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  • feedwordpress 09:05:32 on 2017/10/03 Permalink
    Tags: , , , , Micromanager, Urgent,   

    How to Manage A Leader Who Makes Everything Urgent 

    Have you ever worked with a boss who made everything so urgent that you never
    knew what was truly important? If so, you probably haven’t forgotten how frustrating
    it is to be unable to prioritize.

    Or you may have worked for someone who required an immediate response for
    every little request, making you feel like you were living in a constant state of
    emergency.

    Or maybe you’ve had to choose between two genuinely critical priorities, both
    equally important to your boss.

    In reality, when everything is labeled urgent, it turns out that nothing really is. We
    can’t know what’s important, which means we can’t know how to respond. You
    may not be able to change your boss, but you can change how you respond to
    make the best of a bad situation. Here are some helpful ideas:

    Manage your boss. Before you can manage the emergencies, you have to learn
    to manage your boss. The way you respond to your boss’s urgent requests can
    either reinforce their way of acting or steer yourself in a healthier direction.

    Tackle the issue head-on. When the next five-alarm fire comes along,
    communicate the challenge to your boss and ask them for a plan to help you
    deal with the competing priorities. Face the facts and don’t let your emotions
    get in the way. Don’t wait until your boss approaches you and asks you why
    you haven’t done what you were told to do.

    Manage expectations. Anytime your boss wants you to do something, it’s
    important to be able to manage expectations. If you’re concerned that you
    can’t finish the assignment on time, or that doing so will keep you from meeting
    another priority, keep your boss informed.

    Talk with your boss frequently. It’s important to keep your boss updated on
    your progress, good and bad news, and what you might need help with in the
    future. If you are struggling with an assignment or have finished early, let the
    boss know. Another benefit of frequent communication with the boss is that you’ll
    have a chance to build a rapport, which will make it easier for you to communicate
    during difficult times.

    Identify your own priorities. If your boss is all about making everything urgent,
    diving in immediately may be right thing to do. But depending on your other
    duties and tasks, there may be good reasons to shift your boss’s request
    down the list. Identify for yourself and your boss what you expect to get
    done on what schedule. As long as you can commit to a specific time,
    this will often be sufficient.

    Leaders who are driven by excessive urgency often do so because they
    themselves can’t prioritize what is urgent and what is not. The best way
    to handle such a boss is to inform, communicate and educate them.
    When you do, it will help them be a better leader and achieve better
    relationships and performance from others.

    Lead from Within: Leaders need to remember that when everything
    is urgent nothing really is.


    Learn how to be the best leader you can be in my National Bestseller book:
    The Leadership Gap: What Gets Between You and Your Greatness

    After decades of coaching powerful executives around the world, Lolly Daskal has observed that leaders rise to their positions relying on a specific set of values and traits. But in time, every executive reaches a point when their performance suffers and failure persists. Very few understand why or how to prevent it.

    buy now

     


    Additional Reading you might enjoy:

     

    Photo Credit: Getty Images

    The post How to Manage A Leader Who Makes Everything Urgent appeared first on Lolly Daskal.

     
  • feedwordpress 17:05:33 on 2017/09/29 Permalink
    Tags: ,   

    When “Start to” and “Decide to” Creep into Your Writing 

    writing_tips

    by Barbara McNichol

    Do you have a habit of starting a sentence with the word “start” or “begin”? In a 5,000-word document I recently edited, those two words appeared 14 times, while only five were deemed necessary to the meaning. That’s a lot of extra words!

    To be more direct in your writing, skip the “start/begin” part and employ the phrase Nike made famous: Just do it!

    These examples show how you can write a stronger statement by going straight to the action verb rather than “beginning” to go for it.

    Example 1: Slowly begin to approach your teammate with your idea.

    Better: Slowly approach your teammate with your idea.

    Example 2: Start to make an agenda for the meeting.

    Better: Make an agenda for the meeting.

    Whenever you write “start to” or “begin to,” question it. Ask: Is “start” or “begin” essential to the meaning of the sentence? Chances are you can glide straight to the action verb without it!

    Similarly, watch out for “decide to” in your writing. Which verb carries more weight in this example sentence, “decide” or “launch”?

    Example: The president decided to launch the company’s implementation strategy next month.

    Better: The president will launch the company’s implementation strategy next month.

    Do you see how “decide” doesn’t add meaning while “launch” is vital to the message? When you catch yourself writing “decide,” ask: Is it needed?

    Make crisp, clear messages your goal with everything you write.

    Barbara McNichol is passionate about helping administration professionals add power to their pen. To assist in this mission, she has created a Word Trippers Tips resource so you can quickly find the right word when it matters most. It allows you to improve your writing through excellent weekly resources in your inbox, including a Word Tripper of the Week for 52 weeks. Details at www.wordtrippers.com/odi

    The post When “Start to” and “Decide to” Creep into Your Writing appeared first on Office Dynamics.

     
  • feedwordpress 15:51:34 on 2017/09/28 Permalink
    Tags: , ,   

    Make Educated Decisions When Choosing an Administrative Conference (Part 1 of 6) 

    administrative_conferences

    Since there are so many administrative conferences being offered, I would like to walk you through a series of blogs on how to select the conference that is right for you, gain approval and how to get the most for your investment.

    I am keeping these blogs to the point.

    A conference should feed your brain and soul!

    1. Start with the end in mind. What is your goal or goals for going to a conference?
    • Education wise? What skills do you need to grow? What new skills do you need to learn/develop? The problem with this is sometimes we don’t know what we need to develop. It’s called our blind spot.
    • To network and meet new people?
    • Learn best practices from peers?
    • Learn best practices from subject matter experts?
    • What is the value of the program? In other words, what are you getting for your money? Any extra events such as a welcome dinner?
    1. Inquire about the quality of the workshop materials? Will you be able to use them as a reference guide after the training? Do they provide robust information?
    1. Do your research. Make a comparison spreadsheet, if necessary
    • Topics to be covered – do they align with your goals?
    • Speakers
    • The flow of the agenda – is there time for networking? Hallway conversations?
    • Location/Dates
    • # of attendees (you may not always see this number listed on the conference website)
    • The pros and cons of large vs. intimate conferences.
    • WHO is hosting the conference? Are they on a mission to help assistants?
    1. Identify your learning style (and why that’s important)
    • High energy or slower pace?
    • Hands-on; experiential or sit and listen
    • Talked to or involved and be able to do activities with other attendees when a speaker is presenting
    1. What kinds of people do you relate to or want to be around? (This is very important. Who attends is just as important as the speakers.)
    • Low-key vs. high energy
    • Who are a step or 2 ahead of you or just like you
    • Passionate about the profession or it’s just a job
    • Committed to making personal change or someone who just wants to be out of the office and learn some basic stuff
    • Do you want to be surrounded by people who will make you better? Or agree with you all the time?
    • Do you want to be around sharp, professional speakers and attendees or ho-hum people?

    Be sure to look for the rest of this 6-part Series.

    Joan Burge

    conference_for_administrative_assistants

    The post Make Educated Decisions When Choosing an Administrative Conference (Part 1 of 6) appeared first on Office Dynamics.

     
  • feedwordpress 09:00:18 on 2017/09/26 Permalink
    Tags: , , , , , , New Leader, ,   

    How to Succeed as A New Leader 

    Congratulations on your new leadership position! I am sure you’ve worked hard and persevered along the way to get to this point.

    Everything you’ve done so far in your career has led you to this position. But the experiences and skills that landed you this new job will not be what allows you to succeed.

    In fact, you’ll need a new set of skills to continue being successful. You need to adapt the traits and develop the skills that make leaders into great leaders. There are no quick fixes; it takes hard work and the refusal to give up.

    As a leadership coach for over three decades, I have groomed some of the top leaders across all industries. I’ve learned there is no real secret to succeeding—it’s just a matter of learning the habits and skills you need.

    Here are some powerful things you can do. Use this as a blueprint and revisit it every few weeks to make sure your leadership is moving toward where it needs to be.

    Create with style. Identify your own leadership style and make it clear to everyone what you stand for, what’s important to you and what you will not tolerate. Allow others to get to know you—make it personal and inspirational.

    Create a template. To make an impact from the start, make sure you know what you will do. Conduct an organizational assessment after obtaining input from all sources, then create a template of the information you receive and make a plan.

    Avoid power trips. Now that you’ve earned your place as a leader, it’s easy to let the power get to you. But don’t. Rather than letting your ego get the best of you, treat your new position with respect and work humbly on being able to adapt, transform and do what is right.

    Understand the concept behind the company. As a new leader, you need to learn the lay of the land. Become familiar with all aspects of the company so you can see what is working and what is not.

    Communicate who you are. Let your colleagues and employees who you are and what you are all about. Let them get to know you so they can follow you. Those who don’t know what you stand for will find it hard to follow your lead.

    Trust your new team. When you became a leader, you inherited a team that you may not have even had a hand in selecting. They may not be the dream team you want, but don’t become discouraged. Give them a chance to align with you and start building trust.

    Generate your own vision. Craft your vision and use diversified communication vehicles, including email, memos, video conferences, and face-to-face meetings, to articulate it effectively. Let people know that you have great ideas and aspirations and you plan on making them happen.

    Identify your priorities. Show others what’s most important to you by identifying the priority areas to improve the bottom line. Create an action plan, dividing the areas into short- and long-term goals. Let people know you are here to get things done.

    Manage all stakeholders. Most leaders think they have no time for this, but it’s so important—you need to meet all stakeholders to hear firsthand their expectations and aspirations. Travel or use electronic conferencing to connect with those who are far away. Connecting with stakeholders is as important as any other task you will do.

    Listen more than you speak. Speak less, listen more—get input on the major changes that need to happen and then work to improve the organization’s effectiveness and bottom line.

    Communicate with candor. In every communication—public or private, with people at every level of the organization and outside—be open, transparent and forthcoming.

    Devise a new strategy. Don’t make the mistake of following the strategy of your predecessor. It may (or may not) have worked for them, but you were hired to bring your own ideas to bear.

    Create a winning formula. Create a winning formula based on your recreated vision and show how the organization can succeed with your plan. Seek early wins from the very beginning so you can build momentum.

    Identify roles and responsibilities. Make sure everyone is rightly placed with their roles and responsibilities to leverage their strengths. At times, good employees are wrongly placed in the organization. Spot and place them properly.

    Encourage creativity and innovation. Encourage innovative ideas among employees and reward them for their efforts.

    Provide feedback. You gain credibility when you give input to your employees regularly. Guide, coach and inspire them daily.

    Align and eliminate. After you have given them time to align and a chance to grow and develop, consider eliminating those who aren’t on board with your ideas. Sometimes part of making sure you have the right people on the bus is making sure the wrong people get off.

    Stay open to learning. Every great leader knows that to have a continuing impact and a great legacy you need to keep learning. Self-improvement is a lifelong journey, and success as a leader and as an individual requires constant learning. Treat your education as a process, not a race with an end point.

    Remember, it’s always about others. It’s not about your achievements, your goals, your ambitions or your success as a leader. Everything you’ve done and earned for yourself is now your goal for your team. It’s about recognizing their efforts and contributions, rewarding them for positive behavior and helping them succeed.

    Think of your legacy. Ask yourself how you want to be remembered at the end of your time with the organization. Then work backward, building upon your vision of your legacy daily.

    Lead from within: The new leader is one who commits people to action, who converts followers into leaders, and who may convert leaders into agents of change.


    Learn more about leadership in my National Bestseller book:
    The Leadership Gap: What Gets Between You and Your Greatness

    After decades of coaching powerful executives around the world, Lolly Daskal has observed that leaders rise to their positions relying on a specific set of values and traits. But in time, every executive reaches a point when their performance suffers and failure persists. Very few understand why or how to prevent it.

    buy now

     


    Additional Reading you might enjoy:

     

    Photo Credit: Getty Images

    The post How to Succeed as A New Leader appeared first on Lolly Daskal.

     
  • feedwordpress 06:35:29 on 2017/09/25 Permalink
    Tags: , ,   

    Quick Tip #70: How to Interrupt Politely 

    How do you interrupt a conversation when it seems no one wants to hear what you have to say? This video will show you how to cut someone off politely.

     

     

     
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