11 May
[email protected] Change

5 Types Of Change

There is no getting around change. It happens every day in every type of organization.—Britt Andreatta, Ph.D, author

Change in the workplace. It’s inevitable, so as leaders, what are we doing to reduce the failure rate? Studies show that 50 – 75% of change results in failure, either initially (it is never successfully launched), or that it does not sustain itself due to lack of buy-in across the organization.

Dr. Britt Andreatti, writes about how our brains must be harnessed to help us drive and thrive through change, and has identified 5 types of change in the workplace.

5 Types Of Change – excerpts from WIRED TO RESIST by Britt Andreatta 

  1. Strategic – how the organization will fulfill its mission
  2. Structural – the organization’s internal set-up
  3. Process – how the organization maximizes productivity and workflow
  4. Talent – maximizing employee skill and performance
  5. Cultural – shifting attitudes, values, and behaviors

It’s probably no surprise that the ability to change the mind-set of our people is the most difficult. If we don’t get them on-board, and if they do not support the new vision and core values (or perhaps don’t understand or know HOW to support it), success is unlikely.

Dr. Andreatta feels there are 4 key factors that influence success rates: Disruption, Acclimation, Choice, Desire  

As leaders we need to assess the amount of disruption and the time required for acclimation. We can label them as:

ORANGE – A lot of effort but over quickly

GREEN – Little effort and over quickly

YELLOW – Little effort over a long period

RED – A lot of effort over a long period

Take time to review the level of disruption for each change as that will help with realistic time expectations for acceptance. Equally important is assessing if the change was a choice or a mandate, and whether it was viewed as desirable.

Dr. Andreatta states that humans are “biologically wired to resist change”, and as leaders we MUST acknowledge and manage the emotions of the change curve (shock, denial, anger and fear) before we can expect acceptance and commitment.

As leaders, our challenge it to erase the equation that CHANGE=DANGER.  Are you prepared?

QWIKTIPS –

Click to read about GROWTH, CHANGE, STRESS

Leadership is unlocking people’s potential to become better. Bill Bradley

27 Apr
photo of clocks; time mastery
[email protected] Leadership

7 Moments

The difference between average and excellent is, literally a matter of moments.—Lee J. Colan

Not only are we advocates of continual learning, we actively live (and pursue it)! One aspect of this includes reading and listening to the ideas of others.

Lee J. Colan wrote 7 Moments …That Define Excellent Leaders; we’d like to share some of his ideas that are both simple yet powerful.

The 7 MOMENTS ARE:

#1 A Moment To Commit – Think Excellence, Create A Compelling Cause, Secure Your Foundation

#2 A Moment To Plan – Set A Vision, Know and Optimize Your Sweet Spot

#3 A Moment To Act – Check Your Focus, Treasure Your Resources, Make Real-Time Decisions

#4 A Moment To Connect – Look Beyond Your Staff, Cultivate Your Network, Ritualize Your Team

#5 A Moment To Invest – Inspire Future Leaders, Live Your Legacy, Exercise Your Brain

#6 A Moment To Change – Delight In Discomfort, Know Fear, Multiply Your Power Of One

#7  A Moment To Conquer – Move Through Adversity, Take Your Stand, Secure Your Foundation

Excellent leaders don’t limit defining key moments for themselves, they also provide opportunities for their team to create their own defining moments. AND, they provide feedback and guidance that adds to levels of excellence.

How are you helping others define their “key moments”?
QWIKTIPS –

Click to read A LEADER WITH A VISION 

We Are Never The Same After Experiencing A Defining Moment-Lee. J. Colan

 

20 Apr
[email protected] Blog, Leadership

Continual Learners

It’s hard to find a work environment that provides the space, dialogue and discipline to grow.–Ursala Liff

What do you think of when you hear the term “continual learner”? Do you think it applies to only you, or does it include a commitment for helping others increase their skill-set?

Assuming your answer is that both are required, the next question is “what are you doing to help yourself, others, and your organization evolve, thrive and continually learn?”

Ms. Liff feels that what is lacking in the work environment is the commitment “that I will help you grow if you will help me grow”.

She provides 4 ideas for supporting continual learning:

  • Get clear on your vision and stop the blame game

Ms. Liff feels too many senior leaders complain about their people, yet are not clear about the direction and strategy for the organization, or the roles people play.

  • Human beings can’t change that fast

She also shares that it’s not uncommon to find teams who are supporting 20+ strategic initiatives at one time and suffer from fatigue/burn out.

She feels organizations function best when they focus on 2-3 initiatives that have clearly defined and measurable goals.

  • Slack (or the productivity tool du jour) doesn’t solve the mindshare problem

It’s been stated that 40-70% of our work time is spent on unimportant activities. We need to clearly understand our priorities, allocate resources accordingly, and focus on individual and organizational growth.

  • Do less, think and feel more

Leaders complain they don’t have enough people who can think strategically. We don’t want to only “execute”, we want to encourage differences! Healthy conflicts and discussions will create new ideas and energize people.

Being successful and valued requires more than just being productive – we must make a commitment to continually hone our skills and enable others to do the same!

Are you committed?

Leaders Are Continual Learners

Leadership and learning are indispensable to each other.–John Fitzgerald Kennedy

13 Apr
[email protected] Blog, Interpersonal Skills, Leadership

Conflict – Is It Productive?

Your response to conflict situations is entirely in your own control.

We talk a lot about conflict in the workplace.  Why? It’s reality. The next question: Is it productive? You bet! Problems arise when the conflict is not handled in a healthy, honoring way.

We’ve previously shared Kenneth Thomas and Ralph Kilmann’s 5 modes of conflict: COMPETING, ACCOMMODATING, AVOIDING, COLLABORATING and COMPROMISING.

All modes serve a purpose; what’s important is using the most effective mode to address the conflict at hand.

Conflict can be complex. Besides utilizing the most effective style, we need to understand our emotions and triggers as well as understand the behaviors of those we’re interacting with. It’s also a priority that we curb our destructive behaviors.

Enter Wiley. Many of you are familiar with the DiSC styles (Dominance, Influence, Steadiness, and Conscientiousness). Wiley is currently developing a tool to improve self-awareness around conflict behaviors.

The awareness will include our natural preference to engage versus restrain from conflict, examples of how each DiSC style is likely to influence conflict, and our tendencies to engage in both productive and destructive behaviors (with solutions for maximizing the “productive” and minimizing the “destructive”).

We are currently participating in the beta testing, look forward to learning even more, and can’t wait to be able to share it with you!

QWIKTIPS – click below

Conflict: Address, Avoid, or Leverage?

For good ideas and true innovation, you need human interaction, conflict, argument, debate.  Margaret Heffernan

06 Apr
[email protected] Leadership

People Pleasers

When pleasing people becomes a goal, we seldom lead people into what is best and are led more by opinions of others than by vision.—Ron Edmondson

If you hear someone being called a “people pleaser” how do you interpret that? Do you consider it to be a compliment, or do you view it as a negative?

We guess it boils down to “why”. Many articles say people pleasers simply want to be liked and they have an over-whelming need to be accepted.

Others say people do it because they lack the courage to put themselves first, they want to avoid uncomfortable situations, and they are unable to deliver tough messages.

7 Casualties Of People Pleasers by Ron Edmondson

  1. No one is really ever satisfied – It’s not possible to please everyone all of the time
  2. Tension mounts among the team – People pleasing pits people against one another
  3. Disloyalty is rampant – People-pleasers say what people want to hear more than what needs to be said
  4. Burnout is common – Trying to please everyone is tiring!
  5. Frustration abounds – People-pleasing leads to fractured teams and fragmented visions
  6. Mediocrity reigns – In an effort to please everyone, the team compromises and no one is happy
  7. Visions stall – Visions are intended to take us places and this requires change. Change is often met with resistance, and it’s hard for the people pleasers to keep everyone happy

As leaders, how hard is it for you to make tough decisions that won’t please everyone? Remembering that all behaviors and actions must support our vision helps.

QWIKTIPS –

FEAR – A Barrier To Success – Click for more 

I CAN’T TELL YOU THE KEY TO SUCCESS, BUT THE KEY TO FAILURE IS TRYING TO PLEASE EVERYONE.—Ed Sheeran

31 Mar
photo of clocks; time mastery
[email protected] Leadership

Punctual (or not)?

Punctuality is the stern virtue of men of business, and the graceful courtesy of princes.–Edward G. Bulwer-Lytton

DO YOU AGREE?

How do you feel about co-workers that are consistently late to meetings? Do you find yourself showing up (or calling in) after the meeting has begun?

We ask this because a newly formed team we were working with encountered this situation regularly, and the perceptions and impacts varied greatly.

(And some were very unhappy!)

PUNCTUAL (OR NOT)?

This was a group of 25 participants with shared goals; they also had individual goals as well as different clients and deliverables.  It should also be noted that the reason they were meeting with us was to become a more collaborative team, and stronger leaders.

Given the size of the group, was it fair to anticipate that there would be late arrivals and early departures?

We heard “grumblings” by some attendees and asked the entire team their perception about punctuality. We were fairly surprised that the split was almost even.  Half felt lateness was “part of business”, with the other half viewing it as a sign of dis-respect which impacted levels of trust. (And Lencioni has taught us that trust is the foundation for successful teams).

How do you feel when you’re punctual and others are not?  Please share your thoughts with is!

QWIKTIPS –

VALUING YOUR STAFF – click to read how

People count the faults of those who keep them waiting.~Proverb

23 Mar
[email protected] Leadership

11 People Secrets

Some people, regardless of what they lack–money, looks, or social connections–always radiate energy and confidence.—Travis Bradberry

Have you ever noticed a leader that others just seem to be drawn to? Where others make it an effort to work with and for them?

Some leaders (and people) seem to have an aura about them. Is it charisma? Personality? Special behaviors?  Travis Bradberry provides the following list of the 11 Secrets of Irresistible People.

11 SECRETS OF IRRESISTIBLE PEOPLE

  1. They treat EVERYONE with respect –  regardless of title or position, everyone is entitled to be treated with respect
  2. They follow the platinum rule – with a twist: treat others as they want to be treated. Not everyone has the same motivators so don’t treat everyone the same
  3. They ditch the small talk – get below the “surface”; be genuine, get real
  4. They focus on people more than anything else – listen and respond to what you’re hearing.
  5. They don’t try too hard – don’t dominate conversations; let your strengths shine through naturally
  6. They recognize the difference between fact and opinion – don’t be afraid to share your opinions, but don’t pawn them off as facts
  7. They are authentic – building trust becomes easier when you’re “real”
  8. They have integrity – walk the talk, follow through, do what’s “right”
  9. They smile – positive behaviors and actions are contagious
  10. They make an effort to look their best – being presentable is a sign of respect to those you’re interacting with
  11. They find reasons to love life – they live and work their passion

Do you have a mentor (or perhaps know another leader) who has qualities that appeal to you? Have you assessed why, and are there qualities you would like to emulate?

Please share them with us!

QWIKTIPS –

5 Must Haves For Leading Teams – Click for more

       My own definition of leadership is this: The capacity and the will to rally men and women to a common purpose and the character which inspires confidence. —General Montgomery

 

16 Mar
[email protected] Leadership

9 Rules For Dysfunction

The fact remains that teams, because they are made up of imperfect human beings, are inherently dysfunctional.–Patrick Lencioni

Many of you are familiar with Patrick Lencioni’s book “The Five Dysfunctions Of A Team”. In it, Lencioni shares a model that reflects that in order for a team to accomplish the results they desire, all team members must overcome the:

  • Absence of Trust
  • Fear of Conflict
  • Lack of Commitment
  • Avoidance of Accountability
  • Inattention to Results

Along similar lines, Lesley Wright and Marti D Smye, Ph.D, authors of Corporate Abuse: How “Lean and Mean” Robs People and Profits, shared nine rules you want to avoid having in your workplace.

9 RULES OF DYSFUNCTION TO AVOID AT ALL COST!

  1. Do not discuss the undiscussable
  2. Feelings are undiscussable in the workplace
  3. Never say exactly what you mean to the person who most needs to hear it
  4. One mistake and you’re out
  5. We’ll take credit for your good ideas and punish you for your failures
  6. Everything you are belongs to the company
  7. Do as we say and don’t ask questions
  8. You’re not here to enjoy yourself; you’re here to work
  9. Don’t try to change anything

So, although these may seem obvious, they were found to exist in more than a handful of corporate cultures. You may even be able to relate to some, hopefully not in your current work environment, but rather in times of “old”.

When they do exist, not only do people suffer, but so do results.

As leaders, are you creating a culture to help individuals and organizations thrive? Do you commit to addressing the dysfunctions listed above?  We hope so!

QWIKTIPS – TRANSFORMATION: IT’S A PROCESS NOT AN EVENT – Click for more

TRANSFORMATION, LIKE LEADERSHIP, IS A PROCESS, NOT AN EVENT

09 Mar
[email protected] Leadership

Inspire and Empower

A sense of ownership is the most powerful weapon a team or organization can have.  – Pat Summit

How do you inspire and empower your team or organization? What are you doing to get them on-board to grow results and make them feel they are valued contributors?

The late Pat Summit was a highly successful female basketball coach and a motivational speaker. She shared that successful coaches and leaders require 2 major skills:

  • The ability to convey practical information in a clear and concise way that enables others to learn quickly
  • The knack of motivating your team to put in the necessary effort to achieve successShe also shared the following tips:

For successful motivation, you need to transmit your passion, enthusiasm, and attitude.  “It’s the ability to see in other people more than they see in themselves, and to bring it out of them.”

Learn about the backgrounds and families of your team members. Discover what precisely makes them tick.  This will help you understand what motivates them, and fosters an openness that may pinpoint reasons for under performance.

Be approachable and demonstrate empathy.  This is needed in order for your team to better listen, learn and develop. “People don’t care how much you know until they know how much you care”.

Transfer responsibility.  Personal responsibility and accountability increase enthusiasm, drive, and lead to more effective performance.  Act as a guide and mentor your team but remember you can’t do the job for them.

Surround yourself with bright, talented people with creative minds that will challenge you.   Listen closely to their ideas and methods; they’re likely to provide options you have not explored yourself.

Evaluate yourself before you evaluate others.  It’s possible you as a leader failed; be honest about what you could have done better.

Which of the tips do you practice consistently?  Do any of your behaviors need to change so you can better inspire and empower others?

QWIKTIPS –

VALUING YOUR STAFF – click to read more!

To succeed, you need to find something to hold on to, something to motivate you, something to inspire you. –Tony Dorsett

02 Mar
[email protected] Leadership, Success

Take Action

Your positive action combined with positive thinking results in success. – Shiv Khera

As we head into March, hopefully your 2017 goals have been finalized and communicated, along with your development plan updated with specific growth areas identified.

SUCCESS magazine, March 2017, provides ten suggestions to assist with taking action against your plans.

Talk It Out – Practice responding to questions and obstacles; this will help build confidence

Think Again – Factor in “bumps in the road” and adapt accordingly

Persevere –  We all know things don’t always go as planned!

Push Back – Don’t accept “no” as the final answer; provide details as to why your plan should work.  Same token, don’t be afraid to say “no” when warranted

Be The Calm – Anticipate changing priorities; it may not be a crisis, but “it” may dictate that your plan needs to change

Check Your Ego – Being confident is a plus, being cocky is not

Be Good Enough – Being “good” may serve you better than being “perfect”

Take Risks – Prepare, but take steps forward. Sometimes we just need to “move along”

Practice Self-Care – Don’t forget the value you provide; some may try to erode it so remind yourself of your strengths

Push Yourself –  Expand your comfort zone; growth takes time and dedication
Have you identified your growth areas? What actions have you taken so far?

QWIKTIPS – click to read about ACTIONS AND BELIEFS

23 Feb
[email protected] Leadership, Success

Confidence is a Must

Confidence is the stuff that turns thoughts into actions. —Richard Petty, OSU Professor

When it comes to confidence, gender matters. Regardless of qualifications and accomplishments, studies show that men are almost always more confident than women, even when women are more talented.

Why?  Again, many studies have been conducted, but the common theme is that women are more likely to be perfectionists, and if things don’t go 100% as planned, they view it as a failure. Think about that. We think everyone plans for 100% success, but is that reality?

Success can require persistence, a behavior we frequently talk about. We define it as “The quality of continuing steadily despite problems or difficulties”. That’s reality! We need to learn from our set-backs, we need to assess what went well and what did not, we need to determine what could be done differently, and we need to pay attention to what we’re feeling and hearing.

Confidence is a “must have” for leaders! Without it we won’t be as willing to share our ideas or propose alternative solutions.And, confidence has been found to inspire and motivate others more so than intelligence and competence.

Regardless of gender, we all have “gremlins” (author Rick Carson defines them as “self- defeating behaviors and beliefs).

So what can we do? First of all, become aware. What gnaws at you? What creates a pit in your stomach? What prevents you from taking action? Peter Barron Stark shares that confidence improves when you:

Are happy: Feel positive about your ability to lead people and deal with daily challenges.

Have better relationships: Enter into positive, productive relationships.

Are motivated and ambitious: Set goals and commit to accomplishing them.

Laugh more: Find humor even in challenging situations, and put things into perspective.

Are open to risks: Forge into the unknown and learn from your mistakes.

Recognize success: Look for opportunities to genuinely recognize the success of others, and accept and be receptive to compliments.

Accept feedback: Welcome feedback from others and put their ideas into action.

Think for yourself: Live your core values . . . ensure your words and actions are aligned and consistent.

How’s your confidence level?  Do you turn your thoughts into actions?
QWIKTIPS – DOES GENDER MATTER – click to read more!

16 Feb
[email protected] Leadership

Collaboration in the Workplace

Unity is strength… when there is teamwork and collaboration, wonderful things can be achieved. Mattie Stepanek

Last week we talked about how we’re all on overload and need to ensure that our interactions and meetings are meaningful and that we create the “right” environment.

Today we’ll take it a bit deeper and focus on COLLABORATION. Kenneth W. Thomas and Ralph H. Kilmann created a Conflict Mode Instrument which includes 5 components; today we’ll only address COLLABORATION.

They define COLLABORATION as:

  • Assertive and Cooperative – Win/Win
  • Working together to find a solution that fully satisfies the concerns of both
  • Digging into an issue to identify underlying concerns and finding an alternative that meets both sets of concerns
  • The downside of collaboration is that it may be time consuming, so reserve it’s use for major issues, be willing to truly listen, and obtain alignment on what you’re trying to achieve.

Natalia Jones and Jean Scheid provide another perspective on collaboration. Excerpts include:

Advantages of Collaboration in the Workplace:

  • The Collaborative Process Combines Different Perspectives
  • Workplace Collaboration Encourages Creativity
  • Collaboration Takes Advantage of Synergies
  • Workplace Collaboration Brings Balance to Decision Making
  • Collaboration May Improve Delivery Times (as a result of working together)

Disadvantages of Collaboration in the Workplace:

  • The Incidence of Group Think (when stronger personalities take control)
  • Possible Ambiguity in Roles and Responsibility (lack of defined “who” does “what”)
  • The Cost of Collaboration May Be High (large numbers of participants can equate to greater time and cost)
  • Collaboration Often Leads to Longer Decision Times (how many decision-makers are involved)
  • Conflict Within the Group (ineffective communication can cause clashes and muddle objectives)
  • For more visit: http://www.brighthub.com/office/collaboration/articles/73856.aspx.
    We still view COLLABORATION as a win-win skill-set. What do you think?

QWIKTIPS –

BEHAVIORS OF SUCCESSFUL TEAMS – click to read more!

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