Tag Archives: development

Let Your Superstar Emerge

19 Jul

Our professional growth is like a blob of clay that forms over the course of our life.  Like all masterpieces, the clay takes on different forms.  The difference, of course, is that the sculptor may be many people and, ultimately, we are the sculptor who determines what the final product looks like.  Where are you in the development of your masterpiece?   Is a superstar close to emerging or is your clay not much different than when it was first forming?

I’ve dedicated my life to being a learning professional and along the way I’ve acquired the passion for being a professional learner.  Each day offers a different twist on what I’ve learned or how I choose to apply it.  I’d like to think that my clay has the basics and now the refining and minute details are creating a shape that’s moving toward that masterpiece, at least for me.

How do we mold our clay to create a masterpiece that makes a difference and leaves a legacy?  There are a number of tools and situations that help us along the way:

  • Identifying the values that drive us and influence us.  Early in my career I took a values assessment and a key value in my life (then and now) was freedom.  I have refined this piece of clay in how I’ve approached work, knowing the type of organization and leaders I need to work for/with and what I need in order to grow.  When there has been opportunity to have freedom in my work, I have made the largest gains in my development and for the organization’s success.  Knowing what is fundamental to us is an essential first step.
  • Creating a circle of influence.   When you know the values that are important to you, you attract people who help expand your boundaries.  Think about the discussions you’ve had that challenged pre-conceived ideas – this is helping you refine who you are.  Surrounding ourselves with people and opportunities that help us grow compounds our success.
  • Taking action.  It’s great to have self-awareness and an inspiring group of people to mentor and guide us and it’s quite another thing to do something that helps us to be better people.  Learning and applying what we learn go hand-in-hand.  Unless we “just do it” as Nike implores us, our potential is just that, potential.  It doesn’t have to be grand action – that’s what stops a lot of people from starting – it just has to be action.  Make a plan and then commit to doing one thing to advance on the plan.  Then do the next thing.  Then the next…
  • Getting feedback.  The world gives us checks and balances and feedback is one of the checks.  Ask others for feedback on what’s going well and then ask for feedback on what you could do differently.  Keep doing what’s working and make adjustments as needed.  Involve your circle of influence – they want what’s best for you.  Be generous in how you return feedback and receptive in how you accept it.

Where are you in your emerging masterpiece?  Your superstar is there and with a little refinement, you’re on your way.  What’s one action you can take right now that will refine your masterpiece?

#performance #learning  #growth

The Top Seven Skills of Great Coaches: Coach Your Team to the Championship

16 Jun

The NBA championships just finished and we watched  the  teams finish their seasons, move through the division playoffs and move into the finals.  They start the year, as do all of the teams, with goals and expectations to be the champs.  The difference:  only one team accomplishes their goal.  So, what makes that happen?

I competed on sports teams from the age of nine through college and into my adult years.  I was on championship teams and, far more often, I was on the “also ran” teams that came close or didn’t place at all.  On both the championship and “also ran” teams, we had top talent that no one could touch, yet, that wasn’t the only differentiator that created wins.  The difference, in large part, always seemed to come down to the coach.

The coaches who stand out have consistent traits that leaders today can practice. Create your “championship team” with these top seven skills:

  1. Inspire – motivate with your words and actions.  Do what you say you will do to create trust and follow-up with words that communicate your belief in your team.  When you demonstrate your belief in a person, they will rise beyond expectations.
  2. Listen – avoid judging and give your full attention.  Listening is more than keeping your mouth closed.  It requires you to dial-in and make sure you’ve received the intended message.  When you listen with unbiased focus, you validate the other person and make a stronger connection, and you pick-up on information that you may never have gotten.
  3. Observe – watch for what’s going on in the workplace and pick-up on how people feel about things.  Great tools that you have with you at all times are your eyes and ears.  Use them to gather information, check out your instincts, and create points of reference for feedback and discussion.
  4. Guide – provide the WHAT so that your team can perform the HOW.  Point people in the right direction, observe them, and coach them to adjust their course.  You want to be the guide on the side versus the sage on the (workplace) stage.
  5. Ask questions –build commitment by asking versus telling.  Before jumping in with the answers or your ideas, ask for their input and ideas.  Become great at asking questions that guide and encourage others to take action.  There’s a lot more commitment when people come up with the action they need to take.
  6. Give feedback – gift your team with reinforcing and developmental feedback.  Everyone needs a compass to know where they are – feedback is just that.  Let people know what’s working and let them know when they need to make a course correction.  Part of guiding others is providing feedback that defines the WHAT that needs to be accomplished and where the HOW is or isn’t working.
  7. Build confidence – elevate your team by helping people believe that they can.  When you communicate your trust in other’s abilities and support them with the tools and resources they need to get things done, you boost their confidence.  Confidence is the first step to achieving great things.

Ralph Waldo Emerson said:  Treat a man as he is, and he will remain as he is. Treat a man as he should be, and he will become what he could be.

Leaders have an important role in the success of teams.  What coaching skills will create the difference for your teams?  What will you do to treat your team as the champions they could be?

The Top 7 Leadership Pitfalls That Can Derail You

9 May

     Now is the time to shine as a leader AND now is the time where you have the opportunities to do so.  We’ve been dealing with some tough times and organizations need people to step up like never before.

The Kentucky Derby was last Saturday and I find it fascinating to watch the course strategy.  The winner, as has happened in numbers of races in the past, made his move in the final quarter.  He stayed in the pack and then came up the middle when there was an opening and surged ahead to win by two lengths.  There are similarities to the role of leaders and organizational success.  It’s in times like right now that savvy people make their move.  New leaders emerge and smart leaders hone their skills to position themselves for better roles.

I’ve written about how important it is to know yourself: know your strengths, development areas, triggers, and abilities.  Knowing yourself is also evaluating your course and knowing what you need to do to emerge as a leader for the future.  Knowing what can get you in trouble as a leader and how to avoid the pitfalls is a part of that.  Its easy to get derailed with common and easy-to-do pitfalls.  Keeping an eye out for them is the first step to avoiding them.

Let’s look at the pitfalls.  Here’s a quick list:

  1. Letting your pride get in the way.  When you think you have things wired and don’t have contingency plans or fail to listen to what others are saying or recommending, you are setting yourself up for a big fall.
  2. Failing to recognize and appreciate others.  No one does it alone and letting people know that you value their contribution and ideas builds commitment.
  3. Spending little time on developing leaders, not followers.  Followers do as they are instructed.  Leaders build their skills, bring their ideas, and add to your vision.  When you develop leaders, you build for the future and you compound your effectiveness.
  4. Lacking authenticity.  Leaders who say one thing and do another undermine trust.  “Walking the talk” is essential to building trust.  Effective leaders never ask their teams to do something they wouldn’t do.  They are transparent in their communication and demonstrate consistency in their actions.
  5. Micromanaging.  The job of a leader is to lay out the direction, to define the “WHAT,” and then to let their teams determine the “HOW.”  When leaders specify the “HOW” they limit creativity and potential and, most importantly, commitment.
  6. Focusing on the poor performers.  Do you need to address poor performance?  Of course.  Do you need to spend more than 20% of your time on poor performers?  No.  Paying attention to the bottom 10% at the exclusion of your higher performers brings all performance down.  What you give attention to is what you’ll see more of.  Address the poor performers, give them a plan, and give them a time line.  Then focus most of your time on how you can help your higher performers use their talents.
  7. Doing the work yourself because you’re faster and do it better.  Developing others is a fundamental skill leaders must have.  Sure, doing work yourself may get it done faster…now.  What happens later when you have other things you must do and you haven’t developed your team’s skills?  Give a fish, teach to fish – it’s the same thing.  Allow for mistakes and don’t put pressure on deadlines when you know people have to learn.  You’ll be so much better off in the future.

What are you doing to plan your move?  Take a look at your effectiveness and identify one action you can take that will help you emerge as a leader to be reckoned with.