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Creating Successful Leaders

Tag Archives: Healthy Workplace

creativity

Here’s a scenario: You bolt awake at night, with the solution to a problem clear as day in your mind. Familiar with this type of experience? If so, congratulations, you’ve had an epiphany.

Now, you must show your coworkers–and more importantly, your boss–what makes your idea so great. Here is where many people stumble. It’s great to have ideas. It’s even better to believe in yourself and be convinced that your idea will really work. But the hard part is pitching it to those who have the power to either make your idea a reality, or push it off into the reject pile.

So, how do you sell an idea to your boss?

1. Know Your Boss

What are your boss’s priorities? What are they passionate about in the business? What are their hot button issues? By knowing your boss, you’ll know how to pitch the idea in a way that makes the maximum impact on them.

2. Know Your Business

How does your business run? Do you know the in’s and out’s of how things get done? Familiarizing yourself with the entire business–not just your part in it–will make your proposal much more appealing.

3. Timing Is Key

Do you approach your boss while their busy with five other projects, or do you wait for the opportunity to have their undivided attention? Of course, different bosses work differently, so you know better than I do when the optimum time to approach them is. Don’t mention your idea until you’ve found that perfect time to do so, because you want the idea to have the biggest impression possible.

For tips on drafting a proposal and presenting it, you’ll have to stay tuned for next week’s post!

 

 

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time to adapt

I once collaborated on a project with a few people from my department. We all had different areas of expertise, so we relied on each other equally in order to get it off the ground.

The problem was, our visions of not only how we were going to execute the project, but what the project even looked like, were all over the board. It took weeks of frustrating debate just to come to an agreement on the project itself.

Then, there was the tug-of-war between us at every step of the process. One person wanted to draft specific, detailed assignments for each of us to follow verbatim. Since a few of us worked better in a more fluid, open style, that became a point of contention. Another member of the team insisted we meet in person multiple times a week, while there was one individual who thrived working on her own time.

Of course, we eventually got the job done. Once we had time to settle down and look back on the project, we admitted we could have all been more flexible.

It’s easy to get tunnel vision in situations like these. So easy, in fact, that I’ve witnessed the calmest, most professional leaders become almost hysterical when they’re in the middle of a collaborative project. Why is this?

I think it’s mainly due to pride. When we have a task before us, we all visualize how the end result will look, which is very necessary. But we unintentionally force our personal vision onto everyone else, even when we’re unaware that we’re doing it.

Think of a time when you resisted a suggestion from someone in a collaborative situation. I’m willing to bet that your resistance to their suggestion wasn’t necessarily because it was a bad idea. I’ll go so far as to say you objected because deep down, you were convinced that your vision was inherently better than theirs.

This is where the tunnel vision happens. Assuming that you have the better vision, you are unwilling/unable to truly give their idea a fair chance. Often, you’ll realize after the fact that they actually had a great idea, and you may scratch your head and wonder, “Why didn’t I see that at the time?”

The remedy? Remind yourself every step of the way that your vision isn’t inherently perfect. Remind yourself that you are one person, working in a team. Listen to your collaborators. Accept that the product won’t ever be exactly as you envision it. Allow yourself to change your mind and see alternatives.

The good news: having this skill enhances your end product. Flexibility leads to innovation and dynamic results well past what you expected. This is because the ability to be flexible unleashes the awesome power of collaborative work between many talented minds.

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Business confrontation.

There are times when an unpleasant confrontation with someone in your business is unavoidable. As much as we’d like to sweep the issue under the rug, hoping the problem fixes itself, as a leader it’s gotta be you who deals with the issue.

Years ago, I made the mistake of ignoring a problem. A team member, who usually did top notch work and who I greatly valued, began to underperform on a consistent basis. I didn’t want to say anything: she was a great person, she’d done great work in the past, and we all gathered that she was having some personal issues. So, at first I chalked it up to a temporary lull in her performance and decided to ignore the red flags.

But then she began to miss meetings, show up late for work, and generally appear to be unfocused and uncommitted. As a result, my supervisors began to confront me, wondering if I needed help getting my team’s performance back on track. It was only then, weeks after this whole thing started, and after our performance suffered enough that my supervisors took notice, that I finally decided to have a sit down with the problem person.

Everything got straightened out and the team was soon back to performing well. But I learned then that the longer you put off a confrontation, the harder you make it on yourself.

So, if you need to confront someone, do it right away. The pressure is low, and hopefully there isn’t much tension between the two of you at this point. If you let it go, you run the risk of giving the offending person more space to continue on a damaging path.

Secondly, be clear and specific when you have the sit down. When someone is being confronted, they take the defensive and often misconstrue what you’re saying. They may generalize and take it as an attack on them as people, for instance. To avoid this, lay out the parameters: “In these areas, I’ve noticed that you have not met your marks…”

However, the confrontation must be led by your heart, not your head. While it’s crucial to show the person exactly where they are not meeting expectations, don’t make this the only factor. After all, we’re humans, not robots. Put yourself in their shoes. What might be going on in their life that may be influencing their work? Is there anything you can do to help? Offer support. Reiterate that you are there for them, and that the confrontation is happening out of loving concern, not reprimand.

Finally, make a joint game plan that lays out how the two of you will resolve the issue. Include a timeline if need be. This doesn’t have to be a written document, of course. But it should be specific and clear. And it should above all serve to encourage the individual to seek out support and build trust between you.

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