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

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

    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 11:06:55 on 2017/09/12 Permalink
    Tags: , Impacting Others, , , Making A Difference, , Something to Offer, , Workplace   

    Why Everyone Should See Themselves as A Leader 

    The other day I was talking with a friend about leadership and I was saying that everyone is a leader, and he replied with a question, “What about people who don’t think of themselves as a leader?”

    It was an interesting question- because for me- anyone who wants to make a difference and ends up making an impact with someone – somewhere.

    Is a leader.

    I’ve seen great leadership across the spectrum: in CEOs and entry-level employees, politicians and middle schoolers, clergy and people living on the street.

    Many people believe that leadership comes only with a formal role or position. But as a leadership coach, I believe we’re all leaders.

    Leadership doesn’t have to mean acquiring power or trying to change the world. It can be as simple as the daily acts we carry out living our lives—helping a neighbor, listening to a friend, standing up for a principle that’s important.

    The difference between being a leader or not is being the person who claims it. Here are four ways you can begin claiming your own leadership tod

    Believe you have something to offer. Leadership starts with how you see yourself—in particular, with the belief that you have something to offer to the world. That doesn’t mean you have to take on trying to change the world, but it means that as an individual you know you have something to offer, that you can reach other individuals and have a positive influence.

    Dedicate yourself to making a difference. You have been given a life unlike any other. No one else is who you are, and your life will never be lived by anyone else, but the significance and direction of that life are largely up to you.  Whether you’re young or old, you can make a difference for the good. Speaking a kind word, volunteering time, fundraising or donating for nonprofit organizations supporting things you feel strongly about—the ways to make a difference are limitless. Remember that each of us was born with a purpose.

    Be sensitive to issues impacting others. If you aren’t already tuned in to your own sensitivity to others, the natural empathy we all have within us, start listening—not just superficially, but in a way that takes in people’s circumstances and state of being. Anyone can be a powerful leader if they’re prepared to hear and understand the emotions, fears, and hopes that underlie the words and actions of other people. When you do, you create the connections that are at the heart of great leadership.

    Make the move. At the end of the day, only action produces results. Building relationships, developing others and making decisions are all important, but it is the actions that you take that will build your reputation as a great leader. Successful leaders have the courage to take action while other hesitate. Don’t just notice, don’t just discuss: get up and do something. If your actions inspire others to do the same—to dream more, learn more, and above all do more—you are a leader.

    Lead from within: You are a leader if you make others better as a result of your presence. And when you do, you’ll continue to influence them long after you are gone.

     


    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 Why Everyone Should See Themselves as A Leader appeared first on Lolly Daskal.

     
  • feedwordpress 11:04:39 on 2017/08/08 Permalink
    Tags: , , , , Optimism, , Positivity, , , Workplace   

    The One Time You Should NOT Express Positivity 

    Optimism and positivity are beneficial to leadership in almost every circumstance. You won’t find many who would dispute that thought.

    We know the best kind of leadership requires seeing the glass as half full. We know that even in the most challenging times and difficult circumstances, it’s important to concentrate on what we have rather than what we lack. We understand the importance of gratitude—not just as a response when things are going especially well but as a daily practice. It’s not that happy people are thankful, it’s that thankful people are happy.

    We know positive thinking and an optimistic attitude can actually change our reality for the better. In the words of the old adage, “Think good, and it will be good.”

    A daily practice of gratitude and positivity can benefit you even when things get so bad that you can’t see a good outcome or any seed of hope. You can assure yourself that even if you can’t currently comprehend it, there’s a lesson or a stubborn thread of grace in there somewhere.

    There’s one situation, however, when positivity and gratitude don’t work—when, in fact, they can actually be destructive.

    That’s when you try to apply them to others.

    It’s understandable, the urge to apply something so helpful to someone who’s hurting. But however well intended, it simply doesn’t work.

    A distraught or grieving colleague or client doesn’t want to hear “There must be something good in your life to be grateful for.” Or “It must have been meant to be.” Or “I know you’re disappointed but things work out for the best.”

    When someone is suffering, it’s cruel to suggest that it’s all a lesson designed to make them a better person. And it’s downright arrogant for us to tell them this is good for them, or that it’s the way it’s meant to be.

    Our job is not to philosophize about another’s pain, but to alleviate, relieve and lessen it.

    True leaders know that when they see someone suffering, there’s only one acceptable response. They roll up their sleeves and ask, ‘What can I do to help?

    Here are some ways you can be of service to someone who’s hurting:

    Listen. One of the most important traits in leadership is the ability to listen. The best leaders, the skillful ones, know the importance of listening more than they speak. It’s especially important to listen to people who are trying to make sense of difficult events.

    Show support. If someone’s going through a tough time, the most meaningful thing you can say is I’m here for you. Simple words, but when they’re backed up with action they share a burden—and they reassure the person that they’re not alone.

    Convey empathy. Adopting a human approach to your leadership sets an example that helps you build an entire culture of empathetic leaders. People will admire your approach and work harder for you knowing that you respect their personal needs.

    Connect with caring. Gone are the days when people expect leaders to sit behind a closed office door and dictate from power. The best leaders today get to know their people on a personal level as well as professionally. They care, and they show that caring by connecting, communicating and demonstrating compassion.

     Lead from within: A positive is not the best answer for every situation. As a leader, you need to let each situation involving one of your people bring forth the best of what you have to offer in the terms of how you listen, how you support, how you care and how you connect.


    Learn more about the gaps that exist in positivity 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 One Time You Should NOT Express Positivity appeared first on Lolly Daskal.

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

    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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