Performance Advantage @anditsonlytuesday - Tumblr Blog

It’s been a long time

Time goes by pretty quickly, especially this past year. Most are working from home and that has its own special challenges. Coming soon will be thoughts on how to navigate work under these very different circumstances.

Etiquette and Impressions

How important is etiquette in the workplace? You'd be surprised at how much an impression matters. From a simple gesture or a behavior, people make decisions about whether or not they want to work with you or buy from you.

As an example, I visited two financial advisors in recent weeks. One was my current advisor; the other was someone who wanted my business. In both cases, I was greeted by the advisors who stood and shook hands with me. The one who wanted my business motioned for me to sit but I did not as this was not an appointment but a referred introduction on the spur of the moment. I was in a hurry to leave so I remained standing while the conversation continued. What happened next surprised me. The advisor sat down and continued to talk, looking up at me. He asked me to contact him for an appointment.

Then I visited my current advisor. Same scenario, except that the advisor did not sit until I sat down first. Now you might say, "Oh that's because you're a woman." Well, my husband remained standing and so did the advisor - until my husband sat down. Case closed.

Manners matter.

#manners #selling #etiquette

Initiative - The key to effective leadership

by Helen Antholis

Do you initiate?

How would you rate your ability to initiate?

Ask yourself these questions:

1. Do I find ways to change the status quo?

2. Am I impatient to introduce change?

3. Do I think of better ways to do things?

4. Do I assess needs, identify problems, consider alternatives, and produce solutions?

5. Do I encourage others to tell me why something won't work?

6. Do I stay true to my vision and engage others to support it?

A vital component of one's leadership mindset is that of demonstrating initiative.

Are you compelled to introduce change?

Without the drive the take charge and make things happen, a manager never gets to rise to the leadership level necessary to create new and better products, services, or methods.

Without the drive to develop one's staff, the learning stops and morale suffers.

Without the drive to notice opportunities to improve, what was once considered acceptable begins to deteriorate.

Whether in the workforce, at home, or in volunteer positions, a key quality for effecting positive change is having the desire to move things to a new level.

Resume updates

Whether you are working now or seeking work, update your resume with a focus on describing opportunities you have had to initiate change. Be prepared to describe those initiatives on your performance review or in your interview. The candidate for promotion or hire that demonstrates initiative will have the competitive edge.

While you're at it, does your resume look stagnant? Are you not learning anything new? Are you not taking the initiative to expand your knowledge and skills?

Those actions speak louder than you can imagine.

So, sign up for a computer class. Take on a volunteer project. Find the initiator in your character and control your future.

It will be here before you know it!

#initiative #learning #growing #leadership #Taking Control #building confidence

Would you hire yourself? Five strategies to Conquer Your Career.

by Helen Antholis

How often do we imagine ourselves in the hiring manager's seat and seriously assess our desirability as a prospective hire or promotable asset? It's not too late to consider branding your image to give you the edge in this competitive marketplace. Pretend you're the hiring manager and evaluate yourself in light of these five strategies:

1. Your Personal Appearance

Okay, when was the last time someone told you that you looked great? Are you getting enough sleep? Are you staying up-to-date with your hair, clothing, and shoes? Are you eating right and staying (getting) in shape? If not, ask Diana for help. She'll have you feeling better about yourself and looking fantastic.

2. Your Persona

Listen to and look at yourself in action. How do you speak? Uh, um (fillers)...what do you say? Are you distracting with hand and facial gestures (twirling your hair; stroking your beard)? Do you stand erect? Or are you a slump-er. People make judgments and it's hard to overcome them with a stellar resume. Be the person you want to hire by taking notice and changing/improving what you can.

3. Your Resume

So much has been written about this. One page or two? Font size of 10 or 12? Does it have a summary of accomplishments? If you need help with this, check out www.hirefriday.com. It's a great resource for job seekers with a twitter chat #HFChat on Fridays at noon (eastern) with recruiters and HR professionals offering free advice.

4. Your Digital Image

LinkedIn, Facebook, Twitter, your website and Blog...there are no secrets anymore. Be sure you are using social media intentionally and to your advantage. Recruiters are using search tools so be sure what they find is complimentary about you.

5. Your Interviewing Skills

So, here you are looking great with a super resume and speaking well with a solid social media presence. It's now about selling yourself in a balanced way. You're confident but not boastful; you're positive without being hyper. Be ready to answer the questions you're likely to get asked. Do your homework.

After all is said and done...would you hire you?

To learn more, get the Conquer Your Career e-guide. It is the perfect companion for job seekers and career changers. It offers 25 strategies and 100 specific tactics to ensure that you are doing everything you can to be successful.

Tell us...what tips would you share that have helped you gain the competitive edge?

Photo credit: www.antholisart.com

#career #career advice #career growth #job search #job seekers #jobs #conquer your career #image #resume #promotion advice

Management mindsets

by Helen Antholis

Management mindsets are critical to getting results in improving productivity and job satisfaction. In our new eBook (yours for free when you subscribe to our VIP newsletter), we adapted our popular 2011 summer series so that, in one place, you can evaluate your management mindset.

The eBook explores management mindsets for eight essential functions: Planning, Organizing, Communicating, Motivating, Hiring, Setting Performance Goals, Training, and Resolving Conflict. How to be a Better Leader - The Essentials calls for your own analysis of how you think.

NOTE to current subscribers: You have already received your download link in a special emailing this past Saturday.

Performance Advantage is a learning & development firm specializing in eLearning products and solutions for:

A. Companies that want to get better results in employee performance, productivity, and job satisfaction through:

eBooks

eCourses in management, training, and sales

customized one-to-one advising sessions; and

tailored training for clients who need to incorporate social media in their marketing plan.

Click here to learn more about our services.

B. Individuals who want to proactively manage their career growth. The Conquer Your Career e-Guide offers 100 practical strategies in four parts.

Take the free self-assessment and decide if you want the 4-part, 100 strategy e-Guide or any of its four parts with 25 strategies each.

Each of the four parts can be purchased separately.

Click here for more information on the Conquer Your Career e-Guide.

In this educational blog, we share stories and concepts related to creating better workplaces by encouraging the conscious adoption of leadership mindsets.

Join the conversation...

Click here to receive in your inbox: 2 FREE eBooks, special mailings, and our educational blog.

Photo credit: NYC at Sunrise by www.antholisart.com

#management #mindsets #leadership #planning #organizing #motivation #productivity #bosses #training #resolving conflict #setting performance goals #hiring #how to be a better leader #conquer your career #career advice #career growth #eCourses #ebooks on management #free assessments

Is it them or you?

by Helen Antholis

Getting to the heart of any matter means:

really listening,

determining the real issue, and

considering options that may be different from your current way of thinking

For example, your boss drives you crazy. How? Any number of ways. But in particular, when he/she does_______, it drives you up a wall. You feel like quitting but you can't (nor should you). You feel like telling him/her but you're worried you'll get emotional and either blow up or cry. You feel so frustrated that you wish someone would save you.

First, take a deep breath and...

Ask yourself:

How long has this been going on?

Did it always bother me?

How does it make me feel?

Is there any difference between when it first started and now?

How do I behave when it happens?

Often, behaviors that were once appealing or flattering now seem to be the reason you hate your job. What can you do?

First, take a deep breath and think about it.

Second, ask yourself the five questions above.

Third, if you don't have a clue as to what's going on, ask a friend to help you (not a co-worker!)

What may be happening is that you have changed. Your workload is greater and your stress points are stretched. What once was fine is now making you want to avoid the problem - or worse, attack it. It's time to consider that the problem, and therefore the solution, rests with you. After all, we know we can't change other people. What we do know is that we can temporarily see a change in their behavior if we do something different. Breaking the pattern is the key.

So let's go back to what your boss is doing that drives you crazy. What can you change? You can change your reaction, your feelings, your perspective, your behavior. Wow. Pretty powerful, huh? You can do more than you think. But don't think once will work. It takes time to break a habit (yours as well as your boss's.)

So take a deep breath and plan a strategy for the next time it happens. You'll be surprised at how different the interaction will be.

What works for you? Share a tip.

Photo credit "It's a New Day" by www.antholisart.com taken at Arches National Park, Moab, UT

#dealing with stress on the job #frustration #quitting #taking control #Arches National Park #Moab UT #It's a New Day

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A very cool opportunity! See below.

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I’m inviting you to a special 7-week webinar series featuring luminaries + thought leaders in the world of career personality, business strategy, job-hunting, health + vibrancy, happiness design + sass-tastic confidence.

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#audacity aces #audacity coach #coach jennie #happiness #work/life #business #health #career

"Take us to the World Trade Center"

The World Trade Center, August 2011

by Helen Antholis

Last month, we were in NYC and decided to go downtown to see the progress on rebuilding the WTC. We got into a cab and said "Take us to the World Trade Center." The driver looked at us and repeated "World Trade Center?" It was as if he hadn't been asked that before. For 10 years, people have referred to the site at "Ground Zero." It was time to change that and in our small way, it was a beginning. He knew what we meant.

Thirty years ago, I worked at One World Trade Center, 45th floor. It's hard to describe the magnitude of the buildings. They were their own city within the city, with their own zip code. The towers and concourse were filled with thousands of people - all going about their business. The elevators were vertical subways, with express and local stops. The views were amazing from every window.

We asked the driver to stop at Broadway so we could walk the last block to the site and take in the longer view. At Church Street, my husband took this photo. I started to cry. It's 10 years but it seems like yesterday. My heart goes out to all who still suffer with painful memories of that day. My prayer is that they find peace and comfort. Our gratitude goes to all who worked so hard to save and serve others then, and who still work today to rebuild and renew our hope. Our prayers to those in law enforcement and the military who keep us safe and protect our freedoms and to those we've lost in the pursuit.

We walked across the street, past the construction workers, to the other side of the site. From there, we could see them working to finish the memorial in time for the 10th anniversary commemoration this past Sunday. A friend of mine who lost her brother-in-law on 9/11 was there Sunday and said "the memorial is magnificent."

I'll be visiting again soon and look forward to saying to the cab driver, "Take us to the World Trade Center." And he will nod in silent agreement.

#World Trade Center

Summer Leadership Series: How did you do?

Eight weeks have passed since we started the Summer Series on How To Be A Better Leader. We covered 8 essential functions for supervising others. For those of you who signed up for the series, let us know what you thought by:

1. Emailing to us your Pre/Post Scores on the Learning Assessment; and

2. Evaluating the Series

For those who did not participate, or are finding about it now for the first time, the Series will be available to you as an ebook. Subscribe for an email notification about when that will be launched.

We're glad you had the chance to learn the basics of leading.

Click here to evaluate the series.

Tell us what you'd like to see next~

Regards,

Helen and Diana

worksmarta (at) gmail (dot) com

#Summer series #Leadership #Evaluation #Managing staff

Resolving Conflicts: How to Be a Better Leader Summer Session #8

by Helen Antholis

Session #8 of 8: Summer Series: How to Be a Better Leader

Resolving conflict is an essential skill for a boss. Conflict in the workplace is unavoidable. Even with the best attempts at communicating, there is bound to be some degree of conflict. Keep in mind that each individual in the workplace has a whole stadium of people and experiences behind them. How that person views conflict and responds to it will be shaped by those experiences. As a leader, our role is to prevent conflict and, when it occurs, manage it.

Welcome, class.

This is the last session in the free Summer Leadership Series.

If you are dropping in for the first time, click here for the Introductory Session posted on 7/5.

Subscribe to receive these and future posts in your inbox or RSS feed.

Listen, Engage, Act, Dare to Change

As you know from the Introduction, we have been covering 8 essential functions for a boss to master to work effectively and efficiently (we'll use "boss" for manager, supervisor, team leader, i.e., anyone who supervises others). With each post, you thought about how you'd be better at Listening, Engaging, Acting, and Daring to change. In other words, be a better LEADer. At the end of this post, enter into your notebook the actions you'll take to apply these behaviors to the function discussed. At the end of this session, you'll have the most-personalized performance plan ever developed. Then take the assessment again to discover your learning gain. Ready?

As you think about communication in the workplace, here are ways to think about conflict:

1. Don't think conflicts are based solely on personality. It's easy to say "It's a personality conflict" to dismiss miscommunications. But it's better to understand the reasons and look for ways to improve.

2. Don't think conflicts can't be resolved. Conflicts not only CAN be resolved, they MUST be resolved to build solid working relationships based on trust and open communications.

3. Don't think there's only one way to resolve a conflict. Many times, we form habits of how to resolve conflict. Some of us avoid the situation, some confront, some attack. The key is find productive ways of resolving conflict through mutual respect and collaboration. It will feel uncomfortable at first, but it's worth exploring different ways of assessing a situation.

4. Don't think once a conflict is resolved, it will never recur. Ah, wouldn't that be great. Fix it once and it goes away. Not so easy with people. Each day brings new surprises to the workplace. Expect conflict and you won't be disappointed when it occurs.

5. Don't think conflicts are unhealthy. Conflicts, when expressed with respect and calm, can be very healthy ways of getting to a proper resolution. Remember Group Think? Going along to avoid conflict is the surest road to disaster. Express yourself and allow others to do the same. But set ground rules on how to do that politely and with civility.

6. Don't think resolving conflict is not a learned skill. Many models have been developed on how to manage conflict. One can learn how to do this. Do a search on "Conflict Resolution Strategies" and you'll find numerous resources.

7. Don't think others can't benefit from learning about how to resolve conflict. Talk to your staff and colleagues about the topic. When you learn something, share it. Once you do, you'll learn even more.

8. Don't think you're all alone in this. Chances are good that your manager and colleagues are experiencing the same thing. Talk to them about how they are handling conflict. What has worked for them? What hasn't?

9. Don't think that there's a difference between men and women for resolving conflict. Avoid stereotyping people by gender. If you do, you'll most likely create the conflict you were hoping to avoid. Treat people as individuals. Train your mind to ignore those generalizations you've heard in your past. Control your emotions and assess the situation for what it is, not what you think it is.

10. Don't think that one's ethnicity/race/upbringing creates an embedded and stereotypical characteristic for causing and resolving conflict. When you face a conflict, you may find yourself thinking in ways that are counter-productive. Don't mentally assign someone to a group and think you can extrapolate or predict their thinking and behavior. It is a false assumption and if you act on it, you will find yourself in a very difficult situation. Treat each situation individually, respect people for who they are, and deal with behaviors, not "attitudes."

HOMEWORK:

List in your journal your methods for dealing with conflict and identify new ways of approaching situations. Identity assumptions you make that are not valid. List actions you will take to mitigate conflict.

We have enjoyed bringing you this free 8-week Summer Series on How To Be A Better Leader. Please tell us what you thought of it (worksmarta {at} gmail {dot} com). And let us know how we can further assist you in learning and growing.

As a conflict-resolution manager, you need to:

Listen with compassion to yourself and others

Engage with empathy the hearts and minds of colleagues, managers, and staff in the process

Act with respect as you navigate inevitable challenges, and

Dare to change old habits and mindsets about the process.

Resolving Conflicts: an essential element of being a better leader.

#resolving conflict #managing conflict #personality conflict #miscommunications #groupthink

Top 10 Training Tips for Managers - How to Be a Better Leader Summer Session #7

by Helen Antholis

Training employees is a vital function of a manager. Without training, employees would not know what to do or how to do it. But more than knowing how to train someone is the essential skill of analyzing performance that does not meet standards. Often, bosses think that training will fix the problem. That is true, only if the problem calls for a training solution. Here are our top 10 training tips for a manager in a presentation that you can download and share.

Welcome, class.

If you are dropping in for the first time, click here for the Introductory Session posted on 7/5.

Subscribe to receive them all in your inbox or RSS feed.

Listen, Engage, Act, Dare to Change

As you know from the Introduction, we are covering 8 essential functions for a boss to master to work effectively and efficiently (we'll use "boss" for manager, supervisor, team leader, i.e., anyone who supervises others). As you read each post, think of how you'll be better at Listening, Engaging, Acting, and Daring to change. In other words, be a better LEADer. At the end of this post, enter into your notebook the actions you'll take to apply these behaviors to the function discussed. At the end of the 8 sessions, you'll have the most-personalized performance plan ever developed. Then you'll take the assessment again to discover your learning gain.

As a trainer, you need to:

Listen with compassion to yourself and others

Engage with empathy the hearts and minds of colleagues, managers, and staff in the process

Act with respect as you navigate inevitable challenges, and

Dare to change old habits and mindsets about the process.

Training: an essential element of being a better leader.

Haven't filled out the survey yet? Click here to help us help you!

#training #development #management #leadership #needs assessment #curriculum design #performance problems #analyzing performance #preparing for training #training follow-up

Setting Performance Goals - How to Be a Better Leader Summer Session #6

by Helen Antholis

Session #6 of 8: Summer Series: How to Be a Better Leader

Setting Performance Goals is as important as having rules for baseball. Without everyone knowing what's expected of them, how to perform, and how to keep score, there would be chaos on the field.

In the workplace, whether developing goals with a new employee or an existing one, setting performance goals means taking the time to describe them in ways that ensure they are: a) understood; b) attainable; and c) measurable.

Welcome, class.

If you are dropping in for the first time, click here for the Introductory Session posted on 7/5.

Subscribe to receive them all in your inbox or RSS feed.

Listen, Engage, Act, Dare to Change

SET PERFORMANCE GOALS THAT ARE UNDERSTOOD

The first step in achieving performance is to ensure that your employee understands what is expected. That means, you and your manager must agree on overall goals and ensure that they are aligned with the organization.

The performance appraisal form and the job description are tools for discussing and documenting desired performance.

You've spent much time in hiring the right people. It's essential that you do your best to give them every opportunity to succeed.

SET PERFORMANCE GOALS THAT ARE ATTAINABLE

Once you've described desired performance, you need to be sure that it is attainable.

Are you providing the necessary resources, training, tools, support for success?

Do your employees feel that the goals are specific?

Do your employees think that the goals are realistic?

Are your systems, technology, and procedures efficient and effective?

Are company policies reasonable and implementable?

SET PERFORMANCE GOALS THAT ARE MEASURABLE

Imagine being in a baseball game and:

Not knowing what the rules are?

Not knowing how you're doing along the way?

Not knowing what it takes to score a run or win the game?

Not knowing how to tell when the game is over?

It's not that much different at work. People need to know the objective of the work and how it will be measured. They need to know, in observable and behavioral terms, how to perform, how performance will be monitored, and how their performance will be measured.

As the manager, it's your role to help your staff: a) understand their role; b) believe they can be successful; and c) know that you'll give them honest, constructive feedback along the way. This will build trust and confidence in you and themselves.

Tell us what you think about this topic. Have you ever worked in a place that did not clearly describe your goals or tell you how they would be measured?

HOMEWORK: Review your staff's files to ensure that you have well-written performance objectives.

Are they written?

Are they agreed to?

Are they attainable?

Are they measurable?

Have they changed?

Do they need to be adjusted?

Make a notation in your journal of what you need to do in order to improve upon the skill of setting performance objectives.

Have you taken our mid-session survey yet? Help us help you by clicking here to fill it out.

COHORT NEWS: Participants in this series self-identify by commenting on these posts. You are in a special learning community. Our hope is that you interact with one another. On Twitter, follow @worksmarta and use the #worksmarta hashtag to follow the conversation about this Summer Series.

Good luck! Comment below or email any questions: worksmarta {at} gmail {dot} com.

See you next week!

As a goal setter, you need to:

Listen with compassion to yourself and others

Engage with empathy the hearts and minds of colleagues, managers, and staff in the process

Act with respect as you navigate inevitable challenges, and

Dare to change old habits and mindsets about the process.

Setting Performance Goals: an essential element of being a better leader.

#goal-setting #goals #performance appraisal #performance evaluation #performance goals #performance review

Hiring - How to Be a Better Leader Summer Session #5

by Helen Antholis

Session #5 of 8: Summer Series: How to Be a Better Leader

Hiring the right people is a challenge and an opportunity. Unlike the stock market where "past performance is not an indicator of future performance," past performance in job candidates is a huge indicator! It's a challenge to find the right person for the open position; it's an opportunity to bring someone into your organization whom you can help to succeed.

To minimize your risks and select the candidate with the most potential, you need a solid process for:

understanding job requirements,

screening applications, and

conducting interviews.

Welcome, class.

If you are dropping in for the first time, click here for the Introductory Session posted on 7/5.

Subscribe to receive them all in your inbox or RSS feed.

Listen, Engage, Act, Dare to Change

HIRING

Understanding job requirements

Before you write that job posting, be sure you thoroughly understand the position you need to fill. The job description is your "contract" with an employee. If one exists, update it. If none exists, have a professional help you describe the position in a way that makes sense and includes the actual knowledge, skill, and experience requirements.

You can't know if an applicant qualifies if you don't have a precise understanding of what the position is and what it requires. Job descriptions are useful in clarifying your thinking about the responsibilities for the incumbent and the role of the position within your team/department/organization. If you don't know what the job is, how will you be able to explain it at the interview?

Screening applications

The posting has been placed and applications are coming in. These days, there are more than you ever imagined. Before you look at the first one, establish a checklist of:

minimum skill and education requirements

preferred skills and education

required direct experience (types, years)

required related experience

industry knowledge/expertise

technology skills

Then, take each resume/application and compare it to your checklist. Sort applications into three piles:

Pile 1 is for perfect or nearly-perfect matches

Pile 2 is for possibilities (many factors are a good match)

Pile 3 for no match at all

Next, review Pile 2 for moving to either Pile 1 or 3.

Then, narrow down Pile 1 for contacting applicants for interviews.

Note: In some organizations, a committee may screen applications for you. Be sure that you have informed the committee about the position and your minimum requirements.

Conducting interviews

Conducting interviews is the most challenging part of the process. In a short period of time, you need to assess how this candidate will perform in your organization.

PREPARE: Spend time preparing for conducting the interviews. Asking about experiences and past performance can help you assess their problem-solving and decision-making skills. Re-read the resume before the actual interview to refresh yourself on why you selected this candidate for an interview. To have a successful interview, you need to be well-versed on what you can and cannot say based on your country's laws. Prepare your questions and ask the same questions of each candidate. Leave space between each question so you can take notes. Make copies of each page and keep it with the candidates' resumes.

PUT CANDIDATES AT EASE: The candidates you have selected are excited and nervous about meeting you. Greet the candidates with a smile and handshake. If others are participating in the interview, introduce them. Do what you can to make the candidate comfortable. A glass of water is a nice touch.

BEGIN THE INTERVIEW: Begin by introducing yourself and explaining the process. Tell the candidate that you'll be asking a series of questions designed to help you assess the candidates' qualifications for the position. Explain that you are interviewing others and inform the candidate of next steps after the interview (e.g., how long it will take, who will contact them about the results, etc.). Tell him/her that they will have the opportunity to ask questions at the end. Next, give an overview of the position and how it fits in the organization. Let the candidate know if it is a new position or existing one. Now, ask your questions and take notes. End the interview by asking for any more questions and explaining the next steps again. Stand and shake hands, thanking them for coming in for the interview.

AFTER THE INTERVIEW: After all candidates have been interviewed, sort into 3 piles: Pile 1 is for definite second-interview candidates; Pile 2 is for possible second-interview candidates; Pile 3 is for no second-interview at this time (keep your options open). If you have too few in Pile 1, review Pile 2 for moving into Pile 1 or Pile 3.

Repeat the process for the second interview and make your decision based on your best judgment.

As a hiring manager, you need to:

Listen with compassion to yourself and others

Engage with empathy the hearts and minds of colleagues, managers, and staff in the process

Act with respect as you navigate inevitable challenges, and

Dare to change old habits and mindsets about the process.

Hiring: an essential element of being a better leader.

What are your thoughts on this? What tips can you offer that have worked for you?

Click here to comment anonymously on this Summer Series.

#hiring #interviewing #jobs #job descriptions #screening applications

Communicating - How to Be a Better Leader Summer Session #4

by Helen Antholis

Session #4 of 8: Summer Series: How to Be a Better Leader

Welcome, class.

Communicating is the most challenging and essential skill for a leader. Without it, the workplace becomes frustrating and aggravating. Productivity and morale suffer and ultimately profitability is threatened. How many times have you heard, "If only we had better communications around here..." Here, we will discuss what good communication looks like in the workplace and some common obstacles to the process.

If you are dropping in for the first time, click here for the Introductory Session posted on 7/5.

Subscribe to receive them all in your inbox or RSS feed.

Listen, Engage, Act, Dare to Change

What is communication in the workplace and what forms does it take?

Communication is any interaction between two or more people that attempts to ensure understanding. Those communications can be:

Verbal - face-to-face; voice-to-voice; phone mail; telecasts; or webinars

Non-verbal - body language; facial expressions; visual cues & gestures; art; music; visual performances

Written - formal correspondence; books; articles; websites; blogs; text messages; instant messages; email

Video - television; internet; dvd

Audio - CDs; tapes; podcasts

Combinations of these types occur in offices; interviews; meetings (one-to-one or group); conferences; lunch; and training sessions.

Functions during which good communication occurs include:

Planning

Motivating

Organizing

Hiring

Setting Performance Goals

Training

Resolving Conflicts and more

With so many choices and opportunities for communicating, why is it so difficult to get it right?

Numerous articles and books have been written on this subject but the one that gets to the heart of it, for me, is "Barriers and Gateways to Communication" by Carl R. Rogers and F. J. Roethlisberger in Harvard Business Review, Nov-Dec. 1991 (#91610). This article includes a retrospective commentary by John J. Gabarro as the article was first published in 1952. You can only imagine how the workplace and managers have changed in the past 60 years and 20 years since the reprint. Yet, the main points are still valid.

Fundamentally, "the biggest block between two people is their inability to listen to each other intelligently, understandingly, and skillfully." This is because people have the tendency to "evaluate what another person is saying and therefore to misunderstand or to not really 'hear'."

What does it look like?

Think about it. We know that people do this. We do it. How can we build interpersonal relationships if we are always judging people and what they are saying (or not saying?)

"That meeting was a total waste of time."

What type of response is typical in the workplace? Might it be...

"I agree. What was the point!? We accomplished nothing and now I'm three hours behind in my work."

Listen. Don't evaluate.

Our natural tendency is to express our point of view. Well, if that's the habit, the response needs to change to have more effective communication. For example, wouldn't it be helpful if we asked...

"I can see that you're frustrated by the time taken for that meeting. Is that right?"

Many of us learned this as "active listening."

When we work at listening better and really try to understand the other person's point of view, we can improve communications. Then, the relationship improves and the interaction allows for effective problem-solving because the "Adult" ego state (see Transactional Analysis post) is activated.

Homework

Read the Rogers/Roethlisberger article.

Think about the occasions in which communication is ineffective in your workplace.

Who is/are involved? Is it the same people?

What are the triggers? Is it work-related?

What are the barriers to understanding? Is it feelings?

How can feelings be dealt with and managed?

What types of listening skills work?

What complicates the situation?

What can you do to make it more effective?

Enter your thoughts in your journal.

As a communicator, you need to:

Listen with compassion to yourself and others

Engage with empathy the hearts and minds of colleagues, managers, and staff in the process

Act with respect as you navigate inevitable challenges, and

Dare to change old habits and mindsets about the process.

Communicating: an essential element of being a better leader.

Added reading:

Difficult Conversations: How to Discuss What Matters Most

This book offers advice on how to communicate effectively and move us into the "learning conversation." A must-read for anyone who talks to other people.

#communications #supervision #active listening #feelings #productivity #morale #frustration

Organizing - How to Be a Better Leader - Summer Session #3

by Helen Antholis

Session #3 of 8: Summer Series: How to Be a Better Leader

Welcome, class.

If you are dropping in for the first time, click here for the Introductory Session posted on 7/5.

Subscribe to receive them all in your inbox or RSS feed.

Listen, Engage, Act, Dare to Change

ORGANIZING

Being organized and organizing work for others is an essential skill for a boss. If you've ever reported to a disorganized person, you know how important it is. Without organization, people set their own priorities, get confused, miss deadlines, lose motivation, and become underutilized. With an organized workplace and leaderful direction, goals are achieved, customers are served, time is respected, and work gets done.

What parts of the workplace need organization? Before reading further, list the top 3 areas that come to mind...

1________________________2________________________3_________________________.

Now, check this list below. Your ideas are important. If yours are not on this list, please comment below so that we can all learn from each other.

Here are some thoughts on organization in the workplace:

1. Get yourself organized. Before trying to organize others, start with yourself.

Do you have methods for tracking goals, establishing timelines for getting work done, planning your day/week/month to schedule priorities (including personal time for re-charging your batteries?)

Do you have efficient work habits (not being addicted to emails; planning your next day before you leave the office; having a clear desk; getting your "A" priorities done first?)

Do you use technology to streamline your workload and find things faster (email folders; project management software; records management systems; useful spreadsheets?)

For a quick assessment, click here for a previous post.

2. Organize the work of others. Your employees need to feel that you are in control of the department and that you'll help them be successful. They need you to ensure that the work they are doing aligns with the organization.

Do your employees understand the company's strategic plan?

Do they know your department's objectives?

Do they know their objectives?

Do they understand why their performance matters?

Do you have an organized way of training employees?

Do you guide them on how to achieve their objectives?

Do you provide periodic feedback?

3. Organize meetings. Meetings are a way of life in the workplace. Some go on forever; some are timed. Your role is to decide when and if a meeting is necessary. If it IS necessary, you need to have a specific set of objectives and an agenda. Start with the end first.

What do you hope to achieve with this meeting?

Did you invite the right people?

Did you give advance notice with an agenda?

Will you start and end on time?

Do you set ground rules for behavior, topics, tangents?

When people know that their time is well-respected and they are prepared for the meeting, it can be a very productive and exciting hour. But if it's not organized and people aren't sure why they are there, not only is time wasted but energy and motivation as well.

4. Organize data-analysis methods and monitoring systems. When you watch a sports event, you know how the score is kept and what it is at any moment in time. It would be very frustrating to watch a game where none of the players knew: a) the objective; b) how to achieve it; c) how they were doing; or d) when it was over. It's the same in the workplace. Have methods to keep everyone aware of how the game is being played and measured. Without those methods, it's impossible to make any adjustments along the way.

5. Organize change efforts. Without a doubt, things will change in the workplace. Resources, regulations, customer needs, documentation, strategies, tactics - if it can move, it will change. Your role is to organize and manage that change effort. You can do this by:

Organizing your communications systems

Organizing your writing

Organizing your time

Organizing your thoughts

If you have organized yourself, the work of others, meetings, data-analysis methods, and monitoring systems, it will be easier for you to incorporate change as it occurs. Think through the best ways to do that by including others in the process. Organizing does not need to be a solo activity. Bring a diverse team together to develop the best ways to adopt change. The process will be an opportunity to develop your staff and learn about the issues that concern them.

What other ideas do you have for being organized in the workplace?

Please comment below.

Homework:

Read the Organization: Work Smarter post

Take the assessment

Think about the type of organizer you are

Write notes in your journal about the things you do well

Write notes in your journal about what you will commit to improve

As an organizer, you need to:

Listen with compassion to yourself and others

Engage with empathy the hearts and minds of colleagues, managers, and staff in the process

Act with respect as you navigate inevitable challenges, and

Dare to change old habits and mindsets about the process.

Organizing: an essential element of being a better leader.

#organization #leadership #meetings #boss #change efforts

Motivating: How to Be a Better Leader - Summer Session #2

by Helen Antholis

Session #2 of 8: Summer Series: How to Be a Better Leader

Welcome, class.

Warning: this is a long session. Set aside some uninterrupted time for this one.

If you are dropping in for the first time, click here for the Introductory Session posted on 7/5.

Subscribe to receive them all in your inbox or RSS feed.

Listen, Engage, Act, Dare to Change

MOTIVATING

Understanding motivation is essential for a boss. It's a challenging topic that has been researched in the workplace for many years. Frederick Herzberg wrote in 1968 for Harvard Business Review, "One more time...How do you motivate employees?" That was 43 years ago! Whether you are motivating an individual, a team, or a department, a "climate-setting mindset" will help you achieve results. What's a climate-setting mindset, you ask? It's when you continually say to yourself, "My job is to create a climate in which people feel motivated. Am I doing that?"

Each evening, your employees (and you, too) have dinner or call a friend and have a "conversation" about the day. The question is this: Is the conversation filled with enthusiasm and excitement about feeling challenged, recognized, and respected? Or is it filled with rants about feeling angry, depressed, disappointed, embarrassed, worried, fearful, or insecure.

As I see it, your goal is to create a climate in which you and your employees have great stories to tell at the end of the day. When you do that, you'll find that you've found the key to motivation.

"How do I create this climate?" you ask?

First you need to understand human nature and some basic motivation theories. Abraham Maslow's Hierarchy of Human Needs is a start. Or read Herzberg's article on motivation.

Next you need to observe your workplace. What are the employees doing; how do they look and sound? If you really look around, you'll be able to tell right away.

Then, you need to check how you communicate - visually (body language/facial expressions, verbally (your choice of words), and orally (the tone of voice you use.)

Then ask yourself, how motivated are you? If you're trying to get someone else to do something, you're the one who is motivated! Motivation is intrinsic. Work on the climate.

Plain and simple, here are ten ways to NOT create a climate in which people feel motivated:

1. Don't think because you're motivated that they are. Often, we get excited about the challenge of achieving a goal. As a boss, you need help. Naturally, you would hope that your staff would be as excited as you. But don't take that hope for granted. Think about what and how you are communicating the vision to them. Think about the climate in the workplace.

Is it threatening or supportive?

Is it challenging or mundane?

Are your employees eager to get the job done or complacent?

Observe and listen. Ask questions. Think about your communication style. Assume that they don't know as much about the goal as you do.

2. Don't think that what motivates you motivates them. We are all motivated by different things. Maslow says we are motivated when we seek to gain something or avoid losing it. Basic needs must be met before moving up to higher-level needs (e.g., job security vs. self-esteem). For example, you may be motivated to gain recognition from your manager (self-esteem) but your staff may be motivated to avoid losing their jobs (job security). Knowing what your employees hope or fear will help you communicate in a way that helps them move "up the pyramid" to a more-secure level of function.

3. Don't think that they should be glad they have a job. These days, many are concerned about keeping their jobs. That doesn't mean that just because they have a job that they are satisfied with it and therefore motivated. It's natural to get frustrated with staff that don't seem to appreciate being at work.

But your job is to find a way to enhance the work climate or minimize the irritants that foster dissatisfaction.

Herzberg can help with theory on motivation. Read it first; then open a discussion about it. It may seem risky, but keeping the lines of communication open is necessary. You may be able to help!

4. Don't think they are happy about staying late. Okay, there's more to be done than is humanly possible with the few staff that you have. You need to have a discussion about that with your manager. But do it with facts. Whining gets you nowhere. If your staff is consistently staying late (you know this, right, because you're there too), form a team to assess why. Perhaps there are process improvements that can streamline the workload.

5. Don't think they don't talk about you at dinner. Ah yes, dinner time. Or the weekend. Or at lunch. People talk about work and their bosses. And it's not always pretty. I'm working on a book: Building a Productive Workplace: Great Dinner Conversations. When a boss realizes that every action and statement during the day has a profound effect on a staff member, he can decide to make a conscious choice in his behavior.

As a manager, I have told new employees "Tonight and every night, I want you to have a great dinner conversation about work. If that conversation starts to change, I need you to tell me. I can get busy, so I need you to keep me informed about how you feel about the job and the workplace. Together, we'll make this a great place to work." It worked. And it has worked in many different places.

6. Don't think they would rather be working than doing something else. Yes, your employees have a personal life and dream of winning the lottery. Maybe even you do too! We spend many waking hours commuting and working. We don't want to bring work home at night or on the weekends. And we don't want to bring home those awful stories.

Encourage balance

Support time off

Understand that flexible schedules are very appealing

Build in some fun at work. Everyone enjoys a laugh.

7. Don't think they are only working for the money. People work for many different reasons. Volunteers are a good example of people who don't work for money. However, money gets them in the door in most cases. Then, you take over. Check out Herzberg's theory on job satisfaction.

He makes an interesting distinction between job satisfaction and job dissatisfaction.

They are not opposites. The opposite of job satisfaction is no job satisfaction. The opposite of job dissatisfaction is no job dissatisfaction. Once you understand his theory of motivation, apply it to yourself. It will be enlightening.

8. Don't think they love change. Imagine this: Your boss introduces a new challenge. You know that to grow a business, things need to change...whether it's something new or a better way. You may or may not be ready for it. Chances are, your employees aren't at all. People get used to routines. There's comfort in that (think Maslow's safety need). And now you have to introduce the change and want employees to embrace it.

Keep in mind that while you hope that they're waiting with open arms to embrace it, chances are their arms are folded across their chests. Your role is to anticipate and uncover resistance to change to help your staff through it. That's a climate-setting role for you.

Ask questions

Listen to the answers

Explain it well, and

Ask for their ideas on incorporating the change.

People implement what they help create, as we said in the PLANNING session. How you approach the change will affect everyone's willingness and desire to adopt it.

9. Don't think they love you. This is work. It's not some reality show. The workplace needs to be a place of mutual respect. That doesn't mean everyone has to love you. And don't think they perform their jobs because they love you and want to make you happy. People are motivated by different things. Yes, people want to be accepted. Humans are social animals. They want to be liked. But don't mistake a basic human need for anything else. You're the boss and the employees work because they want to or have to. Keep it professional. Keep it business-like...nothing more, nothing less.

10. Don't think they believe they couldn't do your job better. I tried to word this without all the double negatives. Basically, employees think they can do a better job at supervising than their bosses. That pretty much sums up those dinner conversations..."What he should have said...What she needs to do...etc." Everyone's a critic. That's why it's important to keep the lines of communication open.

Observe reactions, ask for feedback, listen to your staff.

They are the key to YOUR success. Learn from them.

Homework:

Learn about Herzberg and Maslow. Study and understand their theories. Find ways to apply them to your workplace. Enter your thoughts and ideas in your journal. Use your PLANNING skills to develop a staffing plan for the year with the goal: To create a climate in which my employees feel motivated. Include how you will measure the results.

As a motivator, you need to:

Listen with compassion to yourself and others

Engage with empathy the hearts and minds colleagues, managers, and staff in the process

Act with respect as you navigate inevitable challenges, and

Dare to change old habits and mindsets about the process.

Motivating: an essential element of being a better leader.

Good luck! Comment below or email any questions: worksmarta {at} gmail {dot} com.

See you next week!

#HBR #Herzberg #Maslow #change #motivation #working late #leadership #boss #workplace

How to Be a Better Leader Summer Session #1 - Planning

by Helen Antholis

Welcome, class.

If you are dropping in for the first time, click here for the Introductory Session posted on 7/5.

Today is Session #1 of 8 in our Summer Series: How to Be a Better Leader

Subscribe to receive them all in your inbox or RSS feed. Participants, see COHORT NEWS below.

Listen, Engage, Act, Dare to Change

As you know from the Introduction, we are covering 8 essential functions for a boss to master to work effectively and efficiently (we'll use "boss" for manager, supervisor, team leader, i.e., anyone who supervises others). As you read each post, think of how you'll be better at Listening, Engaging, Acting, and Daring to change. In other words, be a better LEADer. At the end of this post, enter into your notebook the actions you'll take to apply these behaviors to the function discussed. Comment on each post to share your thoughts with the rest of the learning community. At the end of the 8 sessions, you'll have the most-personalized performance plan ever developed. Then you'll take the assessment again to discover your learning gain. Ready? Let's begin.

PLANNING

Planning is an essential skill for a boss. Whether planning goals for the year or planning for one day, a planning mindset will help you to achieve results. Trust me, time will go by and without a plan, distraction will win the day. And without attention to the plan, you'll lose control of your staff and work.

Here are ten ways to avoid losing control:

1. Don't think any old plan will do. It's not enough to throw something together to satisfy your boss. Alignment with your boss's goals (and the organization's) is an essential function to maintain control of the process over time. Give a good deal of thought to what a plan should look like and be sure to include those elements.

2. Don't re-use last year's plan to save time. Creating a new plan is energizing and useful in maintaining high levels of motivation. Things have changed since last year. Use the framework, but build new content.

3. Don't think that alignment with corporate goals isn't vital to success. No one wants you and your staff working on anything that doesn't align with the vision of executive leadership. Trust that they know more from their vantage point. Use their strategies for developing your own implementation methods. Your performance is depended upon to achieve overall goals.

4. Don't stick to a plan if conditions and assumptions change. Things happen that are beyond our control. Regulations, the economy, customers, funding, etc. A plan needs to have some level of flexibility built into it to work. Be open to reviewing the plan and its assumptions/constraints and keep your boss informed.

5. Don't write a plan on your own. Involve others and collaborate to make a better plan. People implement what they help create. Besides the value of diverse thinking, you'll gain a commitment from your boss and staff to make it work.

6. Don't think planning isn't an activity that's done daily, weekly, monthly, quarterly, and annually. Depending upon the volatility of the business and the stability of your staff, things can change pretty rapidly. Review your plans frequently to ensure that you stay on track.

7. Don't overdo the time you spend on PLANNING at the expense of DOING. The best laid plans...analysis paralysis...you get the point. Planning is essential; doing is crucial.

8. Don't think plans won't change. After all that work, who wants to re-do, adjust, modify, alter, or revise the plan. What did we do all that work for? Well, if your planning mindset is that plans can and will change, you'll be much more open to any modifications that may be needed. You may, in fact, be the one who INITIATES the change!

9. Don't think plans are a useless exercise. When you've done enough of them and they work, you may not think the plans are the reason for the results. Sometimes, we get complacent. Sometimes, we just get frustrated. Bottom line. Plans are important. Sometimes you only see that in hindsight.

10. Don't think a job interviewer won't ask you: "So tell me about a plan you developed and executed. What was the result and what did you learn from the experience?" As a boss, manager, or supervisor, this skill is what makes you worth the higher salary. Planning is a responsibility that develops and executes a vision. At any level in the organization, it's vital to operational success. Develop it, communicate it, execute it, monitor it, and revise it when necessary. It will help you accomplish your objectives and achieve your goals.

As a planner, you need to:

Listen with compassion to yourself and others

Engage with empathy the hearts and minds colleagues, managers, and staff in the process

Act with respect as you navigate inevitable challenges, and

Dare to change old habits and mindsets about the process.

Planning: an essential element of being a better leader.

Homework:

Make a list of plans that you need to develop or review.

Schedule a meeting to review the assumptions and constraints.

What has changed? What needs to be adjusted?

Do you need a plan where none existed before? Think about the approach you need to take to develop its goals, objectives, time frames, assumptions, constraints, limitations, costs, permissions, and people to develop and implement it.

Once developed, create a communications plan that will keep everyone informed.

Communicate the change to all involved

Identify the leadership skills you need to employ to make it a success.

Good luck! Comment below or email any questions: worksmarta {at} gmail {dot} com.

See you next week!

#collaboration #communication #how to be a better boss #leadership #planning #training

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