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#BestofFSCBlog : #YourCareer -Management is a Minefield-10 Things the Boss Wishes You Knew. Over 42K Reads!

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If you’re a part of the rank-and-file, it can be hard to get inside the head of management or your company’s leadership team. They seemingly make decisions merely to anger or stir up the lower-level employees, and the boss can be amazingly inept or unable to respond to employees’ concerns. They can devise and deploy stupid rules with little logic or reasoning, and some even seem like they’re out to get you if you rub them the right way.

Elegant business partners holding blank papers on green background

 

It can be hard to figure out what’s going on in the C-suite. But you have to realize that the boss is only human, and has a job to do. As difficult as it is to try and rationalize or figure out the logic behind some decisions, empathizing with the decision makers can be just as hard. Giving it a shot, though, may go a long way to explaining some of their flabbergasting decisions.

What kinds of things do managers wish employees better understood? Here are 10 things bosses wish employees could empathize with, to realize that being in charge doesn’t necessarily mean that every day is a picnic.

1. “I have a boss, too.”

You have a boss, and your boss has a boss. That means that the same issues or negative feelings you’re harboring toward your boss? Your boss is harboring many similar feelings toward their boss. Everyone’s a part of the chain, when it comes down to it. Even the CEO — they answer to shareholders.

 

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2. Honesty goes a long way

If you can get something done, great. If not, don’t pretend that you can — just tell your boss so they can figure out an alternative. If your manager or team leader is counting on you to take care of something, especially after you’ve assured them that you can do it, they’re banking on the fact that you will. Don’t blindside them at the last minute by coming up short. Just be up front about your ability to handle a given task.

Angle view of a business team discussing the future of their company on the foreground

3. Scheduling is very difficult

In certain businesses and workplaces, scheduling employees is a nightmare. If you’ve worked in a restaurant, for example, you have an idea of the juggling act that building a schedule can be. Many employees have school, families, or other jobs they need to attend to, and asking for a day off at the last minute isn’t as easy as slotting in another name.

4. 9:00 does not mean 9:10

Some jobs allow for some leeway in when you come and go to work. Others do not. If your boss needs you at work on time, that means you need to be there on time — not 10 or 15 minutes late. You may send the message that you’re not coming in at all, and send the rest of the staff scrambling to cover your station. Everybody’s late from time to time, but if you make it a chronic habit? You’re only giving your boss ulcers.

5. If you’re quitting, let them know

People quit jobs all the time. But there’s a reason the “two week” rule exists — it allows both parties, the quitter and and the employer, to have some time to cover their bases. Yes, companies lay people off with little or no warning all the time, but if you have a good relationship with your employer, or don’t want to burn any bridges on the way out, give a heads up so they can replace you.

6. They don’t want to be there on Saturday or Thanksgiving either

Yes, working nights, weekends, and holidays sucks. Nobody wants to be there, not even management. But the world doesn’t stop just because it’s your favorite holiday, or because it’s Sunday. Somebody has to work, and somebody has to take the reins. If you’re complaining about having to work Black Friday, your complaints are probably falling upon deaf ears; your boss is probably just as stoked to be there as you are.

7. The boss isn’t out to get you

Management doesn’t want you to fail. They’re not typically setting traps or land mines for you to walk into, to give them a reason to dock your pay or write you up. They want you to do your job and be good at it. If you’re doing well, it makes your manager look better. Sure, some employee-employer relationships can fray, but it’s rare that someone in charge is gunning for you. Paranoia isn’t going to help.

Fear

8. They’re your boss, not your friend

Ever hear about awful parents who try too hard to be “cool,” and let their kids run amok? It’s similar in the workplace. Your boss is there to manage you, not be your bud. While you may have a good relationship with your manager — which is great — you don’t need to tell them how trashed you got last night or invite them to smoke a joint with you during a break. Respect the relationship, and professional boundaries.

9. Management knows you’re screwing around all day

Do you really think nobody realizes that you spend half of your day surfing Facebook, Snapchat, and Reddit? They know — so you don’t have to scramble to cover your tracks every time you’re on your phone and somebody walks up behind you. Of course, if you’re on the sales floor or in a customer service position, then this can be a real problem. But managers know that you’re not always being productive.

10. Saying “I don’t know” is OK

Sometimes, you’re not going to know the answers. Not sure how to work a machine or piece of equipment? Ask for a run-through. Does a customer have a complicated issue or question? Don’t B.S. them, and give them bad information. Even if it’s a little uncomfortable, ask for help from a higher-up, and treat it as a learning experience.

Follow Sam on Facebook and Twitter @SliceOfGinger

 

CheatSheet.com | September 30, 2016 | Sam Becker 

#Leadership : 10 Signs That You Suck As a Leader…Your Staff Won’t Tell you That you’re Terrible. You’ll Just Have to Figure it Out Yourself.

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If you ask one of your key employees how you’re doing as a leader, chances are that you aren’t going to get a 100 percent honest answer. The employee probably isn’t going to tell you your faults, when you have the power to destroy his or her employment.

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question mark signs painted on a asphalt road surface

So, what’s it going to be?

Related: Employees Lose When Leaders Stop Leading

You may be asking why you should even ask such a question of your employees. After all, you’re the boss. But it’s simple, really. Research shows that more than 70 percent of the workforce is disengaged. Much of the cause of that disengagement oftem stems from the active dislike the employee has for his or her leader, often described as “the manager from hell.”

But none of these employees are going to risk their jobs to tell you that. And because of their reluctance, you may need to take a long, hard look at your behavior and be brave enough to recognize the signs that you aren’t doing as good of a job as a leader as you would like.

Here are 10 signs that you may, well, suck as a leader:

1. Your attitude is “This is how we do things around here, and you can like it or leave.”

Great leaders are in a constant state of growth and adaptability. They would never approach employees with this attitude.

 

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2. You are busy being nice.

Great leaders know what truly matters. Leaders know their purpose — their why. Running a business is not a popularity contest that leaders need to try to win. If you spend all your time trying to be nice to people, you aren’t leading.

3. You micro-manage.

Great leaders are collaborative, not micro-managers. Leaders don’t feel that they have to do everything themselves. They trust their team members to do it and know they will do it right.

Related: Leaders Succeed When They Go Where Their Fear Tells Them to Avoid

4. You are all about the numbers.

Great leaders are, first and foremost, CROs. You know — chief relationship officers. Leaders cannot always focus on the bottom line. Remember that the number one character trait of great leaders is that they highly value the people they lead.

5. You secretly, or not so secretly, dislike people.

Great leaders are genuinely into their work relationships. They like people and love seeing them grow. You have no business being a leader if you don’t like people.

6. You steal the light.

Great leaders give the spotlight to others. Bad leaders take credit for what’s not theirs, and justify their behavior based on some “rational-lies” that they tell themselves. But it is not, despite anything you have ever been told, all about you.

7. You lack empathy and compassion.

Great leaders have a highly developed level of emotional intelligence. Don’t try to lead if you can’t grasp this concept.

8. You lack self-knowledge.

Great leaders are continually developing deeper self-knowledge, because they understand that self-knowledge lies at the root of genuine empathy and compassion. In order to lead effectively, you have to know who you are below the surface.

9. Your people don’t trust you.

Great leaders are highly integral. They don’t say one thing and do another. If this is you, you’ll lose ground every quickly with your staff.

10. You keep your personal life a secret.

Great leaders are bonded to their people, and their people are bonded to them. Great leaders know and care about who their people are. Great leaders let their people see who they authentically are beyond their role as leader. Let people in, proving that you have learned the power of vulnerability.

If you read this, and you find yourself saying, “Yeah, but you don’t understand,” what you are actually saying is that you are committed to sucking at your role as you are at leading. If that’s the case, no one can help you until you decide it’s too painful to stay the same.

Related: 7 Habits of Masterful Managers Who Coach Their Teams to Success

Entrepreneur.com | September 27, 2016 | Dov Baron

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#Leadership : What Elite Athletes Can Teach You About Being A Better Business Leader…Playing Sports at an Elite Level requires Commitment, Humility, and Perseverance—All Necessary Traits of Great Leaders.

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 Playing sports at an elite level requires commitment, humility, perseverance, and other attributes similar to those of great leaders. In fact, elite athletes can tell us a great deal about how to be better leaders, says Stan Beecham, author of Elite Minds: How Winners Think Differently to Create a Competitive Edge and Maximize Success.
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“The obvious similarity is that they’re both competitive arenas,” Beecham says. In his coaching practice, which includes both executives and elite athletes, the training and mental toughness required is similar for both types of clients, he says. Business leaders can draw a number of lessons from those who play sports at an elite level.

THRIVE IN CHAOS

When linebacker Bradie James retired from the Dallas Cowboys in 2014, he devoted himself full-time to his franchise businesses. James had some success with MOOYAH Burgers, Fries, and Shakes, but was looking for new challenges in the business world. After discussions with management, he joined the company’s corporate team as director of brand engagement, working in marketing, operations, and sales.

James credits his time on the Cowboys with making this transition. “As an athlete, we thrive in chaotic situations. [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][On the field], there are so many different things that are going on—the crowd, the opponent—you have to do your job. What you have to do is just hone that ability,” he says. He used the ability to quickly assess needs and actions that he developed on the football field to do the same for his new employer.

TAP THE RIGHT TRAINING

One of the first things elite athletes learn is that they can’t work in a vacuum, says elite performance coach Michelle Cleere, author of From Here to There: A Simple Blueprint for Women to Achieve Success in Sport and Business. You need the right training and coaches to help you succeed.

Developing relationships with the people who can help you get better is second nature to athletes, but perhaps less so to business leaders, who may try to achieve more on their own, she says. Look at yourself as an athlete, she suggests.

 

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If you need to get better in a particular area, think about where you can get the extra coaching or training you need to develop that skill set.

 

DON’T SKIP PRACTICE

Where elite athletes practice far more than they actually compete, business leaders are often expected to compete relentlessly, often with little practice, Beecham says. That can leave them ill-prepared when the stakes are high. While there is an enormous focus on numbers and successes, less attention is paid on building a solid process that prepares people to achieve those goals.

That process includes training, mentoring, stretch assignments, and assessment of strengths and weaknesses before “game time,” he says, whether that’s a big sales presentation or taking on a big project. Beecham points to John Wooden, the famous UCLA basketball coach, who was well-known for not talking about winning or losing, but rather how he wanted the game played.

“What I’m saying is what a lot of business leaders fail to do and I would say that in the sport, they do better than this,” Beecham explains. “Good coaches in sport really do talk about the process, the things that we need to do to focus on to do well. In business, they don’t do that as well,” he adds.

GET IT DONE

When Ryan Kwiatkowski was a professional volleyball player in Belgium, he learned quickly how to manage his time. Three or four practices per day, traveling to matches, and other demands made it important for him to be organized about what needed to get done and overcome procrastination, he says. Now, he is director of marketing for his family’s financial services firm,Retirement Solutions, Inc. in Naperville, Illinois, which manages more than $100 million in assets.

“I take a look at the work day in chunks and focus on very specific targeted activities throughout the day,” says Kwiatkowski, “similar to how it would be during practices.”

WIN OR LEARN

Recently, Kwiatkowski’s team didn’t land a big business pitch. While the news was disappointing, the former volleyball pro drew on his athletic experience to rally his team. The options aren’t “win or lose,” he says. They’re “win or learn.” Review what happened and where improvements can be made to be a better competitor next time, he says.

SUCK IT UP AND SHAKE IT OFF

When you’re a linebacker in the National Football League taking a beating from the other team, overcoming adversity is part of your job. James says that one of the key lessons he learned playing pro ball was that you have to bounce back. You’re going to get hit. You’re going to have bad days, he says. But you’ve got to figure out a way to get yourself back in the game, renewing your resolve, determination, and enthusiasm to make another run, even when you might not feel like it.

“You don’t fail by falling, you fail by staying on the ground. It’s about getting yourself back up,” he says. That kind of mental toughness is an essential part of long-term success.

GET EVERYONE TO PLAY TOGETHER

As captain of the Cowboys, James says there were times when he had to be the liaison between players and coaches, resolving concerns. Today, he uses that same skill as he helps build the MOOYAH brand. His experience as a franchise owner allows him to bring a different perspective to the corporate team, and he speaks out regularly to make sure their voice is heard.

“Sometimes you say, ‘You know what, the team is banking on this, so let’s look at it from a different perspective. Let’s try a different way. I’m all in no matter what we do, but let’s make this one adjustment. What do you think?’” James believes that ability to get people to work together toward a common goal is a skill that will serve you in business and in life.

 

FastCompany.com | GWEN MORAN 09.23.16 5:07 AM

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#Leadership : What I Learned Working At The Pentagon In The Days After 9/11…Brett Eaton Took some Missteps as a Young PR Hand Managing the Media’s First Look at the Pentagon Crash Site. This is What it Taught Him.

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We tend to think of strong leaders as people with tremendous resolve, singular focus, maybe even stubborn to a fault. But this view diminishes leaders who excel because they strive to learn, improve, and grow alongside their teams. They roll with the punches. They’re fluid.

pentagon-after-9-11

On September 11, 2001, I was working a low-level contract job at the Pentagon. In the aftermath of the attack that killed 184 people, I found myself thrust into a leadership position for which I was unprepared. Looking back 15 years later, here’s what that experience taught me.

OCTOBER 5, 2001

It was early in my career, and I was helping run public relations for the architecture and engineering firm that was managing the Pentagon’s the first-ever major renovation. On 9/11, American Airlines Flight 77 struck the area of the building we’d just finished renovating, with the damage extending into the wing where new work was just beginning. The impact, explosion, fire, smoke, and water damaged nearly 2 million square feet of space—twice the size of the U.S. Capitol Building. From the exterior of the Pentagon, though, you’d never know just how bad it was.

That’s where my team came in. In the immediate aftermath of the terrorist attacks, security was a top priority. As a result, very few members of the news media had been allowed inside the damaged areas as FBI gathered evidence. But on the day the FBI turned control of the crash site over to the Department of Defense, I was responsible for organizing the first press briefing of the area, which would let the media see for the first time the true scope of the mess before demolition and reconstruction work got underway.

So on the afternoon of October 5, 2001, the Pentagon Police opened the gates to the crash site. I waited in a small clearing that allowed a good view of the airplane’s point of impact. I was accompanied by Lee Evey, the Pentagon Renovation Program Manager. We’d put together a few presentation boards to help tell our story—but nothing else. No riser, no microphone, no prepared statement. After all, this wasn’t a press conference, just a photoshoot for maybe a dozen reporters in the Pentagon press corps.

That’s what I thought, anyway, until the news media machine stormed through the gates.

I estimated there were at least 50 reporters, camera operators, and photographers, but it was impossible to get a clear headcount as they pushed and shoved each other, fighting for the best position close to Lee. After a few moments of chaos, he put his fingers between his teeth and silenced the horde with an ear-piercing whistle.

At around the 0:35 mark of the C-SPAN video from that day, Lee says, “Normally when a group comes up here, we give them a little briefing. That may not be what you want to do. What is it you’re expecting here?”

They expected a briefing. They expected a tour. They expected a voice of leadership in a time of fear. I’d failed to prepare Lee for this opportunity, but he rolled into his pitch, taking a pen from his pocket to point to the presentation board. He was knowledgeable, personable, and in charge. He answered questions and we took the group—still pushing and shoving—inside the Pentagon with a warning to watch their step and look out for falling debris. We finished the day with no significant injuries and positive media coverage of the work we were about to undertake.

From my perspective, it was a disaster. I had unintentionally set my boss up to be embarrassed on national television. Lee shined in the spotlight anyway—despite my fumbling the ball PR-wise, not because of it. I thought this might be my first and last press conference. I waited for Lee to come down on me.

Instead, he said, “Next time, prepare as if you’re in charge.”

1. “PREPARE AS IF YOU’RE IN CHARGE”

I know now that to prepare as if you’re in charge is different than to pretendas if you’re in charge, which suggests you just start telling people what to do. It’s also different than simply over-preparing, like you’re cramming for a final exam. To prepare as if you’re in charge requires anticipating risks and opportunities as though you’re the only person accountable for what happens.

It would be years later before I understood all of this deeply, but I internalized at least the gist of Lee’s advice right away. So the next time I was asked to prepare a media opportunity, I prepared as if I would deliver it myself. I confirmed the data and understood it well enough to defend the figures. I rehearsed what I would say to make sure the timing was on point. I asked questions of colleagues to understand the benefits of design-build contracting.

I prepared as if I myself were Lee Evey, about to stand in front of reporters, and I made sure I knew who they were and what they expected. And sure enough, just few weeks later, I was the one in front of the cameras. This time, I was ready to be.

 

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2. IF YOU’RE GIVEN A CHANCE TO LEAD, EMBRACE IT

At the time, I assumed Lee simply had more important matters demanding his attention than hiring someone to replace me. Only years later did I realize that by empowering me, he’d pushed me knowingly into a leadership role.

Soon enough, I was empowered to represent the Pentagon Renovation Program as the keynote speaker at national conferences, and to give briefings and tours of construction activity to members of Congress, foreign ministers of defense, and celebrities on USO tours. The enormity of my responsibility was never lost on me.

I learned that people who are already inclined to lead still benefit from the explicit permission to do so—even if they aren’t 100% prepared for it at first. If you’re given that opportunity, embrace it.

3. ADAPT, ADAPT, ADAPT

Bruce Lee famously said, “Be water, my friend.” Lee Evey said, “What is it you’re expecting here?” Both understood the power—and necessity—of adapting.

We tend to think of strong leaders as people with tremendous resolve, singular focus, maybe even stubborn to a fault. But this view diminishes leaders who excel because they strive to learn, improve, and grow alongside their teams. They roll with the punches. They’re fluid.

After the Pentagon was rebuilt and the renovation was back on schedule, I was asked to create a new communications function for the Director of Administration and Management for the Office of the Secretary of Defense, a position colloquially known as “The Mayor of the Pentagon.” Since I was starting from scratch, the opportunity required adapting as I went along.

That October morning, Lee Evey showed me what adaptation looks like. It was in the weeks, months, and years afterward that I learned how to do it myself.

Brett Eaton is the Associate Vice President for Communications and External Relations at Wake Forest University. Follow him on Twitter at @bretteaton.

FastCompany.com | BRETT EATON | 09.11.16 5:00 AM

 

#Leadership : 6 Ways to Develop the Poise That Defines a Business Leader…By Definition, Poise is a Self-Confident Manner or Bearing that Offers Steadiness and Stability. It is Most often Indicated in a Particular Way one carries Himself or Herself, and it Can Make the Difference on Whether You are Respected as a Business Leader — or Not.

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Audrey Hepburn had it. Jacqueline Kennedy had it. Even Fred Astaire had it. They all had poise. And you can have it too.

young green plant in soil for agriculture, business growth or environment concepts (isolated on white background)

By definition, poise is a self-confident manner or bearing that offers steadiness and stability. It is most often indicated in a particular way one carries himself or herself, and it can make the difference on whether you are respected as a business leader — or not.

Poise is being aware of your surroundings and being flexible and adaptable. Poise is not something you are born with or can acquire overnight. It is something you must practice daily.

Here are a few ways you can cultivate poise.

1. Practice manners and etiquette.

First impressions count when meeting with someone. Stand tall and act confident (even when you don’t feel it). Give a firm handshake, offer an enthusiastic greeting and maintain eye contact. Always introduce yourself by saying your first and last name. If you forget someone’s name, don’t fret. Just say something like, “It’s been one of those days; please tell me your name again.”

Be mindful of how your behavior affects others and learn the proper etiquette of dining and socializing. People notice your manners, whether you are taking a co-worker to lunch, networking in a crowded room, negotiating a deal or simply interacting around the office.

Related: The Best 25 Motivational Quotes To Kick Start Every Morning

 

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2. Become a better communicator.

When speaking to a group, talk at a moderate speed with constant volume; avoid drops at the beginning or end of sentences and make eye contact with your entire audience. Use good grammar and avoid the use of “fillers” like “um” or “like.” If you aren’t comfortable speaking in public, take a course at a local university or joinToastmasters. This will be the best investment you make in yourself.

When speaking with others, become a thoughtful listener. Always choose your words carefully and think before you speak. Although it may be difficult at times, be patient and don’t be tempted to finish others’ sentences.

3. Keep your composure.

I once worked with a colleague who lacked composure and was always in a panic. Though he had an advanced degree and lots of talent, he was unable to remain calm and thus made all his co-workers feel uneasy. He was often needlessly dramatic about the smallest of problems. He couldn’t deal with crisis and change so he ended up quitting.

There will be times when you don’t agree with someone or things didn’t go as planned. Before you jump to conclusions, listen to what is being said. Before you get defensive or angry, assess the situation calmly. When others panic, a leader with composure takes a step back to connect the dots of opportunity within adverse circumstances. Your poise makes others feel safe, secure and comfortable in your presence.

Related: How Emotionally Brilliant Leaders Turn Envy Into Something Much More Beneficial

4. Become conversational in diverse subjects.

The best conversationalists are great storytellers well versed on topics far beyond their own business and industry. To acquire a well-rounded repertoire of conversational topics through books, magazines and trade journals and talk radio programs. They attend classes, go to cultural and sporting events and watch a variety of movie genres.

One of my mentors told me, “School is never out.” Take the opportunity to learn everything you can and you will feel more confident and be able to interact with anyone in business and social situations.

Related: She Built an App Without Knowing How to Code — and is Now a Millionaire

5. Focus on the positive.

Be thoughtful of others and look for how you can help whenever the need arises. When you help others, they want to help you in return. That’s the rule of reciprocity.

No matter how tempting, avoid office or workplace gossip. Be authentic, but don’t be an open book or spill your every emotion in words or on social media. Try to find the silver lining in all challenging situations. Unless a situation is life threatening, get over it and move on. Don’t sweat the small stuff

Overall, take pride in how you look, what you do, what you say. Do your best work each and every day. Brush up on your appearance and presentation skills. Consider yourself “on stage” any time you are around clients, employees, co-workers or anyone with whom you do business.

Your poise will elevate you in the eyes of those around you.

Author:  Jacqueline Whitmore – Author, Business Etiquette Expert and Founder of The Protocol School of Palm Beach

Entrepreneur.com | August 30, 2016

#Leadership : 5 Insights from a Classic Leadership Book by an Executive Coach Who’s Helped over 150 CEOs … If you’re Set on Progressing in your Career, You’ve got to Commit Yourself to a Course of Personal Development, Which will Likely Be as Uncomfortable as it is Rewarding.

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“What Got You Here Won’t Get You There“ highlights the 20 workplace habits that keep business leaders from success.  Author Marshall Goldsmith, a top executive coach who’s worked with more than 150 CEOs and been named multiple times to theThinkers50 list of influential management thinkers, published the bestselling book with Mark Reiter in 2007.

marshall-goldsmith

Marshall Goldsmith.YouTube

His goal was to help managers at all levels pinpoint exactly which behaviors they need to change and how to do it.  The thrust is that just because you’ve been able to get by with your counterproductive habitsdoesn’t mean you’ll be able to reach the top of your field with those same tendencies.

If you’re set on progressing in your career, you’ve got to commit yourself to a course of personal development, which will likely be as uncomfortable as it is rewarding.

Below, Business Insider breaks down the book’s five most important insights on becoming an effective leader:

1. Don’t fall into the ‘superstition trap’

Your destructive habits — from taking credit for others’ efforts to constantly making excuses — probably aren’t what helped you reach this level of success, and they definitely won’t help you get further.

Here’s Goldsmith:

“One of the greatest mistakes of successful people is the assumption, ‘I behave this way, and I achieve results. Therefore, I must be achieving results because I behave this way.’

“This belief is sometimes true, but not across the board. That’s where superstition kicks in. It creates the core fallacy necessitating this book, the reason that ‘what got us here won’t get us there.’ I’m talking about the difference between success that happens because of our behavior and the success that comes in spite of our behavior.”

 

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2. Technical chops aren’t enough for leaders

Interpersonal skills get more and more important as you climb the corporate ladder.

Here’s Goldsmith:

“At the higher levels of organizational life, all the leading players are technically skilled. They’re all smart. They’re all up to date on the technical aspects of their job. …

“That’s why behavioral issues become so important at the upper rungs of the corporate ladder. All other things being equal, your people skills (or lack of them) become more pronounced the higher up you go. In fact, even when all other things are not equal, your people skills often make the difference in how high you go.”

3. Your effectiveness as a leader is based on others’ perceptions of you

What you think of yourself doesn’t matter as much — so stop trying to conform to some arbitrary notion of your unique self.

Here’s Goldsmith:

“It’s an interesting equation: Less me. More them. Equals success.

“Keep this in mind when you find yourself resisting change because you’re clinging to a false — or pointless — notion of ‘me.’ It’s not about you. It’s about what other people think of you.”

4. Listening to what other people say is the most important skill for a leader to develop

That’s especially true if you’re trying to change your habits.

Here’s Goldsmith:

“The only difference between us and the super-successful among us — the near-great and the great — is that the great ones  [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][listen] all the time. It’s automatic for them. For them there’s no on and off switch for caring and empathy and showing respect. It’s always on. They don’t rank personal encounters as A, B, or C in importance. They treat everyone equally — and everyone eventually notices.”

5. You need to pick and choose your areas of improvement

It’s best to focus on what’s causing the biggest problem among the biggest group of people.

Here’s Goldsmith:

“Take a look around your office. Someone’s the best salesman. Someone else is the best accountant. Someone else is the best manager. No one is the best at everything.

“This isn’t a license for mediocrity. It’s a reality check. It’s your permission to deal in trade-offs and pick one thing to improve upon rather than everything.”

 

Businessinsider.com | August 26, 2016 | Shana Lebowitz

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#Leadership : Leadership Lessons From The Man Who Runs The U.S. Olympic Track Team….CEO Max Siegel Shares his Strategies for Managing a Team on a High-Stakes Project: the Olympics.

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At this moment, 129 American track and field athletes are settling into their living quarters in Rio de Janeiro as part of the 555-person strong Team U.S.A. They are getting acclimated to the weather and training daily, using every last minute to prepare physically and mentally for one of the most important events of their lives. But behind the scenes, Max Siegel has been planning this moment for years.

Olympics 2016

Siegel is the CEO of U.S.A. Track and Field (USATF), the governing body for runners in the U.S. The nonprofit organization serves 41 million people who love to run—from amateurs to professionals—providing them with opportunities to compete in marathons and races. Siegel has been instrumental in helping the organization take on a more entrepreneurial outlook, building the sport into a brand and helping lock down sponsorship deals. On top of that, Siegel must also help discover the nation’s Olympians and give them the support that they need to thrive at the Games.

Max Siegel

The final list of qualifying athletes is decided right before the Olympics begin. These individuals represent a wide range of disciplines, including marathon runners, sprinters, high jumpers, pole vaulters, shot-putters, and more. “There’s literally a month between the time that people qualify and we go to the Games,” Siegel says. “The very last race in our Olympic trials ends, and they go directly to Olympic training camp.”

Once the team is selected, Siegel and his staff spin into action, managing the elaborate logistics of bringing the team to the host country. Though Siegel’s tips for leading a group of runners to success might seem specific to the sports world’s greatest show on earth, we think they can be useful to any professionals who manage projects that are short but intense, with many moving parts (think organizing a conference or overseeing a quarterly earnings report).

ALWAYS LOOK FOR TALENT

While the Olympic Games happen once every four years, Siegel says his team is constantly preparing for it. Finding the highest-caliber athletes for the Games means being on the lookout for elite runners, recruiting them, and preparing them to compete in the Olympic trials when the time comes. This means tracking students as young as middle- and high-school age who show serious promise. “There’s a pretty robust and thorough analysis of the talent,” he says, explaining that he has experts on staff who are single-handedly focused on assessing every aspect of an athlete’s capabilities.

Siegel says that USATF is extremely judicious about only reaching out to people they really believe will have a successful career in sports because of the sacrifices demanded. Teens may postpone higher education, and those who do go to college will struggle to balance their studies and the rigors of training. Of course, not all athletes are young. The U.S. is sending runners in their forties to Rio, including Bernard Lagat, who qualified for his fifth Olympics at the age of 41. These more seasoned athletes also have to give things up, including time at their jobs or with their families.

Chaunté Lowe in 2016

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EQUIP YOUR TEAM

Once the team is chosen, Siegel needs to make sure that they have every resource at their disposal to succeed. Since the team comes together right before the Olympic Games, USATF must equip itself in advance with tools. “When they matriculate into our program, we give them support,” he says. “This means coaching, training, medical attention, and biomechanical sports-science help.”

But tools aren’t just physical. To prepare teams to go overseas for events, USATF also helps with language and cultural training. Since the athletes will be ambassadors for their country, it is important that they understand the nuances of local culture. This is particularly useful to athletes who are young or not particularly well-traveled.

Since Olympic athletes are not paid by the International Olympic Committee to appear at the games, they need to generate their own funds to attend. Many runners rely on prize money from other races or seek out sponsorship or endorsement deals. In his time as CEO, Siegel has made it a priority to make USAFT more attractive to companies. “It’s been about creating a brand that’s connected to the idea of excellence,” he says. “This has allowed us to partner with best-in-class companies like Visa, Rosetta Stone, and Hershey.”

Nike has always been one of the USATF’s biggest sponsors. But over the last five years, Siegel has helped negotiate a contract with the brand that has been called one of the most lucrative deals in Olympic history: It ensures that every qualifying athlete will receive a sum of money. (He declined to tell me exactly how much.) “Athletes that make our World Championship or Olympic teams get pretty significant compensation,” Siegel says. In return, Nike will outfit Team U.S.A. for the Olympic Games.

In addition to snagging funds for individual athletes, Siegel also pushed through a separate contract for USATF with Nike that’s worth a reported $500 million and will be in effect from 2017 to 2040. This has improved his organization’s ability to support its entire constituency of runners.

Justin Gatlin

ON GAME DAY, ELIMINATE DISTRACTIONS

Finally, the team heads to the Olympics. Once on site, the USATF’s main goal is to ensure that athletes focus on their event. This means cutting out any possible worry or distraction.

One of the competitors’ biggest sources of concern is their families. While spouses, parents, and siblings often come to show their support and participate in the historic moment, Olympians can lose focus by imagining what their loved ones might be up to, or worrying that they might not be enjoying themselves. So in 2012, Siegel launched a new program in which one group of USATF staff is entirely devoted to making sure families are comfortable and occupied. Staff members take these relatives sightseeing, for instance, and shuttle them to events.”The athletes have grandma and grandpa there, whom they love,” Siegel explains. “They’re worried about them and whether they will be able to get from point A to point B. They feel an emotional obligation to them.”

Siegel has also had to manage some of the crises surrounding the Rio Games, including the Zika virus. His strategy has been to keep all the athletes informed of the latest health information from the World Health Organization and National Institutes of Health. “We don’t want them to be distracted by the media,” he says.

USE THE MOMENTUM TO KEEP MOVING FORWARD

Because the USATF’s Olympic team comes together so late, the organization doesn’t have much time to promote them before the Games begin and get the public excited about them like they are for, say, swimmers and gymnasts. New elite runners come to the world’s attention as their events unfold, so Siegel’s responsibility is to keep enthusiasm (and sponsorship interest) high after the Games. “Stars are born, and you need to ride that momentum afterwards,” he says.

Over the course of the Games, Siegel and his staff familiarize themselves with the athletes’ personal stories so they can keep these narratives alive when they return to the U.S. The USATF pitches these individuals hard to television, social media, newspapers, and magazines. “They might have a unique backstory or an interesting way that they train,” he says. “We don’t want to waste the moment.”

[fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][Photos: Errol Anderson, courtesy of U.S.A. Track and Field]

FastCompany.com | August 2, 2016 | ELIZABETH SEGRAN

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#Leadership : Are You Hurting Your Career With Corporate Jargon?…When we have to Dedicate Time & Energy towards Figuring out What someone is actually Talking About, we(your Team) is Inherently taking Away Time & Energy we Could be Putting Towards our Work.

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Mindshare? Sticky wicket? Straw man? Power alley? Can you improve your credibility and achieve better results simply by eliminating corporate jargon from your vocabulary?

Elegant business partners holding blank papers on green background

James Sudakow had declared war on the use of stupid corporate lingo. In his new book, Picking the Low Hanging Fruit…and Other Stupid Stuff We Say in the Corporate World, Sudakow not only advocates for speaking in plain English for his own sanity but articulates compelling reasons why doing so can have positive impacts on the work you do, the relationships you form, and even counterintuitively can help you be perceived as more credible.

Having held leadership roles in multi-billion dollar global technology companies and now serving as the Principal of CH Consulting–a boutique organizational transformation and talent management consulting practice–James is no stranger to the perils of swimming through murky jargon and the unintended consequences of its overuse.

If you are a leader of people, ask your teams for help monitoring your corporate jargon violations. It will likely be met with enthusiasm and move you one step further on the path of relatability. Corporate jargon bingo, anyone?

Picking the Low Hanging Fruit is a humorous glossary where we find strange but surprisingly common business expressions from burning platforms and paradigm shifts, to tissue rejection and open kimonos. Sudakow defines these terms and takes a witty jab at the corporate culture by calling out exactly what these terms do not mean, and also sites real examples from his own experiences that show the consequences of overusing these expressions.

People might not understand as much of what you are saying as you think

Most of us move so quickly in the corporate world that we might not recognize that the number of employees who are scratching their heads and simply don’t understand these expressions is larger than we think. As a young consultant working for a Big 4 global consulting firm, Sudakow would find himself sitting quietly in a state of confusion but hesitant to mention that he was lost.

“We all figure it out sooner or later. But why put ourselves through that?” Sudakow states. “Figuring out how to do the work amidst corporate politics and culture is hard enough without throwing a language barrier into the gauntlet.”

When we have to dedicate time and energy towards figuring out what someone is actually talking about, we are inherently taking away time and energy we could be putting towards our work.

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Relatability and Credibility–Corporate jargon doesn’t help

It doesn’t stop with simply not being understood. Credibility is at stake. In some ways, the credibility of the person using the terms can be damaged because his or her language feels inauthentic and doesn’t connect or resonate with people—even if the speaker actually has something very valuable to say.

Why is this so important? More and more have been written recently about the importance for leaders, in particular, to be relatable to their people–this relatability serving as a way to build common ground with the very teams they are asking a lot of. Many factors contribute to how successfully anyone can be in their goal of becoming a relatable leader or colleague, but overusing corporate jargon doesn’t establish anyone as “the common person.” It’s much more powerful to speak in plain English.

So what can we do about it?

Think about what you might say if you were talking to friends outside of work where corporate jargon simply wouldn’t fit. When preparing for formal presentations to groups, think about where you might slip into a corporate jargon violation and think about how you might replace it with a normal word.

 If you are a leader of people, ask your teams for help monitoring your corporate jargon violations. It will likely be met with enthusiasm and move you one step further on the path of relatability. Corporate jargon bingo, anyone? At the very least, be a good corporate citizen and help someone who might be a corporate jargon abuser by simply pulling him or her aside and constructively mentioning that the message might have resonated better in plain English.

For many of us, using corporate jargon has simply become a habit resulting from being immersed in the corporate world. In Picking the Low Hanging Fruit…and Other Stupid Stuff We Say in the Corporate World, Sudakow helps us understand in a fun and lighthearted way that the words we choose are important and that we can all make ourselves better understood by staying away from jargon.

Forbes.com | June 17, 2016 |  Kevin Kruse

#Leadership : What Bad Bosses Can Teach You About Good Leadership…List of 10 Things a Bad Boss can Teach you about Good Leadership, for the Day When you Might Have his (or her) Job

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A lot has been written about what makes a bad boss, or about bosses to avoid or signs you are working for a bad boss. And then what – leave? To go where? Today’s business world is so precarious may of us don’t know if we’ll be in the same company from one week to the next, let alone report to the same person.

Free- Man at Desktop

In the belief that the only thing you can really change in the world is your point of view, I offer this list of 10 things a bad boss can teach you about good leadership, for the day when you might have his (or her) job…

1. Mutual respect. I had a boss once who – in staff meetings – would actually sneer at those with whom she disagreed, who wouldn’t hesitate to openly criticize someone’s efforts. This is one step shy of public ridicule. The result was a marked decline in initiative and innovation and a general malaise of spirit within the department that was noticeable and remarked upon by senior management. Ultimately her behavior outweighed performance in removing her from her position.

“To handle yourself, use your head; to handle others, use your heart.” —Eleanor Roosevelt

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2. Communication is a two-way street. One boss had three styles when it came to communicating with staff verbally, and “listening” wasn’t one of them: bullying, pontificating, and droning on. The message that came through was that she really didn’t much care what anyone else thought or had to say. The result? People toed the line and had a field day mimicking her behind her back.

“The day the soldiers stop bringing you their problems is the day you stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.” —Colin Powell

3. Know who’s the boss. If that’s your title, then it’s you. You don’t have to hold off making a decision until the last minute to watch your staff scramble to meet the deadline just so they’ll know who has the authority around here. That’s sabotage.

“A leader … is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.” —Nelson Mandela

4. Pay staff well and equitably. I once had a boss who suggested I hire a women for an open position because it would be cheaper than hiring a man. I didn’t. Make it cheaper, that is. A salary is a sign of worth, and if someone learns he or she is being paid less than someone else doing the same kind of job, you can leave yourself open to legal action. That’s in addition to being a jerk.

“Management is doing things right; leadership is doing the right things.” —Peter F. Drucker

5. Hire good people, share your vision, and then let them get on with it in their own way. Don’t let your staff’s competence make you uncomfortable or nervous. You’re there to lead an entire team, to clear the path for them so you can reach your targets — not meddle in their daily work.

“Don’t tell people how to do things, tell them what to do and let them surprise you with their results.” General George Patton

6. Give the credit; take the blame. Too often, it’s the other way around, with the boss taking on for him- or herself the team’s achievements while offloading failure. That’s exploitation. This tactic fools no one, no matter which end of the corporate ladder you’re trying to impress.

“The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy.” —Martin Luther King, Jr.

7. Don’t play favorites. I had one boss whose principle business relationship centered around his second in command. The two played tennis together, their families went to dinner together. That left the other 96 people working at that company out in the cold. So none of them could (or would?) come to the rescue when eventually the Board of Directors, tired of lackluster performance from the CEO, ousted him one day… and his sidekick followed. Aside from putting yourself at risk of corporate lynching, playing favorites sidelines the valuable talents of everyone else.

“If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.” —Antoine de Saint-Exupry

8. Keep your distance. I don’t mean “aloof’ — as in the sense of being cold or void of compassion. But there needs to be a bit of a “no fly zone” between you and your staff. The people over whom you have some control, and on whose efforts your company relies, shouldn’t have to bear the burden of your personal problems.

“Leaders must be close enough to relate to others, but far enough ahead to motivate them.” —John C. Maxwell (contemporary American author, pastor and speaker)

9. Lead by example. This almost goes without saying. Actions always speak louder than words. Say less, if you have to.

“Example is not the main thing in influencing others. It is the only thing.” —Albert Schweitzer

10. Trust your people. If you don’t, you may find yourself on the receiving end of words and deeds that are not as promised, whereas sometimes bestowing trust on someone is enough to make him or her live up to expectations. The trust you give out comes back to you.

“There is a difference between being a leader and being a boss. Both are based on authority. A boss demands blind obedience; a leader earns his authority through understanding and trust.” —Klaus Balkenhol (German equestrian and 1992 Olympic gold medalist)

And finally, be comfortable in your own skin:

”It’s hard to lead a cavalry charge if you think you look funny on a horse.” —Adlai E. Stevenson II

Follow me on Twitter @sckarabell1

 

Forbes.com | June 6, 2016 |  Shellie Karabell – CONTRIBUTOR : I cover leadership – people, politics & policy – from a European view

Your #Career : 5 Signs That You’re Meant to Be a Manager…Do you Feel Destined for the Big Time? Have Middle-Management Written All Over You? Or Perhaps just Want your Underlings to Lovingly Refer to you as Mr. Manager? If so, you Might be Ready for Management, or a Leadership Position in your Company or Organization.

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While we all take the occasional shot at our leaders or managers — just look at the way we discuss our political leaders, or many CEOs and business leaders, for example — it takes considerable effort to make it to the top of a big organization. Often, we only think of our bosses or superiors as incompetent buffoons or narcissists who were born to make our lives a living hell. But it’s important to realize that they’re there for a reason, and in most cases, they’ve worked very hard and demonstrated that they are capable of handling the responsibilities of a management role.

question mark signs painted on a asphalt road surface

Perhaps you feel that you are too? The question is, how can you tell that you’re ready for management or a leadership position?

There are some sure-fire signs: you can do your job with incredible ease, for example. Or, maybe you’ve already assumed a role as a leader, and now want a better title and salary to go along with it? It’s never really a bad time to fight for more recognition and compensation, but you want to be sure you’re ready for more responsibility before gunning for the top.

Here are five signs you’re destined for management.

1. You demonstrate management and leadership skills

As previously mentioned, perhaps you’ve already assumed the role as a natural leader in your company. Your co-workers respect and like you, and you’re able to take charge when things need to get done. You step up and volunteer for tough assignments, and aren’t afraid to engage directly with managers and company leadership. This shows that you’re one of them — and are ready to take the next step up the company ladder.

 

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2. You take ownership

When you start thinking in different terms — as in, “mine” becomes “ours,” for example — it’s a sign that you’re invested in your company or organization, and ready to take the next step. If you actually feel that your success is, in turn, a success for your team or company, then you’re starting to think like a manager. You take responsibility for your co-workers or subordinates and make it your personal mission to make sure they succeed.

3. You crush expectations

This probably should be step number one on the ladder to management: You need to make sure you’re not only accomplishing the tasks that are set out for you (whatever those may be), but that you’re crushing expectations. Whether you’re an account executive or a dishwasher, you should strive to be the best there is, and always look for ways to improve, make your process more efficient, and lift your equals up along with you. Take charge, but start with your immediate responsibilities.

4. You’re proactive

A manager or leader sees problems coming down the pipe before they arrive, and takes the necessary steps to curb the impacts. Being proactive can mean any number of things — be it showing up early to prepare for a big meeting, or trying out new software programs that can help save your team time and money. The point is, you’re starting to think like a chess player: three moves ahead. You see the big picture and are planning well in advance of encroaching problems.

5. You foster respect

We’ve touched on this a couple of times, but one of the most important things a manager or leader can do is to foster respect between employees. That means that you not only respect those who you work with (including those under you), but that they respect you, and listen to and take you seriously. It’s also about finding common ground and making sure your employees respect each other, and are able to accomplish their tasks efficiently.

Find a way to create a respectful work culture, and you’ll be well on your way to the C-suite in no time.

Follow Sam on Facebook and Twitter @SliceOfGinger

CheatSheet.com | May 18, 2016 | Sam Elliott