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#YourCareer : Thought Leadership Myths to Guard Against.

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As an executive, thought leadership is one of the best qualities you can possess. When you are a thought leader, you have innovative ideas that help business move in a positive direction, all while influencing other employees as well.

However, there are some myths you need to be aware of when it comes to thought leadership for executives.

  1. Perfection is a Must

We all know that no one is perfect, and that includes thought leaders. Believe it or not, a good quality to improve your c-level personal branding is to admit you need to check resources to get answers to certain questions. Ensuring you’re providing the correct answers is much more important and enhances your credibility more than giving an incorrect answer immediately.

  1. Relationships Don’t Matter as Much as Productivity

Building relationships is a high-priority to a true thought leader. It will be evident to professional executive resume writers if you are a self-centered leader or if you are focused on building relationships as you become successful. Employers want to hire executives who build quality relationships as well.

 

  1. Every Thought Presented Must Be Original

Don’t be afraid to give credit where credit is due. Every great thought leader uses ideas from successful people before them and build off of those ideas to make their own. However, if you think every one of your ideas has to be original in order to improve your c-level personal branding, you’re wrong.

  1. You Must Control the Conversation

The role of a thought leader is to present new ideas in creative and innovative ways. That doesn’t necessarily mean each idea presented is the best right away. Any time a conversation comes up about an idea you have, listen to the feedback instead of shutting the person down right away. You shouldn’t try to spark a debate or control the conversation. The top resume services suggest getting feedback from as many sources as possible before developing your idea and putting it on paper.

  1. Once You Have a Great Thought, You’re Done

Thoughts without actions are useless. All professional executive resume writers want to know is what actions you took to get a certain result. You can’t put a thought on a resume because employers won’t know what result happened from the thought. Put your thought into motion to have the best results as a thought leader.

 

FSC Career Blog Author:   Erin Kennedy, MCD, CMRW, CPRW, CERW, CEMC, is a Certified Professional Resume Writer/Career Consultant, and the President of Professional Resume Services, named one of Forbes “Top 100 Career Websites”. Considered an influencer, she is consistently listed as a “Top Career Expert to Follow” on Twitter and LinkedIn.

 

FSC Career Blog | May 19, 2021 

 

 

#Leadership : #Productivity – These are the 5 Mistakes you Make when you #Delegate … As you Move Up in your Job, you Need to Go from Being Someone who Gets Things Done to Creating other People Who get Things Done. Here are a Few Common Mistakes People make when they Start to Delegate.

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We all know the go-to person in the office who knows how to get stuff done, and maybe it’s you. This person is frequently promoted to leadership because they excel, but that presents a problem, says Scott Eblin, author of The Next Level: What Insiders Know About Executive Success.

Question: Do you Know How to Delegate? 

“Being a go-to person doesn’t help you build teams,” he says. “You need to go from being someone who gets things done to creating other people who get things done. It’s hard to let go. Getting things done is what you became known for and now you have to rebrand yourself. This causes fear and you have to overcome it to delegate effectively.”

Eblin says leaders often make five common mistakes when assigning work to others:

1. NOT UNDERSTANDING THE IMPORTANCE OF THE TASK

Before you can delegate a task, you have to be clear on it. Too often leaders give an employee something to do without having a deep understanding of the task and its impact.

“Why does it matter to you and why does it matter to the person you’re delegating to?” Eblin asks. “What does it mean to the company or the customer? You have to be super clear on the task and the stakeholders.”

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2. MAKING AN INCOMPLETE REQUEST

When you delegate, make sure you are providing enough information. Eblin suggests writing down the steps before meeting with your employee to prepare for your initial delegation session.

“Develop a plan for follow-through,” he says. “Too often leaders don’t do a lot of prep. They’ll say, ‘Take the lead on this and let me know when you’re done,’ and not much more than that.”

Instead, you should provide explicit instructions and insights. “Be crystal clear,” says Eblin. “Say, ‘Here’s the task. Here is the timeline. When it’s completed it will look like this. This is who needs to be involved, and this is who needs to be informed.’”

Also, tell the person how much you want to be in the loop, what resources are available, and what they can and cannot do without asking. You might also provide some potential pitfalls they could run up against.

3. FORGETTING TO SET EXPECTATIONS ON ACHIEVEMENT

When you delegate a task, be sure to define what success looks like.

“How will the employee know when they reach 100%?” Eblin asks. “When will they be done? What does achievement look like? And who has to be happy with what’s achieved?”

4. MISSING REGULAR CHECK-INS

Too often leaders fail at delegating because they think of it as a “set it and forget it” exercise, says Eblin.

“Even if you’ve been clear in delegating and have a lot of confidence and trust, most of the time it requires some level of checking in,” he says. “Get clear on how often you will check in as well as what factors might trigger a check-in, a red flag, or action.”

It’s a good idea to set a regular check-in timeline, such as weekly or biweekly, Eblin suggests.

5. OVERLOOKING KNOWLEDGE AND KUDOS

Throughout the project, leaders should be mindful of the process. “There should be debrief lessons from the assignment,” says Eblin. “Are there things we learned while we were completing it? What can it tell us about the future on what we should do again, and what we would do differently based on what we’ve learned?”

And don’t forget to acknowledge the employee’s contribution. “Kudos is about recognition,” says Elbin. “Part of that is up front. It’s ‘Here’s what in it for you. This is what’s the upside for you if it goes well.’ And part is acknowledging what’s been accomplished at the end.”

Some people naturally have more project management skills, but delegating can be learned, says Eblin. “Go through these steps before you sit down with someone else and ask then to take the lead on a task,” he says. “Adopting a discipline around the prep and having a framework or checklist will get you off to a good start and help the other person bring it home.”

FastCompany.com | 11.29.18 |  SECRETS OF THE MOST PRODUCTIVE PEOPLE

#CareerAdvice : 5 Steps to Become a #Manager …What are Some Other Steps #Professionals can Take toward Becoming a #Manager ? Share your Thoughts!

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Many people reach a point in their careers when they decide they’d like more responsibility. Becoming a manager can be an excellent way for professionals to advance their career development and even earn more money.

Managers are responsible for coordinating and overseeing many company projects and everyday tasks. That makes their position a unique one within the company – one that holds particular importance for maintaining business success. But becoming a manager isn’t always easy, you’ll often find yourself competing against other qualified candidates and co-workers to snag the position.

Here are five steps to take toward becoming a manager in your company:

1. Let your aspirations be known.

If you aspire to become a manager, don’t stay quiet about it! While you don’t have to border on obnoxiousness, it’s still important to let the right people know you’re thinking about taking the next step so they can help you get where you want to be. Let your current manager or boss know you aspire for more, and work with them to develop the skills you need to eventually make the transition.

10 Interview Questions to Answer If You Want to Be an HR Manager

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2. Become a mentor.

Ask your manager or boss if opportunities exist for you to become a mentor, or join a professional organization in your industry that will set you up with a mentee. This can be an excellent way to show you have the expertise to work closely with others and develop solid interpersonal relations – a must in any managerial position. Or, consider taking on a mentor yourself – someone who has more experience than you can help you to prepare for more responsibilities.

3. Strengthen your skills.

As a manager, you’ll experience less leisure time, more authority, more leading, and tons of other new requirements. For this reason, it’s important to strengthen your skills to ensure you’re prepared to step up to the plate. Actively assess the skills you already have, and talk to those already in managerial positions to determine what skills you need to acquire. Do your research, stay up to date on industry trends, and seize any opportunity to strengthen your abilities.

7 Small Gestures Managers Can Make That Will Go a Long Way

4. Show your worth.

It’s important to put your ambition into action. If you feel as though you need to show your boss how valuable you are before you can have a chance at landing a higher position, consider setting up a meeting and prepare a presentation that highlights your accomplishments and commitments to the company thus far. Provide concrete numbers to describe your accomplishments (“increased client leads by 40 percent,” or “managed accounts of advertisers contributing to a total budget of $200,000”) to make your arguments irrefutable.

5. Ask for feedback.

Ask your higher-ups and coworkers to assess your performance so far. Do you do a good job of responding to conflict? Do you react well to stressful situations? Are you able to lead a group without trying to take too much control–or too little? Glean feedback from your coworkers or managers to determine where your strengths are and where you need to improve. Not only will this show you’re open to feedback and continual improvement, but it will show you value the opinion of individual group members, something that any manager should commit to.

3 Ways Managers Can Empower Team Members With Mental Health Struggles

Becoming a manager can be an excellent way to advance your career and prepare you for further professional opportunities. As 2012 comes to a close, make a commitment to taking these steps next year to increase your chances of landing a higher role in your company. Good luck!

What are some other steps professionals can take toward becoming a manager? Share your thoughts below!

Glassdoor.com |  | Posted by 

#CareerAdvice : #SuccessfulLeaders -7 Warning Signs that Your #Career is Stalling…What Got you Here won’t Get you There. After you’ve Achieved #Success , it’s Common to Stagnate. Look Out for These Signs & Turn Things Around.

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It’s not unusual to see a leader turn a company around and bring it to success, only to fail at the next challenge. Some call it the sophomore slump, but it’s really a case of, “What got you here won’t get you there,” says John Hillen, coauthor of What Happens Now? Reinvent Yourself as a Leader Before Your Business Outruns You.

“Leaders are often victims of their own success,” says Hillen. “They wanted the change; they put the business plan in place. Then they themselves don’t make parallel plans to change with the organization. That’s why leaders often stall on the other side.”

What it takes to become a successful leader is not what you need to remain a leader. Playing at the higher level requires different skills, capabilities, mind-sets, behaviors, and attitudes. “Most leaders get it intellectually,” says Hillen, executive in residence and professor of practice in the School of Business at George Mason University. “Unfortunately, what they often do is focus energy on tinkering with the organization instead of reinventing themselves.”

Only a small percentage of organizations make deliberate plans to grow their executives alongside their business. As a result, leaders need to take it upon themselves to adapt to the new playing field, or they’re at risk of hitting one of seven career stalls, says Hillen.

1. YOU HAVEN’T RE-ESTABLISHED YOUR PURPOSE

Leaders often fail to establish new purpose and direction once they succeed. “When things change and new people are coming on board, purpose and direction must be modified,” says Hillen. “Leaders often struggle to tell a coherent narrative, and people start making decisions at odds with culture or value.”

A warning sign that you’re hitting the purpose stall is when you think you need to hire an outsider to get to the next level. Break through by holding a story-creation session with people from all levels of the organization, suggests Hillen.

“Ask, ‘What are we about here?’” he says. “Engage teams to rearticulate values and purpose that will be easy to communicate to the ranks and out to multiple stakeholders.”

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2. YOUR TEAM ISN’T WORKING TOGETHER ON GOALS

After a success, team members can start acting like freelancers, concerned with their own departments and not agreeing on priorities or strategies, says Hillen.

“The single most critical success factor for high-performing teams is having a shared understanding of why the team exists, what it is trying to accomplish, and how it will work together,” he says.

Work through this career stall by holding frequent meetings or off-sites to ensure team alignment, suggests Hillen. “Create team ‘rules of engagement’ and require team members to hold each other (and you) accountable to them,” he says. “Be explicit about the culture that ties the team together.”

3. YOU AREN’T TALKING TO THE RIGHT PEOPLE

Working at a new level can cause leaders to not make good use of their time. If you feel frustrated that people aren’t following your orders, or if you’re too busy to talk to stakeholders, you’re career’s in danger.

Push through by creating a stakeholder management plan, Hillen suggests. “Who will you put on your calendar regularly?” he asks. “What kinds of conversations should you be having with them?” Concentrate on developing a strategic network, allocating time for people who control your future.

4. YOU CAN’T ARTICULATE YOUR VISION AND MOTIVATE PEOPLE

If you can’t seem to energize employees to own the strategy or spring into action to tackle a new initiative, you’re at risk of another career stall. Instead of blaming others for their inability to “get” it, reassess your communication skills and think of yourself as the “chief explaining officer,” says Hillen.

“Whenever possible, make communication two-way; achieve true communication, not mere transmission,” he says. Communicate more than you believe is necessary to ensure sufficient understanding, and change your style of communication to reach different people.

5. YOUR AUTHORITY IS WANING

Once you’ve achieved success, you need to keep performing at a high level to maintain your team’s respect. If you give people direction but they don’t follow through, or you start getting passed over for promotion, you may have hit a career stall.

“Shift your actions and behaviors to come across to followers in a more authentically and emotionally,” he says. “Empathy works, and builds character.”

Accept a position on the board of a nonprofit, for example, take a community leadership role, or be more involved in your industry, Hillen suggests.

6. YOU FEEL EXHAUSTED AND OVERWHELMED

Once you’re operating at a new level, it can be easy to lose sight of your focus. The danger signs of a career stall here are feeling exhausted and overwhelmed, and less energetic and passionate about what you’re doing and its impact, says Hillen.

Decide which tasks to do, which to delegate, and which to drop. “Allocate your time as if you’re going to ‘make history,’” he says. “Enforce, with the help of an accountability partner, rational percentages of time on your calendar to the leadership work that matters most.”

7. YOU’VE ABANDONED LEADERSHIP DEVELOPMENT

A successful leader’s job is to be a leader of leaders, says Hillen. If you’re unsure of your current leadership team and are starting to no longer trust their capabilities, you could be about to hit a career stall.

“Take command of shaping your organization’s leadership-development programs and play a meaningful role in leading them,” he says. “Commit to becoming a coach as well as a boss, and dedicate discrete time for both.”

While every stall is different, every leader will stall at some point, says Hillen. “They might not hit all of them and not all at once,” he says. “When you’re in a meeting where you are the decision maker, but everybody else has more information at hand, you’re at risk. It should be an epiphany that it’s you and your behavior that needs to be changed.”

 

 

FastCompany.com | July 9, 2018 | CAREER EVOLUTION

#Leadership : 4 Ways To Go From #Manager To #Leader ….. #Managers are a Necessary Part of any Organization, but #Leaders will take Things To the Next Level.

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Perhaps you’re in a leadership role but don’t feel like you’ve earned the respect from your team. Maybe you feel like they don’t even like you. As a career coach to millennials, I’ve had plenty of new managers come to me, desperate to win approval from their team. It’s a classic case of manager versus leader: they are managing their team effectively, but they aren’t leading them. So what separates a manager from a leader, and why does it matter?

A manager knows how to execute. He follows the rules and does everything right. He effectively delegates work, manages timelines, and meets deadlines. A manager can be counted on to get it done. Managers are a necessary part of any organization, but leaders will take things to the next level.

A leader has a vision and knows how to inspire a team to go above and beyond.  A leader uses emotional intelligence to draw the best out of each teammate and empower them. Research shows that teams managed by motivators (aka leaders) perform better than those that are too heavily controlled by a designated supervisor (aka managers). In short, managers control while leaders grow.

Here are four practical steps you can take right now to elevate yourself from a manager to a leader.

1. Leaders Leave Their Egos At The Door

A true leader does whatever is required to get the job done. If that means running the copier, making the midnight coffee run, or assembling folders, that’s what the leader does, even if his paycheck and title suggest otherwise. This approach not only guarantees that the work gets done; it also does wonders for the energy levels on the team.

One way to implement this is to pay attention to the unique brilliance of each employee on your team. If you see that people are exceptionally good at something, offer to take some work off their plate so you can free them up to make better use of their skill set. If you’re coming up blank on ideas for them, ask them what they’d like to do more of. They will respect you for getting your hands dirty, and they’ll appreciate you for making them feel seen and heard.

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2. Leaders Know How To Listen

Leaders listen to everyone, even those who might not have as much “experience” as other people in the room. The best leaders treat brainstorming as a democracy of ideas. They ask “what do you think?” and get everyone involved.

One way of getting more invested participation from your employees is to introduce a weekly team meeting where new ideas are solicited from each person. This is a great way to strengthen the team mentality, showing your employees that you want and welcome their brilliance.

3. Leaders Have Emotional Fitness

Emotional intelligence—the ability to read and connect with just about anyone in the room—is great, but it doesn’t sustain you in times of uncertainty and instability. It wasn’t until I became a career coach that I learned the importance of emotional fitness. Emotional fitness is your ability to flexibly endure the ups and downs of business and life. The difference between managers and leaders is the way they react to and process the failed deals, the lost clients, and even the busted refrigerator in the break room. Managers freak out, sending tiny ripples of panic and chaos through the rest of the team. Leaders tap into an inner Buddha, an unwavering stillness that empowers them to take a deep breath and keep moving forward.

4. Leaders Live Outside Their Comfort Zone

Playing a big game doesn’t always feel natural or comfortable, but it’s a choice that true leaders make again and again. As kids, we are often conditioned to go with the grain and to avoid disrupting our environment. We often keep ourselves from really being seen, and from being different. The problem here is that this encourages us to grow into very average adults who only feel comfortable when we’re playing small.

I’ll never forget the moment I stepped backstage at TEDxBerkeley. As the least seasoned speaker at the time, I thought I’d definitely be the most nervous in the room….The entire group backstage was panicked. Nothing this rewarding can possibly exist in your comfort zone, and it’s the leaders who are willing to wake up daily, stepping outside of theirs.

Leadership is part art, part science. A leader, like any manager, knows how to make things happen, but it’s often the leader who comes up with the ideas or inspires their team to innovate in the first place. If you’re truly ready to step into a leadership role, it’s time to go above and beyond what is required, and empower your team to do the same.

In the end, leadership is a choice. And the choice is yours.

Ashley Stahl coaches job seekers to find their purpose and land more job offers. She also runs CAKE Publishing, a ghostwriting house that helps influencers create content.

 

Forbes.com | January 26, 2018 | Ashley Stahl , CONTRIBUTOR

#Leadership : 7 Ways to Outshine a Tyrannical #Boss …Sure, you could Look for Another #Job but How much Sweeter would it Be to #Work you Way Up until you can #Fire that Miserable Person?

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There is little worse than working under a self-righteous boss who refuses to help make us or anyone else more successful. These types of bosses make life miserable, sometimes so miserable that we forget that we’re even passionate about what we do.

Bosses should act and perform like leaders. When our boss is inconsistent, unprofessional, placing us in no-win situations, who backstabs, sarcastically puts us and others down, and who put obstacles in our way to make our success nearly impossible, we must do all we can to outshine this person, and give them as little of our time, power and attention as possible.

Related: 4 Signs of a Terrible, Toxic Boss

1. Strategize

We become frustrated with difficult bosses because they consistently display unprofessional behavior. However, the one thing we can count on is the consistency of who they are and how they treat us.

Whatever behaviors are consistent in our boss allows us to create solid strategies to fend against them. We must put a plan of action and expectation in place by anticipating what is coming. Being proactive gives us the edge. If our boss is in a “good mood” toward us, we should mirror that mood back. When our boss is acting tyrannical toward us, we must force ourselves to act as if we’re hearing them out, when really we’ll be turning our ears off. This helps us take their ranting with a grain of salt.

The more of a quiet confidence we can demonstrate, the more the spotlight lands on our boss in a negative light. Most importantly, we must display confidence and an unshakable demeanor toward him/her regardless of what we’re feeling inside.

Related: 9 Ways to Show More Confidence in Business

 

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2. Be prepared.

Wherever we are well-prepared, we are more likely to come out on top. Before engaging with our boss, we must take some time to formulate our responses, behaviors and reactions. It is helpful to write our actions or responses down, or to envision and practice conversations in our mind before delivering them to our boss. Rehearsing helps us to have the guts to confront our boss by saying, “when I am treated in this way, it makes it difficult for me to feel motivated, in fact it does just the opposite.”

It is also appropriate to say “This type of treatment is not effective.” The other thing that is powerful is to “okay” them but to continue behaving just as we are and doing what we know works for us. The best way to prepare is to predict our boss’s comeback and our desired response. Its also important to prepare for threats and a possible fall-out by entertaining recruiters and/or seeking other employment opportunities.

Related: 4 Ways to Love the Job You Hate

4. Remain composed.

As hard as it is to keep our composure, this is critically important. Remain professional. As hard as our boss may sarcastically provoke, ignore, humiliate or cut us down, we must train ourselves to always take the high road. If necessary, follow the proper procedures with HR and file the necessary complaints.

Whenever possible, talk to executives with higher-level superiority and maintain a calm and professional demeaner when doing so. Be straightforward, assertive and patient. When others talk about our boss, as much as we want to trash them, stay out of the gossip. We must be mindful to vent our frustrations to anyone other than other abused coworkers who may throw us and what us said under the bus as a way to avoid having the spotlight on them.

Related: 11 Rebellious and Fun Songs For When You Hate Your Job

5. Remain consistent.

Because our boss is inconsistent, our dogged consistency will win in the end. It isn’t likely the situation with our difficult boss will change overnight, so if we want to stay with our organization, we must be ready for the long haul.

We must commit to being rock solid in our work effort, and in communicating with our boss about what we will and won’t tolerate in terms of how we’re treated. If we show we can do this, it is likely our coworkers will have more courage to follow suit. Moreover, we must be persistent in calling out our boss’s bad behavior, and putting a plan into action. The key is to not let our boss get away with continuing his/her bad behavior.

Related: 4 Ways to Handle a Boss Who Steals Credit for Your Ideas

5. Grit

Regardless of our boss, we need to have the grit to continue doing our very best work. We must show up on time, be mindful not to overstay on lunches, do exactly what we’re asked without complaint or argument and demonstrate that our success is under our control, not that of our boss.

When our boss cannot complain about our work, our effort or our attitude we give our boss nothing to go on. Succeeding in spite of this person is key. We do this by having the grit to follow through regardless of obstacles placed in our way.

Related: Why ‘Grit’ May Be Everything for Success

6. Be visible.

There are many other higher-level executives in each organization we can seek to aim to impress outside of our boss. We must do all we can to make ourselves visible to these other people.

How do we do this? We make our results known, we begin conversations with them, offer to help them in any way we can, be great to customers so there is no evidence that we are performing below standard, and express interest in our own growth. We must make sure that our name is on everything we do, from every email, every invoice and that we are mentioned in every meeting. We must take initiative to introduce ourselves on conference calls by stating who we are, what our position is, along with showcasing our positive outcomes and results when asked.

 

Related: 5 Ways to Work Remotely Without Being Overlooked

7. Move up.

There are two ways to get out from under a horrible boss; change jobs or work hard to get promoted. To create a chance at promotion, we must keep our focus on our own personal plan, goals and objectives. We must do all we can not to take the bullying coming from our boss personally. We must not, at all cost, allow our work performance to suffer under these types of people. Over time if we can stick to this program, we have the best option to move up and beyond this person, maybe even into a position where we can fire him/her.

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Entrepreneur.com | January 26, 2018 |  

#Leadership : Lessons In Leadership From Alabama Football’s #Saban, Tagovailoa & Hurts… Make Sure you’re Building your #Team for the Future – When it’s your Turn to Be the Next Man Up, be Ready to Go, No Excuses.

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So many great moments in last night’s college football championship game. So many people stepping up in different ways. Three stand out as leaders: Coach Nick Saban being ready to make required changes and having the courage to make the changes when he needed to do so; freshman reserve quarterback Tua Tagovailoa stepping up to do what he needed to do to win the game; starting quarterback Jalen Hurts keeping his head in the game even after being pulled out.

For those of you who missed the game (and you missed quite a game), Georgia crushed Alabama in the first half, completely choking off the Alabama offense and heading into half-time with a 13-0 lead. Saban went with his back up, true freshman quarterback for the second half, leading to a heart-stopping 26-23 win in overtime.

Nick Saban

Offensive coordinator Brian Daboll describes Saban’s (and Belichick’s) philosophy of “Next man up, ready to go, no excuses.”

Let’s unpack that.

“Next man up” is the result of future capability, succession and contingency planning. Saban is already building his 2025-2026 team. He’s got people scouting all the rising grade school and high school stars. He’s getting to know the players he wants on his team. He won’t get all of them. But he knows what capabilities he’s going to need on his future teams and is working to fill the gaps.

With a more short-term perspective, he does succession planning. He creates opportunities to give his future starters playing time. Back up quarterback Tua Tagovailoa for example, played in over half of Alabama’s games this season, completing 49 of 77 pass attempts for 636 yards.

Saban’s contingency planning is closely linked to his succession planning. The players on his depth list need to be ready to go at a moment’s notice. Saban says he trusts players. “Players that do things the right way. Players who prepare the right way, practice the right way. They’re dependable.”

The “no excuses” part of the philosophy goes both ways as well. No excuses for coaches that do not give their rising stars the opportunities to learn and grow. No excuses for players that don’t get themselves ready. No excuses for not making the right moves at the right time. With Hurts struggling, Saban had Tagovailoa ready and was ready himself to make the move.

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What Skill Sets do You have to be ‘Sharpened’ ?

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Tua Tagovailoa

Tagovailoa was the next man up. He was ready. He made no excuses. To be clear, he did not play perfectly. He threw an interception and suffered at least two big sacks on plays in which he should have thrown the ball away for no loss. He made a bunch of other mistakes. But, and it’s a big but, he ignited the team, made big plays to keep drives alive and score when he needed to do so. Bottom line, he delivered what the team needed to win the game.

Jalen Hurts

Jalen Hurts kept his head in the game, switching roles with Tagovailoa at half-time. That’s a hard switch for a starting quarterback. Throughout the second half he was right by Tagovailoa’s side on the sideline, paying attention to everything the coaches were saying and encouraging Tagovailoa and the rest of the team every step of the way. Had Saban needed to go back to Hurts, he was the next man up, ready to go, no excuses.

Implications for you

Your organization needs all sorts of leaders: artistic leaders, scientific leaders, interpersonal leaders, strategic leaders planning the alignment of forces before the battle, tactical leaders moving forces in the battle and supportive leaders. Make sure you treasure all of them.

Make sure you’re building your team for the future – with future capability planning for the long term, succession planning for the mid term and contingency planning for, wait for it, contingencies.

When it’s your turn to be the next man up, be ready to go, no excuses.

When it’s someone else’s turn, make sure you’re supporting them and ready yourself.

Click here to see all my Forbes articles and get a summary of my executive onboarding book: The New Leader’s 100-Day Action Plan.

Forbes.com | January 9, 2018 | George Bradt , CONTRIBUTOR 

 

Your #Career : How to Build a Positive Relationship With Your Boss and Colleagues…Mutual Respect Makes the Office Much More Pleasant.

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In the past, an employee’s relationship with their direct supervisor was found to be one of the most influential factors on whether or not the employee enjoyed their job. Over time, this dynamic has somewhat changed.

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

In recent years, relationships with colleagues have become increasingly influential in the perception of job satisfaction. Part of this has to do with younger generational workers highly valuing collegial relationships — as demonstrated by their desire to work together on tasks more than Gen X or Boomers do.

Another aspect is that, in many settings, there is a greater amount of cross-departmental collaboration that creates more than one reporting relationship. For example, a team member in customer service may work with marketing to give input on how to market to existing clients, and the marketing supervisor oversees the project.

 

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Related: Building Healthy Relationship Requires Collaboration and Mutual Appreciation

Another factor that may reduce the importance of the relationship with one’s direct supervisor or boss is the myriad of ways an employee is assessed in today’s workplaces — including 360 degree feedbacks and other objective measures of work. A few thoughts about how to build a positive reporting relationship, even in shifting times:

  1. Be appreciative. Bosses and supervisors don’t hear thanks very often. They hear a lot of complaining and problems they are expected to solve. Occasionally thanking someone — and being specific as to why you are thanking them — can go a long way to start to build a positive relationship.
  2. Be respectful. One of the most common complaints I hear from supervisors, especially in cross-generational relationships, is that they feel disrespected. Most of us aren’t sure what makes us feel respected, but we clearly know when we feel it. Having a general conversation with your boss about actions that lead them to feel respected or disrespected would be wise.
  3. If you are going to raise a concern, make sure it is specific, not vague and general, and that it is a behavior or issue your boss can address. Don’t whine about management or a colleague in another department, where your supervisor has no influence.
  4. Do your job well, and be willing to go above and beyond. Remember, you are there to accomplish tasks and do them well. When you do quality work and, at least occasionally, do more than is required, you make your boss look good to his or her colleagues and supervisor.

Related: 9 Habits That Destroy Workplace Relationships

The goal of building a positive relationship with your boss isn’t try to suck up to them and win undue favoritism. The purpose is to develop a healthy, positive relationship of mutual respect, which will lead to better communication, the ability to work through disagreements and can build a partnership where you can support one another through difficult times.

Entrepreneur.com | December 9, 2016 | Paul White

#Leadership : 4 Ways Your Leadership Development Is Failing Managers…Companies, after All, Don’t Choose Managers by Drawing Names Out of a Hat. So, How Do Good Employees Become Bad Managers?

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Nobody sets out to become a bad manager, but the fact of the matter is, there are a lot of bad ones out there.

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The 2015 State of the American Manager: Analytics and Advice for Leadersreport from Gallup analyzed the engagement levels of 27 million employees worldwide. It found that managers accounted for at least 70 percent of variance in employee-engagement scores.

Since a subsequent, 2016, Gallup report looking at approximately 1,500 employees found that only 35 percent of employees surveyed were actually engaged, the obvious conclusion is that it’s time to rethink what constitutes good management.

Companies, after all, don’t choose managers by drawing names out of a hat. They look at the qualities and potential of current employees and try to determine who has performed well and has what it takes. So, the question becomes, how do good employees stray off the path and become bad managers?

Let’s take a look at how leaders can guide managers through leadership development and help them effectively develop and grow:

Create career paths.

Leadership development and the path to becoming a good manager starts long before an employee is offered the position. Throughout their career, employees who want to become managers need opportunities to gain the necessary experience to become great managers.

Start employees off right by defining clear career paths that show what they can do to fit into the role in the future. Provide them with clear steps and guidance so they understand that they — and their future — are being invested in by the organization. Make sure you show them how each step in their development will help them achieve their individual career goals as well as contribute to the company.

Employees who step up will make it easier to identify which employees are interested in management opportunities as well as which ones are most qualified. That will make it easier to eliminate options that might become bad managers in the future.

Related Book: Real Leaders Don’t Follow by Steve Tobak

 

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Provide consistent training.

Management is a skill. It has to be learned, which is why many organizations offer training to help develop new managers. The problem is that a short course in how to run a team isn’t enough to let all that knowledge truly sink in and help people form good management habits.

Grovo’s 2016 Good Manager, Bad Manager report looked at responses from 500 middle managers and more than 500 employees. It found that 33 percent of respondents said they hardly ever received follow-up sessions to reinforce their management training. That is why it’s no surprise that 80 percent of managers who change their behavior after management training go back to their old ways in just six months or less.

Training is not a set-it-and-forget-it-scenario. Maintain an ongoing leadership development program for all managers. Don’t just assume they understand and let them be. Provide real-time support for their behaviors and actions by checking in to make sure they are putting the information into action. Repetition will ensure that good management practices become more engrained in the way they lead each and every day.

Evaluate managers.

The aforementioned Grovo report found that 84 percent of managerial respondents believed their companies needed a better way to evaluate managers and their abilities. That type of thinking leads to the wrong type of management behavior being rewarded by the organization. Of the managers surveyed by Grovo, 74 percent said ineffective managers were frequently praised or promoted for their performance.

When managers are improperly evaluated, that action sends the message that bad management is what a company values, what  it rewards. Avoid this by establishing clear criteria of what good management looks like. Share these standards and expectations, not only with managers, but also with employees, so they can know if their superiors are providing the right type of leadership.

Also hold regular evaluations with managers. Discuss their performance and offer feedback from senior leadership as well as those they manage. That way, as soon as a manager begins to veer off the good management path, he or she can be guided back on track.

Build an accountability culture.

Good managers hold themselves accountable. They take responsibility for their mistakes and work to find solutions. They don’t try to pass the buck or take credit for others’ successes. Unfortunately, after gaining more power, many people forget these values.

Emphasize the importance of taking ownership of one’s work throughout the organization. Have clear methods to track individual and company goals so each employee can see how he or she is contributing. Make sure everyone knows whom the team’s performance reflects upon.

If a project fails, is everyone accountable or is the manager? Employees at all levels will be encouraged to be accountable once there’s an understanding about who is responsible for what, and how progress is measured.

Related: Why You Need to Invest in a Leadership Development Program

Becoming an excellent manager is a process. It doesn’t happen overnight. To ensure that good employees don’t become bad managers, organizations must have a clear picture of what leadership development looks like — and then communicate it.

 

Entrepreneur.com | November 15, 2016 | Andre Lavoie

#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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