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“Creating Successful Leaders”

November 7, 2013 Thinking For Yourself

There’s true power in thinking for yourself. We need only look at history to see that the great minds–Edison, Einstein, Galileo, Newton–all shared in their questioning of the status quo, and found breakthroughs that have impacted society up to present day. They thought for themselves.

Like all of our cliche phrases, thinking for yourself isn’t very well defined. We might hear someone explain, “That gal over there thinks for herself,” and we’d nod our heads approvingly, not really thinking about what that actually means. The best definition I can come up with is someone who doesn’t just assume that the usual way of doing business is the best way. These type of people don’t feel comfortable operating unless they have a full understanding of why their role is necessary. They aren’t afraid to experiment with “what if” scenarios. They trust their instincts and their ability to reason their way to innovation.

These kind of people find themselves in an awkward position in the professional world. On one hand, the mavericks provide innovation, and innovation is what fuels thriving businesses. So we all rely them. On the other hand, they’re often perceived as the rebels, the trouble-makers, the ones who won’t get with the program and shut up. They’re often ridiculed, dismissed, or persecuted for their beliefs and actions.

If you’re an outside the box thinker, congrats! We owe the world’s innovations to your kind. Here’s some advice to keep you optimistic about this strength:

1. You’ll encounter resistance and doubts. Don’t be discouraged! Keep challenging the norm, but do it in a productive way, which leads me to…

2. Be patient and humble. Although can expect to be rejected and misunderstood, persistence wins in the end, as like-minded people tend to flock together and feed off each other’s energy. Keep in mind that every new idea isn’t automatically better, and it takes time for people to grow accustomed to change.

3. Give the outside the box thinkers on your team room to experiment. As a manager, you may be hesitant to encourage your creative types to explore, but you’ll be rewarded in kind by an improved dedication and some really stellar ideas on their part.

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October 30, 2013 What Makes You Tick? Brain Science and Fulfilling Work

Deep within all of us beats a primal desire to contribute something of value to this world and to stand out as a positive person in the eyes of others. Great managers make this happen.

It’s always nice to find authors who base their ideas in good research. The quote above comes from the book Shine: Using Brain Science to Get the Best from Your People, and its author, Edward M. Hallowell, M.D., does just that.

It turns out–surprise–that happy workers are better workers, but what makes this book interesting is the way it explains the brain science behind why this is true.

Although it is primarily directed at managers, its insight applies to all of us regardless of our position. One of the book’s main themes is that the human brain is wired to work hard, and we are fulfilled when we are fully engaged in our work. Even so, Hallowell points to several common pitfalls people encounter even in work they enjoy. Examples of this are feeling disconnected from peers, feeling overworked, and being afraid to take risks.

The formula for what Hallowell calls “shining”–excelling in your work and feeling fulfilled–is a concise, five step process:

1. Select-choosing the right job

2. Connect-interacting face-to-face with peers on a daily basis

3. Play-having room to experiment and get creative in your position

4. Grapple and grow-being challenged, but not overwhelmed

5. Shine-when all the above steps come together, you find real excitement in your work

Many clients come to me feeling unsure about whether they’re in the right job. Although we’re often able to work together to make positive changes within the job itself, there are cases where clients would do better to fill a different role. But you can’t know what job is best for you until you know your own strengths, and this is where Insights comes in. I’ve helped numerous people “re-calibrate” themselves by helping them fully appreciate the unique strengths they bring to their teams. Once you get that big ball rolling, the rest follows. You connect more easily with your peers. You feel comfortable in your ability to experiment, or “play.” You’re confident in your ability to take on challenges. And you find fulfillment in your job, as it is based on something you’re good at doing, and like doing. But it all starts with being in tune with yourself.

Reference

Hallowell, Edward M., MD, Shine: Using Brain Science to Get the Best from Your People. Boston: Harvard Business School Publishing, 2011.

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October 23, 2013 On Organization: Let’s Learn From The Chefs

“Type A” people are too often misunderstood as overly strict and tightly wound when it comes to organization. Actually, we can learn from the type A’s out there. Their strict adherence to systems of organization may seem strange to a “go-with-the-flow” type of person, but they pay such close attention to sticking to the systems not to be weirdos, but to make things easier on themselves.

A timeless philosophy from the culinary tradition epitomizes the power of a well-organized work space:

Mise en place.

It’s French, and it translates roughly to “everything in its place.”

Going the extra mile in preparation for tasks helps you. It makes you work faster. It minimizes stress. It gives you free time. Imagine you’re a chef and all the things at your desk are different ingredients. Putting all the things in their place makes work flow beautifully, which is what mise en place is all about.

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