Leadership Tip: Organization is key – use Monday to set your framework for the week.
The best way to take charge of your work week – especially on a Monday is to set the tone for the entire week. Spend your first hour Monday morning laying out your weekly framework instead of answering e-Mails or phone calls. Not only will it prevent you from being overwhelmed from the get-go, it will give you a sense of accomplishment before you get started and allow you to prioritize your time appropraitely. Finally, it will allow you to make realistic commitments to partners on project timings, expectations and much more.
Give it a try and share your experiences.
Leadership Tip: To have never failed is to have never succeeded. A mark of a leader is more than solely his/her wins.
Today’s tip is in the spirit and memory of Nelson Mandela. One of his quotes that remains in my all time top list is:
“Do not judge me by my successes, judge me by how many times I fell down and got back up again.” ~Nelson Mandela
As a leader you often have to overcome challenges in your journey. Whether they be success or failure, morale, communication, or a million uncontrollables in between, a true test of a leader will always be how he/she responds to the adversity faced – alongside the outcome. Your team will look to you for strength.
Today, I would love for readers to share their stories of falling down and getting back up. Sound off below.
Leadership Tip: Change is constant. Embrace it.
Simple sounding, right? Take a moment to think about how much resistance we naturally show to new ideas in a day. It could be as simple as a restaurant/cuisine choice, or as complicated as choosing and Android vs. Apple device. Fact is, most people just do not like change.
As counterintuitive as it may sound, change is the only constant in our lives. That minute that just passed – you’ll never have that minute in its exact properties again. Weather changes – people change – their thoughts evolve, etc. Change is all around us and isn’t going to stop for no one.
As a leader, embracing change becomes far more paramount as you advance in your leadership journey. Why? Consider a quote I often refer to when thinking about individuals resistant to change.
“Insanity is doing the same thing over and over again and expecting different results.”
How often do we expect things to say the same but change at the same time?
Today, evaluate and embrace change. It could be as simple as listening and agreeing to think about something you would normally shut down – or as complex as taking on a new restaurant. Whatever road you take, begin embracing and enjoying the journey change brings.
What change do you plan to embrace today? Sound off…
Leadership Tip: Take a moment today and write down everything you have to do, what you actually got done and the reasons why you didn’t complete everything you sought to do.
Often, individuals confuse time management as a simple balancing of one’s calendar. Yes – balancing your calendar is important. But so is taking the time to really assess your true priorities, what’s adding value to your business and what is leeching time away from you.
But why make a list and track what you’ve gotten done? The best reason is self-gratification. Motivation is great to get you started – but once you’re on a roll, the feeling on accomplishment (“checking things off your to-do list”) helps to keep your flame burning strong giving you the power to get things done.
Today’s goal – start making to do lists, priortizing tasks and STOP PROCRASTINATING! How do you know if you’re a procrastinator? For this, I digress to Stephen Richards:
“How often do you find yourself saying, “In a minute”, “I’ll get to it” or “Tomorrow’s good enough” and every other possible excuse in the book? Compare it with how often you decide it’s got to be done, so let’s get on and do it! That should tell you just how serious your procrastinating problem really is.”
― Stephen Richards, Overcoming Procrastination
What are your tips and tricks for achieving ongoing success in your day to day grind? Share with us!
This morning, one particular quote in my library of quotes rings particularly true. “The people who are crazy enough to think they can change the world, are the ones who do.” ~Stephen P. Jobs
When looking for motivation and inspiration, this is often one quote I look back to most often. Why? It reminds me of several key leadership values – and how to get things accomplished. While a path you blaze may not always be the most popular, having a clear line of sight to the end goal can allow you to ultimately achieve what you set out to do – and win your supporters along the way.
Take Apple’s iPod for instance. When Jobs met with record industry executives, the music industry was hemmoraging – they were suing Napster, they were suing customers themselves for piracy. Apple had just created the iPod – 1000 songs in your pocket. Jobs wanted to help save the music industry – and boldly told the executives so. He argued by making it easier for customers to get music, and by charging only $0.99 for the songs they want instead of forcing an entire album on them, piracy itself would be reduced. Many executives balked – but a few of the big ones signed on – and Jobs was right. The content delivery network he build – which came to be known as the iTunes store – has sold billions of tracks. Why, because he was BOLD enough to think he could turn an entire industry to change – and did it to their leaders’ faces.
I challenge each one of you to evaluate the context of your day. How can you change the world around you? I know I’m working on a dozen concepts and ideas – at work and all around me. How can you change the world today? I ask myself that every morning.
I’d love to hear everyone’s plans – sound off below. I’ve also included the full cut of the Apple commercial (unreleased with Jobs’ voice) with the full speech.
Situational analysis is one of my favorite things – the ability to look at something from multiple lenses always gives me a unique perspective and allows me to (usually) make the most educated and focused decision. While dining with a colleague yesterday, I expressed my discontent in an individual who required micromanagement – much to my disappointment. My colleague responded in not so many words “why do you allow it?”
That led me down a very interesting thought process. Do leaders allow individuals on their teams that require micromanagement. Is micromanagement sometimes quintessential in someones development?
Earlier this week a good friend (in reference to another situation) said “What you allow to continue, will continue.” Does this mean that those who you micromanage will never rise above being micromanaged? I found it to be an interesting juxtaposition. While individuals who are “in development” may require short term micromanaging – the long term goal is to teach them to think for themselves – thus proving my colleagues point.
However, before prejudging someone as needing micromanagement, a leader has to evaluate his or her style. Are you a micromanager – or is the individual just in need of micromanagement. If you can effectively rule the first one out (in my case, I can – I find micromanagement to be a waste of leadership resources and often believe I can do it faster myself at that rate), then I believe every individual needs to be given a plan that not just micromanages them to get them up to speed – but an exit strategy from a long term commitment to micromanaging.
Sound off – what are your thoughts on micromanagement? Is it helpful? Have you successfully developed any employees using that technique? Do you currently have individuals requiring serial micromanagement on your or a colleagues team?
We all spend a lot of time working to develop and hone in our leadership skills. We seek to lead leaders and have them tear down walls in the process. Yet, in all the bustle and confusion of working to be successful at these characteristics, I find many tend to overlook one of the most powerful self-development and self-leadership tool – reflection.
Now, most immediately digress to reflecting on aspects they believe to be “negative” in their interactions with other people and entities. While reflection to those aspects may be a small sliver of the equation, centering on that actually undermines the process as a whole. In fact, used properly, reflection can help you learn your people better.
Real reflection begins by analyzing the total outcome of the situation and starting with what went right. What pieces got you where you needed to go? What decisions led you to get there? How do you replicate those decisions into future actions? Then, you must dig in to understand how those decisions impacted not just someone’s actions – but also their perceived thoughts. Together, this gives you a better picture of the individual and their own decision making vortex.
When you start to focus in on your reflections you’ll be amazed at the development and growth you can achieve for both yourself – and your team.
Have a great leadership story about using reflection to improve a leader’s performance? Share it below.
Something very close to me has always been identifying the varying unique ways to motivate individuals and help drive them to the next level. As one leader I’ve had says “Getting them to tear down walls”. I’ve found that saying often quite predictive as it tends to make the impossible seem completely possible and allow individuals and teams to drive to new heights.
This morning, during my daily search through various publications for articles I share with my leaders and teams, I came across Inc.’s article 10 Ways to Motivate Anyone by Geil Browning (Read It Here: http://www.inc.com/geil-browning/ten-ways-to-motivate-anyone.html). I certainly believe there in incredible credibility to the 10 core ways Browning identified in the article, I believe truly motivating individuals to “tear down walls” requires an even deeper understanding of that person and what drives them personally. Sure those 10 are great high level bullet points – and even provide a framework for new leaders to get a jumpstart on Leadership – but for the seasoned leader, there is a second dimension of relatability designed to drive leaders to tear down walls.
I’ll dig into this more in the future. In the meantime, what are your thoughts? How do you get leaders who lead leaders to tear down walls? Sound off.
Often in leadership we spend great deals of time identifying what makes our subordinates tick. We seek ways to maximize their productivity and drive the business to new levels. That, in fact, is often the key metric of an effective leader.
That said, when is the last time you, as a leader, identified what makes you tick? I know everyone quickly jumps to “oh, that’s easy!” and will often cite “leading people”, “money” or “ego”. The question I pose today is much deeper. What makes you tick on a sub-level? What weaves the fabric together to make you run day-to-day. Sure, those 3 are the big catalysts if you will. But during long lulls where there is no significant movement to power those 3 key drivers, what are the little things that make you go?
I bring this up today because even successful leaders who identify the core 3 above often still feel unfulfilled or missing something. It’s because these “sub-level” emotions (or desires or needs, whatever you would like to identify it as) require these other tiny parameter to also be in sync. This, in it’s most basic essence, is what helps leaders “tick.”
So when is the last time you identified these pieces? I know I am overdue as I’ve seem to have lost sight. *Challenge accepted* While I’m on my journey, I would love to see comments on what makes everyone else tick on a sub-level. Sound off with the comments feed on this thread.