22 Oct
PeopleTek Coaching Change, Communication, Leadership

Action Learning

We’re pretty sure you’ve heard the quip that learning never stops. What about that there’s a need for ongoing development regardless of your current job or desired career?

Effective and successful leaders (remember, we’re all leaders) adopt the mindset of being committed to continual learning. This better positions them to manage, communicate and lead through change, address problems and issues, make informed and timely decisions, and more strategically influence their team/organization.

Continual and Action Learning

“For an organization to survive, its rate of learning must be at least equal to the rate of change in its external environment.”

–Professor Reg Revans

Professor Reg Revans (1907-2003), was an Olympian, physicist, professor, author, and management consultant who pioneered action learning.

He created a formula: L = P + Q (learning = programmed knowledge + questioning insight)

The scope for action learning is limitless; it could address work load management, technical skills, soft skills, “people” problems, process issues, the handling of difficult situations, or simply being an advocate for enabling and empowering people to learn with, and from, each other.

One of Professor Revans’ beliefs was that the key to improving performance was not exclusive to the thoughts/opinions of ‘experts’, but that practitioners must also have a say. It requires that each team member not only study their own actions, experiences, and behaviors, but also the actions of those they interact with. Action learning frequently includes having a coach who is responsible for promoting and facilitating new learnings, and encourages and helps the team become self-managing.

Once again, we’re circling back to the need for awareness (of self and others); we need to identify and leverage individual and organizational strengths, and we need to address/minimize and develop any gaps that impede progress, profits, products, or services.

Are you committed to action learning? Have strengths and gaps been assessed, and what development needs have you identified for your organization to address prior to year end?

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15 Oct
PeopleTek Coaching Leadership

21 Bad Habits

Bad habits – we all have them. What’s key is that we’re aware of them, and make efforts to minimize or eliminate them.

“One of the greatest mistakes of successful people is the assumption ‘I behave this way, and I achieve results. Therefore I must be achieving results because I behave this way.’ This belief is sometimes true but not across the board.”
–Marshall Goldsmith

21 Bad Habits

Marshall Goldsmith, a renowned “Business Thinker” and author, identified the following 21 bad habits that challenge leadership success.

  1. Winning too much: the need to win at all costs and in all situations-when it matters, when it doesn’t, and when it is beside the point.
  2. Adding too much value: the overwhelming desire to add our two cents to every discussion.
  3. Passing judgment: the need to rate others and impose our standards on them.
  4. Making destructive comments: needless sarcasm and cutting remarks that we think make us sound sharp and witty.
  5. Starting with “No,” “But,” or “However”: The overuse of these negative qualifiers which secretly say to everyone, “I’m right. You’re wrong.”
  6. Telling the world how smart we are: The need to show people we’re smarter than they think we are.
  7. Speaking when angry: Using emotional volatility as a management tool.
  8. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked.
  9. Withholding information: The refusal to share information in order to maintain an advantage over others.
  10. Failing to give proper recognition: The inability to praise and reward.
  11. Claiming credit that we don’t deserve: The most annoying way to overestimate our contribution to any success.
  12. Making excuses: The need to reposition our annoying behavior as a permanent fixture so people excuse us for it.
  13. Clinging to the past: The need to deflect blame away from ourselves and onto events and people from our past; a subset of blaming everyone else.
  14. Playing favorites: Failing to see that we are treating someone unfairly.
  15. Refusing to express regret: The inability to take responsibility for our actions, admit we’re wrong, or recognize how our actions affect others.
  16. Not listening: The most passive-aggressive form of disrespect for colleagues.
  17. Failing to express gratitude: The most basic form of bad manners.
  18. Punishing the messenger: The misguided need to attach the innocent who are usually trying to help us.
  19. Passing the buck: The need to blame everyone but ourselves.
  20. An excessive need to be “me”: Exalting our faults as virtues simply because they’re who we are.
  21. Goal obsession: Doggedly pursuing tasks or goals instead of paying attention to relationships or the personal needs of others.

If you’re like us, when you read through the list you either identified with the bad habit, or recognized the behavior in a fellow co-worker, client, or business partner. You can only change you; what bad habit do you no longer want to “own”?

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08 Oct
PeopleTek Coaching Leadership

Millennials as Leaders

Leadership has evolved over the years and continues to do so. We’ve shared that the dictatorial style is a thing of the past. Effective leadership now focuses on individual and team development, increasing awareness, leveraging strengths, promoting camaraderie, and building trust which ultimately grows the bottom line.

Leadership styles are likely to change again as the “millennials” thrive and assume leadership roles.

Millennials as Leaders

Dan Schawbel, founder of WorkplaceTrends.com shares “Millennials want to help others succeed, which contradicts the stereotype that millennials are narcissistic.” In fact, nearly 50 percent of the millennials surveyed say that want to become leaders so they can “empower others to succeed“, with 5 percent saying that want to be a leader for the money, and 1 percent because of the power the title provides.

Millennials also say they want to do “meaningful” work, and “challenge and inspire others to have a sense of purpose.” Sounds pretty healthy to us!

Below are quotes that inspired some millennials (excerpts from Fortune Oct.1, 2015):

You don’t fail until you stop trying.
–Charles Falzone

Think about your actions.
–Taylor Swift

There are a few people that will change your life forever. Find those people.
–Kayvon Beykpour

Focus on one thing and do that really, really well.
–Sean Aggarwal

Relationships matter.
–Sheryl Sandberg

Never allow a person to tell you no who doesn’t have the power to say yes.
–Eleanor Roosevelt

Prioritize. Figure out the few key things that are most important in your role for you to have an impact.
–Melanie Whelan

Listen more and talk less.
–Julian Steinberg

Stop trying to please everyone.
–Julia Hartz

Whether you’re a millennial leader, or a more “mature” leader, what leadership quote inspired you? One of ours is “Without continual growth and progress, such words as improvement, achievement, and success have no meaning.” -Benjamin Franklin

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01 Oct
PeopleTek Coaching Leadership

Boss Vs. Leader

Being a boss has evolved over time. Gone are the days of being a “dictator” or micro manager, and having little understanding of how individuals feel, not leveraging individual and team strengths, and putting little if any time and resources into development planning.

The best bosses aren’t bosses – they are leaders.
—Stephanie Sarkis, Ph.D.

Differentiators – Boss vs. Leader

Praveen Challa provided us with the following differentiators:

A Boss…                                     A Leader…
Drives employees                         Coaches employees
Depends on authority                 Depends on goodwill
Inspires fear                                  Generates enthusiasm
Says “I”                                           Says “We”
Places blame for breakdowns    Fixes the breakdown
Knows how it’s done                   Shows how it’s done
Uses people                                   Develops people
Takes credit                                   Gives credit
Commands                                    Asks
Says “go”                                        Says “let’s go”

In our interactions with individuals and teams, we’ve had the following thoughts shared about what a great leader is. Some include:

  • Great leaders are great listeners. They listen closely and make others feel that they’ve been heard.
  • Great leaders genuinely care about their staff’s careers and not just about performing tasks. They conduct one-on-one sessions with their staff and provide mentoring and coaching, and review each individual’s progress against development plans.
  • Great leaders understand and appreciate differences and respond to individuals in their preferred style. They accept that everyone is unique and special, and adapt their styles as needed, ultimately strengthening relationships and improving results.
  • Great leaders stretch their people to excellence and provide meaningful feedback.
  • Great leaders are “in the boat“ with you and have compassion for the things you’re experiencing. You can feel their involvement; they make themselves visible and available during difficult times.
  • Great leaders truly feel PEOPLE come first, and their actions and behaviors reflect this. They’re authentic, mean what they say, and deliver on what was committed to.

Are there any behaviors you could change to become a stronger leader?

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24 Sep
PeopleTek Coaching Leadership

Yogi-isms For Leaders

This week we’re featuring a different type of leader. A man that was a legend as a professional baseball catcher/hitter, for his roles as coach and manager, and for his widely known (and often quoted) quips – Lawrence Peter (Yogi) Berra

Yogi’s wit was often viewed with humor, and his sayings are actually thought provoking and useful for leadership.

Yogi-isms For Leaders

Here are some of his most commonly quoted quips with additional thoughts that we added:

“If you don’t know where you’re going, you wind up someplace else.”

Do you have a shared strategy? Do all behaviors support yours (or that of your organizations) vision, mission, and goals? Is there a development plan/road map in place that addresses gaps and obstacles?

“It ain’t over till it’s over.”

Things don’t always go as planned. What could you change? Persist and persevere until you obtain your desired results.

“The future ain’t what it used to be.”

Expect and plan for change. What will inspire and increase results? Are you innovative? Are you keeping up with or better yet ahead of your competitors?

“You can observe a lot by watching.”

Pay attention to what’s going on around you. What’s happening in your organization? In your industry? How’s your staff? What about your customers, vendors, and co-workers?

“When you come to a fork in the road, take it.”

Make a decision and move forward. Indecisiveness will stifle progress and create complacency and stagnation.

“There are some people who, if they don’t already know, you can’t tell ’em.”

Not everyone is receptive to feedback and willing to learn new things. Pay attention to the resistors; tough decisions may need to be made.

Yogi was admitted to the Baseball Hall Of Fame in 1972, holds numerous World Series records, and ended his baseball career in 1992. While attending the Yogi Berra Museum and Learning Center in New Jersey he said “It was fun. If I had to do it over, I’d do it again.”

Quite a character, quite the leader. RIP.

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17 Sep
PeopleTek Coaching Leadership

Assess Your Leadership Beliefs and Attributes

How often do you think about the skills and abilities that make you an effective leader and team member? How often do you assess what you do well, and where you could use additional development or a refresher?

Interacting with others effectively and efficiently is based on technique, experience, personal styles and temperament. What are your strengths? What are your areas for development?

Never neglect an opportunity for improvement.
–Sir William Jones

Leadership Assessment

Self Assessment – Rate yourself (1 = Never  3 = Sometimes  5 = Always)

I am committed to developing my staff, realizing it builds bench strength, grows the bottom line, reduces attrition, and overall makes the company stronger.
SCORE:

I hold others accountable, and address non productive behaviors in a healthy, honoring way.
SCORE:

I think strategically and take time to work on the bigger picture, not just day-to-day priorities.
SCORE:

I am very “self aware.” I understand my strengths and my areas requiring development, and leverage my strengths to support the attainment of goals.
SCORE:

I am inspired and energized while at work, and know how I contribute to the bottom line.
SCORE:

I clearly communicate my point of view/perspectives, and feel I am listened to (not necessarily agreed with).
SCORE:

I have an open mindset and don’t get stuck on how things used to be, versus how they “could” be.
SCORE:

I listen to opposing viewpoints and take time to process and reflect on them.
SCORE:

I solicit feedback, share the results, and take action against the results.
SCORE:

I maintain my composure regardless of how stressful the situation or antagonistic a person may be.
SCORE:

How many questions scored a 1 or a 3? Did other topics come to mind? As we enter the 4th quarter this is a great time to determine what you want to accomplish before year end, and update your development plan accordingly.

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15 Sep
PeopleTek Coaching Leadership

Proactive Leadership

Can you answer the questions below? Whether you’re in an official leadership role, getting ready for one, or you simply influence others to improve results, answering these questions will help you increase your level of success.

Cultivate a Proactive Leadership Style

Good leaders are aware of their behaviors and the impact they have on others. When asking what makes a great leader, the most common responses include: “my leader cares about me,” “they know where they are going and how to get there,” and they have a “defined purpose.” In other words, they are employing proactive leadership techniques.

Here are a few exercises that strengthen desired leadership behaviors:

  • Exercise 1 – The importance of self-reflection – do you know your top 3 strengths? Do you know what happens when you overuse them? How could the strengths of others complement yours?
  • Exercise 2 – Are you in a position that uses your skills, abilities and talents to the fullest? If yes, how?
  • Exercise 3 – What are your vision, mission, goals, and measures? Do your behaviors support these?
  • Exercise 4 – Communication 1 – Are you an extrovert or an introvert? How does that impact your ability to lead others? What could you do to round out your preferred style?
  • Exercise 5 – Communication 2 – Are you dominant, an influencer, steady, or cautious? What intensity of each do you exhibit? How does that impact your leadership?

Improve Your Results!

PeopleTek’s Leadership Journey prepares you to answer these questions and identifies optimal leadership skills, abilities, and behaviors.

I didn’t get here by dreaming or thinking about it. I got here by doing it.
–Estée Lauder, co-founder of Estée Lauder Companies

11 Sep
PeopleTek Coaching Leadership, Success, Team

Don’t Ignore Strengths

A part of a leader’s role is to address negative behaviors and attitudes that are impacting the strengths and success of our team.

This requires a commitment and a lot of energy, but it must be done. Having said that, as leaders we must also understand, leverage, and build on the strengths of our team as a whole, and the individuals within it.

People improve more by magnetizing their virtues than by brooding on their shortcomings.
–J. Donald Walters

Walters, author of The Art Of Leadership provides the following tips:

  • Work to strengthen a subordinate’s best qualities, rather than harping on his worst. You will accomplish far more by encouraging others than by belittling them.
  • Work more with your organization’s strengths than with its weaknesses. Channel more energy to those people in it who are in tune with what you are doing than to those whose tendency is to resist you.
  • Don’t invest a disproportionate amount of energy in addressing negative situations. Strengthen the positive side, rather, and any negative energy that exist will tend either to be dissipated, or remove themselves from the scene.
  • Don’t allow subordinates to offer merely negative criticism. Teach them that they must earn the right to speak by offering solutions when they want to point out problems.
  • Encourage the doers under you, not the mere talkers.
  • Never court popularity for yourself. Be concerned with issues, principles, (and goals).
  • Never speak from your own emotions or private prejudices, but always from a sense of justice, fairness, and truth.

Don’t ignore the strengths of each of your team members. Acknowledging their contributions will inspire continued success, and improve not only results but also satisfaction levels. Try it!

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04 Sep
PeopleTek Coaching Leadership

More About EQ

Powerful and positive leadership behaviors obtain greater results and create an environment with higher satisfaction scores, increased productivity, and more collaboration across teams and organizations.

Awareness is key. As leaders we need to be aware of our behaviors and actions, understand how they impact others, and manage expectations in order to obtain the results we desire. We don’t just need to be intelligent and knowledgeable, we also need to be emotionally smart.

Psychologist Steven Stein and psychiatrist Howard Book state that strong leaders have both a high IQ (Intelligence Quotient) and a developed EQ (Emotional Intelligence Quotient). Intelligence will only go so far; leaders must also be aware of how they present themselves, how they respond to others, and how others respond to them.

“Research shows convincingly that EQ is more important than IQ in almost every role and many times more important in leadership roles.”
–Dr. Stephen R. Covey

Our IQ is considered to be non-dynamic and is an indicator of how we perform intellectual tasks.

Our EQ on the other hand can increase through self development and consists of 4 areas: self awareness, self management, social awareness, and relationship management.

  1. Self awareness is critical when engaging in communication.
  2. Self management is key for managing emotions in difficult situations.
  3. Social awareness leverages awareness of others to perform at your peak.
  4. Relationship management manages relationships to increase job performance and integrates EQ professionally and personally.

Emotional intelligence is the genuine ability to feel emotions, understand what you’re feeling and why, understand how others are feeling, and respond appropriately. Having a high EQ builds relationships and fosters communication even in the most difficult of times.

Some consider EQ to be the single biggest predictor of performance in the workplace and the strongest driver of leadership and personal excellence. By developing our EQ, we position ourselves to more successfully cope with organizational demands and pressures, and obtain the results we desire.

What are you doing to develop your EQ?

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