What's on Your List?

Beginning the New Year you probably had a list. Resolutions, goals, dreams and other names adorn the tops of those lists but most are clearly future focused on business or self improvement.

So, what about you? How have you determined and declared your new pace and direction for this year? What are the top of mind issues that are driving your actions and reactions on a daily or weekly basis?

If relationships, specifically those that help you and help you help others are near or at the top of your list, bravo. Over time the right balance and types of relationship priorities will move you in a positive direction for your personal and professional achievement.

And what type of relationships will really give you the right balance of knowledge, accomplishment, influence and service? Being both a protégé and a mentor offers the best on both sides of the coin. Here’s why.

You’ve probably heard the old adage, ‘when the student is ready the teacher will appear’. Truly that sage advice has merit and numerous stories that can back up the premise. But, just for the sake of grins, let’s look at the reversal with a slight twist for another truth. When the mentor is ready the protégés will appear. Got it?

A great life principle is built on the truth that you are never given a challenge that is too big for you to handle. Whatever challenges or obstacles that confront you will always be within your abilities (or the abilities of those you know and call on) to be conquered. You’ve seen that happen on numerous occasions, haven’t you?

If you believe that truth then you’ll be proactively responding to any and all challenges or opportunities. That includes those in the relationship development arena.

You have faced some major challenges in your life, perhaps especially over the past two years. If you have incorporated the assistance of another (like a wise mentor) you have most assuredly met those challenges with greater confidence, more competence and with a stronger probability of overcoming.

Likewise, if you have been there for others (as a wise mentor) you have made the difficult or impossible task easier, less scary and more doable. Plus, you’ve walked away feeling better about yourself too. What a nice ‘extra’ you received that you weren’t counting on.

So, before you do anything else take a moment to reflect and act on this prompting. If relationship building isn’t on or near the top of your list add it right now. Next, find your first (or second or third) mentor who will become a wise listener, teacher, advisor, connector, encourager for your specific needs. He or she is ‘ready’ and waiting for you to appear and may be closer than you think.

Then, make yourself ‘ready’ as a mentor for someone else. It is easier than you might think and could be the most rewarding relationship you build this year.

Are you ready to become both a mentor and a protégé? Perhaps it’s time to add that to your list.

Tweet reference as http://bit.ly/agWlVL

Are you doing organizational remodeling?

We recently underwent some remodeling to our home. When we decided what we needed done, it seemed like it was the right thing to do at the best time and that would be done quickly and easily. We are 2 weeks into the 3 week project and there have been some great ideas added to the work and some unplanned events that took away from the time needed to pack and move stuff. Plus we didn’t think of all the dust and debris that would add a necessary clean-up phase to the overall project which was running through our holiday season with expected guests arriving soon after. Our estimated timeline got an extra few days added to the front-end for obtaining boxes and packing. Then clean-up will be added at the end for sometime after completion. You may be wondering what has our remodel to do with your leadership issues.

If you are planning your own company remodel (location, product, or service related) or other type of reorganization, then perhaps you should take some time to think things out? When it comes to reorganization or remodeling, you need to remember that change is hard and sometimes messy. You should consider if this is the right time to make a change and if not now then when? You must plan for all phases of the change and everything you may need in order to accomplish your goal with the least problems. Determine where your project may get derailed or additional work will be required. What materials are necessary and where will additional help be needed. Consider your crisis management plan. Don’t be afraid to suggest new ideas that result in a better remodel and stay open to others suggestions as well. Get everyone involved as soon as you can to make sure nothing has been overlooked.

Most people don’t like change, even if it is for a good reason. Before, during, and after the change, you must keep communication lines open so everyone knows what is happening and when. An informed group of employees, vendors, and customers is less likely to complain or sabotage your change plan if they understand the what, when, why, who, where, and how.

• What changes are being planned? What will the final result should look like?
• When will the changes begin? When is the expected project completion date?
• Why is this change necessary for the company?
• Where will the organization be (good or bad) after the change process is complete?
• How will the change benefit the organization? How will it benefit the company’s stakeholders (customer, employees, vendors, stockholders, etc.)?

Are you doing organizational remodeling now or planning it for next year? If you are, consider reading other informative posts in the blog archives on change and leadership. If you have completed a successful remodel or reorganization, please share your lessons learned with others with comments on this post.

Tweet reference as http://bit.ly/c43DvS.

Ten Tips for 2010

This is going to be a good year. In the words of Mary Crowley, founder of Home Interiors, "If it's going to be, it's up to me!" To make it good, I'm doing 10 simple things. As they say in the clothing industry: "You're welcome to try them on and see if they fit."

1. Determine what matters most to you. Things change. Health changes; families move; finances shift. You may need to press the "Reset Button" and ask yourself what's Number One in 2010?
2. List your top 3 strengths. Research studies show that we grow faster by accelerating our strengths -- rather than trying to wean ourselves away from our weaknesses. Strengths? Write them down. Examples: avid reader; can make people laugh; great with math and finance; interested in science and the future; nurturing with sick people; love technology; etc.
3. List 6 people that would be pleased to hear from you. Someone with whom you've lost touch. Someone that has had to "tough it out" this past year. Or someone that cares deeply for you.
4. Define 1 problem that you can reframe into an opportunity. This means take something that is a problem -- and rethink it. Look for ways that this problem will bring about some new ideas, new friends, new activities, new job, or new associations for you. None of us know what is around the bend. However, I do know that many times we can not see the opportunities out ahead of us because we have our heads down. Look up and look for ahead.
5. Resolve to find and implement 1 way to save money. I found $1,300 this past year that had been "frittered away" in one area. What was I thinking? It brought no greater enjoyment, no greater status, no greater anything! I was simply not thinking! What other "areas" of my budget need evaluation and closer study? How about yours?
6. Find 1 ongoing way to help others. The key is ongoing. What can you do that will make a difference to someone else? You know, we live in a country that values "good looks, big houses, frivolous consumption", and we can become pretty self-absorbed. Find your way to give...and do it over-and-over again. Ongoing help calls for your developing an interest and concern for one segment of people less fortune than you are... then give your time, talents and resources. It fulfills you while helping others.
7. Make a list of new business relationships to pursue. Are you in the workplace, looking for a job, own your own business, retired? It doesn't matter. Evaluate new business relationships - pursue ones that pay off for you (and are pleasant); get rid of ones that cost you (and are unpleasant).
8. Develop 3 new relationships this year. My husband and I try to find three new couples each year who we'd like to know better. We invite them for dinner or an evening out on the town. It broadens our perspective as we discover others' professions, hobbies, and passions. The old saying serves us well: "Make new friends, but keep the old. One is silver; the other is gold."
9. Learn 2 new skills this year. I love to learn, and I also love to teach. So, I try to find new things that I know nothing about, like: blogging, webinar software, Wii-Fit, video uploads, animated software, Twittering, etc. I need all these skills to be better at what I do in my business. What do you need to learn to be better? Continuing education classes are offered at your local college, libraries offer free seminars; cities offer workshops. Keep your eyes open. Learn two new skills this year.
10. And finally, recognize your 1 greatest fear. Say it. Repeat it. When you face your greatest fear, you can begin to dissect it...break it down into manageable parts. As you evaluate each part of your greatest fear, you will realize that you can overcome that small part of it. You can learn about it; you can ask others who've overcome it; you can develop a plan for just that small part of your greatest fear. Over a period of time, you realize that, if you had to, you are prepared to manage your greatest fear.

You may have your own 2010 list. I'd love to hear what's on yours, so share via comments on this blog. Whatever it is, I simply encourage you to do new things. I think it's healthier than "rut living". Jokingly: The grown-ups say the definition of insanity is "to keep on doing the same thing and expect different results." God willing... I'll be right here working on my list through 2010.

Tweet with reference: http://bit.ly/bC4SFw

Not the same old leadership training highway

Your leadership talent is critical to your organization's success. During tough economic times, reaching goals and outpacing the competition is especially crucial. In 2010, the essential move for training divisions is to transform and change in order to keep up with the times. It's not the same old highway.

Investing wisely in new and existing supervisors requires focus on what is happening on the frontline and on the individual needs of that talent. According to Training and Development Magazine, three essential components for training in the New Year include organizational, analytical and interpersonal focus.

Harvard Business School professor and author Michael Beer says that CEOs who recognize the need to achieve "sustained high commitment from all stakeholders," recognize the value of high commitment, high performance (HCHP), and their organizations will stand out among others because of long periods of excellence. Beer points to firms like Southwest, Johnson & Johnson, Hewlett Packard and Toyota as leaders in excellence. Achieving commitment and performance is attainable in any industry; however, most companies haven't reached the HCHP club.

The differentiator, Beer says, is that these companies sustain performance because they achieve three goals:

1. PERFORMANCE ALIGNMENT: Organizational design, business processes, goals and measures, and capabilities targeted for a winning strategy.
2. PSYCHOLOGICAL ALIGNMENT: Leadership toward a higher purpose, challenging work and making a difference. Human resource management policies and practices geared toward leadership "managing with heart."
3. CAPACITY FOR LEARNING AND CHANGE: Honest communication at all levels about anything that is a roadblock for meeting goals. Creating a performing organization that equally values a strong learning system and a strong culture.

According to a study by Jim Trinka, Ph.D. and chief learning officer for the FBI, focusing on developing others and their communication competencies can increase overall leadership effectiveness by 50 to 60 percent.

Study evidence supports the establishment of a performance-managed organizational culture - not from a command and control perspective but rather one that involves a coaching environment and conscious attempts at continuous dialogue within work teams to achieve a balance between driving for results and interpersonal skills.

If these studies and quotes have not convinced you, review the scenario from my last post to consider if poor leadership may be going unrecognized in your company and how if might hurt your business. If you are doing something innovative in your company with leadership training, please share those ideas and your success stories with our readers so everyone can benefit from your expertise as well. Share by using the comment feature on this blog.

Tweet with reference: http://bit.ly/7zgfuk

Set Goals Within Your Employees Line-of-Sight

Your organization has probably just completed your strategic goals for 2010 or is in the process of creating your goals. Goal setting is important to do early in the year and reviewed frequently. The sooner your actions can be steered to achievement of where you want to be, the sooner you can feel the satisfaction of accomplishment.

Your top executives typically set the goals for your organization; however company goals are only effective if every one of your employees know exactly how their work contributes to achievement of the goals. We call that concept "line-of-sight" goal setting. Drawing an imaginary line between the goal and the actions your employees take on a daily basis. Start by asking these questions: Can your employees "see" how their efforts and daily work make an impact on corporate goals? Do they understand the concepts stated in each of the goals?

Quite often company goals are stated strategically such as: 1) Increase profit by 15% or 2) Increase market share by 5%, or 3) Reduce operating costs by 20%. Your organization's CFO or Vice President of Marketing may know exactly what they have to do to achieve these goals but does your receptionist, production operator or mail clerk understand how their jobs impact the organization's objectives? Many of your employees may look at these types of goals and think "this doesn't really pertain to me and my job."

The process of linking goals to everyone in the organization is called cascading goals. Like a waterfall cascades down the stream, goals start at the top and cascade down through your organization. For example the strategic goals created at the top of the organization are first translated by each department head. Then each unit in the department takes the department goals and translates them into useful language and targets. Finally, each manager within the unit works with each employee so they see how they're every day actions can contribute to the goals.

What if your company does not practice cascading goals, can you still apply this concept? Yes, begin by locating your organization's and/or departments goals. Examine the goals and help translate how your employees can make a contribution. Create that line-of-sight for your employees. If you are unsure how to translate a goal, make an appointment with your manager and ask for clarification.

To feel the motivation of success, employees need to know how they contribute to the game. By helping your employees feel part of the game, they will be closely linked to the success of your organization and feel they are making a difference when goals are achieved. Who is more engaged: the person who stands on the sidelines and just watches or the person on the "field" who understands their role and celebrates success when the whole team "scores?"

Tweet with reference: http://bit.ly/4JxzMb

Case for changing what highway supervisors are on

Consider this scenario: Ron works for a pharmaceutical company in Indiana. He's been with the company for five years as a sales representative. Six months ago, Ron was promoted to sales manager and relocated to the home office in New York. Upper management's rationale was that his success in the field would make him a top manager who would increase the productivity of three other regional teams.

It hasn't taken long for upper management to realize that Ron isn't the manager they'd hoped for. It took Ron's staff only a few months to come to the same conclusion. What went wrong?

Success depends on leaders who can create common purpose, identify opportunities and new markets, and motivate and engage their teams.

Ron is a great salesperson, but he is not a great communicator. He failed to articulate his vision to the regional teams and to involve them in the process. He managed by fear, setting unrealistic goals without input from his team. He sent a message in a memo, "If you don't like the goals, then consider looking elsewhere for a job."

It doesn't take long, either, for today's diverse employees to recognize a poor manager. Some of the company's top salespeople have already left the organization. Ron's heavy hand was his own style and did not reflect the values of the organization. As a result, the regional teams have missed their sales goals two quarters in a row. Ron has blamed the teams for poor performance, and he raised goals again without team input.

Upper management at the pharmaceutical company is looking to replace Ron, but the damage is done. Having a great person from the field doesn't always translate to great leadership. The truth is that this situation is not only Ron's fault. This has been a pattern in this company for over a year.

The company has stalled along the highway. Due to the economy the company chose to drop its leadership training program and suspended other training programs, citing a lack of time and resources.

What the company should be doing is practicing innovation (and transformation to boost its training division. Ron, and others like him, could have become a better leader if assessment and training had been in place to pinpoint needs for the following:

- Fundamental management and communication skills
- Goal-setting and performance standards skills
- Motivation for productivity skills
- Coaching skills

Time and resources need not be the fallback issues anymore. Today's technology provides innovative training options with blended learning with online training. In addition, asking seasoned leaders or team members to mentor junior leaders and staff through collaborative communication spaces, such as online portals, e-mail, webinars and online corporate communities, can give employees the precise training they need, when they need it. These solutions can be transformational and cost effective, turning lackluster performance into leadership and teams focused on business processes.

Realistic and relevant goals and measures as well as capabilities targeted for a winning strategy are within reach. See my next post for 3 goals your leadership training should achieve.

Time for New Year’s goals, objectives, or resolutions

It is interesting that people use the first of the year to set personal resolutions or goals they wish to attain. Organizations also start of their fiscal year by selecting new goals or objectives for their company success and as standard of achievement for employees or departments. To decide what type of goals to set, you must first look at your past to determine what would be a good future for you. You should also look at the definition for resolution, goal, and objective to determine which best suits your needs especially if you find that a previous method did not work as well as desired in the past. To view the Wikipedia explanations for each, click on the links in this paragraph.

If you want to find out ways to achieve some personal resolutions, check out the dozen or so most commonly set resolutions the US government has recorded with helpful links. It is interesting to note that two of the top resolutions have to do with job satisfaction and work stress.

Wikipedia considers goal and objective the same thing. Most organizational effectiveness professionals would consider them similar but not done in exactly the same way. Therefore, below I provide examples from my corporate and non-profit training materials for “Dynamic Group Development” (copyright 2006) of teams that may be more helpful as a descriptor to decide what to classify your organizational goal planning as. When building company goals, use a defined annual process and be sure to consider making the organizational goals SMART or for team goals consider using the 4 C’s.

• Group goals will be a few sentences relevant to their reason for existence and specifically detail the items the group will accomplish and within what designated timeframe. These goals will also include how the group will measure success. Additionally, to be sure the group can attain their goals, they will not write any that are outside the scope of the group’s current power. Goals may be developed by the sponsor or leader, and then revised by the group or goals may be developed by the group with the leader and approved by the sponsor.
• The sponsor and/or leader typically develop a list of objectives for the group. These objectives may include more than a few sentences and reflect the ideas the group needs to develop or results they are to accomplish during the year or whatever timeline is assigned when their reason for existence was determined. In any case, the objective should be a set of clear and concise statements indicating what product/service is expected or what problem resolution will look like. It will also include how to determine objectives were successfully accomplished and include an approximate time for each objective to be completed.

If you are in charge of facilitating a goal setting session, you may want to review the Blog Label of goals to see archived posts for additional ideas. If you facilitate teams in the coming year, you may want to review the teams label as well. Let us know if you find a goal setting method that works for you and share it with our readers by creating a comment with tips on how you did it.

Tweet with reference: http://bit.ly/87NuIm

White Christmas or Snow Hazard?

It is rare to experience a white Christmas in most of North Texas. We had one this year and my son thought this was not the first. I told him that as DFW area children we often dream of the magical white Christmas, but I can not remember ever having actually experienced one before. . I was correct as the newsman reported later that day –– 1926 was the last one and that was decades before my time. My son was just remembering a few of the after-Christmas storms where he did not have to go to school and was able to create a snowman (each of them under 2 feet tall).


The snow started on Christmas Eve about the time we had to pick up a relative at the airport. We were lucky, her plane came in and the highways were not bad until nearing our hometown. Others were not as lucky with their travel as some had to spend the night at the airport and some people we know did not reach there destinations until after Christmas. People here do not know how to drive on the snow and as the temperature drops, it turns to ice. As you can guess there were many road accidents, but fortunately not many people hurt.

So is snow on Christmas a magical blessing or a major hindrance to reaching our desired destinations? How do you view the snow days you encounter in life and at work? I thought this snow lovely since most of my family coming for the holidays was nestled together in a warm home with plenty to eat. I know others were not so blessed. I wish the New Year to bring hope and health to everyone who reads this. If you have a business, a budding career, or just a job - I hope you will prosper and do very well in 2010 for yourself, your family, and those around you. Please have a safe holiday season and a hopeful and fruitful New Year.