Thursday, April 12, 2012
Monday, April 9, 2012
Youth Is In How You Think!
Youth is in how you think! That may be the most honest statement you're going to hear in your life. I don't care what age you are, when you stop changing your behaviors, stop striving to get better results in everything you do, and stop considering all the possibilities that are still out there for you, YOU GROW OLD!
In a recent conversation with a friend, she said that she is dreading talking to some of her friends because all they do is whine about getting old. Listen we all get old, and if we don't grow old then we're probably dead. So why whine about growing old? What a waste of time, yours and mine.
If you find yourself waking up feeling and thinking OLD, well, snap out of it! Change your behavior. Put a smile on your face and SMILE when you talk. You can't complain when your smiling. Try it, it really works. Do something extra and outside of your usual routine, i.e., extra reps in the gym, a trip to a new store, a walk across the street to talk to a neighbor. And most importantly, start dreaming again. Thinking and dreaming are the food of youth and the results can be spectacular.
Monday, March 28, 2011
If You Can't Lead Yourself, Are You Sure You Can Lead Others?
Being a strong leader can make the difference between success and failure in anything you do professionally. It starts with your ability to lead yourself...then others!
I think you'll agree that your personal and professional success and your future, is really up to you! But you also need to realize that your success in your personal and professional life can be enhanced if you, first, know how to lead yourself. Strong self-leadership will not only determine your future as a leader but also the future of others who look up to you as their leader.
So what exactly, is self-leadership? It's knowing who you are, who you want to become, and how you're going to get there. It means being consistent in demonstrating your values and goals. It requires self-discipline as you strive each day to reach your goals, the ability to change your mental models to survive tough challenges, and a commitment to life-long learning. It's recognizing the importance of finding new and better ways to build on best practices to achieve your goals. It allows you to set direction for yourself and for those who look to you for direction.
There are basically three types of leaders. Those who enhance others by adding value, helping others improve, being honest, genuine and sincere, with excellent communication skills. Those who neutralize by not doing much of anything because they don't help, usually follow, achieve little and don't add much value. And, those who diminish or actually take away from the situation and others because they lack confidence and fear change which reveals itself in the putting down or general abuse of others. Luckily most people don't fall into any one style.
Ideally, strong leaders should strive to be enhancers. They are the leaders who are visionaries and can take their organization to the next level. They're powerful in their level of execution and see possibilities in everything and everyone around them. They want others to enjoy success, and will contribute to, share and set examples from which others can learn and achieve. They are honest in their emotions, and understand the importance of being able to laugh at themselves, cry with others, get angry if necessary, and show warmth and kindness when it's most needed. They are confident in themselves, respected by others, and take their responsibilities seriously. They know how to stand tall and bring hope to others when chaos abounds.
Since applied knowledge is power, one goal of self-leadership is to start thinking about the type of leader you are and what you can begin doing to become more of an enhancer, a leader that can help make their own and others dreams come true.
The road to understanding and developing self-leadership emphasizes developing self-confidence and a belief that you have he ability to accomplish what you've set out to do; self-esteem that says I really like me; integrity that demonstrates honesty and sincerity toward everyone you come in contact with; a positive mental attitude that helps you focus on the good things you can accomplish rather than the negatives you may face day-to-day; courage to meet and overcome what seem like insurmountable obstacles; persistence to keep trying no matter what the odds; and character expressed through well developed values, morals, and self-discipline that demonstrates you know the right things to do and can do the right things.
Being a strong leader and being able to lead others begins with being excellent at self-leadership. It's the first step to achieving your personal dreams and professional goals and the ultimate success you want for yourself and others who depend on you as their leader.
MAG www.performance-connect.com
Saturday, March 26, 2011
Do You Have What It Takes To Be A Leader?
If you're a teenager or young adult, struggling to get out of school and move on to the next phase of your life, your next dream, you may be asking yourself, "What do I need to do to realize my goals?" How would you feel if, starting right now, you could begin developing personal self-leadership -- the attitudes, skills, and goals that would help you achieve personal success and happiness? Probably, pretty darn good!
So, what's it going to take to get you there? How about some energy and effort including learning about other successful people and why they're successful? How about recognizing that it isn't luck that makes you successful as much as effort, planning and a true belief in yourself -- self-confidence, self-esteem, and positive reinforcement from the inside out and from those who have influence in your life?
There are many leaders in this world, some known and some unknown except to those who have been touched by them. Do you think these leaders were born with the ability to lead? Well, if you think about it, aren't there some particular traits that leaders possess? Would you say they include confidence, self-discipline, self-esteem, character, persistence, and integrity?
What are some other qualities they have? How about an ability to communicate with others, set and achieve goals, and motivate others? What about making decisions and choices that require courage? And, would you say that having a positive mental attitude also has something to do with it? Tell me, do you see many leaders that are on a constant downer, feeling sorry for themselves and their situation in life?
People aren't "born leaders". But they can develop the traits and qualities that make them leaders and it's these same qualities that you need to develop to ensure your future and your success.
What's even more important is to recognize is that all of us have the potential to become leaders and live a very successful lives. How you go about developing that potential is what will determine your level of success as you grow and develop now and into the future.
Your success -- and whatever you achieve in life -- starts with YOU! You are the captain of your ship. You are the author of your life story and the creator or your future.
To learn more about how you can develop your self leadership skills and start building your future success visit www.performance-connect/risingstars.aspx. Let today be the first day of your future as a leader.
MAG
So, what's it going to take to get you there? How about some energy and effort including learning about other successful people and why they're successful? How about recognizing that it isn't luck that makes you successful as much as effort, planning and a true belief in yourself -- self-confidence, self-esteem, and positive reinforcement from the inside out and from those who have influence in your life?
There are many leaders in this world, some known and some unknown except to those who have been touched by them. Do you think these leaders were born with the ability to lead? Well, if you think about it, aren't there some particular traits that leaders possess? Would you say they include confidence, self-discipline, self-esteem, character, persistence, and integrity?
What are some other qualities they have? How about an ability to communicate with others, set and achieve goals, and motivate others? What about making decisions and choices that require courage? And, would you say that having a positive mental attitude also has something to do with it? Tell me, do you see many leaders that are on a constant downer, feeling sorry for themselves and their situation in life?
People aren't "born leaders". But they can develop the traits and qualities that make them leaders and it's these same qualities that you need to develop to ensure your future and your success.
What's even more important is to recognize is that all of us have the potential to become leaders and live a very successful lives. How you go about developing that potential is what will determine your level of success as you grow and develop now and into the future.
Your success -- and whatever you achieve in life -- starts with YOU! You are the captain of your ship. You are the author of your life story and the creator or your future.
To learn more about how you can develop your self leadership skills and start building your future success visit www.performance-connect/risingstars.aspx. Let today be the first day of your future as a leader.
MAG
Wednesday, February 16, 2011
Passive-Aggressive Colleagues? Deal With Them, But In a Nice Way!
Work can be so frustrating when you're dealing with colleagues who run hot and cold. It can totally disrupt activities going forward and make everyone uncomfortable. So how can you manage this and make sure you keep and build the relationship?
An I-message sounds something like this: "John, you know, you have a lot of creativity, but when you make a suggestion that's way off the charts and changes the direction of the project, I feel like you're trying to sabotage me as the project manager. It really makes me not what to continue to work with you or struggle to keep the project on track." Most people when they hear this type of message will STOP and really consider what you're saying. When this happens you can really get down to the heart of the matter and start focusing on what needs to change for both of you. As the conversation winds down, restate what's been discussed and decided, and commit to working on the relationship.
Passive-aggressive colleagues are not easy to be around but they are your colleagues and you probably need to keep working with them. Using a well worded I-message can keep even the most passive-aggressive person on point.
I suggest trying this. Start with a well worded I-message. I-message? What's that? Well it's a message that describes the behavior the colleague is exhibiting, how it's making you feel and the consequences it may cause. An I-message is clear feedback that can open up a discussion on what needs to change in the situation. It also focuses on the behavior and not the person.
An I-message sounds something like this: "John, you know, you have a lot of creativity, but when you make a suggestion that's way off the charts and changes the direction of the project, I feel like you're trying to sabotage me as the project manager. It really makes me not what to continue to work with you or struggle to keep the project on track." Most people when they hear this type of message will STOP and really consider what you're saying. When this happens you can really get down to the heart of the matter and start focusing on what needs to change for both of you. As the conversation winds down, restate what's been discussed and decided, and commit to working on the relationship.
Passive-aggressive colleagues are not easy to be around but they are your colleagues and you probably need to keep working with them. Using a well worded I-message can keep even the most passive-aggressive person on point.
Sunday, December 19, 2010
EMPLOYEE ENGAGEMENT - 2011
The other day I received the BlessingWhite Employee Engagement Report 2011. They introduce their report with these bold words: "In organization's every individual is accountable for his or her own engagement; anyone with direct reports must coach team members to higher levels of engagement and manage his or her own engagement; and executives set the tone for high morale and motivation plus shoulder the responsibilities of individuals and managers". The report itself is 80+ pages but I'd like to share some of their key findings because whether we want to recognize it or not, as leaders, we must encourage our workforce to build a more engaged organization.
These key findings focus on engagement levels worldwide, the engagement-retention connection, key drivers, and the ways that behaviors of managers and senior leaders influence engagement.
Some of the key implications and recommendations state that to reap the rewards that a more engaged organization promises, your entire workforce needs to be accountable for their piece of the "engagement equation" every day. As an individual: Ownership, clarity and action; Managers: Coaching, relationships and dialogue; Executives: Trust, communication and culture.
Think about it, are you making sure your workforce is engaged?
To download your free copy, click on the following link. http://blessingwhite.com
Regards, Marya
These key findings focus on engagement levels worldwide, the engagement-retention connection, key drivers, and the ways that behaviors of managers and senior leaders influence engagement.
- 31% are Engaged, and 17% are Disengaged.
- There's a strong correlation between engagement levels and age, role/level, and tenure.
- More employees are looking for new opportunities outside of their organization.
- Engaged employees plan to stay for what they give; the Disengaged stay for what they get.
- Employees worldwide view opportunities to apply their talents, career development and training as top drivers of job satisfaction.
- Trust in executives appears to have more than twice the impact on engagement levels than trust in immediate managers does.
- Managers are not necessarily doing the things that matter most.
- Executives appear to struggle with key leadership behaviors. Engagement surveys without visible follow-up action may actually decrease engagement levels.
Some of the key implications and recommendations state that to reap the rewards that a more engaged organization promises, your entire workforce needs to be accountable for their piece of the "engagement equation" every day. As an individual: Ownership, clarity and action; Managers: Coaching, relationships and dialogue; Executives: Trust, communication and culture.
Think about it, are you making sure your workforce is engaged?
To download your free copy, click on the following link. http://blessingwhite.com
Regards, Marya
Saturday, May 8, 2010
The Traits of Effective Leaders. Do You Have Them?
Effective leaders exhibit several traits that stay with them no matter where they work or what efforts they're involved with. Check these out and see if you measure up.
So, where do you fall in exhibiting these leadership traits?
Accel Now!
Effective leaders work with others in a way that makes followers feel important; they know how to sell their vision; they treat others like they want to be treated, they are willing to disclose their mistakes; if they criticize others they do it in private; they're where the action is, not hiding out in their offices; they are competitive so they know how to set goals and reward others who meet and exceed their goals. They're also big on celebrating success.
Accel Now!
Wednesday, November 18, 2009
ME, MYSELF, I AND YOU - How We Think and Make Decisions
Have you ever heard of the term "Axiology?" It's a mathematically accurate assessment that objectively identifies how our mind analyzes and interprets our experiences. It identifies how we are most likely to react in any given situation. Ouch!!! So, in plain terms it basically examines "how we think" and helps us understand the patterns we use to make judgments about anything.
Thinking requires three dimensions of thought - Intrinsic, Extrinsic and Systemic. The Intrinsic dimension is unique and singular and involves people, love, feelings, etc. The Extrinsic dimension is more abstract and comparative. It includes elements of the real, material world where we make comparisons of good, better, and best. The Systemic dimension is more formal and organized, and looks at things as they should be. This is the dimension of definitions, what we consider ideal, our goals, structured thinking, rules, policies and procedures, oughts, shoulds...in other words, pure perfection.
When we take these dimensionS of thought into the real world we look at it from an emotional (intrinsic) , practical (extrinsic) and structural (systemic) perspective. For example, if you were planning to buy a car, your first line of thought may be from the practical standpoint - it must get good gas mileage. Your focus is on getting real results from the car so you can save money on gas. Of course, if the car looks good too and is well equipped, this will appeal to your structural perspective. Ah, but not ignore the last aspect in this buying decision. Can you see yourself behind the wheel of the car, looking good, and looking good to others? Yes? Well, if this happens you have now become involved with the car from your emotional perspective. In a non-stressful situation, these three perspectives can work fairly well together.
But, if you put yourself in a high pressure situation, it will change the interaction. In this case your most dominant prospective can take over and become the master of your decision, good, bad, or indifferent! So let me ask you this, when you look back on the decisions you've made in your life hasn't that sometimes occurred? Think about it. They've been either based on emotions, driven by pure comparative analysis, or steeped in logic to the exclusion of all else. Well, now you know why.
Now let's look at thinking from the perspective of ourselves. These perspectives include self-esteem, role awareness and self-direction. Our self-esteem is couched in our self-worth. This allows us to love ourselves and see ourselves as special, unique, and having value outside of our worldly accomplishments. We see people first, and we connect with them. Role awareness is self-application, the physical you. This perspective helps you see yourself in a more physical way. It takes into account the various roles you fill in your life. It demonstrates value in yourself for what you've been able to accomplish. It's practical, results focused and indicates significance. Self-direction is the mental you and relates to your self-concept of yourself. It indicates certainty in where you are in your overall goals and objectives and the rules you follow as you move strategically forward in your life. Information on how you think about yourself helps you understand the uniqueness of you.
So why am I talking about "Axiology", the measurement of how we think and react in a situation and how we think about ourselves? Because today's business success is measured in Human Capital -- the Right talent for the job! Lack of job performance and related employee turnover results in missed business opportunities and increased costs. Eventually this lowers the value of the company.
If this is what you're facing personally, professionally or in your business then doesn't it makes sense to seek a better way to accurately assess and develop yourself and your employees to ensure success. If your goal is to reach optimal performance, then why not have a way to better understand the core dimensions of how you and your employees think and make decisions. The key to improved results is having the right people in the right place, doing the right things for the right reasons. This is vital to goal achievement and better business results.
To learn more about our business acceleration processes, the Attribute Index and how it can help you get a competitive edge call 908-782-9948 or send an email to performconnect@embarqmail.com. You can also visit us at our website: www.performance-connect.com.
Accel NOW!
Adapted from a presentation by J. Niblick, President, Innermetrix, Inc.
Thinking requires three dimensions of thought - Intrinsic, Extrinsic and Systemic. The Intrinsic dimension is unique and singular and involves people, love, feelings, etc. The Extrinsic dimension is more abstract and comparative. It includes elements of the real, material world where we make comparisons of good, better, and best. The Systemic dimension is more formal and organized, and looks at things as they should be. This is the dimension of definitions, what we consider ideal, our goals, structured thinking, rules, policies and procedures, oughts, shoulds...in other words, pure perfection.
When we take these dimensionS of thought into the real world we look at it from an emotional (intrinsic) , practical (extrinsic) and structural (systemic) perspective. For example, if you were planning to buy a car, your first line of thought may be from the practical standpoint - it must get good gas mileage. Your focus is on getting real results from the car so you can save money on gas. Of course, if the car looks good too and is well equipped, this will appeal to your structural perspective. Ah, but not ignore the last aspect in this buying decision. Can you see yourself behind the wheel of the car, looking good, and looking good to others? Yes? Well, if this happens you have now become involved with the car from your emotional perspective. In a non-stressful situation, these three perspectives can work fairly well together.
But, if you put yourself in a high pressure situation, it will change the interaction. In this case your most dominant prospective can take over and become the master of your decision, good, bad, or indifferent! So let me ask you this, when you look back on the decisions you've made in your life hasn't that sometimes occurred? Think about it. They've been either based on emotions, driven by pure comparative analysis, or steeped in logic to the exclusion of all else. Well, now you know why.
Now let's look at thinking from the perspective of ourselves. These perspectives include self-esteem, role awareness and self-direction. Our self-esteem is couched in our self-worth. This allows us to love ourselves and see ourselves as special, unique, and having value outside of our worldly accomplishments. We see people first, and we connect with them. Role awareness is self-application, the physical you. This perspective helps you see yourself in a more physical way. It takes into account the various roles you fill in your life. It demonstrates value in yourself for what you've been able to accomplish. It's practical, results focused and indicates significance. Self-direction is the mental you and relates to your self-concept of yourself. It indicates certainty in where you are in your overall goals and objectives and the rules you follow as you move strategically forward in your life. Information on how you think about yourself helps you understand the uniqueness of you.
So why am I talking about "Axiology", the measurement of how we think and react in a situation and how we think about ourselves? Because today's business success is measured in Human Capital -- the Right talent for the job! Lack of job performance and related employee turnover results in missed business opportunities and increased costs. Eventually this lowers the value of the company.
If this is what you're facing personally, professionally or in your business then doesn't it makes sense to seek a better way to accurately assess and develop yourself and your employees to ensure success. If your goal is to reach optimal performance, then why not have a way to better understand the core dimensions of how you and your employees think and make decisions. The key to improved results is having the right people in the right place, doing the right things for the right reasons. This is vital to goal achievement and better business results.
To learn more about our business acceleration processes, the Attribute Index and how it can help you get a competitive edge call 908-782-9948 or send an email to performconnect@embarqmail.com. You can also visit us at our website: www.performance-connect.com.
Accel NOW!
Adapted from a presentation by J. Niblick, President, Innermetrix, Inc.
Sunday, August 9, 2009
The Art of Management
What's absolutely amazing is that because people are very good at their jobs, businesses think these same people will be great managers. WRONG! Whether anyone realizes it or not the art of management is a craft....something that is developed and built over time and with great care. If you're a great manager you link goals to results and make sure the flow of work is consistent and flows smoothly. Great managers are people who get things done, and they can have a significant impact on your business. Being a manager is very challenging and no one day will be the same. Demands continually change, priorities shift constantly, there's obstacles to overcome, breakdowns in lines of communication, and more human emotions that you could ever think possible. Great managers are gifted and they are comfortable with the disciplines of good management.
Good managers are able to optimize their management effectiveness to increase their team's effectiveness and, ultimately, their business results. They make sure that inputs are focused and efficient, and that they constantly remove obstacles to performance that can impede efforts toward achieving business goals.
Marya Grier, President, Performance Connect
Good managers are able to optimize their management effectiveness to increase their team's effectiveness and, ultimately, their business results. They make sure that inputs are focused and efficient, and that they constantly remove obstacles to performance that can impede efforts toward achieving business goals.
Marya Grier, President, Performance Connect
Sunday, May 17, 2009
NETWORKING - It's All In The Relationship
Networking, whether it's in person or on line, is becoming more and more critical to our success. Whether we engage in networks that provide formal or informal relationships or cooperative or collaborative interactions they are unique and important to us as we move forward in our professional and business lives. The idea behind networks and networking is to be able to help each other out. Because networks are comprised of individuals who may be experts in their field or seasoned professionals or who can act as a resource when we need them, they provide a variety of benefits to us that we cannot find anywhere else.
For example, how many of you are looking for jobs or are looking to change jobs? Networks can provide you with a sounding board for your concerns and issues around your job search. They can help support you by providing you with contacts and resources. They can also provide you with a reality check around possible jobs that you may find interesting but may not be for you in the long term.
If you're looking to grow and develop your skills they can help you stay current with new trends in your field. They can offer professional support and collective problem solving, give you ideas for out of the box thinking so you can create breakthrough marketing initiatives that will propel your business to the next level.
Even with all I've just talked about, don't forget that networks can also provide you with wonderful relationships and friendships. What better way to help reduce your stress and enrich your lives that the relationships you have with others especially when they are willing to share your successes and failures and help you grow stronger from your efforts.
Reference: Performance Excellence Through Partnering, D. Van Tiem & J. Rosenzweig, 2005
For example, how many of you are looking for jobs or are looking to change jobs? Networks can provide you with a sounding board for your concerns and issues around your job search. They can help support you by providing you with contacts and resources. They can also provide you with a reality check around possible jobs that you may find interesting but may not be for you in the long term.
If you're looking to grow and develop your skills they can help you stay current with new trends in your field. They can offer professional support and collective problem solving, give you ideas for out of the box thinking so you can create breakthrough marketing initiatives that will propel your business to the next level.
Even with all I've just talked about, don't forget that networks can also provide you with wonderful relationships and friendships. What better way to help reduce your stress and enrich your lives that the relationships you have with others especially when they are willing to share your successes and failures and help you grow stronger from your efforts.
Reference: Performance Excellence Through Partnering, D. Van Tiem & J. Rosenzweig, 2005
Monday, April 6, 2009
It's a Bear Economy. Don't Sit Back, Get Bullish About It!
Leaders, managers and business owners, if you're sitting around worrying about the economy, don't! It's not going to turn around today, tomorrow, or a few months from now. You're just plain going to have to live with it for a while. And, like it or not, we're in it until we're not. So rather than spending time fretting, why not get bullish about it and look at ways to improve your own personal outlook and that of your employees and others.
To help you, here are some tips you may want to consider.
Be optimistic. Remember, for every door that closes, another one opens and what you see on the other side could knock your socks off.
Believe it or not, this economic downturn will only hurt for a little while. It will get better, we will rise up from the ashes and for some it may even be a panacea of opportunity if you play your cards right.
Don't bury your head in the sand. Stay in the know, ask the right questions, get input from your people and make them part of the solution.
Be a risk taker. Since almost everyone is afraid to make a move, the effect of doing nothing can be devastating. Don't take stupid risks but test the waters and see if something comes up that could be even better for you.
Work closely with the people that keep you going. Whether it's your employees, clients, or customers, collaborate with them and work on new approaches to getting things done. When the economy comes back up, you'll be ahead of the game.
Reward people often for working hard, being there, and caring about the future of their jobs and the business you're in. It doesn't have to be anything expensive but it does have to be given sincerely and given freely.
Plan strategically for what comes next and include your best people in the activity. It gives them an opportunity to think strategically, to work on short and long range goals, and to see themselves as part of the future of the business going forward.
So I ask you, are you going to be a bear, curled up in your den, hoping you wake up to a brilliant sunny morning, or a bull, ready to take charge and chase down that red cape to new and even better opportunities. Remember, the choice is YOURS!
Reference: Lantz, Gayle, Take the Bull by the Horns
To help you, here are some tips you may want to consider.
Be optimistic. Remember, for every door that closes, another one opens and what you see on the other side could knock your socks off.
Believe it or not, this economic downturn will only hurt for a little while. It will get better, we will rise up from the ashes and for some it may even be a panacea of opportunity if you play your cards right.
Don't bury your head in the sand. Stay in the know, ask the right questions, get input from your people and make them part of the solution.
Be a risk taker. Since almost everyone is afraid to make a move, the effect of doing nothing can be devastating. Don't take stupid risks but test the waters and see if something comes up that could be even better for you.
Work closely with the people that keep you going. Whether it's your employees, clients, or customers, collaborate with them and work on new approaches to getting things done. When the economy comes back up, you'll be ahead of the game.
Reward people often for working hard, being there, and caring about the future of their jobs and the business you're in. It doesn't have to be anything expensive but it does have to be given sincerely and given freely.
Plan strategically for what comes next and include your best people in the activity. It gives them an opportunity to think strategically, to work on short and long range goals, and to see themselves as part of the future of the business going forward.
So I ask you, are you going to be a bear, curled up in your den, hoping you wake up to a brilliant sunny morning, or a bull, ready to take charge and chase down that red cape to new and even better opportunities. Remember, the choice is YOURS!
Reference: Lantz, Gayle, Take the Bull by the Horns
Friday, February 6, 2009
To Survive Tough Economic Times You Need Great Leadership!
It always amazes me that when economic times get tough, and businesses need to cut back to save money, the first thing to go is employee training and development. What a HUGE mistake companies and corporations make when they cut out one of the most important perks they can give their leaders and managers. In a short article in the American management Association, Executive Matters Newsletter, Mr. Quint Studer states emphatically, "Great leadership is everything!" Here, here! The important fact that he shares is that companies who have mediocre leadership can do great in a booming economy, but when the times really get tough that just won't do. That's when great leaders and managers come to the forefront and ensure their organizations survive.
So how do organizations create a culture of sustainable leadership. Well, it doesn't happen overnight and it can be done if you don't throw solid training and development opportunities out the door.
Here are some suggestions that can yield quick wins and get your organization on the right path to surviving these tough economic times.
Put together a plan to get through this economic downturn. Set objectives, align company goals and make sure employees are on the right track to meeting those goals. Scrutinize expenses and eliminate waste. Communicate the plan to all employees so they know what's happening and can plan for their future too.
Be honest with your employee and don't be afraid to address the tough issues. If you start closing the door and conduct meetings in secret your going to harm morale. This is insulting and erodes employee trust. Your employees are adults, treat them that way. That's how you gain appreciation, and build trust.
Give your managers and supervisors the information they need to answer employee questions. Don't let rumor mills start because they undermine morale. Tell your managers the truth, and give them answers they can share with their employees. Everyone needs to speak in the same voice and reinforce your company's survival strategy.
Keep fear out of your company. Fear can permeate a company and if you don't nip it in the bud it will take over. Employees need to be able to express their concerns and YOU need to listen to them so you clearly understand their issues.
Chuck the dead wood. This is a tough one but you need to get rid of low performers. They waste everyone's time and unfortunately, in tough times, the day of reckoning arrives fast. Right now is when you need to keep your middle performers and superstars, NOT your low performers!
Hang on to your top and solid performers. I don't think anyone is willingly going to walk out the door, but you can't afford to lose your best talent. Look at the perks you have to offer that don't cost a lot of money. Is there anything you can do to add some satisfiers to their daily work? This is a great time to get creative and it's easier if your leaders, managers, and employees help you come up with some new ideas.
Manage up.....Always! Call a halt to any negative talk you hear. Make sure you continually reinforce the great things you know about the company. Keep a positive outlook and build everyone's confidence that together you'll get through these tough times. This will keep customers coming back and employees in a better place, emotionally.
Customer Service should be shining under a 1000-watt bulb! Your customers are pure gold in tough economic times. Remember, they can buy from anyone and you're just another fish in the barrel unless you stand out from the rest . Give your customers what they want and don't assume they're happy because they're not complaining.
Think about some of these suggestions and see how they can work for you, your leaders, managers and employees. There's no easy way to survive tough economic times, but with a few changes in how you do things and in your own attitude about the future, you'll stand a better chance at surviving than your competition.
At Performance Connect we can help you build great leaders with programs that incorporate the DiSC assessment and focus on key skills needed by leaders and managers today in the areas of leadership, management, communication, employee performance, team building and interpersonal skills. Certified facilitator for Gordon International Leadership Effectiveness Training, Synergistic Selling, and Conflict Resolution, Kepner Tregoe Problem Solving/Decision Making, DDI Targeted Selection and Interaction Management, and DiSC Programs and Assessments. Go to www.performance-connect.com to see what we have to offer.
Accel Now!
So how do organizations create a culture of sustainable leadership. Well, it doesn't happen overnight and it can be done if you don't throw solid training and development opportunities out the door.
Here are some suggestions that can yield quick wins and get your organization on the right path to surviving these tough economic times.
Put together a plan to get through this economic downturn. Set objectives, align company goals and make sure employees are on the right track to meeting those goals. Scrutinize expenses and eliminate waste. Communicate the plan to all employees so they know what's happening and can plan for their future too.
Be honest with your employee and don't be afraid to address the tough issues. If you start closing the door and conduct meetings in secret your going to harm morale. This is insulting and erodes employee trust. Your employees are adults, treat them that way. That's how you gain appreciation, and build trust.
Give your managers and supervisors the information they need to answer employee questions. Don't let rumor mills start because they undermine morale. Tell your managers the truth, and give them answers they can share with their employees. Everyone needs to speak in the same voice and reinforce your company's survival strategy.
Keep fear out of your company. Fear can permeate a company and if you don't nip it in the bud it will take over. Employees need to be able to express their concerns and YOU need to listen to them so you clearly understand their issues.
Chuck the dead wood. This is a tough one but you need to get rid of low performers. They waste everyone's time and unfortunately, in tough times, the day of reckoning arrives fast. Right now is when you need to keep your middle performers and superstars, NOT your low performers!
Hang on to your top and solid performers. I don't think anyone is willingly going to walk out the door, but you can't afford to lose your best talent. Look at the perks you have to offer that don't cost a lot of money. Is there anything you can do to add some satisfiers to their daily work? This is a great time to get creative and it's easier if your leaders, managers, and employees help you come up with some new ideas.
Manage up.....Always! Call a halt to any negative talk you hear. Make sure you continually reinforce the great things you know about the company. Keep a positive outlook and build everyone's confidence that together you'll get through these tough times. This will keep customers coming back and employees in a better place, emotionally.
Customer Service should be shining under a 1000-watt bulb! Your customers are pure gold in tough economic times. Remember, they can buy from anyone and you're just another fish in the barrel unless you stand out from the rest . Give your customers what they want and don't assume they're happy because they're not complaining.
Think about some of these suggestions and see how they can work for you, your leaders, managers and employees. There's no easy way to survive tough economic times, but with a few changes in how you do things and in your own attitude about the future, you'll stand a better chance at surviving than your competition.
At Performance Connect we can help you build great leaders with programs that incorporate the DiSC assessment and focus on key skills needed by leaders and managers today in the areas of leadership, management, communication, employee performance, team building and interpersonal skills. Certified facilitator for Gordon International Leadership Effectiveness Training, Synergistic Selling, and Conflict Resolution, Kepner Tregoe Problem Solving/Decision Making, DDI Targeted Selection and Interaction Management, and DiSC Programs and Assessments. Go to www.performance-connect.com to see what we have to offer.
Accel Now!
Friday, December 19, 2008
New Manager? What You Need To Meet The Challenge!
If you're a new manager you've taken on a role that is both challenging and sometimes uncomfortable. In fact, some of the people who were your peers are now your direct reports and that alone makes this change difficult. How you interact with them and others and deal with the day to day dynamics of your work unit, will define you in terms of your managerial skills and abilities.
To be successful in your new role, one of the first things you have to do is see things from management's side. You need to be able to solve problems quickly, look at your world in terms of the big picture, support your organization's mission and vision, and balance your new role between being a manager and being a friend to your direct reports.
Becoming successful in this new role calls for well developed skills that help you interact effectively with your employees, other team members, supervisors and other areas in the organization. So here's some of the key, critical and core skills you'll need to develop to do your job more efficiently and effectively.
Let's start with some "Soft" skills.
Strong communication and listening skills. Using your powers of observation to help you interpret subtle cues your employees are sending about their jobs and general well being.
Ability to coach and motive others. Knowing the steps used in effective coaching meetings to change, maintain, or accelerate performance. Understanding what motivates your employees, keeping in mind it isn't always money!
Conflict resolution skills. Not being afraid of conflict but rather seeing it as a way to drive innovation and creativity. Being able to resolve conflicts quickly can help prevent lost productivity as you work to achieve organization goals.
Meeting facilitation skills. Meetings can be costly if they don't produce solid outcomes for attendees. Knowing how to run meetings and exercise strong facilitation skills will turn meetings into an asset rather than a time wasting liability.
Mentor your employees so they exhibit strong customer service skills. In a tough economy your customers, internal and external, are your life's blood. Make sure you consistently demonstrate solid customer service skills to reflect the positive aspects of your relationships with your employees, peers, and others.
Now for the "Hard" skills.
Time management. Do you really know how to manage your time effectively? If not, you'd better learn or you'll be working 24/7 without getting much done. Good time management is a balance between your work and personal life. And remember, spend some time each day doing something you really enjoy!
Project management. The ability to bring projects in on time and under budget with an effective use of resources.
Performance management. To meet your organization's goals and objectives you need to be able to manage the performance of your direct reports. This includes setting objectives, giving ongoing feedback, and delivering a fair and balanced year-end performance appraisal. Know your organization's performance management system and use the tools you have available to you to carry out an effective performance management process.
Team building. Do you know how to develop high performing teams, from Forming, through Storming, to Norming and finally, Performing. It takes real skill to manage teams through all of these stages; so, become familiar with them, make each stage work for you, and coach and motivate your people into working together as a high performing team.
Stepping into a new manager role is challenging and uncomfortable but it is also exciting. Performance Connect is in the business of expanding people's capabilities and bridging the gap between performance goals and business results. We specialize in leadership, management, employee performance, team building, communication and interpersonal skills training. Go to www.performance-connect.com to see our performance acceleration training and development offerings, DiSC Assessments and Products.
Accel Now!
To be successful in your new role, one of the first things you have to do is see things from management's side. You need to be able to solve problems quickly, look at your world in terms of the big picture, support your organization's mission and vision, and balance your new role between being a manager and being a friend to your direct reports.
Becoming successful in this new role calls for well developed skills that help you interact effectively with your employees, other team members, supervisors and other areas in the organization. So here's some of the key, critical and core skills you'll need to develop to do your job more efficiently and effectively.
Let's start with some "Soft" skills.
Strong communication and listening skills. Using your powers of observation to help you interpret subtle cues your employees are sending about their jobs and general well being.
Ability to coach and motive others. Knowing the steps used in effective coaching meetings to change, maintain, or accelerate performance. Understanding what motivates your employees, keeping in mind it isn't always money!
Conflict resolution skills. Not being afraid of conflict but rather seeing it as a way to drive innovation and creativity. Being able to resolve conflicts quickly can help prevent lost productivity as you work to achieve organization goals.
Meeting facilitation skills. Meetings can be costly if they don't produce solid outcomes for attendees. Knowing how to run meetings and exercise strong facilitation skills will turn meetings into an asset rather than a time wasting liability.
Mentor your employees so they exhibit strong customer service skills. In a tough economy your customers, internal and external, are your life's blood. Make sure you consistently demonstrate solid customer service skills to reflect the positive aspects of your relationships with your employees, peers, and others.
Now for the "Hard" skills.
Time management. Do you really know how to manage your time effectively? If not, you'd better learn or you'll be working 24/7 without getting much done. Good time management is a balance between your work and personal life. And remember, spend some time each day doing something you really enjoy!
Project management. The ability to bring projects in on time and under budget with an effective use of resources.
Performance management. To meet your organization's goals and objectives you need to be able to manage the performance of your direct reports. This includes setting objectives, giving ongoing feedback, and delivering a fair and balanced year-end performance appraisal. Know your organization's performance management system and use the tools you have available to you to carry out an effective performance management process.
Team building. Do you know how to develop high performing teams, from Forming, through Storming, to Norming and finally, Performing. It takes real skill to manage teams through all of these stages; so, become familiar with them, make each stage work for you, and coach and motivate your people into working together as a high performing team.
Stepping into a new manager role is challenging and uncomfortable but it is also exciting. Performance Connect is in the business of expanding people's capabilities and bridging the gap between performance goals and business results. We specialize in leadership, management, employee performance, team building, communication and interpersonal skills training. Go to www.performance-connect.com to see our performance acceleration training and development offerings, DiSC Assessments and Products.
Accel Now!
Wednesday, November 5, 2008
Tough Times Need Skilled Managers
We are currently faced with the toughest economic times imaginable. Downsizing, layoffs and firings abound and everyone is struggling to keep their heads above water. This is change at it's most dramatic. That's why the skills your managers have to handle change are crucial to your organization's and your employee's survival.
Let's take a look at what it takes for managers to be successful in steering your organization through these tough times.
First, let's be honest, change is not easy, in fact it's downright painful. But skilled managers realize this and know that the way you can take the blow from dramatic change and keep standing is not to fight the change but to be flexible and roll with the punches. This may be a new behaviors for some people, but skilled managers know the only behavior that will work in the long run is being adaptable, accepting the change and making it work for their people, the organization and themselves.
Now, more than ever, you need to stay positive. This is really tough because everything you know is changing around you. You're aggravated, confused, stressed and you feel like you're at your wits end. Rather than give in to these feelings, recognize that change gives us great opportunities to grow if we can recognize the opportunity, seize it and act upon it.
Focus your employees on the road ahead. Run a tight ship so people know where they are going, what is expected of them, and what the outcome will look like when they get there. This can be tricky because the outcomes from change are not always clear. But, if you can instill clear thinking and strategic direction toward short-range objectives, each small achievement will add up to long term success and the ability to survive change.
Know your priorities and eliminate non-value added activities. Keep your priorities clear and manage you people's objectives through ongoing feedback so they are not wasting time on activities that have little payoff. Do what must be done and keep the want to do's for less conflicted times.
Get people's feelings about change out in the open. Be a good listener and don't be afraid to share your thought around change. Just remember, you support higher management. You must remain an advocate for change, while dealing with your own feelings about it. Ultimately, your goal is to encourage your people to accept and embrace change as you all learn from the experience.
Change is also a time when morale can drop like a lead balloon. Make your people feel valued and build team spirit. People need to know that they're not alone and that by working together they're helping everyone make it through to the end of the journey.
Good communication is crucial. Make sure your continually communicate key information your people need to stay on top of change. Don't let rumors or misinformation take hold. If this happens, clarify rumors quickly so you don't end up with additional problems to deal with.
During times of change, people look to their own needs and taking care of those needs comes first. Remember, until they feel comfortable and can begin accepting the change, you're wasting your time trying to get them to pay attention to their work and maintain productivity. One excellent way you can help is to respond to their issues immediately. This way, everyone can start concentrating on what needs to be done to ensure the company and their jobs survive.
In tough times, great managers can become great leaders! Don't let catastrophic changes in your company or industry undermine your ability to manage change and manage it successfully. Your people are looking to you to get them through this. Giving them direction, communicating and listening to their issues and sharing and implementing a strategy going forward will make you the kind of leader they need and YOU need to be!
For more information on our strategic leadership and management training programs go to www.performance-connect.com.
Accel Now!
Monday, October 27, 2008
Hiring Top Talent
In a article entitled Talent Matters, Edward E. Lawler III, the director of the Center for Effective Organizations at the University of Southern California (USC), reports that "in a recent survey of senior executives worldwide, 55% said they expect to spend more time on people management than on technology in the next three years. Over 85% said that people are vital to all aspects of their company's performance, particularly their top strategic challenges: increased competition, innovation, and technology." In another survey of 1000 global CEO's, "72% are more concerned about the availability of individuals with key skills than they are about energy and commodity prices and intellectual property rights."
People are important! They are number one when it comes to giving an organization a strategic advantage. So how can leaders and managers go about ensuring that the people they hire and bring into the organization are going to give them a competitive advantage? Let's start by looking at their recruiting process.
First and foremost, when making the decision to begin hiring, companies need to plan their recruitment strategy -- identify the desired outcomes they want to achieve and the benefits they expect to get from the strategy. Next they need to consider any potential barriers that may come into play when implementing the strategy and finally determine who they need to help them execute the strategy. This could be senior management's commitment and participation, a group of well-trained recruiters, their recruiting sources, and a well designed selection system to ensure equity among candidates.
When looking for a pool of candidates, the recruiting sources you choose need to be specific to your particular situation. Some traditional sources include employment agencies, executive recruiters, state employment services, advertising, referrals, internal recruiting options, and campus recruiting. If your company hires the disabled, you don't need to advertise specifically for applicants with disabilities, but you should put in your ads that such applicants will be considered. Government agencies and an increasing number of private employment agencies can assist you in finding this non-traditional source of applicants. More innovative types of recruiting sources include the internet and other new age marketing options. You can also consider legal immigrants and residents of community and transitional shelters who are looking to return to the workforce.
When putting together a recruitment strategy, decide how you're going to measure progress against the outcomes you want to achieve. Some of these measures can include the number of acceptable versus unacceptable resumes you receive; the cost of your recruiting activities; the effectiveness of the various recruiting resources you're using, etc. Recruiting resources are costly so you want to continuously monitor them for their overall effectiveness and ensure you're getting a solid return on your investment.
To optimize your ability to attract top talent, create a well designed recruiting brochure or, at a minimum, a well designed advertisement. Include your companies mission and vision, company facts, information on what you offer employees in the way of advancement, training and education. You should also include salary guidelines and benefits, and your company's level of community involvement. Make your brochure or advertisement interesting with pictures and graphics. Remember, people want practical information about your company so they get a sense of your culture and work environment and whether or not they would like to work for you.
Following these tips for implementing a solid recruiting strategy is crucial for companies who want to "compete on the performance of their people." Developing your strategy takes time, requires hard work and planning and excellent record keeping. But, in the end, it will give you the competitive advantage you need to keep your organization effective and viable in today's tough economic times.
Next time, I'll be writing about developing a selection system that will help you achieve the outcomes you want from your implementation strategy.
Performance Connect can work with you to develop a strategy that will fit your needs so you can hire the right people with the right talent in the right place at the right time. We believe in the importance of collaboration in performance acceleration which includes supporting and partnering with you to carry out your strategic recruiting and hiring initiatives. Call us at 908-782-0663 or contact us at info@performance-connect.com.
Accel Now!
www.performance-connect.com
People are important! They are number one when it comes to giving an organization a strategic advantage. So how can leaders and managers go about ensuring that the people they hire and bring into the organization are going to give them a competitive advantage? Let's start by looking at their recruiting process.
First and foremost, when making the decision to begin hiring, companies need to plan their recruitment strategy -- identify the desired outcomes they want to achieve and the benefits they expect to get from the strategy. Next they need to consider any potential barriers that may come into play when implementing the strategy and finally determine who they need to help them execute the strategy. This could be senior management's commitment and participation, a group of well-trained recruiters, their recruiting sources, and a well designed selection system to ensure equity among candidates.
When looking for a pool of candidates, the recruiting sources you choose need to be specific to your particular situation. Some traditional sources include employment agencies, executive recruiters, state employment services, advertising, referrals, internal recruiting options, and campus recruiting. If your company hires the disabled, you don't need to advertise specifically for applicants with disabilities, but you should put in your ads that such applicants will be considered. Government agencies and an increasing number of private employment agencies can assist you in finding this non-traditional source of applicants. More innovative types of recruiting sources include the internet and other new age marketing options. You can also consider legal immigrants and residents of community and transitional shelters who are looking to return to the workforce.
When putting together a recruitment strategy, decide how you're going to measure progress against the outcomes you want to achieve. Some of these measures can include the number of acceptable versus unacceptable resumes you receive; the cost of your recruiting activities; the effectiveness of the various recruiting resources you're using, etc. Recruiting resources are costly so you want to continuously monitor them for their overall effectiveness and ensure you're getting a solid return on your investment.
To optimize your ability to attract top talent, create a well designed recruiting brochure or, at a minimum, a well designed advertisement. Include your companies mission and vision, company facts, information on what you offer employees in the way of advancement, training and education. You should also include salary guidelines and benefits, and your company's level of community involvement. Make your brochure or advertisement interesting with pictures and graphics. Remember, people want practical information about your company so they get a sense of your culture and work environment and whether or not they would like to work for you.
Following these tips for implementing a solid recruiting strategy is crucial for companies who want to "compete on the performance of their people." Developing your strategy takes time, requires hard work and planning and excellent record keeping. But, in the end, it will give you the competitive advantage you need to keep your organization effective and viable in today's tough economic times.
Next time, I'll be writing about developing a selection system that will help you achieve the outcomes you want from your implementation strategy.
Performance Connect can work with you to develop a strategy that will fit your needs so you can hire the right people with the right talent in the right place at the right time. We believe in the importance of collaboration in performance acceleration which includes supporting and partnering with you to carry out your strategic recruiting and hiring initiatives. Call us at 908-782-0663 or contact us at info@performance-connect.com.
Accel Now!
www.performance-connect.com
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