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  • feedwordpress 11:39:17 on 2017/11/14 Permalink
    Tags: Comunication, , , , teams, ,   

    The 4 Powerful Conversations that Will Improve Your Leadership 

    Everyone I know in leadership has more to do then they have hours in the day. But even with the top leaders I coach, there’s a common mistake they make when they’re pressed for time—most are concentrating on tasks instead of leading. It’s understandable that when you have too much to do, you do what comes easily, but that impulse doesn’t lend itself to great leadership.

    People go into leadership because they are visionaries and motivators, and they should be creating leaders among their team members instead of putting out fires and staring at spreadsheets all day.

    To implement your vision and direction, you have to do the work of leadership. That means, above all, creating strong relationships with your teams so they can work productively and effectively even in your absence.

    Too often, though, leaders get stuck in the weeds, doing daily tasks, being a manager instead of a leader.

    So how can you make sure you’re actually leading? By having these four powerful conversations every month:

    Conversation #1—Check in on the weather. Spend a few moments with every team member learning their thoughts on the organizational culture and their day-to-day work life. Make sure you know if there is the forecast looks clear or if storms are brewing. A monthly check-in keeps the channels of communication open so there are no surprises or last-minute course corrections at the end of the year.

    Conversation #2—Identify greatness and gaps in those you value. We all have strengths, areas in which we excel and talents. But we also have gaps—the habits of mind that get in the way of our greatness (as you may have read about in my new book, The Leadership Gap). To be effective, we need to know and embrace our best talents and inner strengths, and we also need to know the gaps that may keep us stuck and playing small. As a leader, you should constantly be aware of your team members’ strengths and nurture their talent, but also understand their gaps and help them learn to leverage their unproductive thinking into something positive.

    Conversation #3—Ask about development and improvement. Most people are eager for opportunities to improve and develop new skills. Too often, though, leaders don’t expend the time or effort to find out ways to help their people grow—not because they don’t want to, but because they’re too busy. But making time for people to learn and grow is as important as anything else you could be doing. Aside from the benefits to your team, it shows that you consider them a worthy investment. Making time for the development of your people is the essence of leadership.

    #Conversation #4—Generate a game plan for success. We’ve all heard the quote “Nobody cares how much you know until they know how much you care.” And the way to show you care is not with words but action. Work with each member of your team to generate a game plan for success. Give them the benefit of your experience in helping them identify and reach their goals, and they in turn will give you the best they have to offer.

    Don’t be one of those leaders who feel they don’t have time to hold regular meetings, who say they’re too busy to have these conversations. And don’t try lumping everything in together so you can feel you’ve done your duty. This system works if you maintain one single conversational theme at a time. The idea is to keep the channels of communication open, to keep the dialogue moving, to learn what makes your team more effective and productive.

    Lead from within: At the end of the day, when it comes to leadership if you don’t have the time to do right, when will you have the time to do it over?


    National Bestselling 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 The 4 Powerful Conversations that Will Improve Your Leadership appeared first on Lolly Daskal.

     
  • feedwordpress 11:10:04 on 2017/06/27 Permalink
    Tags: , , , , , , teams, ,   

    The Story of Everybody, Somebody, Anybody And Nobody 


    Recently I told a group of leadership executives a simple but meaningful story that you may have heard before. It’s the story of four people named Everybody, Somebody, Anybody and Nobody.

    Here’s the story, titled “Whose Job Is It, Anyway?”

    There was an important job to be done. Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that, because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.

    The story may be confusing but the message is clear: no one took responsibility so nothing got accomplished.

    It’s a story that plays out often in organizations and companies and on teams—anywhere there is culture that lacks accountability.

    But how do you get people to take responsibly for their work? Different things work in different situations, but here are some strategies that have proven to be effective:

    Become a role model. You can’t tell people what to do if you yourself aren’t willing to hold yourself to the same level. If you want people to act responsibly, you have to be accountable. Your team and your company look to you for direction.

    Don’t make assumptions. Don’t assume that others know instinctively what to do and when to do it, or even what you expect from them. Before people can take responsibility for their work they require clear communication. The more you communicate, the better the results are likely to be.

    Set the standard. If you expect excellence, it’s up to you to set the standards for results and performance. Make each task or goal measurable and set it on a reasonable timeline so it’s achievable. Give people a clear target and they’ll work to reach it—and maybe even surpass it.

    Get the buy-in to go the distance. You need people to buy in and commit if you want to succeed. Each vision should be compelling; each goal should build toward the whole; each task should be laced with motivation. You need people to feel compelled, inspired and motivated to take responsibility.

    Make regular check-ups. One of the biggest reasons people fall short is a lack of follow-through by leadership. Help people stay focused by setting up regular checkpoints—phone calls or meetings where everyone can communicate and catch up, staying focused on moving forward and being accountable. When people know there will be check-ups, they’re less likely to procrastinate and more likely to hit their targets.

    Provide support and training. Especially with a start-up or a new initiative, people are taking on projects or tasks that they’ve never faced before. Make sure everybody has the training and resources they need to be successful, and provide help in resolving any issues that may arise.

    Encourage candor. One of the worst things that can happen to a team is for people to feel uncomfortable discussing problems and expressing their honest opinions. Build a culture of candor so that people know it’s the norm to tell the truth, even when it’s difficult or awkward.

    Concentrate on solutions and not only problems. If people are having problems or falling behind, expect them to come to you with possible solutions, not just the problems. Create an expectation that the first response to a problem is to start finding solutions.

    Praise performance. Praise people for good results and be specific with your acknowledgment. Let them know what they did well and how their work is affecting others. If they fall short, coach them privately and let them know how they can improve. And if their performance does not improve, also address this with meaningful consequences that have been explained ahead of time.

    To avoid having your team become Everybody, Somebody, Anybody and Nobody, commit to becoming the kind of leader who takes responsibility for your own life and leadership.

    Lead from within: Don’t let Anybody (or Everybody, Somebody or Nobody) stop you from doing what you need to do to create the kind of leadership and life you can be proud of.
    Learn more about running great teams 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 The Story of Everybody, Somebody, Anybody And Nobody appeared first on Lolly Daskal.

     
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