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Creating Successful Leaders

Category Archives: Leadership

Mentoring and leadership

It comes as no surprise to me that businesses and organizations of all types have set up mentorship programs to increase meaningful relationships among the members of their teams. Why? Because mentoring is one of the most powerful, effective forms of leadership.

Yet I’ve noticed that many are hesitant to adopt the role of mentor. They may feel that they aren’t good enough teachers, or that they lack the confidence to take ownership of their skill sets.

The truth is we’re all mentors, whether we know it or not. And while we may not have fully developed this trait, we all possess the potential to become effective mentors and, at the same time, enrich and empower our leadership.

How does mentoring another give your own leadership a boost?

1. It encourages you to always lead with a good example.

Sometimes we slip into bad work habits and mentoring another causes us to be aware of those bad habits and avoid them.

2. You discover knowledge gaps.

Your mentee may ask questions to which you don’t know the answer. That forces you to research or reach out to co-workers to find the answer, thus expanding your knowledge base.

3. You build communication and people skills.

Mentoring helps strengthen your communication skills in one-on-one situations. Since you are the authority figure, it can also build your confidence and even your public speaking skills.

4. You build credibility

Not only will you build credibility in the eyes of your mentee, but other people around the office will see you as reliable, a go-getter, and someone who knows their stuff. You have enough knowledge and poise to tutor another; you must have what it takes to perform your job well (and maybe even land a promotion!).

How to be a Mentor?

Now that we’ve discussed the benefits of mentoring to your leadership, let’s look at the best ways to be a mentor:

Mentors Lead By Example

In an article from The Journal of Leadershipeducational consultants John C. Kunich and Richard I. Lester detail some key aspects of strong mentoring.

A mentor must behave at all times, both publicly and privately, as if the protégé were the mentor’s shadow.

Even in your life outside of work, when people might not be watching, you must stay consistent with your values. At the end of the day, good leadership relies upon a life of integrity. When you take a protégé under your wing, you give them clearance to assess your actions. Don’t take this lightly! It’s a big responsibility, yes, but it’s also immensely rewarding to be able to show your mentee the ropes simply by doing the work you do best.

Mentors Share Their Networks

One of the greatest resources an “old head” owns is a network of people who can help cut through the usual tangle of red tape and quickly obtain the desired result.
Networking usually relies upon sharing contacts and leads, so what better way to give your protégé a head start than equipping them with contacts? Set them up with meetings or informational interviews, give out contact information, or hand them one of your friend’s business cards. I’m sure you can think of people in your life who’ve let you into their already-established network, and I’m just as sure that you appreciate that they did.

Mentors Set Goals And Instill The Value Of Goal-Setting

It should become apparent to the protégé that there are significant differences between workable goals and pleasant but less reality-based dreams, hopes, or wishes.
Because great leaders are able to transform bold visions into reality through the implementation of planning and goal-setting, as a mentor you must also stress the importance of this skill, and work with your protégé on developing goals for themself. A good way to do this is to guide them through the process of differentiating between wishes and workable goals. Get a feel for your mentee’s hopes and dreams. Have them transfer their dreams into workable goals, and write out a long term program with them to get there. With you there as an adviser and a guide, your mentee will learn that visions truly can become reality, but only through long term planning, consistency and gradual steps.

 

Reference

Kunich, John C. and Lester, Richard I. “Leadership and the Art of Mentoring: Tool Kit for the Time Machine.” Journal of Leadership 1-2: (2001) 118, 125, 126.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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build a boss program

Last week, I talked about a program that career coach, Karen Kodzik, and I created called Build A Boss. We noticed a gap in how managers are trained—many are only trained on bare bones office mechanics and not how to effectively lead people—so we sought to fill that gap. In last week’s post, I discussed new leaders and how Build A Boss can help them achieve success in four key areas. This week, I’m going to focus on established leaders and how they can get back on their feet after a significant change.

I’ve worked with many people who have years of leadership experience in a certain area. Then, a change happens. Maybe they move to a new company, shift positions within their current place of employment, or are faced with a drastic restructuring of their company’s way of operating.

Whatever the case, this kind of change can be jarring for a manager who has only practiced a certain brand of leadership. Fortunately, there are coaching companies like UXL that can help established leaders bounce back and reimagine and reinvigorate their leadership.

Although it is helpful to enlist the help of a coach, there are certain things you can do on your own to help you through a difficult leadership transition. Try these six “quick tips.”

Quick Tip 1:

Set aside “you time.” Take the time to reflect upon your personal attributes and strategize on how to build your strengths.

Quick Tip 2:

Don’t get caught up in your perceived weaknesses. You can’t be good at everything! Practice smart delegation and enlist the help of your team.

Quick Tip 3:

Schedule more one-on-one meetings. Getting to know and understand each team member is crucial for building trust, understanding their areas of strength, and understanding team dynamics.

Quick Tip 4:

Take an effective, science-based self-assessment AND have your team take it as well. One of my favorites is Insights Discovery.

Quick Tip 5:

Open up your communication. Create ample opportunity for your team to give (and receive!) feedback. During meetings, make sure to be inclusive and encourage everyone to share their thoughts and ideas.

Quick Tip 6:

Be goal-oriented. Set small monthly and quarterly goals, as well as one or five-year goals. Remind yourself of your goals often. Be sure to set both personal and team goals.

 

Established leaders can learn new tricks. Open yourself to new ways of practicing leadership and remember, there’s no need to go it alone! Enlist the help of a coach and seek support from your team members and fellow managers. Leadership is an ever-changing thing and it’s always a good idea to refresh your ideas about what it means to be an effective, capable leader.

 

Contact me for more information about one-on-one leadership coaching.

Know an emerging leader? Or someone in a new supervisory role?
Our next Build A Boss workshop series is at St. Kate’s University on May 11, 18, and 25.

build a boss leadership program

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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are you a new leader

I’ve met a lot of people who were promoted to a management position, given their corner office, and then left alone to fend for themselves. It’s possible they were given basic information on the mechanics of running the office—when to do annual reviews, what financial reports to file, who to call when their computer is on the fritz—but they are seldom trained in on how to lead.

Leadership is not something that new managers should have to figure out on their own. There’s a real art to successfully engaging and motivating a team, dealing with conflict resolution, and achieving results through effectively delegating work to employees.

How can new leaders build those skills?

Sure, they can read leadership books or attend seminars, but it’s difficult to sift through all that information and really get to the crux of effective leadership. That’s where programs like Build A Boss* come in.

Career coach, Karen Kodzik, and I saw a gap in the marketplace a few years ago for developing new managers into leaders. Many managers were struggling with team dynamics, communication, or achieving the kind of results that their companies expected. With that in mind, Karen and I set about creating Build A Boss, a program that takes a four-pronged approach to leadership:

ME

We start with helping new leaders develop a deep understanding of themselves. This is the root of excellent leadership and helps to open the door to understanding others. By building emotional intelligence, a new leader can bolster their personal brand, improve communication, and increase their confidence.

ME +1

One of the most commonly overlooked (and vitally important!) areas for managers to develop their skills is in one-on-one interactions. These private meetings between a manager and team member are important for building trust, getting to know each other’s areas of strength, and soliciting feedback that can be used to improve the current system.

ME +Team

How does a leader select a team for a particular project? How can she capitalize on individual strengths? Or avoid team conflict? Selecting and building a team is no small task. And once a team is established, how does a leader keep them focused and motivated? Our Build A Boss program gives new leaders tools and methods to help build a powerhouse team and keep them engaged and results-driven.

ME +Org

A manager’s relationship with his organization is an essential piece of the leadership puzzle. Ultimately, how a manager performs can either help or hinder the organization’s goals. It’s incredibly easy for managers to get bogged down in day-to-day details and forget about their place in the big picture. We encourage leaders to pull themselves away from the trees and begin seeing the forest! This perspective can help them better develop their personal brand, earn office-wide recognition, and develop forward-thinking stratagems to carry themselves and their organization forward.

 

As a leader, have you considered these four areas as they apply to your work? Do one or more of the areas need improving? You’re certainly not alone!

Instead of struggling through your difficulties, DO SOMETHING about them. Start taking proactive measures to improve your one-on-one communication or your team building expertise. If you’d like additional guidance, please reach out and contact me. I’d love to talk over your situation and help you make the most of your leadership.

As I say in the Ten-Minute Leadership Challenge: Become the leader you already know you are!

 

* Please note: Build A Boss is meant for either new or established leaders. I focused on new leaders in this blog post, but next week I’ll touch on established leaders who are facing challenges. Stay tuned!

UPCOMING BUILD A BOSS WORKSHOP:

build a boss leadership program

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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Delegate effectively

What can you achieve by DELEGATING?

You’re up to your eyeballs with work, scrambling to complete projects, catch up with clients, and put out fires…all while trying to keep on top of email and maybe grab some lunch at some point! You work late, get home after dark, and can only think about work as you zone out in front of the television. The next day, your boss calls you up and asks you to take on a new client. As usual, you say yes.

Sound like a familiar story?

Unfortunately, many of us are afraid to ask others for assistance when we’re feeling overwhelmed. We think it shows weakness or a lack of dedication. We’re afraid we will appear incapable, or that it will even affect our chance of promotion.

In most cases, however, the positive aspects of delegation far outweigh the negative aspects. Here’s what happens when you delegate:

1. You prevent burnout

Delegation helps you work at a more sustainable, healthy pace, rather than a frantic pace that will leave you exhausted and unhappy.

2. You achieve better results

Instead of doing a dozen projects with mediocre results (which is definitely not promotion-worthy behavior), you can focus on a couple of projects and achieve quality results.

3. You gain focus

It’s a good idea to delegate tasks to other people that do not fall into your areas of expertise. Instead, focus on the areas in which you excel and continue building your skills in those areas.

4. You create healthy boundaries

If people know you will say yes to any and every project, they will begin taking advantage of you. Draw a line in the sand and either say no (here are a few diplomatic ways to do that) or delegate.

5. You exhibit strong leadership

By pragmatically delegating to others, you demonstrate that you have a clear understanding of your team and what makes them tick. You also show that you trust your co-workers enough to let go of the reins and let them take over an assignment.

 

Of course, it’s a good idea to be thoughtful and tactful when you delegate. Don’t try to shuffle your work off to someone who also has no time or interest. Instead, consider your co-workers’ talents and their availability.

If you are a leader, dole out assignments with care. Explain to each person why you selected him or her for the task at hand. Be sure to let that person know you are available to answer questions or point them toward available resources.

If you are not in a leadership position, your delegation may look a little different. When someone asks you to take on a project, counter by telling them that you have far too much on your plate at the moment and say something like, “Have you considered Rosa? She excelled in a similar project last quarter and I think she has some availability.”

And if things are really out of hand with your current workload, you may want to have a sit-down meeting with your boss and explain your position. Remember: it’s always a good idea to check your co-workers’ availability and interest in a new project before name-dropping them.

Start working smarter. Delegate wisely and open up new possibilities in your career.


MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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The #1 Way to Grow Your Career

There are many ways to grow and flourish within your career. You can take classes or expand your skills through research and application. You can find a mentor and learn from their experiences. You can take on new and diverse projects in order to stretch yourself and your abilities.

But at the heart of it all is one key element: the ability and the willingness to be COACHABLE.

When you’re coachable, you open yourself up to possibilities. You acknowledge that you don’t know everything and are willing to accept feedback and learn. You admit that you are sometimes wrong and look for ways to improve your current way of thinking/doing/behaving.

It isn’t always easy to be coachable. Many of us (especially if we’ve been in the same job for quite a while) tend to believe that our way is the best and leave little room for criticism or critique. It’s time to turn that kind of thinking around.

Start by asking for feedback.

Regularly ask your co-workers and superiors for feedback and then LISTEN to what they have to say. It doesn’t have to be in a formal meeting; it might be as simple as approaching a co-worker and saying, “Hey, Sally. How do you think my presentation went? Would you have changed any of the slides? Or maybe emphasized other material?”

Ask clarifying or follow-up questions if need-be. And remember to keep your defensive side in check! Even if you don’t agree with the feedback, take it gracefully. Say something like, “That’s an interesting take, Sally. I hadn’t seen it from that angle before.”

Keep in mind that not all feedback is quality feedback. Take your time to mull it over or get a second opinion (For more tactics and tricks on how to receive and utilize feedback, please see December’s newsletter).

When you’re coachable, you seek to expand your knowledge. Beyond soliciting feedback, start exploring ways to build or update your skills through webinars, in-person classes, training workshops, or one-on-one meetings with experts in your field. If your workplace is not proactive in seeking those opportunities, you may have to hunt for them on your own. Don’t be afraid to approach your boss and ask if the company could sponsor you (and your co-workers) in a specific learning program. If nothing else, you’ll open up a dialogue about advanced training.

Another way to grow your skills through coaching is to seek a mentor or be a mentor.

If you’re new to a company, new to a certain position, or seeking to advance within the company, a mentor can help you achieve those aims. If your workplace doesn’t have a formal mentoring program, seek a mentor on your own and invite that person to meet with you every now and again. Start small! You might scare people off if they think mentorship is too big of a commitment. Ask if they’ll meet with you for lunch once or twice a month, and go from there.

On the flip side, if you’ve been with your company a while, consider being a mentor. As a mentor, you’ll learn to see the company with new eyes and you may begin to explore the company and your position in ways that you hadn’t previously considered.

You have endless potential! Grow and evolve in your career by being coachable.

 

Seeking further guidance? Please feel free to contact me today.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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diplomatic and creative ways to say no

It’s easy to say yes.

“Yes, I can take on that project!”

“Yes, I’ll have that to you by next week!”

“Yes, I’ll add another client to my list!”

While it’s great to be agreeable, there is a limit. When you’re bogged down with commitments and your work-life balance is suffering, it’s time to put on the brakes and start saying no. Do it for your mental and emotional health. Do it in order to be true to yourself (in other words, don’t take on projects that do not align with your skills and interests). Do it to set boundaries and stop others from taking advantage of you.

But do it right.

Below are 10 diplomatic ways to say no. Practice reading them aloud in front of a mirror until they become natural.

“Thank you for the opportunity, but my schedule is packed.”

 “I know you would like my help with __________, but I won’t be able to do so unless/until __________.”

 “I wish I could, but as a rule I don’t __________.”

“Thank you for thinking of me, but I have other commitments.”

“I’m really not the best fit for __________. Have you tried talking with                    ? That sounds right up his/her alley.”

“I appreciate you coming to me with this opportunity. Unfortunately, I have too much on my plate right now to take it on.”

“I would like to say yes, but I don’t have time to do this project justice right now.”

 “I’m sorry, but I’m only taking on work related to _________ right now.”

 “I’d like to help you, but my schedule won’t allow any new projects.”

 “Thanks for asking, but I really can’t.

Use these responses to help you take control of your time and schedule. It takes courage, but you’ll thank yourself later if you decide to decline a project that doesn’t align with your values and priorities.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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three types of bad bosses

It happens more often than it should. A person rises to power who doesn’t have the interest, inclination, or skills it takes to be a good boss. It’s not always that person’s fault—many companies do not invest time and resources in training their managers and force many people to learn through “trial by fire.” And then there are those who are simply not interested in engaging with or developing their team. They would rather be doing office work than investing time in their staff.

Whatever the case, you’ve probably encountered the dreaded “bad boss.” I’m going to look at three different behaviors that your bad boss might exemplify and show you ways to overcome each scenario. Ready to grab your own success and jump over the bad boss hurdle? Read on!

1. The Micromanager

This is the boss who is always looking over your shoulder and checking in to make sure you’re doing things just how s/he wants them done. This person is a perfectionist and might go as far as giving you daily or weekly checklists. Such a boss can make you feel claustrophobic and limit your growth potential.

What to do:

First of all, understand that you micromanaging boss is likely acting the way she does because she cares deeply about the good of the company. But that doesn’t mean you should ignore it! If your boss is approachable and open to communication, consider scheduling a meeting in which you request to take on a project by yourself. If your boss waffles, ask if there is something about the quality of your work that is holding her back. You might learn some valuable insight from your conversation!

If, however, your boss is not the approachable type, consider a different tactic: Accomplish tasks and check-in before she tells you to. Anticipate the next item on her to-do list and do it before you’re directed to do so. This demonstrates that you are a go-getter and are perfectly capable of going above and beyond expectations without being directed to do so. You may even consider sending your boss your daily or weekly plans so you can gain even more control of your schedule.

2. The Unengaged

On the opposite end of the micromanager boss is the boss who is simplify unengaged. This is the boss who is largely absent or who rarely bothers to check-in with their team. This bad boss might think it’s a waste of time to invest in team-building activities, training, or one-on-one meetings.

What to do:

Initiate engagement. Schedule a meeting with your boss or, if he’s hard to pin down, make a point of stopping by his office when he’s around. Make sure you keep your meeting brief and bright—unengaged bosses often feel like they don’t have time for small talk. In your meeting, be sure to express your thanks to the boss for meeting and let him know that it made a big difference. Such encouragement will help him realize the value of such meetings.

If you’ve tried in earnest to get your boss involved in office life, but he hasn’t taken the bait, try going a different route. Engage your co-workers. If your boss isn’t lending much support, chances are your co-workers are just as frustrated as you are. Connect with them and use each other for brainstorming, problem-solving, and as mental or emotional support. Seek resources together and work on building a more collaborative atmosphere.

3. The Gossiper

“Did you hear about…?” The boss with gossiping tendencies can lower morale and create an atmosphere of distrust. What’s more, if you’re not buddy-buddy with this boss, you may wonder if you will be the next victim of their gossip.

What to do:

This is a tricky one. Although you might not be able to stop your boss from playing favorites and spreading rumors, you can make a personal commitment to rise above office gossip. Harvard Business Journal recommends setting firm boundaries with gossipers (whether your boss or a co-worker). When you see a conversation headed toward gossip, put a stop to it and say, “Please do not put anything in my head that you expect me to not act on. I will not carry around a conclusion about another person without sharing it with them.”

Your integrity carries weight. By refusing to participate in gossip, you build credibility and trustworthiness. And remember, silence is the same thing as complacence. If you are silent, you are promoting gossip.

And if your boss continues gossiping? You have a couple of tough decisions to make. Either you could choose to confront him about it and offer a solution (This article by Vital Smarts goes into establishing ground rules revolving around gossip), OR, If your quality of life is being severely affected by the gossip, you could seek employment somewhere else. If that’s the case, you might want to consult a career coach before making any major decisions.

 

There are, of course, many other types of “bad bosses” out there, but hopefully this list gave you some ideas for how to deal with your own troublesome boss. Feel free to add your own experiences and advice in the comments section (no name dropping, please!) or contact me for more advice.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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