PRESS RELEASE
FOR IMMEDIATE RELEASE:
CONTACT:
Gary Wood, President and Director
Christian Coaches Network
705.687.2711
gary@christiancoaches.com
www.christiancoaches.com
The largest public search platform worldwide that is devoted entirely to finding professional Christian coaches has changed leadership.
On February 1, 2010, Executive Coach, Gary Wood assumed leadership of the Christian Coaches Network from founder Judy Santos, who has provided vision and direction to the organization for the last 12 years.
She says of her choice of Gary Wood as successor, “He has been on the CCN Advisory Board since it’s inception in 1998. I have worked with him on various projects, taught with him and appreciated his wisdom and friendship over the last twelve years. I pass the torch to him with confidence and a sense of peace that this is a change that was orchestrated by God.”
Currently Christian Coaches Network supports hundreds of professional coaches from 11 countries and a broad spectrum of life experience, professional background, expertise and denominational affiliation.
Individuals or organizations who are searching for a professional coach can now find CCN members who represent almost every area of personal, business or ministry specialty, ranging from life, relationship and marriage coaching to career, leadership and executive coaching.
CCN provides support, connection and professional development opportunities to members. This is supported by three levels of recognized certification within the Christian coaching field.
CCN’s new Director, Gary Wood is a professionally credentialed coach who has more than 35 years business and ministry experience. Since 1998, through his executive coaching firm G.E.Wood and Associates, Gary has worked with an international clientele of corporate, government, business and nonprofit leaders.
In recently addressing member coaches, Gary said of his additional role, “I may assume the public face of CCN but I am far from the total substance. Together we make the whole. The very fact that CCN continues forward bears out the fact that God has plans … plans that include each one of us.”
ABOUT – To learn more about Christian Coaches Network and its membership services or to search for a professional Christian coach, visit their website at www.christiancoaches.com.
END
Showing posts with label Motivating. Show all posts
Showing posts with label Motivating. Show all posts
Tuesday, February 2, 2010
Wednesday, December 16, 2009
The Bible on Leadership and Relationship
I sometimes present on personal effectiveness at conferences and training events. I enjoy doing it, but I will tell you that I am a Bible teacher at heart.
From time to time I am asked to speak to professional groups from the scriptures. Sometimes an entire audience will be made up of leaders who may be spending their day on topics of best practice and professional improvement.
The primary purpose of God’s Word is not to serve as a textbook to teach us about leadership and management. There is a wealth to be learned from the scriptures on those topics, to be sure and I’m happy to teach about it.
The primary purpose of God’s Word is to teach us God’s heart about relationship. God wants an intimate and growing relationship with people, including owners, entrepreneurs, executives and leaders. In giving his Son on the cross, God paid an unimaginable price to have you and me be in a right, intimate and growing relationship with Him. He wants our heart, not our professional curiosity.
If God has our heart, He can influence the way we manage people, advance vision and carry out our own personal work. His transformative work challenges and changes our attitudes.
Out of understanding how valuable we are to God and how much he loves us and desires to form us and fellowship with us flow all sorts of implications for leaders and leadership.
You don’t have to wait until our paths intersect to hear me speaking about it. Seriously … crack open your own Bible and get reading. But if you haven’t done it for awhile, don’t first go looking for leadership principles. Go looking for relationship. It’s there you will find the heart of God.
From time to time I am asked to speak to professional groups from the scriptures. Sometimes an entire audience will be made up of leaders who may be spending their day on topics of best practice and professional improvement.
The primary purpose of God’s Word is not to serve as a textbook to teach us about leadership and management. There is a wealth to be learned from the scriptures on those topics, to be sure and I’m happy to teach about it.
The primary purpose of God’s Word is to teach us God’s heart about relationship. God wants an intimate and growing relationship with people, including owners, entrepreneurs, executives and leaders. In giving his Son on the cross, God paid an unimaginable price to have you and me be in a right, intimate and growing relationship with Him. He wants our heart, not our professional curiosity.
If God has our heart, He can influence the way we manage people, advance vision and carry out our own personal work. His transformative work challenges and changes our attitudes.
Out of understanding how valuable we are to God and how much he loves us and desires to form us and fellowship with us flow all sorts of implications for leaders and leadership.
You don’t have to wait until our paths intersect to hear me speaking about it. Seriously … crack open your own Bible and get reading. But if you haven’t done it for awhile, don’t first go looking for leadership principles. Go looking for relationship. It’s there you will find the heart of God.
Thursday, December 3, 2009
Thumbs Up to the Everyday Executive
The everyday executive is the norm. The public image may not match.
It may be that in the public mind there is a skewed image of an executive now days. Since the economic meltdown a year ago the public has only heard about executives milking their companies and their clients for millions, flying about in their fancy jets and rewarding themselves for getting the public purse to pay for their incompetence.
The public has seen the high and mighty fall from their ponzied perch and they are sick of the image.
But ... there is a much different world out there. It's a world of ordinary men and women who lead businesses and nonprofits, who go to work like everyone else, working hard to make the wheels of business go round or devoting themselves to see that people get services and assistance in times of greatest need.
Not every executive is a greedy man or woman. Yes, they may be paid well compared to many. It goes with the job and it's not right or wrong, good or bad. In the world of business it just is. Not every leader is self-absorbed and ready to sell their soul for money or power. No, the vast majority of men and women, executives and leaders, work from a position of integrity and ethic. They support their family and their community. They put in the hours to make things happen.
Let's give a thumbs up for these men and women who keep significant causes, projects and programs moving forward. These everyday executives are the unsung heroes who stand right alongside the everyday worker ... both significant in their different but necessary roles.
I know whereof I speak. I get to work with the everyday executive ... every day. And I can tell you they are made of the same stuff as you and me. They carry major responsibilities and heavy workloads. Contrary to popular belief, they do care about those who report to them. They care a lot.
So, as you meet the everyday executive today in the parking lot or in the grocery aisle or at the gas pump, nod and say hello. They've probably had one demanding day and they sure could use a smile.
It may be that in the public mind there is a skewed image of an executive now days. Since the economic meltdown a year ago the public has only heard about executives milking their companies and their clients for millions, flying about in their fancy jets and rewarding themselves for getting the public purse to pay for their incompetence.
The public has seen the high and mighty fall from their ponzied perch and they are sick of the image.
But ... there is a much different world out there. It's a world of ordinary men and women who lead businesses and nonprofits, who go to work like everyone else, working hard to make the wheels of business go round or devoting themselves to see that people get services and assistance in times of greatest need.
Not every executive is a greedy man or woman. Yes, they may be paid well compared to many. It goes with the job and it's not right or wrong, good or bad. In the world of business it just is. Not every leader is self-absorbed and ready to sell their soul for money or power. No, the vast majority of men and women, executives and leaders, work from a position of integrity and ethic. They support their family and their community. They put in the hours to make things happen.
Let's give a thumbs up for these men and women who keep significant causes, projects and programs moving forward. These everyday executives are the unsung heroes who stand right alongside the everyday worker ... both significant in their different but necessary roles.
I know whereof I speak. I get to work with the everyday executive ... every day. And I can tell you they are made of the same stuff as you and me. They carry major responsibilities and heavy workloads. Contrary to popular belief, they do care about those who report to them. They care a lot.
So, as you meet the everyday executive today in the parking lot or in the grocery aisle or at the gas pump, nod and say hello. They've probably had one demanding day and they sure could use a smile.
Wednesday, October 28, 2009
4 Ways Leaders can Create a Motivating Work Environment
Women in Business crafted an article titled, Motivating Staff Without Money: Four Budget-Free Ways to Move Forward. The article outlines four ways leaders can create a motivating work environment. Taking advantage of them don't cost a lot of money, but they aren't designed to be cheap. They are designed to be effective in developing people and improving business.
Perceptively they note that, contrary to popular perception, your job as a manager is not to motivate your staff. Motivation is internal. Instead, you are responsible for creating an environment in which people can motivate themselves.
Perhaps one of their suggestions will be of benefit to you or spawn a new approach unique to your organization. I quote and have adapted from their original article.
Operate in an Atmosphere of Open Communication - More companies adhere to the philosophy of minimal communication rather than "open book" management. In other words, senior management often assumes that the less employees know, the better.
This doesn't make for a motivating environment. A few simple suggestions:
Yes, it is simple, but build on it.
Recognize People with Potential - Nothing says confidence and trust like putting someone in a position of leadership with the ability to make decisions.
Respect and recognition are two proven ways to retain employees.
Support External Training Workshops - People are much more inclined to feel like they're making a positive contribution to your organization if they're in a learning curve. Challenge them to challenge themselves.
There may be a very good return on investment from providing relevant, practical workshop opportunities. I would suggest having some accountability attached to it. Develop a method whereby the employee provides feedback after the workshop on how the learning will be best integrated into their day to day work or translated into department, team or company practice.
Welcome Opinion - By empowering people, you telling them that they matter to you and your business. By listening to them, they may even have some good ideas about how to make things smoother or more profitable.
Listen to employees. Listening to people may not always be easy, but it can be very beneficial. And when those gems appear that empower the individual and strengthen the organization, you will understand that the effort put into inviting comment and listening to it was more than worth it.
Perceptively they note that, contrary to popular perception, your job as a manager is not to motivate your staff. Motivation is internal. Instead, you are responsible for creating an environment in which people can motivate themselves.
Perhaps one of their suggestions will be of benefit to you or spawn a new approach unique to your organization. I quote and have adapted from their original article.
Operate in an Atmosphere of Open Communication - More companies adhere to the philosophy of minimal communication rather than "open book" management. In other words, senior management often assumes that the less employees know, the better.
This doesn't make for a motivating environment. A few simple suggestions:
- Research your organization and its competition on an Internet. Get that competitive blood flowing. Have them improve the public presentation of your company.
- Get listed in Who's Who in Finance and Industry or Ward's Business Directory. Seeing your name lets you know you matter and are a contributor.
Yes, it is simple, but build on it.
Recognize People with Potential - Nothing says confidence and trust like putting someone in a position of leadership with the ability to make decisions.
- Placing future leaders into management development roles. This is not only good for the individual but for the long term success of the company.
- Give your employees more responsibility to test their leadership skill. Some will rise to the challenge. Others may not. But you will be developing capacity all the while.
Respect and recognition are two proven ways to retain employees.
Support External Training Workshops - People are much more inclined to feel like they're making a positive contribution to your organization if they're in a learning curve. Challenge them to challenge themselves.
- Training organizations offer countless one-and two-day offsite workshops. The cost is minimal. Two or three seminars per employee per year may add very little to your overhead budget and allow employees a one-day "sabbatical" to reflect on their careers as well as to reinvent themselves in light of your company's changing needs.
There may be a very good return on investment from providing relevant, practical workshop opportunities. I would suggest having some accountability attached to it. Develop a method whereby the employee provides feedback after the workshop on how the learning will be best integrated into their day to day work or translated into department, team or company practice.
Welcome Opinion - By empowering people, you telling them that they matter to you and your business. By listening to them, they may even have some good ideas about how to make things smoother or more profitable.
Listen to employees. Listening to people may not always be easy, but it can be very beneficial. And when those gems appear that empower the individual and strengthen the organization, you will understand that the effort put into inviting comment and listening to it was more than worth it.
Thursday, October 22, 2009
Executive Boldness, Unlocking Leadership Paralysis
Correct me if I'm wrong, but there seems to be a general dearth of executive boldness. No, I don't mean there are a lack of executives out there. Generally ... the people are there. The boldness is not.
Some leaders are wired to be bold, but they are hamstrung by politics and procrastination.
To unlock leadership paralysis and avoid mediocrity requires a different way of thinking ... thinking that isn't occupied with looking over its shoulder and watching its backside wondering what people will think and whether or not it's 'correct' or good for your own future.
Executive boldness puts others at the center. It sees possibilities and a better future and goes for it. Boldness puts itself out there ... on the line, going for what is best.
Five Starting Points
If we are going to unlock leadership paralysis and practice executive boldness in corporate, government, business or nonprofit, it will have to start with you and me. Now go out and find a Coach and talk about your next (or first) big bold move.
Some leaders are wired to be bold, but they are hamstrung by politics and procrastination.
To unlock leadership paralysis and avoid mediocrity requires a different way of thinking ... thinking that isn't occupied with looking over its shoulder and watching its backside wondering what people will think and whether or not it's 'correct' or good for your own future.
Executive boldness puts others at the center. It sees possibilities and a better future and goes for it. Boldness puts itself out there ... on the line, going for what is best.
Five Starting Points
- Make your own decision - Don't be double minded, tossed here and there by every opinion expressed. Listen carefully. Do your analysis. Decide and stick to your decision.
- Be willing to fail forward - Great achievements have been built on the learning experiences of failure. No leader has made significant gains without having first felt the sting of failure. But what they did different than most was embrace that failure as a stepping stone to the future. They got up and kept going.
- Don't analyze it to death - There is a time for everything, including moving forward. Some things can stay so long in the thinking stage that they simply die there. Or the time for them passes. Or interest is lost. Or the original vision blurred and put on the back burner. You get the idea. Once you have the essentials, act.
- Stand out and stand up for something - If it's an idea worth being out in the world, take a stand for it. Don't be mamby pamby. Stand up and be counted. Cast your vision to any who will listen. As articulately as possible make your point in writing, in person and anywhere it will advance your idea.
- Live above the level of mediocrity - Hum drum leadership abounds. Never, never settle for less than your absolute best. Aim for excellence in all you do. If it's really that good, then you have products and initiatives in your head that need to be translated into reality. Ride the wave of excitement in giving life and leadership your best shot.
If we are going to unlock leadership paralysis and practice executive boldness in corporate, government, business or nonprofit, it will have to start with you and me. Now go out and find a Coach and talk about your next (or first) big bold move.
Friday, October 9, 2009
The Problem with Professional Development for Executives
There is a problem with professional development with executives. Much of it is learned by the seat of their pants.
Growing professionally will happen in three ways:
Obviously the first two are more desirable. They will most surely be supplemented by the reality of number three. The vital questions are:
Everyone benefits from leaders and executives who are deliberate about growing and improving on the contribution they make.
Growing professionally will happen in three ways:
- The Individual Takes Charge - A self motivated leader steps up and develops their own executive learning and development plan. They take responsibility and exercise the discipline to see it through.
- The Organization Mandates Growth - There is a clear path of expected growth and development generally tied to the desired outcomes of the organization.
- The Individual Learns by the Seat of Their Pants - The leader does what needs doing, is generally swamped by responsibilities and projects. They pick up what they can when they need it. Learning occurs by dealing with fires and scrambling to assemble what's needed for daily leadership.
Obviously the first two are more desirable. They will most surely be supplemented by the reality of number three. The vital questions are:
- Have you taken the initiative to develop your own learning and development plan?
- Have you as an organization understood and invested in the real growth of your people?
- Do you need to change something before your pants catch fire?
Everyone benefits from leaders and executives who are deliberate about growing and improving on the contribution they make.
Friday, September 18, 2009
Motivating Staff to Action
We're all interested in motivating staff to action, empowerment and creating a culture of excellence. We want to embrace diversity, develop potential and achieve synergy. More buzzwords ... they are so easy to say, aren't they.
But you and I need to put meaningful thought and action behind them if we truly want to see others reach their greatest potential while contributing to the year over year success of the organization.
I came across an interesting article on motivation by Tim Millett, Motivating Staff ... What's the Buzz?. The author notes:
The interesting aspect of employee motivation is that there are many workers, both management and staff, who are motivated to succeed, but unfortunately that potential success is not seen as related to their current position or the tasks they are performing on a regular basis.
The symptoms? Staff who feel overlooked, under-appreciated and are looking for 'the right opportunity' to come up somewhere else. Meanwhile the organization gets bogged down in buzzword talk, training and motivational speeches. The results?
There is an enormous untapped potential in the labour force of most companies simply because people feel removed from the processes that equate to company success. That leads to a workforce searching for personal meaning (eventually with a position at a competitor!) or a workforce that is not mentally or emotionally connected to the company mission and thus underproductive.
So what's to be done?
The path to motivating staff is to focus on the mission of the company and then translate that mission into personal success.
How? The author offers several solutions.
I want to emphasize again what Tim says, The path to motivating staff is to focus on the mission of the company and then translate that mission into personal success.
I think that statement is worth taking some serious time to think about.
But you and I need to put meaningful thought and action behind them if we truly want to see others reach their greatest potential while contributing to the year over year success of the organization.
I came across an interesting article on motivation by Tim Millett, Motivating Staff ... What's the Buzz?. The author notes:
The interesting aspect of employee motivation is that there are many workers, both management and staff, who are motivated to succeed, but unfortunately that potential success is not seen as related to their current position or the tasks they are performing on a regular basis.
The symptoms? Staff who feel overlooked, under-appreciated and are looking for 'the right opportunity' to come up somewhere else. Meanwhile the organization gets bogged down in buzzword talk, training and motivational speeches. The results?
There is an enormous untapped potential in the labour force of most companies simply because people feel removed from the processes that equate to company success. That leads to a workforce searching for personal meaning (eventually with a position at a competitor!) or a workforce that is not mentally or emotionally connected to the company mission and thus underproductive.
So what's to be done?
The path to motivating staff is to focus on the mission of the company and then translate that mission into personal success.
How? The author offers several solutions.
- Creating a corporate culture that promotes staff involvement and reduces resistance to change
- Developing responsive management that values employee input
- Encouraging team participation
- Developing team leaders able to motivate others
- Becoming an organization that is able to cross traditional functions and communication barriers
- Creating positive energy that promotes individual success while also advancing company progress
I want to emphasize again what Tim says, The path to motivating staff is to focus on the mission of the company and then translate that mission into personal success.
I think that statement is worth taking some serious time to think about.
Tuesday, September 15, 2009
Why Most Leadership Development Programs Don't Work
I'm going to suggest three reasons why most leadership development programs don't work.
Organizations Aren't Really Committed: In business, dedicating people and resources to seeing someone grow isn't as easily traced to bottom line dollars earned. This is extremely short-sighted thinking. Build your people and you will build your business. Certainly our executive coaching firm frequently uses Return On Investment tracking that makes a strong case for bottom line results from front line human resource investments.
In addition, investment in people takes work. You don't just subscribe them to a magazine, give them a book allowance and send them off to a conference or two and think you have done the leadership development thing. Most of those in supervisory positions just don't have the time or inclination to work consistently with their leaders. And even if they are keen, they often don't really know how to proceed or to follow up on the individual.
It isn't much different in nonprofit settings. Just because they aren't engaged in profit making enterprise doesn't mean they don't want results. But many nonprofits are so strapped and busy that those who should or could be developing others just don't have the time. Immediate needs take precedence.
Individuals Aren't Really Committed: Individual leaders are often hungry to do better and achieve more. But they haven't got a clue of how to go about it. Busyness dictates that they don't get much time to think about personal and professional development beyond trying to keep up with the bottom line latest information they need to know for the next day.
Leadership development takes time. And months stretch into years. It's easy to let something slide. The tyranny of the urgent dictates attention and action. Unless the individual abruptly interrupts their well established patterns and plans for a different approach, things will pretty much stay the same.
People are far more often thrust into leadership than prepared for it. They learn by the seat of their pants. Now that's not all bad, but it is far from great for them or the company. And sometimes the results can be downright disastrous.
Personal Coaching Isn't a Key Component: Without one-to-one, intentional back and forth that is focused on the individual and what they are attempting to achieve, there is no focused 'system' or approach to fostering real growth. Intentional growth takes conversation. It takes probing and the revealing of potential blind spots. It takes questioning entrenched habits and exploration of as yet unknown possibilities in behavior and performance.
The Coach can take the time to walk alongside the individual with one purpose in mind ... helping them think about, plan for and act upon those things which would move them forward in learning, experience, skills and attitude.
Consistent coaching over an extended period of time may be the key missing link in most leadership development programs. With it, the individual can go further faster. In the same way that iron sharpens iron, the coach can sharpen the leader, assisting them to go farther than they might have otherwise thought possible. When that happens the results will show back in the organization.
Bottom Line. If you are going to be serious about a leadership development program, work with an executive coaching firm such as ours. We have a track record. We know what we are doing. We know how to help an individual grow in ways the benefit them and the company or organization. Your investment will be highly targeted and ROI will be real.
Additionally a seasoned professional coach can help you implement a 'coach approach' to working with your people. You will have a three-way partnership that is focused both on personal and professional growth and company results.
If you run leadership development programs
- Organizations aren't really committed.
- Individuals aren't really committed.
- Personal coaching isn't a key component.
Organizations Aren't Really Committed: In business, dedicating people and resources to seeing someone grow isn't as easily traced to bottom line dollars earned. This is extremely short-sighted thinking. Build your people and you will build your business. Certainly our executive coaching firm frequently uses Return On Investment tracking that makes a strong case for bottom line results from front line human resource investments.
In addition, investment in people takes work. You don't just subscribe them to a magazine, give them a book allowance and send them off to a conference or two and think you have done the leadership development thing. Most of those in supervisory positions just don't have the time or inclination to work consistently with their leaders. And even if they are keen, they often don't really know how to proceed or to follow up on the individual.
It isn't much different in nonprofit settings. Just because they aren't engaged in profit making enterprise doesn't mean they don't want results. But many nonprofits are so strapped and busy that those who should or could be developing others just don't have the time. Immediate needs take precedence.
Individuals Aren't Really Committed: Individual leaders are often hungry to do better and achieve more. But they haven't got a clue of how to go about it. Busyness dictates that they don't get much time to think about personal and professional development beyond trying to keep up with the bottom line latest information they need to know for the next day.
Leadership development takes time. And months stretch into years. It's easy to let something slide. The tyranny of the urgent dictates attention and action. Unless the individual abruptly interrupts their well established patterns and plans for a different approach, things will pretty much stay the same.
People are far more often thrust into leadership than prepared for it. They learn by the seat of their pants. Now that's not all bad, but it is far from great for them or the company. And sometimes the results can be downright disastrous.
Personal Coaching Isn't a Key Component: Without one-to-one, intentional back and forth that is focused on the individual and what they are attempting to achieve, there is no focused 'system' or approach to fostering real growth. Intentional growth takes conversation. It takes probing and the revealing of potential blind spots. It takes questioning entrenched habits and exploration of as yet unknown possibilities in behavior and performance.
The Coach can take the time to walk alongside the individual with one purpose in mind ... helping them think about, plan for and act upon those things which would move them forward in learning, experience, skills and attitude.
Consistent coaching over an extended period of time may be the key missing link in most leadership development programs. With it, the individual can go further faster. In the same way that iron sharpens iron, the coach can sharpen the leader, assisting them to go farther than they might have otherwise thought possible. When that happens the results will show back in the organization.
Bottom Line. If you are going to be serious about a leadership development program, work with an executive coaching firm such as ours. We have a track record. We know what we are doing. We know how to help an individual grow in ways the benefit them and the company or organization. Your investment will be highly targeted and ROI will be real.
Additionally a seasoned professional coach can help you implement a 'coach approach' to working with your people. You will have a three-way partnership that is focused both on personal and professional growth and company results.
If you run leadership development programs
- Be committed. Make it part of who you are as an organization.
- Work with committed individual leaders.
- Make coaching a long-term key component of your effort
Monday, August 31, 2009
Practice Saying This: "Thank You"
Saying "thank you" still works in what seems to me to be an increasingly nasty and less mannerly public and private sector.
Manners are necessary in several directions. Customers need to learn to say please and thank you. Rude, demanding and uncaring far too often seem to dominate.
And on the other side of the equation, I don't know if working with the public is at an all time low, but service manners often seem similarly poor, disengaged or insincere. You may agree or disagree.
But I will tell you what is the grease that keeps the wheels of industry - private or public, for profit or not - moving. It's recognizing what someone has done and saying, "Thank you" for it. A simple thank you can go a long, long way to motivating people to keep going and do well.
Leaders and executives ... practice saying this ... Thank you; Great job; Really appreciate what you did here. Thanks for doing this.
A 2007 Smart Business article titled Thanks is worth a re-read. According to a then referred to study:
... 35 percent of workers and 30 percent of chief financial officers (CFOs) cite frequent recognition of accomplishments as the most effective nonmonetary reward.
People consider saying thank you a reward. I realize it's not the only motivator but organizationally you just can't get anything less expensive to implement. The harder part will be making the organizational attitude adjustment. But just start personally. Appreciation is infectious.
If you happen to be like a leader who told me years ago that you shouldn't have to run around saying thank you to people for what they should be expected to do, you may need an attitude adjustment.
If you are a leader who takes this to heart and wants to use genuine appreciation as one of your best motivational tools ... thanks for reading this.
Manners are necessary in several directions. Customers need to learn to say please and thank you. Rude, demanding and uncaring far too often seem to dominate.
And on the other side of the equation, I don't know if working with the public is at an all time low, but service manners often seem similarly poor, disengaged or insincere. You may agree or disagree.
But I will tell you what is the grease that keeps the wheels of industry - private or public, for profit or not - moving. It's recognizing what someone has done and saying, "Thank you" for it. A simple thank you can go a long, long way to motivating people to keep going and do well.
Leaders and executives ... practice saying this ... Thank you; Great job; Really appreciate what you did here. Thanks for doing this.
A 2007 Smart Business article titled Thanks is worth a re-read. According to a then referred to study:
... 35 percent of workers and 30 percent of chief financial officers (CFOs) cite frequent recognition of accomplishments as the most effective nonmonetary reward.
People consider saying thank you a reward. I realize it's not the only motivator but organizationally you just can't get anything less expensive to implement. The harder part will be making the organizational attitude adjustment. But just start personally. Appreciation is infectious.
If you happen to be like a leader who told me years ago that you shouldn't have to run around saying thank you to people for what they should be expected to do, you may need an attitude adjustment.
If you are a leader who takes this to heart and wants to use genuine appreciation as one of your best motivational tools ... thanks for reading this.
Sunday, August 30, 2009
This Past Week, Four Important Posts
August 24: How to Deal with Resistance to Change
Resisting needed change has destroyed relationships, marriages, families, organizations, companies, programs and nations. Change starts with the individual. On Monday, we provided an 8 step strategy to initiate change. That doesn't mean it will be easy, but it does mean that it is possible. It's going to first of all mean a change of attitude that embraces the new possibilities that change will produce.
August 25: Whose Problem is It?
Knowing who it is that has the problem is the vital first step in finding solutions. Someone else may have projected their problem on you for years. You have lived with the burden of it. No more. If it is their problem, let them live with it. Being released from the guilt or shame will let you establish boundaries, take better care of yourself and let them know that if they desire solutions, they will have to be the ones to take action and make change.
August 27: What Makes a Good Leader Work with a Coach?
What do great leaders know and practice that the vast majority of other leaders don't? They work with a Coach ... not because they have big problems but because they want to be better prepared to deal with big problems. And not only that, they want to be more aware of opportunity when it shows itself. Coaching for the successful leader is not so much remedial as it is transformational. Thursday's article outlines the top 12 areas that successful leaders and executives have proactively used our coaching .
August 28: An Example of Employee Engagement
On Friday we examined how one company changed their thinking ... and their approach after 50 years. They engaged their employees in the larger context of what the company was doing. It raised a sense of place and contribution. The end result for the company was more engaged and satisfied employees and increased profit. You may have golden ideas hidden in your staff but there is no encouragement or environment to get them out. Achieving employee engagement isn't a 'hope so' exercise. It will require a solid change of culture and attitude. It will require good leadership.
Resisting needed change has destroyed relationships, marriages, families, organizations, companies, programs and nations. Change starts with the individual. On Monday, we provided an 8 step strategy to initiate change. That doesn't mean it will be easy, but it does mean that it is possible. It's going to first of all mean a change of attitude that embraces the new possibilities that change will produce.
August 25: Whose Problem is It?
Knowing who it is that has the problem is the vital first step in finding solutions. Someone else may have projected their problem on you for years. You have lived with the burden of it. No more. If it is their problem, let them live with it. Being released from the guilt or shame will let you establish boundaries, take better care of yourself and let them know that if they desire solutions, they will have to be the ones to take action and make change.
August 27: What Makes a Good Leader Work with a Coach?
What do great leaders know and practice that the vast majority of other leaders don't? They work with a Coach ... not because they have big problems but because they want to be better prepared to deal with big problems. And not only that, they want to be more aware of opportunity when it shows itself. Coaching for the successful leader is not so much remedial as it is transformational. Thursday's article outlines the top 12 areas that successful leaders and executives have proactively used our coaching .
August 28: An Example of Employee Engagement
On Friday we examined how one company changed their thinking ... and their approach after 50 years. They engaged their employees in the larger context of what the company was doing. It raised a sense of place and contribution. The end result for the company was more engaged and satisfied employees and increased profit. You may have golden ideas hidden in your staff but there is no encouragement or environment to get them out. Achieving employee engagement isn't a 'hope so' exercise. It will require a solid change of culture and attitude. It will require good leadership.
Friday, August 28, 2009
An Example of Employee Engagement
Here's an example of employee engagement that provided a great return on investment. It's from the BDO Dunwoody newsletter article, Tap Into your Staff's Brainpower. It really points out the lurking potential that may exist in your staff, that if harnessed in the right way might unleash a wave of good and profitable results.
The author notes that "companies are just as susceptible to getting stuck in their ways, repeating the same business practices and not realizing that this stagnation prevents reaching full corporate potential."
One such company, having operated much the same for its entire 50 year history were encouraged to have "managers start encouraging their employees to think outside their specific jobs. In other words: Encourage them to start taking a macro look at how their jobs fit into the business structure."
Staff got engaged and ideas started coming in. One such idea actually estimated that a single suggested policy change could save the company at least $100,000 a year. That's pretty significant.
Why didn't it get mentioned before. Probably because the employee saw themselves in a box, thinking only about the one little corner of the operation that was theirs. They were never before encouraged to think bigger, to start seeing what they were doing within the larger context.
Engaged employees can be a gold mine. Never under-estimate what lies buried there.
The author notes that "companies are just as susceptible to getting stuck in their ways, repeating the same business practices and not realizing that this stagnation prevents reaching full corporate potential."
One such company, having operated much the same for its entire 50 year history were encouraged to have "managers start encouraging their employees to think outside their specific jobs. In other words: Encourage them to start taking a macro look at how their jobs fit into the business structure."
Staff got engaged and ideas started coming in. One such idea actually estimated that a single suggested policy change could save the company at least $100,000 a year. That's pretty significant.
Why didn't it get mentioned before. Probably because the employee saw themselves in a box, thinking only about the one little corner of the operation that was theirs. They were never before encouraged to think bigger, to start seeing what they were doing within the larger context.
Engaged employees can be a gold mine. Never under-estimate what lies buried there.
Friday, August 14, 2009
Leadership Quotes From My Files
Like you, I have a collection of leadership quotes that have impressed me over the years for one reason or another. Since most leaders value reading leadership quotes, here are a few from my files to broaden your perspective and encourage you along the way. If you provide everyday leadership ... press on.
“Quiet leaders are realists. They try hard to see the world as it is. This means recognizing, almost as a sixth sense, that all sorts of things can happen and often do. And they happen because people act for all sorts of reasons, virtuous and vicious, clear and muddleheaded, sensible and nutty. Realism in other words, isn’t pessimism or cynicism. It is making ample room for the many ways in which people and deviants can surprise, dismay and astonish.” Joseph Badaracco, Jr., Leading Quietly
“Popularity is not leadership. Results are.” Peter Drucker, The Leader of the Future
"According to some scholars, the four Presidents prior to Abraham Lincoln were "compromise leaders", unwilling to confront the difficult issue of slavery between the North and the South. Then a mature leader with a solid sense of who he was, what he believed and valued - regardless of the consequences, took the Whitehouse. The strength and maturity of his character and conviction in many ways forced the nation to confront the reality of the abomination of slavery. The Civil War followed. The starting point for change in any nation, church or ministry has always been the leader." Peter Scazzero, The Emotionally Healthy Church
"Though credibility can be shattered in an instant, it is earned over time. Very seldom is there the opportunity to make some dramatic gesture that proves your credibility as a leader and makes others loyal to you. Most of the time the relationship builds over time in layers. Keeping promises, leading by example, and listening and responding to the concerns of others
gradually produces loyal, dedicated and productive followers." Michael Miller, The Kingdom Focused Leader
"Many younger leaders realize that authority does not come with a position and a title but that it has to be earned. It is established on the basis of trustworthiness and competence. They understand that leadership emerges as power is shared rather than as authority is exerted. That power may arise from the application of one's area of expertise, but it is based on trust and is reinforced as personal relationships are deepened and extended." Eddie Gibbs, Leadership Next
“All over the world, right at this moment, people are getting tapped on the shoulder. They’re being told that, starting now, they’re going to be in charge of something – a team, a project, an office, a committee, a business unit. It happens. Existing bosses die, move away, get fired, or are abducted by aliens. Some subordinate is asked to step up and take a stab at being boss. Welcome to accidental leadership.” Harvey Robbins, Michael Finley, The Accidental Leader
“Much of your ability to get people to do what they have to do is going to depend on what they perceive when they look at you.” Rudolph Giuliani, Leadership
“As Moms, we get so bogged down in the day-to-day business of raising a family that we don’t feel like leaders of anything, except maybe the cleanup crew. That just isn’t the case. If you have children, you are their leader. Other than God, you are the most important leader they will ever have.” Teresa Bell Kindred, Mom PhD
“If leaders are not aiming at something but are merely responding or reacting to situations as they arise, they have already virtually surrendered leadership. Circumstances or situations are leading the way and effectively determining what is going to be done. The role of the leaders has become a maintenance or an operational one, because their attention is focused on the present and the past, rather than on the future.” Tom Marshall, Understanding Leadership
“Leadership is no picnic. If you are going to learn how to be a good leader, you are going to have to open your mind to new ideas without discarding all of your old ideas. Moving into the future does not mean letting go of everything you have done in the past. It means getting perpetually smarter about how you integrate the old and the new. It means taking what you know about the science of leadership and blending that with the finesse that comes from the art of leadership.” John Beck, Neil Yeager, The Leaders Window
“Quiet leaders are realists. They try hard to see the world as it is. This means recognizing, almost as a sixth sense, that all sorts of things can happen and often do. And they happen because people act for all sorts of reasons, virtuous and vicious, clear and muddleheaded, sensible and nutty. Realism in other words, isn’t pessimism or cynicism. It is making ample room for the many ways in which people and deviants can surprise, dismay and astonish.” Joseph Badaracco, Jr., Leading Quietly
“Popularity is not leadership. Results are.” Peter Drucker, The Leader of the Future
"According to some scholars, the four Presidents prior to Abraham Lincoln were "compromise leaders", unwilling to confront the difficult issue of slavery between the North and the South. Then a mature leader with a solid sense of who he was, what he believed and valued - regardless of the consequences, took the Whitehouse. The strength and maturity of his character and conviction in many ways forced the nation to confront the reality of the abomination of slavery. The Civil War followed. The starting point for change in any nation, church or ministry has always been the leader." Peter Scazzero, The Emotionally Healthy Church
"Though credibility can be shattered in an instant, it is earned over time. Very seldom is there the opportunity to make some dramatic gesture that proves your credibility as a leader and makes others loyal to you. Most of the time the relationship builds over time in layers. Keeping promises, leading by example, and listening and responding to the concerns of others
gradually produces loyal, dedicated and productive followers." Michael Miller, The Kingdom Focused Leader
"Many younger leaders realize that authority does not come with a position and a title but that it has to be earned. It is established on the basis of trustworthiness and competence. They understand that leadership emerges as power is shared rather than as authority is exerted. That power may arise from the application of one's area of expertise, but it is based on trust and is reinforced as personal relationships are deepened and extended." Eddie Gibbs, Leadership Next
“All over the world, right at this moment, people are getting tapped on the shoulder. They’re being told that, starting now, they’re going to be in charge of something – a team, a project, an office, a committee, a business unit. It happens. Existing bosses die, move away, get fired, or are abducted by aliens. Some subordinate is asked to step up and take a stab at being boss. Welcome to accidental leadership.” Harvey Robbins, Michael Finley, The Accidental Leader
“Much of your ability to get people to do what they have to do is going to depend on what they perceive when they look at you.” Rudolph Giuliani, Leadership
“As Moms, we get so bogged down in the day-to-day business of raising a family that we don’t feel like leaders of anything, except maybe the cleanup crew. That just isn’t the case. If you have children, you are their leader. Other than God, you are the most important leader they will ever have.” Teresa Bell Kindred, Mom PhD
“If leaders are not aiming at something but are merely responding or reacting to situations as they arise, they have already virtually surrendered leadership. Circumstances or situations are leading the way and effectively determining what is going to be done. The role of the leaders has become a maintenance or an operational one, because their attention is focused on the present and the past, rather than on the future.” Tom Marshall, Understanding Leadership
“Leadership is no picnic. If you are going to learn how to be a good leader, you are going to have to open your mind to new ideas without discarding all of your old ideas. Moving into the future does not mean letting go of everything you have done in the past. It means getting perpetually smarter about how you integrate the old and the new. It means taking what you know about the science of leadership and blending that with the finesse that comes from the art of leadership.” John Beck, Neil Yeager, The Leaders Window
Saturday, July 25, 2009
The Latest Leadership Definition
Why does a leadership definition make a difference?
Because it is reflective of the leader who uses it.
I am all for each one of us having our own definition of leadership if serves the individual and the organization well. In fact this is probably more the reality than the exception.
Rather than seeking to get what is a squishy topic definition (leadership) just right, and be all encompassing and technical, why not just admit most independent thinkers will adopt that which reflects their particular approach to leadership ... that which 'rings true' for them in the daily give and take of working with people and making things happen.
For the record, here is the definition of leadership I have used for about 25 years now.
Leadership is discontent in motion.
Sometimes I'll add that leadership is creative discontent in motion.
You see, it is part of who I am. Part of how I explain myself to the world. I believe that leadership is going somewhere. Leadership looks at what is and realizes it can be improved on. Then it reaches toward what is possible.
Management maintains what is. Absolutely vital if 'what is' is serving people with great efficiency and effectiveness.
Leadership reaches for what is possible. Equally vital if 'what is possible' will make things better.
I want to see people be the very best they can be. In working with hundreds of young men and women, I always saw them as tremendous gold mines of potential and absolutely enjoyed working shoulder-to-shoulder with them ... still do, when I have the occasion. It's the same with our current leadership and executive coaching clients. Leadership sees yet to be tapped potential in people.
I want to see systems - ways of doing things, improved. It is my belief that almost every regularly repeated activity can be looked at as a system, and that almost any system can be made to work better ... even the large systems of causes, projects and programs. They can be improved.
It's a restless discontent with the way things are. It's creative in offering options and solutions that capture the imagination and can be translated into practical on-the-ground action. It's in motion because it is results oriented. It mobilizes people, capturing their attention and shifting their vision of what can happen.
So there it is. The next time you write up that page of leadership definitions, include mine. Leadership is discontent in motion. Put my name beside it, Gary Wood. Put it right after your definition of leadership ... the one that is reflective of the way you think and work.
Because it is reflective of the leader who uses it.
I am all for each one of us having our own definition of leadership if serves the individual and the organization well. In fact this is probably more the reality than the exception.
Rather than seeking to get what is a squishy topic definition (leadership) just right, and be all encompassing and technical, why not just admit most independent thinkers will adopt that which reflects their particular approach to leadership ... that which 'rings true' for them in the daily give and take of working with people and making things happen.
For the record, here is the definition of leadership I have used for about 25 years now.
Leadership is discontent in motion.
Sometimes I'll add that leadership is creative discontent in motion.
You see, it is part of who I am. Part of how I explain myself to the world. I believe that leadership is going somewhere. Leadership looks at what is and realizes it can be improved on. Then it reaches toward what is possible.
Management maintains what is. Absolutely vital if 'what is' is serving people with great efficiency and effectiveness.
Leadership reaches for what is possible. Equally vital if 'what is possible' will make things better.
I want to see people be the very best they can be. In working with hundreds of young men and women, I always saw them as tremendous gold mines of potential and absolutely enjoyed working shoulder-to-shoulder with them ... still do, when I have the occasion. It's the same with our current leadership and executive coaching clients. Leadership sees yet to be tapped potential in people.
I want to see systems - ways of doing things, improved. It is my belief that almost every regularly repeated activity can be looked at as a system, and that almost any system can be made to work better ... even the large systems of causes, projects and programs. They can be improved.
It's a restless discontent with the way things are. It's creative in offering options and solutions that capture the imagination and can be translated into practical on-the-ground action. It's in motion because it is results oriented. It mobilizes people, capturing their attention and shifting their vision of what can happen.
So there it is. The next time you write up that page of leadership definitions, include mine. Leadership is discontent in motion. Put my name beside it, Gary Wood. Put it right after your definition of leadership ... the one that is reflective of the way you think and work.
Wednesday, July 15, 2009
Summer Camp Bus Roll-over Highlights Safety
It's that time of year ... summer camp. Alice and I spent 25 years helping around camp. For 10 of those years I served full-time as the Executive Director. We gave up our early careers to be involved with camp. I have been privileged to see several generations regularly return to camp and bring their friends. I think the love for camp and what it can do is in my blood.
I believe every child should have the opportunity to go to camp.
You'll understand then why I cried when I first heard everyone was safe from last Thursday's bus roll-over, the very bus that was carrying a number of the kids and their cabin leaders from 'our' camp, back home to meet their parents after a great week of friends and activity.
Thankfully, when it was all done, there were no life-threatening injuries. One camper suffered a broken collar bone. We can thank God that what could have been so much more serious, wasn't. One media report praised the staff for immediately putting their first-aid training into practice. Motorists stopped and gave assistance. Fire and police personnel arrived quickly.
The Directors conducted themselves admirably. They managed a hundred and one things during a high stress period ... no easy feat. And they did it with a new camp arriving that very day.
A few years back I developed a program of best practices for Christian camps. It consists of 88 practices which can be measured year over year (or less) and targeted for improvement. As a reminder, here are the headlines from the Safety section.
I called these the Attitudes of Excellence because attitude drives action. Directors and their boards will determine the level of attention they pay to each of these points.
When it comes to risk and safety, "It'll never happen to us" won't do. This camp would have never dreamt of a bus roll-over. It was out of their control. But they could do something about the attitude and training of the staff on that bus. And that's probably why staff were mentioned for their quick action in taking control of the situation. They had an attitude of excellence that made them realize camp wasn't over until campers were safely back home with their parents.
They were as prepared as they could be for whatever might happen. And when the unforseen did happen, they took the best actions they could. Our appreciation to the staff. Our prayers and support to the campers and parents involved.
Directors, Boards ... of summer camps ... use this as a strong reminder. Risk is real. Take it seriously. Be as prepared as you possibly can for anything to happen. Rejoice when it doesn't.
I believe every child should have the opportunity to go to camp.
You'll understand then why I cried when I first heard everyone was safe from last Thursday's bus roll-over, the very bus that was carrying a number of the kids and their cabin leaders from 'our' camp, back home to meet their parents after a great week of friends and activity.
Thankfully, when it was all done, there were no life-threatening injuries. One camper suffered a broken collar bone. We can thank God that what could have been so much more serious, wasn't. One media report praised the staff for immediately putting their first-aid training into practice. Motorists stopped and gave assistance. Fire and police personnel arrived quickly.
The Directors conducted themselves admirably. They managed a hundred and one things during a high stress period ... no easy feat. And they did it with a new camp arriving that very day.
A few years back I developed a program of best practices for Christian camps. It consists of 88 practices which can be measured year over year (or less) and targeted for improvement. As a reminder, here are the headlines from the Safety section.
- Buildings, equipment and locations are safe
- A current emergency response plan is in place
- Staff is regularly trained to carry out the emergency response plan
- Campers review what to do in emergency situations
- Government and industry standards are met or exceeded
- Insurance coverage meets or exceeds the industry standard
- Designated staff supervises safety procedures
- Safety is a priority, not an option
I called these the Attitudes of Excellence because attitude drives action. Directors and their boards will determine the level of attention they pay to each of these points.
When it comes to risk and safety, "It'll never happen to us" won't do. This camp would have never dreamt of a bus roll-over. It was out of their control. But they could do something about the attitude and training of the staff on that bus. And that's probably why staff were mentioned for their quick action in taking control of the situation. They had an attitude of excellence that made them realize camp wasn't over until campers were safely back home with their parents.
They were as prepared as they could be for whatever might happen. And when the unforseen did happen, they took the best actions they could. Our appreciation to the staff. Our prayers and support to the campers and parents involved.
Directors, Boards ... of summer camps ... use this as a strong reminder. Risk is real. Take it seriously. Be as prepared as you possibly can for anything to happen. Rejoice when it doesn't.
Friday, July 10, 2009
Nonprofit Executive Directors, Listen Up
I recently read the 2007 national study, Ready to Lead, Next Generation Leaders Speak Out. I think it came out in 2008. I'm sorry I didn't read it earlier but it's time to give a big 'read this' to those leaders who follow my posts.
The study examined survey results from 5,754 respondents (next generation leaders) across United States who had never served as an Executive Director of a nonprofit before.
I couldn't help but think back to my years in leadership. It struck me in tone that this report uncovers a lot of Executive Directors busy doing administrative work and really caught in a hierarchical leadership style ... effectively disconnected from the needs of those they serve and from the leaders who actually deliver that service. Thankfully it's not all.
Don't get me wrong. Somebody has to prepare for board meetings and raise funds. There is nothing wrong with doing those tasks. But if your days are spent behind a desk it's probably not good. In my opinion the disconnected leader is deadly for the organization.
They need to get out there and help clean some toilets.
The next generation leaders offered a few insights for current Executive Directors to digest.
Replace dated power structures. If it isn't working well, find something new. Don't perpetuate a poor thing. Next generation leaders want a collaborative approach.
Help staff build strong external networks. To raise up a new generation of leadership, have them meet, learn from and work with other seasoned leaders. Help them build connections and expand their horizons.
Be a mentor. Work with as many emerging leaders as you can. Be generous in teaching them what you know. Don't condescend but work shoulder-to-shoulder. Many will rise up to the challenge. (Please, if you're really not much of a leader, don't pass your poor practices on. The work will only go downhill.)
Be a good role model. These are the men and women who will take over decision-making. It is from you they will learn about life-work balance, handling conflict, loving your spouse and a thousand and one other things. Don't just talk it, live it.
Pay reasonable salaries and provide benefits. The assumption that financial sacrifice is just part of the nonprofit job is generally not acceptable to the next generation of leadership. Struggling and serving don't work so well.
Engage in succession planning. Ask yourself if you are still the right person for the job. Start making provision for a smooth transition of leadership, even if that is a few years down the road.
Recognize generational differences. Don't assume people are like you or that they should be like you. A younger generation have the same passions to see the mission accomplished but they may not be you in style, approach or priorities.
There is much more in this report. It's another must-read for Executive Directors of non-profits. As part of your executive coaching engagement with us, you might wish to address the next generation's list. You will find I have a LOT to say about it.
The study examined survey results from 5,754 respondents (next generation leaders) across United States who had never served as an Executive Director of a nonprofit before.
I couldn't help but think back to my years in leadership. It struck me in tone that this report uncovers a lot of Executive Directors busy doing administrative work and really caught in a hierarchical leadership style ... effectively disconnected from the needs of those they serve and from the leaders who actually deliver that service. Thankfully it's not all.
Don't get me wrong. Somebody has to prepare for board meetings and raise funds. There is nothing wrong with doing those tasks. But if your days are spent behind a desk it's probably not good. In my opinion the disconnected leader is deadly for the organization.
They need to get out there and help clean some toilets.
The next generation leaders offered a few insights for current Executive Directors to digest.
Replace dated power structures. If it isn't working well, find something new. Don't perpetuate a poor thing. Next generation leaders want a collaborative approach.
Help staff build strong external networks. To raise up a new generation of leadership, have them meet, learn from and work with other seasoned leaders. Help them build connections and expand their horizons.
Be a mentor. Work with as many emerging leaders as you can. Be generous in teaching them what you know. Don't condescend but work shoulder-to-shoulder. Many will rise up to the challenge. (Please, if you're really not much of a leader, don't pass your poor practices on. The work will only go downhill.)
Be a good role model. These are the men and women who will take over decision-making. It is from you they will learn about life-work balance, handling conflict, loving your spouse and a thousand and one other things. Don't just talk it, live it.
Pay reasonable salaries and provide benefits. The assumption that financial sacrifice is just part of the nonprofit job is generally not acceptable to the next generation of leadership. Struggling and serving don't work so well.
Engage in succession planning. Ask yourself if you are still the right person for the job. Start making provision for a smooth transition of leadership, even if that is a few years down the road.
Recognize generational differences. Don't assume people are like you or that they should be like you. A younger generation have the same passions to see the mission accomplished but they may not be you in style, approach or priorities.
There is much more in this report. It's another must-read for Executive Directors of non-profits. As part of your executive coaching engagement with us, you might wish to address the next generation's list. You will find I have a LOT to say about it.
Friday, July 3, 2009
What Do You Mean, Leadership Development?
Before engaging a coach for 'leadership development', you had better get a grip on what exactly leadership development is in the context of how you want to use it.
To book yourself or sponsor staff for leadership development coaching doesn't mean much by itself. What is it you wish to accomplish?
... and any number of other things that would impact the daily life of a leader.
I think Steve Roesler gives some very cogent advice in his recent post, Leadership: Coaching Clarity Needed,
When it comes to coaching--or any kind of consulting activity--90% of the success or failure lies in the contracting phase. So:
a. Get clear about who initiated the coaching request. If it was a boss, make sure to understand what that person is looking for and why. Which means asking, "Who really set this process in motion?"
b. What are the specific results desired from the coaching engagement? While Leadership is a sexy catch-all phrase, maybe the real issues are managing team performance, running better meetings, or initiating conversations with colleagues in other corporate locations. (All three of those have emerged after probing underneath the Leadership umbrella during contracting).
c. Is coaching the best way to get at the desired growth? The fact of the matter is that some things are skills that can be learned in other ways. And if you ask yourself how you best learned Leadership, the thoughtful answer will probably be "from leading." Be prepared to suggest expanded responsibility. People grow by being lifted up and then stepping up.
Clarity rules! If you can name it, you can do something about it. If you wish to establish new skills, change a particular attitude or adjust the way you go about whatever ... write it down clearly and then make focused effort to work on it.
If you want to achieve specific goals with coaching, fuzzy ideas and articulation about leadership development may not get you there. Zero in.
Here are sample statements from executives we have coached. Each of them started out as 'leadership development' type requests. But they had something more specific in mind. Notice how their statements are becoming more refined.
This means that the coaching can be more targeted. We can more quickly zero in and get to work on those things that matter.
And even for your own personal and professional development work ... be crisp and clear and you will better be able to develop your own personal development plan. You will have specific topics to work on. You will be able to set realistic targets because you will know what you are talking about.
Clarity rules!
To book yourself or sponsor staff for leadership development coaching doesn't mean much by itself. What is it you wish to accomplish?
- Adjust a career limiting behavior
- Improve communication skills
- Learn how to develop and articulate vision
- Create connections both inside and outside the organization
- Handle conflict better
... and any number of other things that would impact the daily life of a leader.
I think Steve Roesler gives some very cogent advice in his recent post, Leadership: Coaching Clarity Needed,
When it comes to coaching--or any kind of consulting activity--90% of the success or failure lies in the contracting phase. So:
a. Get clear about who initiated the coaching request. If it was a boss, make sure to understand what that person is looking for and why. Which means asking, "Who really set this process in motion?"
b. What are the specific results desired from the coaching engagement? While Leadership is a sexy catch-all phrase, maybe the real issues are managing team performance, running better meetings, or initiating conversations with colleagues in other corporate locations. (All three of those have emerged after probing underneath the Leadership umbrella during contracting).
c. Is coaching the best way to get at the desired growth? The fact of the matter is that some things are skills that can be learned in other ways. And if you ask yourself how you best learned Leadership, the thoughtful answer will probably be "from leading." Be prepared to suggest expanded responsibility. People grow by being lifted up and then stepping up.
Clarity rules! If you can name it, you can do something about it. If you wish to establish new skills, change a particular attitude or adjust the way you go about whatever ... write it down clearly and then make focused effort to work on it.
If you want to achieve specific goals with coaching, fuzzy ideas and articulation about leadership development may not get you there. Zero in.
Here are sample statements from executives we have coached. Each of them started out as 'leadership development' type requests. But they had something more specific in mind. Notice how their statements are becoming more refined.
- "Develop some benchmarks for the company and understand how to use them best"
- "To get away from the edge of burnout"
- "I need assistance in relating to the board."
- "I need help in making a smooth transition of leadership."
- "Become someone who deals better with staff performance problems"
This means that the coaching can be more targeted. We can more quickly zero in and get to work on those things that matter.
And even for your own personal and professional development work ... be crisp and clear and you will better be able to develop your own personal development plan. You will have specific topics to work on. You will be able to set realistic targets because you will know what you are talking about.
Clarity rules!
Wednesday, July 1, 2009
Top 3 Criteria for Newly Hired Executives
A recent article by Clark Waterfall titled Success Metrics for Newly Hired Executives examines what criteria 60 CEO's used to determine how successful newly hired C-level and VP-level executives were after a year on the job.
The question was asked: “In evaluating the success of an executive hire after 12 months, what would be the top 3 criteria that you would use?” Here they are:
The Executive has Exceeded Performance Expectations. The CEO felt the individual had exceeded the goals, milestones and objectives for their specific role.
The Executive Established an Internal and External Reputation as a Functional Expert. Essentially, this means that the executive has built his or her own political/social capital with internal peers and external influencers, customers, vendors, or other external relationships key to the success of the company.
The Executive has Become a Good Culture Fit with the Team. This was selected over the other 4 remaining metrics offered by a more than 2 -to-1 margin. A good merge improves the ability to get business done.
The question was asked: “In evaluating the success of an executive hire after 12 months, what would be the top 3 criteria that you would use?” Here they are:
The Executive has Exceeded Performance Expectations. The CEO felt the individual had exceeded the goals, milestones and objectives for their specific role.
The Executive Established an Internal and External Reputation as a Functional Expert. Essentially, this means that the executive has built his or her own political/social capital with internal peers and external influencers, customers, vendors, or other external relationships key to the success of the company.
The Executive has Become a Good Culture Fit with the Team. This was selected over the other 4 remaining metrics offered by a more than 2 -to-1 margin. A good merge improves the ability to get business done.
Monday, June 29, 2009
Executive Creates Steady Improvement Over Time
Executive creates steady improvement over time. Has a nice ring to it, doesn't it? Small improvements over time add up. I recently wrote about this in "How to Improve Your Leadership". One organization has shown that it is possible and they have the proof to back it up.
The Friendly Society Private Hospital has been named leading employer of choice in the private healthcare sector within South East Queensland, Australia.
Friendly Society Private Hospital team members are provided with attractive remuneration packages, generous salary packaging options, tax free dining, flexible and family friendly rostering, bulk billing for employees and their families via the Afterhours Medical Service and an incredibly strong commitment to ongoing education, training and professional development.
Independent research firm, Best Practice Australia reported that 84% of Friendly Society Private Hospital employees firmly believe the 'Friendlies' is a "Truly Great Place to Work".
Best Practice Australia uses a model based on 5 Types of Culture … from Blame to Success, with the leading Culture being that of Success. This Type of Culture is very close-knit, cohesive and focused with a large number of employees feeling engaged and optimistic about the organization's future.
What put the 'Friendlies' in the Culture of Success category?
The employees who work at the Friendlies say,
• there is a strong sense of purpose and direction
• people have high levels of confidence and trust in Executive Management
• people are optimistic about the hospital's future
• there is a climate of trust and respect amongst employees
• there is a friendly atmosphere throughout the hospital
• the Friendly Society Private Hospital is a Truly Great Place to Work
That is a pretty high endorsement.
And it appears they got there by focusing on what they wanted and steadily moving toward it. The leadership set benchmarks and just kept moving toward them. They weren't struggling for quantum leaps but apparently knew that a steady persistent movement in one direction would build a strong culture and a solid foundation for success.
That's what I advocate for in 52 Solutions for Those Who Need a 25 Hour Day. Persistent, focused action on a number of simple concepts will result in huge improvement and sustainable success over time.
As Jaqui Parle, Executive Director of Best Practices Australia notes:
These results are outstanding for the Friendlies. Having surveyed this hospital five times over the past ten years, it is quite obvious that the cultural change journey has worked. The approach by executive for steady improvement over time (as opposed to large quantum leaps), has really paid off for the hospital.
Well done to the leadership and staff of the Friendlies. Read the whole article. It's a good news story.
The Friendly Society Private Hospital has been named leading employer of choice in the private healthcare sector within South East Queensland, Australia.
Friendly Society Private Hospital team members are provided with attractive remuneration packages, generous salary packaging options, tax free dining, flexible and family friendly rostering, bulk billing for employees and their families via the Afterhours Medical Service and an incredibly strong commitment to ongoing education, training and professional development.
Independent research firm, Best Practice Australia reported that 84% of Friendly Society Private Hospital employees firmly believe the 'Friendlies' is a "Truly Great Place to Work".
Best Practice Australia uses a model based on 5 Types of Culture … from Blame to Success, with the leading Culture being that of Success. This Type of Culture is very close-knit, cohesive and focused with a large number of employees feeling engaged and optimistic about the organization's future.
What put the 'Friendlies' in the Culture of Success category?
The employees who work at the Friendlies say,
• there is a strong sense of purpose and direction
• people have high levels of confidence and trust in Executive Management
• people are optimistic about the hospital's future
• there is a climate of trust and respect amongst employees
• there is a friendly atmosphere throughout the hospital
• the Friendly Society Private Hospital is a Truly Great Place to Work
That is a pretty high endorsement.
And it appears they got there by focusing on what they wanted and steadily moving toward it. The leadership set benchmarks and just kept moving toward them. They weren't struggling for quantum leaps but apparently knew that a steady persistent movement in one direction would build a strong culture and a solid foundation for success.
That's what I advocate for in 52 Solutions for Those Who Need a 25 Hour Day. Persistent, focused action on a number of simple concepts will result in huge improvement and sustainable success over time.
As Jaqui Parle, Executive Director of Best Practices Australia notes:
These results are outstanding for the Friendlies. Having surveyed this hospital five times over the past ten years, it is quite obvious that the cultural change journey has worked. The approach by executive for steady improvement over time (as opposed to large quantum leaps), has really paid off for the hospital.
Well done to the leadership and staff of the Friendlies. Read the whole article. It's a good news story.
Thursday, June 25, 2009
First Quarter 2009 Views About Leadership
A new snapshot is out on first quarter 2009 views about leadership. According to Towers Perrin's Workplace Watch, a new quarterly report on employee opinions, "favorable views about leadership — the top driver of employee engagement — are down in some key areas:
The report compares the first quarter of 2009 with the preceding five quarters and was culled from the opinions of 650,000 employees across a spectrum of organizations, world-wide.
The authors lay out a strategy for leadership to address employee engagement during this time.
Considering the economic climate, several positive signs also emerged from the report. Worth the read.
- Most notably, the percentage of employees agreeing top management provides a clear sense of direction dropped significantly, to 63% from 71% in the fourth quarter of 2008.
- The percentage of employees agreeing that top management provides effective leadership also declined to 50% from 56% at the end of 2008.
- In addition, only 69% of employees agree that they clearly understand their company's broad goals, down a striking 10 percentage points from 79% in the fourth quarter of 2008.
The report compares the first quarter of 2009 with the preceding five quarters and was culled from the opinions of 650,000 employees across a spectrum of organizations, world-wide.
The authors lay out a strategy for leadership to address employee engagement during this time.
- Get leaders out front to talk with employees about the business environment and how the organization is responding, as well as the long-term vision and what the organization stands for.
- Involve employees in efforts to manage costs to help them feel like active contributors.
- Communicate consistently and candidly about both short- and long-term objectives.
- Listen and gather input from employees.
- Promote development opportunities so people can see a future for themselves worth working toward.
Considering the economic climate, several positive signs also emerged from the report. Worth the read.
Saturday, June 20, 2009
The Best Leaders Share One Quality
There is a type of leadership that isn’t much talked about. In spite of this fact many enterprises succeed because of it and others fail because of its lack.
I call it ownership leadership.
What is it?
Why is it important?
Where do we look for it?
If something is carried through to a successful completion it is usually because key people have taken ownership to make it happen. We see it all around us.
A new business owner is willing to do what it takes to make their fledgling enterprise successful. They make the investment of time, money, expertise and energy … usually lots of time and energy. They are passionately involved in every decision. They are willing to wear many hats to get the job done.
Projects that serve communities often have highly dedicated people. They serve up burgers, plant flowers, start early and stay late. And the list goes on.
Alice and I practiced it. For 10 years we set aside daily business and provided leadership for a youth and family camp. We adopted it as our own. We took care of it as we did our own home and property. We put in the hours to make sure it looked good and worked well to accomplish our mandate. We worked with and felt for the hundreds of staff who came and went.
We took pride in the camp. It was a reflection of us and what we felt the organization stood for. We wanted to be ready for inspection at any time. We felt we had been given a stewardship that we were accountable for and we took that very seriously.
If it required starting early, sometimes very early, that’s what happened. If it meant being up late, and in the summer it did, that’s what happened. We took ownership because we believed in the purpose and loved the people it served.
Ownership treats it as if it were your own. Ownership isn’t because one has to, but because one wants to. Ownership is powerful. It makes things happen. Ownership is loyal.
You probably know wonderful stories of men and women who were ready to give themselves for something they believed in. We all have those causes. And when engaged we throw ourselves into the task. We take ownership.
If you are in leadership, find people who are willing to take ownership of an area. They don’t wish to reign as supreme ruler, but they are ready to step up to the plate, work with others and reach toward inspiring goals.
All too often we search for a warm body to carry out a task. They work away at their job. They have to. It’s required. But their heart isn’t in it. Their passion isn’t engaged. They didn’t step up and say, “Pick me, pick me.” The warm body approach is one way, but there are better ways.
1. Give jobs to people who have a passion to do them
2. Take on the relatively unknown person who steps forward with good ideas
3. Don’t take just anyone. Ferret out any hidden agendas
4. Know the strengths of your people and challenge them to rise to the occasion
5. Don’t be so quick to fill a position to get a project completed. Wait for the right person
6. Be very clear in where you are going and how you wish them to get there
Ownership leadership is responsible for much of the good you see come out of small nonprofit voluntary organizations. It may be harder to detect in a for-pay environment but it is there also. Identify those people and keep them.
An objective, a plan and engaged passion is powerful. Never underestimate the value of finding the passionate person or driving forward with those dreams that engage your own deep sense of ownership.
I call it ownership leadership.
What is it?
Why is it important?
Where do we look for it?
If something is carried through to a successful completion it is usually because key people have taken ownership to make it happen. We see it all around us.
A new business owner is willing to do what it takes to make their fledgling enterprise successful. They make the investment of time, money, expertise and energy … usually lots of time and energy. They are passionately involved in every decision. They are willing to wear many hats to get the job done.
Projects that serve communities often have highly dedicated people. They serve up burgers, plant flowers, start early and stay late. And the list goes on.
- Ministry leaders who are full of compassion for the people around them
- Parents who are absolutely dedicated to having their children reach their potential
- Citizens who feel so strongly the need for change that they run for election
- Youth organization leadership who spend endless weekends and evenings serving kids
- Volunteer coaches who collect, taxi, mentor and cheer on this year’s team
Alice and I practiced it. For 10 years we set aside daily business and provided leadership for a youth and family camp. We adopted it as our own. We took care of it as we did our own home and property. We put in the hours to make sure it looked good and worked well to accomplish our mandate. We worked with and felt for the hundreds of staff who came and went.
We took pride in the camp. It was a reflection of us and what we felt the organization stood for. We wanted to be ready for inspection at any time. We felt we had been given a stewardship that we were accountable for and we took that very seriously.
If it required starting early, sometimes very early, that’s what happened. If it meant being up late, and in the summer it did, that’s what happened. We took ownership because we believed in the purpose and loved the people it served.
Ownership treats it as if it were your own. Ownership isn’t because one has to, but because one wants to. Ownership is powerful. It makes things happen. Ownership is loyal.
You probably know wonderful stories of men and women who were ready to give themselves for something they believed in. We all have those causes. And when engaged we throw ourselves into the task. We take ownership.
If you are in leadership, find people who are willing to take ownership of an area. They don’t wish to reign as supreme ruler, but they are ready to step up to the plate, work with others and reach toward inspiring goals.
All too often we search for a warm body to carry out a task. They work away at their job. They have to. It’s required. But their heart isn’t in it. Their passion isn’t engaged. They didn’t step up and say, “Pick me, pick me.” The warm body approach is one way, but there are better ways.
1. Give jobs to people who have a passion to do them
2. Take on the relatively unknown person who steps forward with good ideas
3. Don’t take just anyone. Ferret out any hidden agendas
4. Know the strengths of your people and challenge them to rise to the occasion
5. Don’t be so quick to fill a position to get a project completed. Wait for the right person
6. Be very clear in where you are going and how you wish them to get there
Ownership leadership is responsible for much of the good you see come out of small nonprofit voluntary organizations. It may be harder to detect in a for-pay environment but it is there also. Identify those people and keep them.
An objective, a plan and engaged passion is powerful. Never underestimate the value of finding the passionate person or driving forward with those dreams that engage your own deep sense of ownership.
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