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How do you keep your team focused when a potential crisis looms?

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We are very concerned these days with the risk of the corona virus. It has exposed how interconnected our world really is. People travel at unprecedented levels and the world supply chain is more interconnected than ever.

How do you keep your team focused and on track when a crisis looms – but perhaps is not yet imminent?

There are two ways that leaders tend to approach challenges like these. In this week’s LeaderShift Insight we show you how both are flawed. Instead we offer a 4 step process to engage your team and keep them focused.

If you have found this LeaderShift Insight helpful click on the LeaderShift icon below and we can show you how to go further faster.

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Who Should You Ask For Advice From As A Leader?

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If you are growing and setting aggressive goals as a leader you will almost always have more questions than answers. In the videocast we look at the two most common responses that leaders have when they do not know the answer to a question.

We also give you a litmus test to know if the person you are asking for advice is going to be able to help you grow as a leader.

If you have found this Leadership Insight helpful click on the LeaderShift icon below and we can show you how to go further faster.

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What is the Most Important Leadership Lesson You Have Applied This Year?

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Every leader wants to be more successful and effective. In this week’s leadership insight we help you discover your approach to learning and how to ensure that you continue to not only get better results – but how to do it while engaging your team and challenging them to get better as well.

If you have found this Leadership Insight helpful click on the LeaderShift icon below and we can show you how to go further faster.

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What is the BEST way to address frustrations you have with your team?

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Have you ever been frustrated with your team, or a member of your team?

If you have been in leadership for any length of time at all – I already know the answer to this question. We hear about the frustrations facing leaders very day as we coach and conduct our leadership programs . Things are not getting any easier either as the pace of change continues to accelerate, and the labor market tightens.

The interesting part of this is that all of these frustrations have the same thing in common. This week we show you a simple method to help you move past those frustrations permanently.

If you have found this Leadership Insight helpful click on the LeaderShift icon below and we can show you how to go further faster.

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If you want to Transform your Leadership, Transform Your Team and Transform Your Results –

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“I’ll do my best” (and other words) that should make a leader’s spine crawl

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We’ve all heard it said after coaching to improve performance – the infamous ‘I’ll do my best’ or even better – ‘I’ll try’.

OK, maybe I am a bit of a Star Wars geek, but I love the scene where Luke is ‘trying’ to use his fledgling knowledge of the ‘force’ to raise his fighter that is sinking into the swamp. He tells Yoda that he is trying and Yoda rejects him outright. Yoda tells him, “There is do, or do not. There is not try”. Well, I am not suggesting that you should dress in a ratty old cloak, grow long ears and carry a light saber. What I am suggesting is that when we allow these expressions to go unchallenged we engage in what I call ‘pretend coaching’. To really coach employees we need to dig a little deeper.

The question is : What do “I’ll do my best” and “I’ll try” really mean?

While there is no single answer to that question, I would like to suggest that these words should make your spine crawl as a leader. That is because what typically follows ‘doing your best’ or ‘I’ll try’ is, well – more of the same. So why do we pretend that our feedback was well received? If you really want to improve performance we need to first understand why these responses are so prevalent when coaching employees for change.

Here are some possible reasons for this type of ‘non response’ from an employee:

  1. They are well intentioned and want to change, however they are unclear about what you expect.
  2. They are well intentioned and want to change, however they are unsure that they can meet your expectations.
  3. They are not well intentioned and don’t want to change, however they do not believe that you will hold them accountable to changing in any kind of meaningful way.

The problem is that when you leave the dialogue with an employee with a somewhat vague commitment to ‘trying’, you also create an inability to hold the employee accountable to changing. After all, as long as they ‘try’ or ‘do their best’ then they have fulfilled their commitment to you.

How do you avoid ‘pretend coaching’ when coaching to improve performance?

So, how you avoid this trap?

First of all, you should start with the assumption that the employee wants to do a good job and change in whatever way is being requested. This is important, because quite often after a few rounds of pretend coaching, the leader starts to doubt the employee’s motivation and commitment. While this may be indeed the case, we have not earned the right to make that assumption.

So instead of assuming the worst, when an employee responds with an “I’ll try” or an “I’ll do my best” – imagine that they are running a big red flag up a flag pole that is screaming “I know you want me to commit to this but I see a problem!” Calmly say something like “I actually think you always try to do your best. Is there a reason why you feel unable to commit to doing what we have discussed?”

Then listen and ask questions. Don’t argue. Don’t listen just long enough to jump in and correct them. Really listen. What you will typically find is that they will tell you what their real concerns are. Then and only then will you be able to coach them on what they feel is the obstacle to doing what you want accomplished.

While this does not assure success, it does assure that you will be engaging in a true coaching dialogue. In order to diagnose further what the challenge blocking performance improvement might be, we offer a free Performance Trouble Shooter that will help you diagnose performance issues and pinpoint what you can do to maximize the likelihood of coaching success with any employee.

To download the Performance Trouble Shooter just click here.

Here’s to your Success!!

If you want to know more about how we can assist you or or your organization in accelerating your progress on your goals, schedule a complimentary coaching session here.

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Firing Yourself is the Answer – What was the Question?

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While the New Year brings boundless opportunity and the possibility of a fresh start, most of us find ourselves starting the New Year without a clear plan.
Why? Because while a New Year offers the opportunity for a fresh start, we also drag the past into the future with us. What I mean by this is that the longer that we stay in the same job, the more likely it is that we see that job from a stale perspective. There is old saying that goes something like this; “Do you have five years of experience? Or the same year five times?”
While it is easy to see that a peer or another employee has started to take their job for granted, it is much harder to see this challenge in ourselves.

The quality of your life is determined by the quality of the questions you ask.
When we have a ‘stale’ perspective the questions we are asking are often not helpful. In other words, a salesperson could continually ask “Why can’t I sell more?” or a manager may ask “Why can’t I find more engaged employees?”. While neither of these questions is inherently bad, they are also not helpful. This is because they are too often asked from a stale perspective. We are not really seeking an answer. We are actually seeking to change our circumstances without changing the only person that we can change – ourselves.
Which leads us to the best question I have ever come across when I am seeking to plan the next year.

Here’s The Question: Why should I be hired to do this job next year?
What if you fired yourself? I don’t mean literally – I mean as a mental exercise. What if did not have your job and you had to apply for your job right now? How would you look at things differently?
Why should you be fired?
What are the reasons why you are fireable? How have you missed expectations in the past year? What skills have you neglected to develop? What has happened that should not have? What opportunities were missed?
Why should you be re-hired?
Now that you have fired yourself, you will need to get yourself rehired. When you start a new job you have to interview for it. Pretend that you are preparing for that interview. Ask yourself what you learned last year that may you more capable in your job. Do you have the qualifications to achieve the objectives of the job this coming year? Also, when you interview for a new job you have to provide references. What would your boss, customers and peers say about your performance this year? You may want to rewrite your job description. What do you need to change in terms of your skill, behavior or attitude? What do you need to optimize that you have been doing the same way for some time? What could you eliminate? What do you need to do a better job with? Why do you want this job? What is your commitment as you start your new job?
You need to accept the job.
If you are going to accept the job this year, then you must be clear about what you are committing to. If you have done this exercise properly, then you should find your excitement level and motivation is higher than before you started this exercise!
Remember when you started this job – you were excited. There is no reason why you cannot recapture that excitement as you plan for the New Year.
Make sure that every year is the best one yet by making every year a brand new start.
So go ahead – fire yourself.

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