This is a simple and short video about Agile and some of the pitfalls of new adopters. It is an interesting video and helps to get you started on understanding where potential pitfalls could stem from and how to identify them early. It also helps to offer ideas and ways to recognize other distractions and if you can identify them early it will help you find solutions as quickly as possible.

 

One of the things I like about Agile and Scrum are the Sprints and how they embrace getting development done quickly as well as the model or framework incorporates continuous improvement which I am a huge proponent of. I think of how many projects I have been involved in that could have been completed quicker and with less hiccups or distractions by utilizing the general concepts of sprints.

 

I think utilizing sprint-like processes in other projects could have helped complete them sooner by not using the waterfall method. I think there are projects where using the waterfall method is unavoidable. However, there are many times the Agile or Scrum methods could increase efficencies by taking small chunks of the project, completing them in small and time-based periods, assessing what went wrong or what could have been done better after each sprint, and then adjust accordingly. I think it is something worth exploring in your own processes and environment.

 

The other component of a sprint is working closely with the Product Owner and/or Stakeholders on a daily basis which will keep projects from derailing or stalling as well as rapidly removing speedbumps or roadblocks.

 

My I Power Seed challenge is to spend time in the Agile and Scrum frameworks and see if you can utilize its methods and subsequent results and if they can be incorporated into what you are doing in your specific business model (outside of software development).

 

Either way, Agile is a great project management framework that produces results.

 

Please comment and offer feedback.

 

Certified Scrum Master – Simona Millham

 

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