Do you know how to handle conflict? Learn to use the right levels of cooperativeness and assertiveness to be the best leader that you can be in conflict situations. In addition, learn how the ‘Five Modes of Conflict’ can help you resolve conflicts based on the situation and your personality.
You Don’t Need Reports to Be a Leader-Part 4
Learn why leadership is not always about receiving direct reports. Mike Kublin discusses why leadership is not exclusive to bosses. He goes on to share his twelve components to achieving success as a leader, describes the importance of how you “show up”, why your vision, mission, and goals are so important to the transformation of yourself and your entire organization.
Strategic Organizational Transformation Is a Process, Not an Event – Part 1 – People, Process, Tools
In Part I of Mike Kublin’s speech “Strategic Organizational Transformation is a Process, Not an Event,” Kublin introduces what his listeners will learn–the tactics and strategies for individual and organizational transformation.
We tend to think of everything as disjointed pieces of the work we do. Strategic Organizational Transformation is all about taking a holistic approach to looking at these pieces–people, process, tools, methodology, and strategy–and putting it all together.
The Value of Communication & Different Perspectives
To start a dialogue, Kublin initiates an icebreaker where people answer a series of questions on a piece of paper, and then share it with a partner. The exercise highlights the value of human communication and learning about different perspectives.
People enjoy this because learning about someone new, talking about things you like, finding out things you have in common with others, and talking about yourself, are all, generally, experiences that people find pleasurable/fun because they are engaged.
Is engagement important from a workplace perspective?
It is! From a workplace perspective, when people are engaged they are also their most productive. Engagement and connection also build trust.
When people have bonds of trust with their team, feel engaged with the overall mission and their place in the organization, and are operating at peak productivity levels, it pays on every level–including financially.
People, Process, and Tools
The world of business today is people, process, and tools, all integrated, and if we all assume the role of leaders developing leaders, then our organization can transform for the better and continue to grow.
More Videos in This Series
If you enjoyed this video/found it helpful, check out the next video in this series!
Strategic Organizational Transformation Is a Process, Not an Event – Part 2 – Johari Window, VMGM=B, & Trust
Learn about the Johari Window, trust, vision, mission, goals, measures and behavior and how they all contribute to the process of strategic organizational transformation in Part II of Mike Kublin’s speech “Strategic Organizational Transformation is a Process, Not an Event”.
More Videos in This Series
If you enjoyed this video/found it helpful, check out the next video in this series!
Strategic Organizational Transformation Is a Process, Not an Event – Part 3
Learn about the Johari Window, trust, vision, mission, goals, measures and behavior and how they all contribute to the process of strategic organizational transformation in Part III of Mike Kublin’s speech “Strategic Organizational Transformation is a Process, Not an Event”.
You Don’t Need Direct Reports to Be a Leader – Part 2
Learn why leadership is not always about receiving direct reports. Mike Kublin discusses why leadership is not exclusive to bosses. He goes on to share his twelve components to achieving success as a leader, describes the importance of how you “show up”, why your vision, mission, and goals are so important to the transformation of yourself and your entire organization.
You Don’t Need Direct Reports to Be a Leader – Part 3
Learn why leadership is not always about receiving direct reports. Mike Kublin discusses why leadership is not exclusive to bosses. He goes on to share his twelve components to achieving success as a leader, describes the importance of how you “show up”, why your vision, mission, and goals are so important to the transformation of yourself and your entire organization.
You Don’t Need Direct Reports to Be a Leader – Part 1 – How You Show Up & Intro to the Johari Window
We’re All Leaders
In Mike Kublin’s speech “You Don’t Need Direct Reports to Be a Leader” he introduces the idea that leadership is not exclusive to bosses or those with a leadership title. Instead, we are all leaders.
Kublin also reveals that there are 12 components for achieving success as a leader. These will be discussed in later in this video series. But in short, people will learn how to take their leadership to the next level; this series is all about personal leadership. Everything must link with the organization’s as well as the individual’s vision, mission, measures, and strategies.
To Be a Leader We Need One Thing: Passion
Being passionate affects how you show up and people watch how you show up. Kublin notes IT professionals as an example of this point. None of the ideas of innovation or creativity can be implemented without these people, and therefore, how they should up on a day to day basis is critical.
The Johari Window
Using an icebreaker (which can be applied in any workplace) where people share information about themselves to a partner, Kublin illustrates how the “people factor” is so important. By engaging, learning about, and connecting with others, we build relationships and trust, in turn bringing balance and strength to our team.
The Johari window is closely related to this concept. It contains within it four parts: information known to self and not known to self, and information known to others and not known to others.
The intersection of these four areas is important because has to do with how you show up and how others show up.
Information that is known to others and known to self is what is called our “open self.” Great leaders need to open up to some degree about who they are and get others to do the same. Great teams increase the open self.
More Videos in This Series
If you enjoyed this video/found it helpful, check out the next video in this series!
Work vs Life – Why it’s Importance to Maintain a Balance
Maintaining a balance between work and life is very important. Mike Kublin, of President of PeopleTek and Rebecca Staton-Reinstein of Advantage Leadership discuss the epidemic of work obsession and addiction, and it’s negative impact on productivity, innovation, and creativity. What can we do to be more balanced? How do we encourage more creativity and productivity? These are some of the questions that Mike and Rebecca discuss and answer.
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Got EQ?
Do you think leaders must be emotionally intelligent? What about being aware of their impact on others? About how their words and delivery may be interpreted? And, what is our responsibility to expose poor leadership?
Can you imagine a leader in corporate America calling any person a “bimbo” or an “idiot”? How would the staff feel? What would peers think? Would it promote a team atmosphere? How would it play with any partner, vendor partner, or customer? How would the stockholders feel? What could possibly be in a person’s mind to degrade another person? What and why would a person continue to subject people to slanderous rants and raves and then be congratulated because they speak their mind?
If that is viewed as leadership, and strong leadership at that, we don’t want any part of it. We doubt that there is a company on this planet that would tolerate name calling, or allow this kind of behavior to be proudly tweeted around the globe. If it’s acceptable for one person to act that way, doesn’t it give permission for others to act the same way? Regardless of your title, wealth, and known successes, this behavior is unacceptable. Period.
Our thoughts are that a leadership “must” is to give respect and dignity to everyone. Not because they’ve earned it but because they are people. If someone hurts your feelings is there a better way to handle the situation other than throwing around negative terms like “bimbo” and “idiot”? Is this the type of behavior we want to see in our children, our peers, and in society?
Can you imagine what our environment would be like if our bosses called us (or others), dumb, not smart, or slow? How would we feel? We’ve already seen various people downplay this behavior yet they likely would not tolerate it from a co- worker, a friend, or a family member.
All the work that has been done with leadership development can be thrown out the window if we are to view this kind of behavior as acceptable. We think it needs to be talked about. If we don’t, that implies consent/acceptance and that simply is not the case. We need to hold ourselves and others accountable, and speak up, or we are no better than the person who makes disrespectful statements.
We must give feedback in a healthy, honoring, and respectful manner, and it is up to each of us to treat every person on the planet with the dignity and respect they deserve. We strongly support being true to oneself and being authentic, but we must also be emotionally intelligent.
A great place to start is with our words, and our actions.
QwikTip and QwikCoach
PeopleTek’s Strategic partner, E-Coach, specializes in online coaching tools.
QwikTip for Getting Along With Peers
And for those with a QwikCoach license, refresh your existing skills and acquire new skills by visiting the QwikTips library for leadership ideas and techniques.
If you don’t have QwikCoach, it’s an excellent resource for growing your leadership skills remotely that you should consider.
Help turn your leadership knowledge into leadership action!
Conflict and Productivity Costs
Conflict In The Workplace – Have you ever witnessed it, been part of it, or tried to manage others through it? We’re guessing you said yes to all 3!
“For good ideas and true innovation, you need human interaction, conflict, argument, debate.”
–Margaret Heffernan
Conflict is positive when differences are discussed in a healthy manner but can be devastating when the conflict occurs with ill intentions.
Studies show that 2.8 hours per week, per U.S. employee, are spent engaging in unhealthy conflict. This is equated to losses of $359 billion in wasted wages. (Calculated at an hourly rate of $17.95 / hour.) In the September issue of SUCCESS magazine, Emma Johnson provides 11 tips to prevent these losses:
- Recognize that disputes can’t be avoided. Acquire skills to help manage it.
- Step in early. Don’t ignore unproductive differences.
- Don’t just tell people to get over it. Be prepared to step in and mediate.
- Make each person acknowledges the other. Truly listen to opposing points of view.
- Focus on expectations. What exactly are the mutual expectations?
- Tell them to come up with the solution. Empower them and don’t pick sides.
- Assist them in articulating a plan to resolve their differences. Have joint follow-up sessions.
- Skirt instincts to separate the warring bodies. Keeping them apart prevents any chance for an improved relationship.
- Unite them in solving a crisis bigger than their argument. Have them work together on a project/initiative.
- Invest in personality assessments. They increase awareness, understanding, and communication skills.
- Create a process for dealing with conflict. Devise a plan that promptly addresses interpersonal annoyances.
Don’t allow the conflicts in your workplace to impact productivity; instead, use them to inspire creativity, build stronger relationships, and improve the bottom line.
QwikTip and QwikCoach
PeopleTek’s Strategic partner, E-Coach, specializes in online coaching tools.
QwikTip for Getting Along With Peers
And for those with a QwikCoach license, refresh your existing skills and acquire new skills by visiting the QwikTips library for leadership ideas and techniques.
If you don’t have QwikCoach, it’s an excellent resource for growing your leadership skills remotely that you should consider.
Help turn your leadership knowledge into leadership action!
Top 10 Time Wasters
Do you manage your time, or do events and those you work with/for manage it? How often do you mentally have your day planned out, only to have the day “disappear” with most if not all of your plans set aside?
Stop Wasting Time
Tania Khadder says “Time flies when you’re wasting it” and provides the following list of top time wasters:
- Instant Messaging – IMing has a time and place, but in most business situations, a phone call, email, or a face to face meeting may serve you better (and ultimately save you time and improve the likelihood of obtaining desired results).
- Over-Reliance on Email – Email is a wonderful tool to get information out quickly to many people. The down side is you can’t be certain the message was read, or that the tone and information were accurately interpreted. Do you send emails to only those that need to take action or receive an update? How many unneeded emails do you get copied on daily?
- Meandering Meetings – Some meetings go longer than anticipated and accomplish little. Stick to an agenda, control side bars, highlight meeting accomplishments and document takeaways/next steps. Have you ever left a meeting and wondered why you were there or questioned its purpose?
- Short Gaps Between Meetings – Schedule your meetings so that your day is as minimally disrupted as possible. If you have the choice, pick either mornings or afternoons to meet, and leave the other open to deal with daily activities and to work on what’s important to you.
- Reacting to Interruptions – We don’t always have the latitude, but if possible, schedule a time in your day to answer phone messages and check email.
- Ineffective Multi-Tasking – Multi-tasking can impact quality; we don’t listen well, and we may appear inattentive and disengaged since we aren’t focusing on just one item at time.
- Disorganized Workspace – Did you know the perception of a leader lacking organization skills impacts the ability for that leader to be trusted? Enough said.
- Personal Communications – Try to limit checking your personal emails, text and phone messages to your break and lunch time only.
- Web Surfing “Breaks”– It’s great that many have the opportunity to use a computer at work, but similar to personal communications, limit your personal activity/searches to your break and lunch time (if your company allows it).
- Cigarette/Coffee/Snack Breaks – How often do you get up from your desk or leave your office? Every time you do, you lose focus on whatever it is you were doing. Sometimes we need a break to stretch our legs or clear our head, but be cognizant of how many times you allow interruptions to delay what you’re trying to accomplish.
Click here to see the complete article and read Tania’s Khadder’s thoughts.
Your Challenge
Remain focused, identify what’s truly important to you, and have the courage to say “no” to tasks that may be important to others, but prevent you from addressing your priorities and using your time wisely!
QwikTip and QwikCoach
PeopleTek’s Strategic partner, E-Coach, specializes in online coaching tools.
QwikTip for Getting Along With Peers
And for those with a QwikCoach license, refresh your existing skills and acquire new skills by visiting the QwikTips library for leadership ideas and techniques.
If you don’t have QwikCoach, it’s an excellent resource for growing your leadership skills remotely that you should consider.
Help turn your leadership knowledge into leadership action!