Coaching is about growing and moving forward through changes in behavior. Many people can offer advice, however very few can coach, and even fewer can move you forward. Almost daily I witness so-called coaches who paid to be certified, but have little if any practical real-time experience. They like to call themselves a coach, but have no clue as to how serious their role will be. And what the implications could be to the individual who believes their canned message and engages them.
A coach must earn the right to be your trusted guide, with whom you can share your hopes and aspirations in confidence that he/she will meet your needs by:
Holding you accountable.
Guiding you to develop and refine your ideas.
Being a resource by sharing a wealth of business growth strategies.
Providing you with the contacts you need.
Giving you a perspective from the outside, looking in.
Business today is a race for growth and efficiency. It’s a race with few rules. Why try to forge your own path through the thick undergrowth of trial and error, traditional thinking, and lack of information and exhaust yourself far short of the finish line? Invest in yourself with a coach…but, the right coach. I hope my video will help you make this important decision.
Wikipedia tells us that “delegation” is the assignment of authority and responsibility to another person to carry out specific activities. The person who delegated the work, however, remains accountable for the outcome of that work. Delegation is supposed to empower a subordinate to learn and to make decisions. It is a shift of decision-making authority from one organizational level to a lower one. Continue reading →
Many of us often find ourselves jumping to conclusions about an issue with the result being we got it wrong in terms of either our understanding of the issue or the action we took, or both.
We “get it wrong” because we usually don’t take the time or follow a process to fully understand what the problem is or the best way to address it. We all, at times, are required to “think on our feet,” but that doesn’t mean we shoot from the hip or guess. Following a mental process, if done correctly, does not have to slow down how you arrive at the right action to take. When we don’t follow a process, we usually miss some key aspect of the situation which eventually results in “so-so” fixes and not solutions.
While not perfect (and they don’t have to be perfect), here are 5 simple steps to help you avoid jumping to conclusions:
Start with asking what took place, when it occurred, why and how it happened—this is the foundation for your future actions.
Define the outcome you want to achieve and by when—i.e., based upon what you learned from the what, when, why and how exercise what would the best solution look like.
Identify the first 3 steps you will take (including the resources you will need) to get you moving towards the desired outcome. These 3 steps must include what will be done, by who and by when.
Evaluate your progress after the first 3 steps have been completed and make whatever adjustments are necessary, then take the next 3 steps. Repeat this “evaluation” step as often as necessary until your desired outcome has been achieved.
Throughout your process, avoid overthinking. Keep the outcome in front of you. When we overthink our actions, we slow our progress, second guess our abilities and make the situation more complicated that it needs to be.
A leadership lesson on managing overwhelm: Chris provides advice to leaders who are struggling with complex problems. Learn Chris’ method for separating complexity when faced with so many moving parts. Leadership means following a process to problem-solving to achieve resolution.
Intentions are things you “plan” to do. From time-to-time each of us set intentions to do certain things or to accomplish specific goals. In many cases, your actions, if you take any at all, fall woefully short of your desired outcome.
Just intending on doing something very rarely gets it done. Some get so caught up in the intention that it distorts their reality to the point where they believe that they are taking action. Yet, all they are doing is talking about it and allowing the opportunity to slip away.
We’ve all probably encountered the frustrations related to flight delays and cancellations. I recently experienced the latter while on my way to the 35th Annual J. P. Morgan Healthcare Conference (commonly referred to as JPM) in San Francisco. Although, one positive did come out of my unplanned delay — it afforded me the opportunity to get through a leadership book I had been meaning to read, Step Up And Play Big by Chris Ruisi.
As I began my review I found myself highlighting concepts in the book, putting stars next to comments I found insightful, as well as bending over page corners I might want to revisit. In his book, Ruisi provides a quick common-sense approach to some best leadership practices. And while I’d encourage you to read the book, I’d like to share a few of his thoughts. Continue reading →
Wikipedia tells us that, “Delegation is the assignment of authority and responsibility to another person to carry out specific activities. The person who delegated the work still remains accountable for the outcome of that work. Delegation is supposed to empower a subordinate to learn and to make decisions.”
Poor delegation causes frustration and confusion to all of the parties involved. Or, to say it another way: When done poorly, “It can be a living hell!” It also cheats your team out of opportunities to develop their skills, which ultimately hurts you, your team and your organization.
So how do you get started on the road to becoming an effective delegator? First and foremost, you’re going to have to break out of your comfort zone and be willing to change. After that, following these simple 6 steps will get you going in the right direction: Continue reading →
To be successful, especially in a leadership role, there will be times when you will be faced with making tough or difficult decisions that will, in many instances, also be seen as unpopular.
Some often delay making tough critical decisions on a timely basis because they fear the outcome. So, to avoid this “perceived” result, we either make a series of small and less effective decisions or we take no action hoping the matter will take care of itself. When we do this we actually do more harm because we are prolonging a bad situation and, in many cases, making it worse. This approach can be a fatal error for a business leader in situations where success sometimes hangs in the balance based on their ability to make tough decisions using not-so-perfect information.
All of us in a leadership position get to carry the brunt of the problems and challenges we face every day. We sometimes cause these problems. And in other cases, we must clean up the mess made by someone else.
In most cases, we serve as the “buffer” between the problems and our teams. Then once we have confronted the problem we have to sift through the emotion and clutter that comes with it to determine what caused it and more importantly how to solve it—while still doing everything else you’re supposed to do!
Working through and managing bad days comes with the territory if you are a leader. But, when the number of those bad days starts to take place on an ever increasing basis and the severity intensifies, you’re then experiencing days that “you don’t want to go to work.”
However, as a good leader you pick yourself up and go to work on those days you really don’t want to be there. You fool yourself into thinking that “it’s what you have to do” but, you’re not having any fun
When you reach this state, it’s time to come to a complete stop and put yourself in time out! You need to give yourself some time to catch your breath and think about what you’re doing versus what you “should” be doing. Why? Because if you don’t stop the madness, you’ll “burn out physically and emotionally, and run yourself and your business into the ground—permanently.
With the possibility of the demise of your business staring you in the face, you should consider taking all of these key steps: Continue reading →