May 31, 2017 How Mentoring Can Boost Your 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 Leadership, educational 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
Tags: career coach Minneapolis, help a mentee, how to mentor, leadership coach Margaret Smith, leadership strengthened by mentoring, Mentoring and leadership, reasons to mentor, share your network, teach a protege, why mentor
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May 24, 2017 You’ve Already Got the #1 Key to Success
Think of someone who is wildly successful. You might picture Bill Gates, Richard Branson, Brené Brown, J.K. Rowling, Mark Zuckerberg, the CEO of your company…or any number of people who have made it big.
What do they all have in common? What traits could an author possibly share with a techie?
The answer is simple on the surface, but difficult in practice. All of these successful people have an underlying firm belief in themselves and what they do.
Much of success is a mind game. If you are confident in your beliefs and your actions and you exude that confidence, others will be confident in you. If you move forward boldly, you will be perceived as a leader and someone who can be trusted.
The power of confidence is real. It’s what drives entrepreneurs to create start-ups. It’s what helps people step up and lead a team. But can you really switch on your confidence? Aren’t some people naturally more confident than others?
While you may not feel naturally confident, you DO have the tools to boost your self-assurance and step into your leadership. As Margie Warrell of Forbes says, “Confidence is not a fixed attribute; it’s the outcome of the thoughts we think and the actions we take.”
Warrell goes on to discuss research into brain plasticity and says that, “we can literally rewire our brains in ways that affect our thoughts and behavior at any age. Which means that no matter how timid or doubt-laden you’ve been up to now, building self-confidence is largely what psychologists called volitional. Or to use layman language: ‘By choice.’ With consistent effort, and the courage to take a risk, we can gradually expand our confidence, and with it, our capacity to build more of it!”
How can you start building your confidence and working toward success? Start with these four steps:
1. Have a clear mission.
What do you believe? What drives you? What is your vision for yourself and the future of your company? Create a roadmap of where you’d like to go and keep it at the forefront of you mind. Enlist the help of a career coach or counselor.
2. Fill your thoughts with positivity.
Practice building up your confidence every morning (or every time you’re feeling self-doubt) by telling yourself positive affirmations and actually believing them.
3. Stop limiting yourself.
Reach outside your comfort zone. The only way to achieve growth is to constantly stretch yourself.
4. Have courage.
Courage is one of the ten leadership attributes in my book, The Ten-Minute Leadership Challenge. Having courage means that you’re willing to stand up for your beliefs and defend others, if necessary. It means taking the occasional risk, even if you’re not feeling brave.
BONUS: 5. Start seeing setbacks as opportunities, rather than obstacles.
If your ideas are challenged, your project faces difficulties, or you’re told “no,” don’t give up! Instead, look at your setback as an opportunity to reframe your idea or your work. Author Stephen King was rejected dozens of time and told that “no one is interested in horror.” What did he do? He edited his work and kept on submitting it, standing firmly by his genre. It’s okay to rework your ideas, but stay steadfast to your core beliefs.
YOU have the power to be successful. Your internal monologue can either drive you toward success or make you shrink back into your comfort zone. Be bold, be confident, and above all BELIEVE in yourself, your capabilities, and your ideas.
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
Tags: #1 key to success, advice from a career coach, boost confidence, career coach Margaret Smith, confidence and success, how to be successful, Minnesota life coach, secret to success
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May 17, 2017 Quit Saying “No Problem”
You’ve rearranged your schedule, taken the time to prepare, and said “no” to other commitments. You’re just about to head into the meeting for which you’ve worked so hard to get ready and then…you get an email: “Something came up. Can we postpone the meeting to next week?”
Many of us have the tendency—even if we’re frustrated by the situation—to respond, “No problem. We can do next week.” But the thing is, there is a problem.
Sometimes people have legitimate excuses for not showing up, canceling something at the last minute, or not getting an assignment to you on time. BUT, if you tolerate this kind of behavior regularly, you are essentially giving other people permission to walk all over you.
Not to mention, many people cancel or postpone meetings simply because they don’t feel like going. They see the meeting as a low priority item—something that can be blown off. And THAT is a huge problem.
So what do you do?
How can you convey your frustration to your client, co-worker, or boss without coming across as a complete ogre?
It’s a tricky situation, especially in my Midwestern home base where politeness is the norm (even at the expense of your own discomfort or annoyance!). But, the issue must be addressed. Otherwise, this kind of cavalier attitude toward meetings will continue. You will be at the mercy of someone else’s whims.
Start putting your foot down. Try these four different approaches (or a variation) and begin holding others accountable.
1. Express that you’ve been inconvenienced.
Try responding with: “Actually, I rearranged my schedule and was counting on this meeting to direct the rest of my week’s work. Next week is pretty packed for me, so I won’t be able to meet then. Is there any way you can make today’s meeting, even if you’re a few minutes late?”
2. Tap into the other person’s emotional side by telling them how the situation made you feel.
Try: “This is the second time we’ve pushed back this meeting. That makes me feel as if my time isn’t valued.”
OR: “We’ve had to reschedule this meeting multiple times. I’m beginning to get frustrated, since I end up wasting time each time we reschedule. Can we make a firm commitment to meet next Tuesday?”
3. Tell your side of the story.
“I spent most of the morning preparing for our meeting instead of working on the XYZ project, which is due next week. This cancellation really throws a monkey wrench into my schedule. Is there any way you can shuffle some things on your end and make at least part of today’s meeting?”
4. Come up with an alternative plan.
“Since it seems like you’ve had to cancel several in-person meetings, why don’t we aim for a phone meeting next time? Say, tomorrow? 10 a.m?”
Your time and presence are valuable. If others tend to drop appointments or not follow through with their commitments, it’s time to take a firm stand. Let them know, as tactfully as possible, that yes, there is a problem.
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
Tags: be assertive, career advice, career goals, firm commitments at work, hold other accountable, Margaret Smith UXL, quit saying no problem, stop saying no problem, there is a problem
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