Are you feeling overwhelmed with the amount of work you have on your plate? Do you feel indispensable, like you can’t take time off without everything falling apart? Have you missed deadlines? Do you work long hours? Are you making all of the decisions? Do you feel too busy to check in with direct reports or colleagues? Have you been told that you need to delegate more? If you answered yes to any of these questions, you likely have difficulty with delegation.
Have you ever found the perfect new team member? A person who fits exactly what your organization needs? Hopefully you have had this experience at least once in your leadership career. It is rewarding for everyone when you bring in the right person at the right time. However, there are cases when you find out this person actually is not the perfect fit. Worse, maybe they were perfect, but after a while decided it was time to move on to another opportunity. Either way, there are some important lessons to learn and use in order to move forward when this happens.
One can easily argue that honing our communications skills is one thing we can all do to increase our success and achieve the results that we want. It may not be the only thing we need to do, however, working on improving our communications skills and interpersonal interactions will always prove to be a positive and enlightening endeavor.
The communication gap is not just a generational phenomenon. It exists in every type of interaction – between parent and child, boss and employee, teacher and student, husband and wife, between siblings, friends, neighbors, colleagues and on and on... There is a constant struggle in our communications to have our message be perceived as we intended. If you have ever found yourself saying, “That is not what I meant” or “I believe you misunderstood what I was trying to convey”, then you have experienced the communication gap. The key is to create awareness around the fact that the gap exists and then work to modify your behavior to close the gap.
There is no argument that effective leadership requires a variety of competencies in the leader’s toolbelt. Some of these tools include effective communication, inspiring, directing, creating vision, strategic thinking, building relationships, adaptability, drive, execution and emotional intelligence. Coaching is a relatively new tool for the leadership toolbelt. Like all the other leadership competencies mentioned, coaching is not the only tool for leaders; however, it is an important one.
There are many misconceptions of what coaching is and even how to use it, and leaders often think they are coaching when they are not. For example, a leader meets with a team member to discuss a challenge, situation or area for improvement and basically tells the employee how to resolve the problem. He or she may tell a story of resolving a similar situation. Next, the leader encourages the team member to “get out there and make the changes.”
Does this scenario sound familiar? Although this approach may have a place in leadership (in fact, it’s more like mentoring), too often, it becomes overused. When a leadership competency is overused, it becomes a weakness.
Read the article in it's entirety here: http://www.trainingindustry.com/blog/blog-entries/add-coaching-to-the-leadership-toolbelt.aspx
We live in a fast-paced, ever changing, and complex world. As leaders we are constantly looking for more effective, efficient, and productive ways to push both ourselves and those that work with us. According to research recently published by Gallup, employee disengagement costs American organization up to $550 billion in lost productivity per year. That’s $2000 per employee per year. It is clear to see from these numbers that the cost of disengagement and boredom among your employees is staggering.
"Man cannot live on bread alone, he must have peanut butter (James A. Garfield)!" Similarly leadership does not stand alone, it must get results, and that means achieving well formulated goals. By definition, a destination is inherent and you MUST know where your are going or, as oft quoted Yogi says, "If you don't know where you're going, any path will get you there."
When you think of doing a stakeholder analysis, doesn’t it seem a little mid-20th century? When you look at it, after all is said and done, isn’t it really just names? Scrawled black and white names hanging there on the page in front of you with no depth whatsoever. However, there is something much, much more going on behind each and every name on that page. Every one of those colleagues, every one of those team members, has an emotional makeup that pushes them to make all sorts of decisions, both logical and illogical. Those humans, every individual named on that page, are flesh, blood, and bones so why not take that fact into consideration the next time you perform a stakeholder analysis?
I understand, it might seem a little challenging to project your EQ onto something as two-dimensional as a stakeholder map. “I mean” you might be thinking “isn’t the stakeholder analysis supposed to simply be a strategic planning tool? Don't make this more difficult than it needs to be!”
Another way to look at the MSBCoach Leadership Maturity Model - or Our Approach - is in this LMM Competency Matrix:
Business Acumen – The words reverberate with the precise confidence of success. This manager seems to have a business compass to hone in on the directional decisions that are right for the organization.
Acumen, conveys a confidence and knowledge for efficient and effective business. Although these words convey a natural ability, the truth is that business acumen is more a verb in practice than a noun. You need to develop acumen as an active search for business skills and to applying that knowledge over time. Great concept…but now you’re thinking what does that mean to me in my career?
Business acumen is about focus so let’s think about a Ready – Aim – Fire approach for your success.