Workmatters Tips Archive

What do you want to improve?

My 13-year-old son just finished his first cross country season. The coach sent out a report to the team that showed each child's improvement in speed since the beginning of the season. My son was excited to see that he had improved his speed overall by 12.02%. He waved the report in the air. "Mom, this is cool! Can you believe I did that?" Not bad for three months. It's useful to have tangible numbers to show results, but when it comes to business and personal improvement, the measure of improvement can be fuzzy.   Don't let that impede your efforts.  Leaders like you consistently seek to improve themselves. They're constantly trying to raise the bar -- to increase their learning or strengthen specific skills.  In my work with executives and business owners, they are never at a loss for "things to improve." When I ask them about what they'd like to see improve, they make comments like these:   "We want to improve employee performance." "We want to improve customer service." "We want to improve customer retention." "We want to improve teamwork." "I want to be a better leader." "I want better balance in my life and work." But when I ask what that improvement would look like, there's often a pause.  I get responses like: "Well, I don't know exactly." Or "I'll just know it when I see it." As in any business, there are aspects of the business that you can easily track: number of calls made, proposals sent, etc. But some of the most important elements in your business, or in your own growth as a leader, are difficult to measure. They're intangible.   For example, if you're working on building your confidence, you just feel it in your gut. Naturally there are some observable behaviors that can indicate your confidence is improving, but it's something you have an internal sense about.   Coaching engagements can be challenging in the absence of clear, measurable goals or well defined desired changes. Be as specific as possible when defining the desired outcomes of the engagement. Accept that intangible benefits are inherent in the process as well. They can be unpredictable and extremely valuable.  Problems occur when organizations place more emphasis on the process compared to results.   They sometimes care more about the number of hours or sessions delivered in a typical engagement rather than focusing on results achieved.  How do you know if you're making progress toward the improvement you want?  One key is to ask yourself what you would need to see, hear or feel.  For example, some executives indicate they'll...  See people getting along better. People will actually acknowledge each other in the office.  Hear less complaining. Employees will volunteer solutions. Feel less stress. As one CEO said, "I'll sleep better at night."  Using words like "better," "more," or "less," can still be vague, so dig deeper to pinpoint exactly what that means to you.  Here are a few questions to help you set meaningful improvement goals: What's your minimum level of improvement?  Consider the minimal level of improvement you'd like to see over a specific period of time. This is helpful when you've set a long-term goal for yourself, and you want to make incremental progress. Give yourself an initial minimal goals that will give you a sense of accomplishment when you achieve it.  What would represent radical improvement?  Answer this question when you want to make significant change happen – when you know that the improvement is critical to your personal or business success. I find clients often sell themselves short on what they can actually achieve. They also overestimate the time and effort involved.   What if you don't do anything to improve? Think about the cost to you or your business. You know you need to improve "something," but you can't focus on it now. Executives are under pressure with little time to devote to their own improvement. But improvement doesn't always require large blocks of time. It's the mindset that really matters.   Keep improving!  As a leader dedicated to lifelong improvement, you send a positive message to those you lead. You're not telling people "it's never good enough."   Instead you're setting new levels of excellence. You're encouraging and inspiring others.  Your team will see a leader building on strengths -- improving on what's already working. You'll give them permission not to dwell so much on problems and weaknesses. Make serious ongoing learning/growth a value that propels you and your business -- a norm that sets you apart from your competitors who are only motivated to improve when they experience problems. Talk with your team about three specific improvements they can  make happen over the next few months -- especially those they would be excited to achieve.  I look forward to hearing about your results.    About Gayle Lantz Gayle Lantz is a leadership expert, executive coach, career strategist, and president of  WorkMatters, Inc., a consulting firm dedicated to helping leaders think and work smarter. She is author of the award winning book,  Take the Bull by the Horns: The Busy Leader's Action Guide to Growing Your Business...and Yourself. A sought-after consultant, coach, facilitator, and speaker, Gayle works closely with executives and leadership teams to expand their vision, think and act strategically, and inspire change. Together, they increase business results and help make work matter at every level of the organization. Visit:   WorkMatters  Also visit or subscribe to the NEW WORKMATTERS BLOG --  Specifically for leaders who want to create their own career path doing work that matters. Connect With me on LinkedIn Follow Me on Twitter   NEW!

 

Your Most Important Leadership Lessons

This month marks the 10th anniversary of the 9/11 attacks -- a time to reflect on tragic loss and to bolster resilience.

Think about where you were ten years ago -- and how far you've come.

Reflection is a good thing, especially when coupled with action.

During this week, I encourage you to do two things:

1. Reflect on ten important lessons you've learned over the past few years. They can be leadership lessons or life lessons.

Don't worry about classifying them. Simply write them down.

You'll reinforce your learning. You may also remind yourself about something important you've forgotten.

2. Commit to taking an action step you haven't done before.

It might be something you've thought about, but keep putting off. Or it might be something you're really eager to do -- like starting a new project, or moving yourself or your business in a new direction.

Just commit to the first step. You'll begin to bring about the change you really want.

The events of 9/11 transformed lives and communities. Any change or transformation, at the organizational or personal level, starts with a strong desire to create a new, better experience.

But that's not enough.

Sometimes you need to take massive action. Other times, it's about claiming a different leadership role.

You must be willing to step into a leadership role that requires more of you -- as if you're not doing enough already, right? The challenge is not to do more, but to be more.

What does "be more" really mean?

Some of my clients say it means...

• Being more present with other people, or
• Being more committed than ever to make a difference, or
• Being more focused on the big picture instead of minutia, or
• Being more of yourself as opposed to the image of the leader you thought you had to be

Every leader's journey is a little different, but the common element is an unrelenting quest to bring out the best in those they lead, as well as themselves.

It's not easy. But you'll lead more easily when you reflect on your learning as you go.

Capture your lessons. Commit to leading, differently. Create needed transformation.

PS – I posted my own list of 10 lessons on my new WorkMatters Blog. The blog is designed for leaders who want to take charge of their own career path doing work that matters. (There I post more regularly on career and personal growth.)

Happenings at WorkMatters

Read Gayle's most recent leadership articles published in:

The Birmingham Business Journal -- Sometimes Executives Need to Do Less to Be True Leaders

The Birmingham News -- Transform Your Business by Focusing on Leaders

Check out the NEW WORKMATTERS BLOG -- For leaders who want to

create their own career path doing work that matters.

Don't Panic. Just Lead.

With all the uncertainty in the markets, people are anxious.

It's only natural to be concerned about how changing financial conditions will affect you.

However, in challenging times, it's even more important to shift the focus from yourself to your customers/clients. Lead with their needs and best interests in mind.

Ask new questions.

Lead your clients to new solutions that address their most pressing issues. Ask questions like:

• What new challenge are you facing?
• What new opportunities do you anticipate?
  (I really like this question because it helps remind people that there ARE new opportunities out there if you look for them.)
• What kind of support or expertise would be most helpful to you now?
• What changes do you anticipate over the next year or so?
• What more can we do for you, if anything?

At the same time, here are actions to take when you start to worry.

• Seek out the strong.
• Increase your exposure to people who are resilient -- those who experienced adversity and emerged with strength.

You may also find books or videos that offer just the motivation you need to build your own strength. Include them in your daily or weekly routine. Avoid those people who project fear -- those who give excuses for not being able to accomplish their goals. Instead of cocooning, start communing. In stormy times, you probably want to take cover. Get out there. Pay attention to the community you're creating for yourself. Attend events that attract entrepreneurs and forward thinking executives. You'll keep your energy strong and ideas flowing. Even in times of uncertainty, you can control the climate that helps you grow.

Steady yourself.

To do this, manage your own mindset first. Be prepared to take action in the face of fear. Just as a tightrope walker keeps his focus on the goal, so can you as you take steps toward your goal. Slow down.

Take one step at a time. Adjust your balance if you have to, but keep moving forward. Mindset management is an ongoing process -- not a one-time act.

Nurture your mindset. Reset.

At times, your mindset needs a reset. Hit the reset button, especially when you find it more difficult to believe that you can achieve your goals. Stop negative thinking that holds you back.

What's the one belief you can return to as part of your own reset process? Don't let today's news throw you off balance.

Your mindset will be evident to those you lead. That's even more reason to pay attention to it. Take control of your mindset. You'll take control of your market at a time when your competition may be too afraid to make a move.

Want to Use Gayle's Article in Your Newsletter or Website?

You may, as long as you include the following statement:

"Reprinted from 'WorkMatters,' a free ezine produced by Gayle Lantz featuring tips for leaders and executives who want to grow their business, their teams, and themselves. Subscribe at: WorkMatters.com/signup."

 

Three Simple Tips to Gain Midyear Momentum

If the summer is starting to slow you or your business down, it's up to you to do something about it. 

While taking a break away from work can give you renewed energy to plow ahead, sometimes it takes more than that to keep you plowing ahead of the competition. 

Don't let midyear pass you by without doing something a little out of the norm to move your business forward. You'll tackle the second half of the year with clarity, focus and thoughtful actions to help you meet or exceed your goals. 

Review these three tips to help you rev up your midyear momentum:    

1.  Revisit your big picture goal.           

On a scale of 1-10, how energized are you about achieving that goal? If you're scoring low, you'll need to take it up a notch. 

Some questions to ask yourself, or your team:

•  Is the goal the same as it was at the beginning of the year?
• What adjustments to the goal do we need to make, if any?
• If the goal is set, how can we improve our aim?
• What new circumstances or issues do we need to consider? 

Hold a special "Midyear Momentum Meeting" to get input on the overall goal and renew energy for pursuing it. 

Challenge your team to come up with at least three new creative approaches to achieving the goal. 

Get everyone on the same page. Chances are, if change is happening fast in your business, you'll have to move everyone to an entirely new page. 

2.  Connect with past customers. If you're keeping a slower summer pace, set aside some time to reach out to past customers. Schedule a short phone call or meeting. 

Ask them about:

• Any new challenges they're facing
• What they want to accomplish by the end of the year
• What kind of help they think they need 

You'll align your activities with the real needs of your market (not just what you think their needs are).

3.  Thank people who have contributed to your personal or business success. (Don't wait until Thanksgiving when everyone else does.)   

Who would be on your list? Special clients? Favorite customers? Investors? Board members? Friends?

Send a note to:

 a) Thank them for their role or contribution,

 b) Let them know how you're progressing toward your goal, 

 c) Offer to be of help to them. 

Of course, you might prefer to make a phone call instead. 

You'll find that a little gratitude creates a lot of good - often in ways you least expect. 

Regain and sustain your momentum this summer.

What's one specific action you'll take this week to move your business forward faster?

PS - THANKS for being a WorkMatters subscriber! Let me know how I can help you or your team. 

I'm launching a new blog soon that may be of interest to you. Stay tuned for more details...

On the Lighter Side    When you're that successful, things have a momentum, and at a certain point you can't really tell whether you have created the momentum or it's creating you.  ~Annie Lennox

Want to Use Gayle's Article in Your Newsletter or Website? You may, as long as you include the following statement:  "Reprinted from 'WorkMatters,' a free ezine produced by Gayle Lantz featuring tips for leaders and executives who want to grow their business, their teams, and themselves. Subscribe at:  WorkMatters.com/signup."    Know someone who might benefit from this article? Feel free to forward.

About Gayle Lantz   Gayle Lantz is a leadership and career expert, and president of  WorkMatters, Inc., a  consulting firm dedicated to helping leaders think and work smarter. She is author of the award winning book, Take the Bull by the Horns: The Busy Leader's Action Guide to Growing Your Business...and Yourself. A sought-after consultant, coach, facilitator, and speaker, Gayle works closely with executives and leadership teams to expand their vision, think and act strategically, and inspire change. Together, they increase business results and help make work matter at every level of the organization.

Leadership Problems Revealed

My husband's nerves were being tested -- stuck in a check-out line at a local Office Depot.  Only two people were working at the front counter. When one clerk finally became available, she turned away from her post and walked away.

Stunned, my husband motioned to her and said, "Ma'am, you have customers waiting." She looked at him and said, "Sorry. My stomach's calling. It's break time!" 

Compounding his disbelief, and not standing for "talk-to-the-hand" treatment, he took action. The three other people in line looked on expectantly as my husband called for a store manager. The manager eventually made his way to the front of the store. With underwhelming concern he arranged for another employee to handle the check-out. 

On the surface, it looked like the store had a customer service issue. But what was the real issue? Often leadership problems are disguised as customer service problems. 

The larger the organization, the more difficult it is for senior leaders to connect with the front line. Office Depot is not unique in that regard. Many organizations are unaware of isolated issues customers experience. Customer satisfaction surveys can only go so far. 

As a leader, what can you do to make sure you are not just aware of potential problems, but avoiding them in the first place?

• Hire the best talent for the job. Some people are simply not cut out for the job. No amount of training can get them to the level they need to be if they don't have the right attitude. When it becomes evident that the employee will not succeed in the role, don't hope for change or ignore the problem. Quickly move him to another position that's a better fit or help him move on. 
• Look for employees with leadership potential. People with leadership potential are naturally motivated and more engaged in their work. They care about their performance and want to make a positive impact in the organization. They will grow with your organization. Incidentally creativity is now one of the most sought after attributes in leaders.
• Help employees get to know their customers better. They don't necessarily need to know them personally, but they should understand the demographics and psychographics (personality traits) that reflect your market. For example, business customers value their time and appreciate handling transactions quickly. They are typically results oriented.
• Work on yourself.  Strengthening your own leadership skills will make you a better leader. Pick one area to improve such as communication with your team, public speaking, coaching, strategic thinking, etc. As you develop your leadership, you'll increase the chances of helping others avoid costly mistakes.
• Look for symptoms. Poor customer service is only one possible symptom that points to problematic leadership. Other likely clues include high employee turnover, low employee engagement, poor employee communication and lack of teamwork.

Serious leadership problems may go undetected for some time. Who's got the guts to tell the boss they could be the problem? 

Some employees are good at compensating for poor leadership. They plod along working in counterproductive environments. They work for leaders who have no self-awareness about their negative impact. Some employees even make these bosses look good. But they can only sustain that kind of performance for so long.

Ironically leadership problems that become visible can be a positive force in your business.  

When leadership problems are revealed, you're forced to take a hard look at your business. Then you can take appropriate actions that create more dramatic improvements in the business. 

Leadership issues can be tricky and sensitive to address. But by doing so, you can move your business in new directions. 

Once the real issues surface, real change can happen. 

What leadership challenges are bubbling under the surface in your business?

How can you see them on your radar before customers do?

PS -- When my husband returned home, he contacted Office Depot's corporate senior management to express his concerns. They were very responsive. 

On subsequent visits to the same store, we have seen noticeable improvement in their customer service which likely reflects positive shifts in their leadership as well.

On the Lighter Side   "Accept that on some days you're the pigeon, on other days, you're the statue." Scott Adams

Want to Use Gayle's Article in Your Newsletter or Website? You may, as long as you include the following statement:  "Reprinted from 'WorkMatters,' a free ezine produced by Gayle Lantz featuring tips for leaders and executives who want to grow their business, their teams, and themselves. Subscribe at:  WorkMatters.com/signup."    Know someone who might benefit from this article? Feel free to forward.

 

Find valuable articles, resources and information about services at WorkMatters.   Take the Bull by the Horns: The Busy Leader's Action Guide to Growing Your Business...and Yourself by Gayle Lantz by WorkMatters Press Hardcover List Price: $24.95 Our Price: $8.60 Buy Now

About Gayle Lantz   Gayle Lantz is a leadership and career expert, and president of  WorkMatters, Inc., a  consulting firm dedicated to helping leaders think and work smarter.   She is author of the award winning book, Take the Bull by the Horns: The Busy Leader's Action Guide to Growing Your Business...and Yourself.   A sought-after consultant, coach, facilitator, and speaker, Gayle works closely with executives and leadership teams to expand their vision, think and act strategically, and inspire change. Together, they increase business results and help make work matter at every level of the organization.

 

 

Leadership Soft Skills Help in Hard Times

Tornado recovery has been the top story in our local news since late April when we experienced one of the deadliest storms in US history. In a matter of seconds, many people lost their homes and loved ones.    The death toll is nearly 250 in the state of Alabama. The reality in business, and life, is that you're often up against conditions and circumstances you can't control. It's not just the weather. At any time, one of your employees may experience some kind of personal crisis  -- death of a loved one, divorce, serious illness, financial loss, etc. Under "normal" conditions, leaders work hard to keep employees focused on what really matters in the business. In times of crisis, the question of "What really matters?" takes on different meaning. What's a leader to do? While having some kind of action plan is important, creating an environment for recovery is just as critical. People need a safe place to process. Set specific expectations to help them and/or the organization move forward. It's less about what you do, and more about how you're being.  A leader's job is to help create the perspective needed to positively influence others -- especially in times of crisis. When your team or one of your employees is faced with an exceptional challenge, soft skills matter more.    Here are some ideas -- including some "soft skill" reminders -- to help you help them: ·      Listen. In times of crisis, leaders ask themselves, "What should I do?" They feel even more pressure to "tell people what to do." Start by listening. Listen and listen some more.  People want to be heard and understood.  ·      Challenge the view. Ask, "How can we view the situation differently?" One business owner I know was extremely frustrated because he had not met revenue goals over the past few months. However, when he looked at all he HAD achieved under difficult circumstances, he found new energy to keep moving the business forward. ·      Balance strength and sensitivity. In crisis, leaders tend to reach for their superman (or superwoman) cape to display strength -- to take charge. But quiet compassion and understanding go a long way. The most effective leaders demonstrate empathy. They reveal their human side. ·      Determine what's next. You or your team may have a mountain to climb to recover from a big setback, but just help people take one step at a time. By helping them see what's next, you'll make steady strides toward your goal. They'll see the process as manageable as opposed to overwhelming.  People are fueled by hope. As you help others see a brighter future for themselves, they'll contribute more to the business and live happier lives. When your team or business is teetering on the edge, forget the leadership models and 360 degree feedback. Don't worry about getting all the words right. It's time to just be you -- to share the signs of hope they may be missing.  Remind the person of your confidence in their own ability to persevere and succeed. They need to hear it.  It is the simple acts that matter most. I continue to be inspired by survivors of the storms who focus on what they have versus what they've lost.  They provide important lessons to leaders who are trying to grow their business or start over under extremely difficult circumstances. Half Full   Start by communicating from the heart. Save strategic planning for another day. Keep the faith. Grow based on what you have now.   Forces of nature can't compete with the force of human nature. Twisters, including the metaphorical ones in your life, work or business, can be destructive. But they can't take away your unique talents, spirit and potential to make a positive difference. Adversity shapes who you are. It expands your capability to make a more significant impact. As a leader, help people get through the storm. Build resilience. Keep going!

A Little Leadership Inspiration   "There are two big forces at work, external and internal. We have very little control over external forces such as tornadoes, earthquakes, floods, disasters, illness and pain. What really matters is the internal force. How do I respond to those disasters? Over that I have complete control."  Leo Buscaglia Want to Use Gayle's Article in Your Newsletter or Website? You may, as long as you include the following statement:  "Reprinted from 'WorkMatters,' a free ezine produced by Gayle Lantz featuring tips for leaders and executives who want to grow their business, their teams, and themselves. Subscribe at:  WorkMatters.com/signup."  About Gayle Lantz   Gayle Lantz is a leadership and career expert, and president of  WorkMatters, Inc., a  consulting firm dedicated to helping leaders think and work smarter. She is author of the award winning book, Take the Bull by the Horns: The Busy Leader's Action Guide to Growing Your Business...and Yourself. A sought-after consultant, coach, facilitator, and speaker, Gayle works closely with executives and leadership teams to expand their vision, think and act strategically, and inspire change. Together, they increase business results and help make work matter at every level of the organization.    Find valuable articles, resources and information about services at WorkMatters

 

Are You Working Your Plan?

When it comes to planning, I find businesses fall into the following categories:  

1.     Planning ad nauseum. You spend a lot of time developing your plan, tracking milestones, assigning action items, etc. But you're so focused on the plan that you're missing signals in the environment telling you to make adjustments to your plan.  

 Some managers complain that they have planning meetings constantly, but they're really not productive. "Please, not another planning meeting." The planning process itself has become more important than actual results. You're not able to adapt quickly to change. "Hey, that change wasn't in our plan! Now what do we do?"

2.     Plan and forget about it. You spent hours, maybe even days, sequestered somewhere putting together a great plan. Made perfect sense. You presented it to the troops. People were energized. 

Then business gets in the way. The plan - usually beautifully bound - sits lonely in a drawer or on a shelf. No one is paying attention to it. So sad. It's soon to become irrelevant anyway.

3.     What plan? "We're too busy to plan. We're just trying to keep our heads above water right now." Leaders in this category are flying by the seat of their pants. They use the out-of-control nature of their business as an excuse to justify why they don't spend time on planning. 

Ironically, the more hectic things become, the greater the need to take a time out and focus on priorities. You don't need to develop an elaborate plan, but you do need to make sure people are heading in the right direction and focused on key priorities.

Planning is a good thing, in moderation. Find the rhythm that works for you or your business.

As the saying goes, "Planning without action is futile. Action without planning is fatal." 

What improvements can you make in how you communicate and implement your plan? 

Too many managers use planning meetings as "progress report" meetings. 

Help team members project what will happen going forward. Challenge them to make adjustments when they need to, to anticipate obstacles and how they'll overcome them.

Keep planning meetings forward focused.

Speaking of which, being forward focused is critical for your own career success as well. You need to articulate what it is you really want to accomplish in the future.

What's your aspirational answer? 

That's a question I posed in my recent CATAPULT YOUR CAREER Teleseminar. We received lots of positive feedback!

Whether you're at a turning point and considering change, or you just want to be proactive in managing your career, you need to articulate your aspirations. Truth is many people can't. 

If you're like many people, at some point, you'll think, "Something's got to change." Or "I wonder what could be next for me?" 

During the teleseminar, I covered 5 key mistakes professionals make that keep them from achieving what they really want in their work.

You can find the replay here. But listen soon. It will only be posted for a short time.

Listen in here: 

http://instantteleseminar.com/?eventID=18861915 

*** Special NEW Offering! ***

(Time Sensitive) 

 

 

I'm launching a brand new innovative 6-week Program for those who are

serious about wanting to move forward faster in their career -- or gain the clarity they need to position themselves for even greater success.

Introducing the CATAPULT YOUR CAREER Virtual Bootcamp!

Attend online after work hours from the comfort of your own home. 

We start soon on Tuesday, APRIL 19!

If you, or someone you know, may be interested, we'd love to have you join us.

Learn more here:

http://www.catapultyourcareer.com/bootcamp

  

If you have any questions about the new program, just let me know. Hope to see you on the bootcamp soon! 

On the Lighter Side ...If I advance any higher, this would be my career. And if this were my career, I'd have to throw myself in front of a train. ~Jim Halbert - "The Office"

Want to Use Gayle's Article in Your Newsletter or Website? You may, as long as you include the following statement:  "Reprinted from 'WorkMatters,' a free ezine produced by Gayle Lantz featuring tips for leaders and executives who want to grow their business, their teams, and themselves. Subscribe at:  WorkMatters.com/signup." About Gayle Lantz   Gayle Lantz is a leadership and career expert, and president of WorkMatters, Inc., a  consulting firm dedicated to helping leaders think and work smarter. She is author of the award winning book, Take the Bull by the Horns: The Busy Leader's Action Guide to Growing Your Business...and Yourself. A sought-after consultant, coach, facilitator, and speaker, Gayle works closely with executives and leadership teams to expand their vision, think and act strategically, and inspire change. Together, they increase business results and help make work matter at every level of the organization.

Special Announcement -- Catapult Your Career!

As a WorkMatters subscriber, I wanted you to be among the first to know about my upcoming free teleseminar – Catapult Your Career!

It’s designed for people who are rethinking their career – for whatever reason. They want to clarify new direction and explore new growth opportunities.

Much of my work is devoted to helping leaders be most successful in their roles. But I’m just as passionate about helping people do or pursue the work they really want to do. (It’s how I started my business many years ago.) 

Many people are looking for ideas and support to help them find more reward or satisfaction in their work. They want to move in new directions, but they feel stuck or disillusioned.

If you or someone you know is contemplating a career change, or you simply want to take charge of your career, join me on Monday, April 4 at 8pm ET. 

I’ll help you move forward faster!

Learn more and register here: 

Catapult Your Career! 

Space is limited, so register soon!

 

 

 

 

Playing in Mud?

 
Last weekend my son played in a soccer tournament -- in the mud.

In the rain and cold, we watched him work his way down
the field, somersaulting in puddles and slipping on what 
was left of the field.

To make matters worse, his team lost all their games.
 
Conditions are never just right to play your game,
whatever that might be -- growing your business, managing your team, competing in new markets. 
In fact, you may have many factors working against
 you -- poor cash flow, insufficient resources, changing market conditions.
 
Sometimes that's more reason to keep playing -- to see what you can do,
with what you have right now. You know it's not everything you want or
will have in the future, but you play all out anyway.
 
Here are a few points to keep in mind when you're playing in mud:
 
* The situation is temporary. Conditions will change and you will be able to play to your advantage over time.
* You still have people -- team members, stakeholders, customers/clients -- on the sidelines who believe in you/your business and who cheer you on.
* You're developing new skills and perspective that will help you in the long run.  You'll emerge stronger. (At least, that's what my mother always told me.)
* You'll work together better as a team if you pay attention to what you're learning, especially in adversity.
If you're like my son, you might think the mess makes the game more fun. Like anything else in life, the key is how you view the situation.
 
Leaders who are waiting for just the right time or conditions will
hold themselves and their teams back.
 
Sometimes you can't wait for the clouds to clear, for the politics
to simmer down, for the perfect new hire. You know you have to act
or you may lose an opportunity. You have to make a risky decision. Go!
 
Mud is part of managing. 
 
Every manager I've coached has to do something they dread. Or they've
had to prepare themselves for dealing with a person or situation that
makes them very uncomfortable.
 
While some love leading, there are still aspects of their role they
would happily give up.
 
Whether you're running a team or your business, you'll get dirty.
Accept that muddy conditions are a normal part of business. 
 
Mud comes in different forms.  
 
For example, you may have to learn things you don't have an interest
in or work with people you don't care to.  Do what you can to minimize
the mud and focus on what gives you strength and energy.
 
The most challenging experiences in my own work have made me more
emphatic about doing work for which I am the best fit and working
with people I really enjoy.
 
Don't worry about losing a game. Trust that you'll play your best
under any conditions. 
 
You're preparing for a bigger game in the future.
 
How will you and your team move forward when you're in the mud?
 
What's the bigger game you really want to play?
 
On the Lighter Side
 
Everybody ought to do at least two things each day that he hates to do, just for practice.
~William James

Want to Use Gayle's Article in Your Newsletter or Website? 

You may, as long as you include the following statement:
"Reprinted from 'WorkMatters,' a free ezine produced by Gayle Lantz featuring tips for leaders and executives who want to grow their business, their teams, and themselves. Subscribe at:   WorkMatters.com/signup." 

About Gayle Lantz  

Gayle Lantz is a leadership expert and president of  WorkMatters, Inc., a consulting firm dedicated to helping leaders think and work smarter.

She is author of the award winning book, Take the Bull by the Horns: The Busy Leader's Action Guide to Growing Your Business...and Yourself.  

A sought-after consultant, coach, facilitator, and speaker, Gayle works closely with executives and leadership teams to expand their vision, think and act strategically, and inspire change. Together, they increase business results and help make work matter at every level of the organization.   Find out more at: http://www.workmatters.com 

 
  

Are You Pushing Your Team Too Much?

"I think I need to push my team harder."
 
A client was concerned that his team wasn't doing enough to achieve their goals. He thought he needed to be "tougher" on them.
 
Maybe you've had similar thoughts.
 
Yes, there's a time when you might need to light a fire to get better results. But there could be other issues you're missing:
 
* The team needs to understand how to work together better. Pushing a team that's not performing well to begin with makes matters worse. It's like trying to drive a car faster on a flat tire. Fix the tire first.
* They may need a break. Perhaps they haven't been able to recover sufficiently from the work done on a previous project. People need time to refuel. Give them what they need to help them recharge. (Some managers confess they haven't taken the time to acknowledge the success of a past project because they moved on to the next so quickly.)
* The team lost sight of the goal. They've become too fixated on metrics, processes, action items, to-do lists or even office gossip. Refocus the team on what's most important. If you don't, who will?

 
Leading a team can seem complicated with so many different generations and personalities in the workforce. When you delve into the issues about what you really want your team to do, it raises bigger questions about what "work" really means.
 
For example, many Baby Boomers view work differently than Millennials. Boomers tend to be competitive and possess a "work yourself into the ground" mindset, while Millennials seek collaboration and flexibility. One is not necessarily better than the other. There are simply differences.
 
So if you want your team to "work harder," what does that really mean?
 
To some people, working harder means working more hours. To others, it means doing more in less time. Still other people may view "working harder" as doing those things they really hate to do (e.g., delivering difficult feedback, dealing with conflict or giving more talks).
 
Are you pushing yourself?
 
Leaders who feel the urge to push their team typically have high standards themselves. They expect their team to perform at the highest level. And they tend to push themselves. Some too far, to the point where their personal life and health suffer.
 
Truth is, good leaders are skilled at helping the team raise the bar or break through status quo. But they don't have to push. They inspire.
 
If you want to inspire your team, you don't need a motivational speech. Instead help your team see a clear goal ahead. Involve them in determining how to achieve that vision for the future - whether it's a successful project, department or organization.
 
I'm reminded of the Chinese Proverb:
 
"Tell me and I'll forget.
Show me and I may remember.
Involve me and I'll understand."
 
When you find yourself wanting to "push" your team, help your team increase their understanding -- the "why" behind their work. Consider different ways you can involve them in the process of achieving results.
 
Don't push for performance. Invite their involvement.
 
Need some ideas?
* Hold a special team meeting to brainstorm new ideas to help you move forward differently. (Reminder: Resist your temptation to chime in. Let them talk.)
* Pull one team member aside to get their personal perspective on a challenge.
* Ask a team member to assume part of your own leadership role. (Delegation is good!)
* Invite a guest expert or stakeholder from another area, within or outside your organization, to your next meeting so your team will benefit from their knowledge as it relates to the team's goal.
 
It doesn't have to be complicated. Just stop what you're doing for a minute and jot down a few ideas of your own.
Implement one idea by the end of the week.
 
What can you do to help increase your team's understanding?
 
What will you do differently so they really know what's at stake and how critical their role is in the process?

On the Lighter Side
 
Push something hard enough and it will fall over.
~Murphy's Law

Want to Use Gayle's Article in Your Newsletter or Website?  You may, as long as you include the following statement:
"Reprinted from 'WorkMatters,' a free ezine produced by Gayle Lantz featuring tips for leaders and executives who want to grow their business, their teams, and themselves. Subscribe at:   WorkMatters.com/signup."
 
 
About Gayle Lantz  

Gayle Lantz is a leadership expert and president of  WorkMatters, Inc., a consulting firm dedicated to helping leaders think and work smarter.

She is author of the award winning book, Take the Bull by the Horns: The Busy Leader's Action Guide to Growing Your Business...and Yourself.  
A sought-after consultant, coach, facilitator, and speaker, Gayle works closely with executives and leadership teams to expand their vision, think and act strategically, and inspire change. Together, they increase business results and help make work matter at every level of the organization.