On Leadership, Persistence and The Strong-Willed Leader

My Way

When I was a kid, I was known to be a little hard-headed at times. I must have driven my parents crazy with all the times that I refused to do what they asked me to do.

I wanted to do things my way.

What Goes Around…

I can see that God has a great sense of humor now that we’ve had our daughter, Ava, because she definitely inherited the hard-headed gene. I say that I see a sense of humor because if I don’t laugh, I’d be crying!

In educational circles, we would call Ava a “strong-willed child.” As parents, we call it “you make me want to scream, now get into timeout!

You have just  got to love those hard-headed kids that insist on getting things their way, don’t you? We joke with Ava that she’s going to be a lawyer because she negotiates every last request that we make of her.

  • We ask her to eat all her dinner before she can get dessert and she will try to negotiate it down to taking just a few more bites.
  • She even tries to negotiate the amount of time that she spends in timeout when we discipline her.

It took her a while to learn that we might negotiate dinner portions, but we will not negotiate timeout. We haven’t budged on that front once, but she keeps on trying. She just won’t take “no” for an answer.

Just Saying No

I have realized over time that many of the successes that I’ve had in my life were because of my hard-headedness. The same is true for all leaders. Sometimes “no” comes out as someone saying, “it can’t be done” or “no one has ever done that before.

However you phrase it, it still means “no.” I have learned that “no” is just temporary. Persistence pays if you want something badly enough.

Success is stumbling from failure to failure with no loss of enthusiasm.” ~ Winston Churchill

What’s the Big Idea?

All success starts with an idea and a desire to make it happen. This idea becomes fixed in our mind as something that we’re going to achieve. We’re not talking about the fleeing ideas that we allow to pass.

We have to grab hold of the one that we can become convicted about. Grab hold of it and don’t let it go until it’s achieved. All great success stories start off this way.

Desire is the starting point of all achievement, not a hope, not a wish, but a keen pulsating desire which transcends everything.” ~ Napoleon Hill 

Determination to Succeed

True determination comes from knowing, not just wishing, that your idea will succeed. It has to be so fixed in your mind that you are determined to make it come to life.

Any setback that you may feel is a minor one in the scheme of things. Having determination means that you are willing to make sacrifices in order to succeed. Do you really want this thing that you’re striving for?

Persistence Is Key

Persistence and determination run hand-in-hand with one another. Nothing worthwhile ever comes right away. Those that are willing to persist through the adversity that life throws their way are the ones that succeed. Times will be tough.

It seems like life will do what it can to test you. Life will throw you a few setbacks just to be sure. How do you persist through the tough times?

Keep Good People Around You

The people around you can help lift you up when you’re feeling down. The pressures of success can wear on leaders from time to time and encouragement from the people around them are special cogs in their success engine.

I have been blessed enough to have family and friends who believed in me attaining my dreams that failure wasn’t an option in their eyes. They know without any shadow of a doubt that I can be successful in what I do. Who are you spending time with that will lift you up?

This post was adapted from Rich Bishop’s book, “Child-Like Leadership.”

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———————–
Rich Bishop

Rich Bishop is President of Bishop Coaching & Consulting Group
He takes a hands-on approach to your Development through Coaching & Training
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On Leadership, Winning and Losing

Winning and Losing

There are many components to classical effective leadership. But today I want to discuss just a single critical part of effective leadership through the sharing two stories with you.

One: I got a funny comment of one of my blog posts this week. After reading one of my articles discussing one of the areas where I struggle as a leader, the commenter said this:

Gutsy post, it must take a lot of courage to be that open about your faults. I would never do that as a consultant.”

Two: I published a post on LinkedIn this week that after two days had received over 13,000 views. By far this has been my post popular article of all time and the only post I’ve written that has ever gone “viral.” I felt like a semi-celebrity as the LinkedIn number of shares crossed 700…800…900 and up.

My Million Dollar Question

As these situations were simultaneously circulating around me, I couldn’t help but ask myself the million dollar question:

“Am I a failure as a writer because of all the times my posts have just sat there and done nothing? Or am I a success because of this most recent mind-blowing success?”

On one hand, people didn’t like my writing style, while on the other hand people did.

What was I to think? Was a good writer or not?

Your Emotional Connections

The reason why I share these two stories is because I want to spend a few minutes talking about why it is so important as a leader to not get emotionally attached to the outcomes of our efforts.

I once heard an expression at a conference one time that sums up how to do this:

“Don’t take anything personally – the good or the bad”

I thought it was interesting. The speaker was trying to explain that if we interpret our successes to mean that “Yay, I’m great, they like me!” then we are equally as likely to internalize the negative feedback that comes at us when things aren’t going so well.

He painted a picture of us being on a teeter-totter where our emotional health and was totally dependent on the results we were achieving (or not achieving).

  • Feedback is good? We’re happy.
  • Feedback is less than great? We’re depressed because we obviously suck.

Are either of those assumptions true? No. Am I a failure because some people don’t like my material? No. Am I a success because I hit a home-run? No. The truth is we are not our losses or our victories – we are all a big combination of ups and downs and all incredibly valuable just as we are.

Keeping On Track

How then do we know if we’re on the right track if we’re not using our outside results as our primary “success” gauge? Three things I ask myself when facing self-worth questions:

  1. Am I being obedient to what I feel God is calling me to do? Really His opinion is the only one that matters to me.
  2. What do I think? Personally I felt great about the articles I had written and didn’t base my work satisfaction on something I had little to no control over (in this case the feedback to each article). I had done my best and for me, that was enough.
  3. Does my inner circle think I’m on the right track? We each have a few people in our lives that know us well and will hold us accountable to becoming our best selves. Listen to them for feedback if you’re feeling unsure.

In closing I write this as a reminder to those of us who get a huge high from a victory yet also reel just as much from a supposed loss.

Don’t identify either way:

  • Don’t deflate when you lose.
  • Don’t get puffed-up when you win.

The truth is that you’re amazing just the way you are: We are all a work in progress.

Breath when you lose, breath when you win, and keep putting one foot in front of the other.

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———————–
Natasha Golinsky

Natasha Golinsky is the Founder of Next Level Nonprofits
She helps nonprofit CEO’s take their leadership skills to the next level
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On Leadership, Playing Sports and Achieving Business Excellence

I have long recognized the strong correlation between having a history of playing sports and success in business.

And as a general rule, I have found this link to be remarkably evident in females.

Having competed in sports as a child and competing in the business world today, I know firsthand how valuable the experiences gained in sports can be.

On “Sporty” People

As a hiring manager, I often favor candidates who played team sports or engaged in other competitive activities in their youth. I find that the skills they honed on the “playing field” were often the very same that propelled them to the top of their game in business.

The most prominent skills are:

  • Leadership
  • Teamwork
  • Perseverance
  • Discipline
  • Sportsmanship
  • Time Management
  • Grit
  • Punctuality

In my experience, “sporty” people are taught to stay focused on their goals. They have the motivation to continue following setbacks, and they know that success takes hard work.

Just the Facts

I recently found two studies that validate my experience and underscore the fundamental role that participation in sports plays in developing female leaders.

The most recent data is from a global survey commissioned in 2013 by the professional services firm Ernst and Young. This survey found that 96% of women in the “C-Suite” played sports at some level while growing up.

These survey findings are consistent with an earlier study conducted in 2002 by the mutual fund company Oppenheimer. The Oppenheimer study revealed that 82% of women in executive-level jobs had played organized sports after elementary school, including school teams, intramurals or recreational leagues.

It’s Not Too Late

If you didn’t play team sports as a kid, it’s not too late.

The study also showed that businesswomen exercise and play sports significantly more than the general population of women. Two-thirds of women business executives exercise regularly, which other research would show is close to double the proportion for the general population of women.

The data is clear and that is this:

Being sporty not only helps women succeed in business, it sends them straight to the top.

On Playing Sports

Consider the benefits of playing teams sports:

  • Teamwork:

Team sports teach athletes how to cooperate with others to achieve a common goal. Being able to work productively with a team is critical to achieving success in business. Being able to work on a team is a crucial part of my hiring process.

  • Goal Oriented:

As an athlete, you are always looking to improve your performance. It may be to run further, faster or lift more weight. Employers need workers that will work hard to accomplish their goals and continually “raise the bar.”

  • Perseverance:

Athletes learn that if you get knocked down, literally and figuratively, you can pick yourself up and keep going. People that persevere in business, work hard to hold themselves and others responsible for achieving business objectives. They don’t let obstacles get in their way.

  • Time-Management:

Child athletes learn at a young age how to balance school, homework and athletics. Employers desire efficient workers that are self-motivated and stay on task.

  • Competitive & Assertive:

Competitive activity teaches the importance of winning and bouncing back after losing. Engaging in competitive activity as a child may help women learn that it is acceptable to compete aggressively.

The “Ginormosity” of it All

Clearly, the value of engaging in physical activity throughout you’re your lifetime is enormous.

Hiring managers consider the benefits of hiring candidates with strong competitive and/or sports backgrounds? Individuals with a sports background, consider the skills you have gained and use them to help you garner success in business.

So did you play sports growing up? If so, what lessons did you learn that have helped you in business and in life? How has this background benefited you and those you lead? I would love to hear your thoughts!

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——————
Dee (Wolfe) Mahoney

Dee Mahoney is Founder and President of Career-Lessons, LLC
Dee is an Executive Coach and a Leadership Trainer
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5 Sacrifices A Leader Must Make

Sacrifice

You may believe that as a leader your job is relatively easy, where you simply watch over and manage the behaviour of your employees; this is not so. As a leader, you have a number of responsibilities including not only watching over your employees but ensuring that they manage their work effectively and that they are happy.

It’s also part of your job to make sacrifices for the company and for those that work below you.

Not all of these sacrifices have to be extravagant or draw attention to your person, but they have to be made for the right reasons.

L2L Reader Survey 2014

5 Sacrifices A Leader Must Make

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sac·ri·fice [ sákrə f̄̀ss ]

  1. giving up of something valued: a giving up of something valuable or important for somebody or something else considered to be of more value or importance

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1) Sacrificing Time and Energy

Giving both your time and energy in order to help others and the company that you work for is a sacrifice that all excellent leaders make. This is an important sacrifice because you cannot regain the time or energy that you have expended; once you’ve given them to somebody else they become lost to you. By giving your time and energy it also means that you are working hard towards not only your future, but that of your colleagues and employees too.

2) Ambition

Another sacrifice that is often made by a leader in times of need is that of their own ambition. By prioritising the needs of others including your employees, you leave less time for you to focus on yourself; any parent will understand this situation completely and the same applies to any leader.

To truly look after your workforce, you must focus on their every need to ensure their productivity. By helping those around you to succeed, you may have to sacrifice personal pursuits but these actions will always have a positive effect going forward.

3) Authority

As a leader there will come a time within your job when you are asked to sacrifice your absolute authority in order to let others progress and develop the skills that are needed to reach a higher position. Giving up authority can be difficult and threatening but it is important for your workforce to feel that they are progressing and learning new skills.

4) Benefits

As a leader it’s your duty to protect those around you and ensure their happiness; even in times of difficulty and instability. If your company is suffering from temporary financial instability (as many have during the recession), as a leader you should set the example by forgoing any bonuses and if necessary taking a pay cut. An excellent leader would never ask of anything from their employees that they aren’t willing to do themselves.

5) Relationships

As a decision-maker, you will understand that you may not always be liked or favoured for making the right decisions. For example, if you feel that an individual is not pulling their weight and fails to heed your warnings, you may find that your only solution is to remove this person from your team.

There will also be other times where you have to reject salary increases or defend requests for additional work hours to meet a deadline but by being the leader, you will sometimes have to play the villain.

Become Your Best Self

You may find that during your time as a leader, there are many other things that you must sacrifice in order to become the best leader that you can be. However, try to be fair at all times and don’t ever ask anything of your employee that you wouldn’t ask of yourself.

So, how do you feel about the idea that leaders must sacrifice in order to succeed? Do you think that if you reach a certain position or status that you no longer need to sacrifice? Or do you embrace the steps above and think that you will be more fulfilled if you learn these lessons and apply them? I would love to hear your thoughts!

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——————–
Georgina Stamp

Georgina Stewart works for Marble Hill Partners
She helps Organisations to Recruit for Executive Roles and Interim Management
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On Leadership and Living a Below Average Life

Dr. Ben Carson

His mother dropped out in the 3rd grade and then married at age 13. When he was 18, his parents divorced. Growing up in a rough part of Detroit was no plus, either. In effect, he had nothing going for him.

But then, at age 32 he became head of Pediatric Neurosurgery at John’s Hopkins Hospital in Baltimore. At 36, he performed the first operation to separate Siamese twins conjoined at the head.

So how does a kid with his history turn around and make history?

The Place All True Leadership Begins

Dr. Ben Carson refused to let a “far below-average” life cripple his walk toward achievement.

Average is contrived, a “fake” number or concept, the middle ground between extremes. What leader wants to be average? We know “average” is for losers. No one says,

“We were so excited to learn that our daughter tested ‘average’ in math! Next stop Engineering School!”

We love to think of ourselves as “above average” because average is boring and below average is downright despicable.

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L2L Reader Survey 2013

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“L2L Blog has been extremely helpful in my professional development & I am
grateful to the experts who take the time to share their wisdom & resources so freely!”

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Leveraging Your Past

Life Below Average Can Make You an Above Average Leader

My leadership and vision become crystal clear at the extremes. We learn how to really live and truly lead at the extremes, and often that means extreme failure or disappointment.

My life is a case study:

  • In my first major swim competition, my coach remarked I looked like I was taking a bath at a retirement home
  • I flunked organic chemistry in college, flushing my dreams for med school down the drain
  • I failed a blood pressure test for my application to the Naval Academy
  • In college English my first writing projects were awful (go figure)
  • Broke my foot just before senior year, losing all hopes to be a regular starter in college football
  • Lost 5 elections to a campus organization, taking second place each time
  • Was virtually fired from a dream job assisting the CEO of a top bank – I say virtually because I quit when I got wind the SVP was about to fire me
  • I failed at fund-raising for a new venture I was helping a team launch, and could not get the organization off the ground
  • Led a discussion group with 4 participants and, in just 6 weeks and with great skill, I was able to grow that fledgling little group to a whopping total attendance of … ONE!  Just me at meeting 6.
  • My first speaking engagement to a large group was a flop and I was raked over the coals by the organization’s top leader

Listen to the wisdom of Winston Churchill.

“Success is not final; failure is not fatal: it is the courage to continue that counts….Success is going from failure to failure, without loss of enthusiasm.”

The Rest of the Story

During each of my decidedly “below average” experiences, I found something far above average was taking shape.

  • My swimming failure led me to football, where I excelled and guided a team to an undefeated season
  • Failing Chemistry kept me from doctoring and thrust me into business and ministry, both of which I have enjoyed
  • Failing a blood pressure exam –only time– changed my educational trajectory from military science toward the humanities
  • My writing disasters led me to seek coaching from an editor, and now I write professionally, and love it  (See how I be a much more better writer? Hah!)
  • Leaving my bank job was the nudge I needed to explore ministry, something I was starting to love but was afraid to investigate
  • In that small group I “grew” from 4 attendees to 1, I discovered the keys to what makes a group or team thrive, and have become an expert in the field
  • My public speaking debacle confirmed my passion for communication but humbled me; I needed coaching and hard work to excel at the craft
  • Initial failures at starting an organization gave me insights for later starting my own business with greater confidence and wisdom

I now realize that living “below average” was a launching pad, not a landing zone, for my leadership.

Leadership Lessons from Being “Below Average”

  1. It can make you work harder when you ought to
  2. Below average work experiences can make you move on when you need to
  3. Below average performance can open your mind to new ideas and catalyze emotional and spiritual growth you otherwise would miss
  4. Sometimes pounding the same nail creates a desire to change nails and leave the carpentry business
  5. Having below average performances does not mean you will become a below average leader; these can be the fuel for greater success
  6. Many below average leaders are just 5 minutes and 1 decision away from seizing an above average leadership opportunity, if they are willing to persevere

Failure is not always good, but it can be useful. This article; “Failing by Design” by Rita McGrath in HBR is very reassuring. A good leadership read.

So how about you? Make a list of your “below average” experiences; they might be the foundation blocks for living an above average life and becoming an extraordinary leader.

Where did failure motivate you? How did disappointment bring clarity to your future? When did you realize that a below average living was actually the seedbed for extraordinary achievement later in life? I would love to hear your story!

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———————
Dr. Bill Donahue
Dr. Bill Donahue is President of LeaderSync Group, Inc

Bill is a professor at TIU and a Leadership Speaker and Consultant
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Wake Up! Leaders are Dreamers

Leaders are Dreamers

Risky Dreams 

“The limitations you are willing to accept determine the boundaries of your existence.” ~ Erwin McManus, Wide Awake

As I reflect on what I learned a few years ago in Erwins’ book Wide Awake, I am challenged, prodded and provoked to live and think differently.

I wonder this:

  • “Am I living too safely?”
  • “Am I leading too plainly?”
  • “Am I willing to dream again—bigger, better, bolder?”

Remember: Great leaders are born out of great dreams.

I Have a Dream

Some of those “great dreams” emerge from a creative idea. Jeff Bezos, in 1992, was a SVP for the New York hedge fund D.E. Shaw when he dreamt of building a company that would sell books on the Internet. Ever heard of Amazon?

Others are stirred deeply by injustice. Martin Luther King, Jr. and Harriet Tubman dreamed of freedom, battling slavery and racial oppression. It cost MLK his life.

Some dreams do that.

MADD as Hell

Not infrequently dreams are birthed in the midst of great tragedies. On May 3, 1980, Candy Lightner’s 13-year-old daughter, Cari, was killed by a hit-and-run drunk driver in Fair Oaks, California.

Angered by the relatively light sentence the driver received for his recklessness, she launched Mothers Against Drunk Driving (MADD) which raises awareness of the damage wrought when driving under the influence of alcohol.

McManus says “a dream needs a person to bring it to life.”

An isolated dream will only fester in the heart of one person and eventually die; and sometimes it takes the dreamer with it.

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L2L Reader Survey 2013

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“L2L Blog has been extremely helpful in my professional development & I am
grateful to the experts who take the time to share their wisdom & resources so freely!”

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Living the Dream

Dying dreams are as contagious as living ones. How many of us have buried dreams only to realize that we have placed a bit of ourselves in the ground? A dream must be shared, embodied and empowered for it to be life-giving.

Dreams are intensely communal.

McManus provocatively says:

How long you live does not reflect how well you live. The real question is, were you alive when you died?

I love that question! And I fear it.

  • What if my dream fails?
  • What if no one else is inspired by my burning desire to live the dream?
  • What if my dream is just an illusion, a momentary fit of grandiosity and self-indulgence?

Becoming a Dreamer

We need to focus our energy and rekindle the fires

McManus notes the word focus comes from the Latin word for “hearth” or “fireplace” and thus means “the burning center.” What is the burning center of my life? To find it I must carve away distractions, cut off the peripheral could-do for the more central must-do. But the “do” must be centered in the “be” – what I am becoming.

Before I have a dream am I becoming a dreamer?

That takes some time and effort. Focus seems like a luxury only a well-subsidized artist can afford—someone who’s paid to paint one portrait, not run around frantically splashing paint on every blank canvas, hoping for a quick a sale.

Can we make the changes needed to be real dreamers? Are we willing to make a focused effort?

Build the Core with Focus

McManus tells the story of therapy he received for a back injury – to work on his stomach. It seemed odd but he soon understood that “core training” was key to a healthy back. POW’s learned to do it so they’d remain strong enough for a potential escape, but not look so strong in the arms that they’d pose a threat.

We need to work on our “core” – core beliefs, practices and convictions; core mission, vision and strategy. FOCUS! But it is not easy or glamorous, so I settle for superficial solutions and neglect the core.

“I think a lot of us choose the opposite path,” McManus chides. “We do the tanning booth and the Botox and the collagen so we can look healthy on the outside, but we are really weak at the center.”

Admittedly, I am weaker at the center than I’d care to admit. And, as a result, my team is not as strong. Because core training is best when we do it together, like Navy Seals prepping for the mission of their lives.

So What’s a Leader to Do?

There are no quick steps. But here are some routines that will help leaders dream with focus and persistence.

1)     Shore up Relationships at Home (or friends)

My wife and daughter come first (my son’s out of the house now). Centered relationships will let you dream freely, knowing you are caring for the fires at home before you try to save the world.

2)     Spend Some Money

Dreaming has a cost. I suggest 1-2 conferences or gatherings and books. I am in the process of ordering about 30-40 leadership resources for the coming months. This is a mix of biography, provocative thinkers, life shapers and students of culture, and personal growth materials. I need to hear other voices as I recalibrate my own.

3)     Do a Dreamers Inventory

What inspired you before? What are the roadblocks now? What gets you up in the morning and keeps you up at night? What can you do that others cannot do? What must be done? I live in these questions.

4)     Get Around Other Dreamers

Hanging out with I’m-building-the-dream-right-now-and-it-is-a-wild-ride kinds of people will light your fire and keep it burning. You know the type – upstart business leaders, creative teachers, provocative activists, church planters, artists without boundaries. (ESPECIALLY if they are not in your field!!!). I am doing it this week.

5)     Pull the Trigger

At some point you simply must act. I was recalling in my journal all the things I started in the last few years, some large, some small. Many “failed” or fizzled, or took an unexpected turn. Yes, I was frustrated, angry, disappointed, lost momentum, and almost threw in the towel. Actually, I did– but I picked up some new towels. I am not where I want to be – but I am moving!

 The real question is, “Were you alive when you died?”

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———————
Dr. Bill Donahue
Dr. Bill Donahue is President of LeaderSync Group, Inc

Bill is a professor at TIU and a Leadership Speaker and Consultant
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Hey Leader: Whose Expectations Are You Trying to Meet?

Expectations

Sometimes, a question can strike you with such clarity that it remains with you for life.

The following question was posed to me early in my management career and is one that has provided deep insight up until this day:

“Whose expectations are you trying to meet?”

The Super Syndrome

After another exhausting week, I attended a community seminar based on the Superwoman Syndrome by Marjorie Hansen Shaevitz. this seminar’s topic referred to women holding themselves to unrealistic expectations to simultaneously be the best career women, mothers, spouses, community members , etc.

Today it could easily be the Superman & Superwoman Syndrome as advertising and media routinely throws images of being the best parent, partner, leader, global conscious servant, etc. Just look at Brad Pitt and Angelina Jolie.

If they can raise their kids, solve world issues, be block buster professionals and stand by each other why can’t we all?

Just forget that they are exhausted and have a few personal challenges.

Getting Really Real

Eventually Something Has to Give

At work everyone wants something from you: your boss, your peers, internal customers, external customers, the Board, the stockholders.

They all act as if “No” is not an option.

But in the real world, if you treat all their expectations as equal, then you will most certainly burn out and never meet many of your stated goals. The old adage “you can’t please everyone” is true.

If you try to meet everyone’s expectations at least one of those attempts will result in lower than anticipated quality and both of you won’t be feeling too great about the outcome.

If you can’t physically and mentally do it all, what is going to move to a lower priority? If you let your stakeholders define this for you, you will continue in the land of the tyranny of the urgent. Whatever is the next thing screaming for attention will get your time.

Gaining Real Focus

Stop the Spinning

If you are already spinning from the long list of things you supposedly “have to do,” then your response to my advice to take time to analyze your work is going to be “but I don’t have time.”

Which is more painful; making time to narrow your focus and be able to say “no” to some requests, or continuing to spin at the pace you are at?

In all likelihood if you continue without taking a more strategic view your pace of spinning will increase because the number of people asking you for support will increase. By always saying “yes” you have reinforced them and others that you will always be there to help regardless of the request.

You have essentially created your own problem.

Getting Real Results

Get Out the Pen and Paper

List all the activities you are doing and the ones you anticipate doing this year.

  • Which of these services, products, activities are essential to the company meeting it’s vision?
    • Which of these am I the sole source for (no one else in the company can provide this)?
  • Which activities, products, services are not related to the vision?
    • What drives me to provide each of these activities, products or services?
    • What could happen if I stopped providing these?
      • What would really happen if I stopped providing these (75%+ confidence that it would occur)?
    • What could I, my key stakeholders and my company gain if I stopped these activities?
      • Which of these gains are of higher value than the activity itself?  (this will serve as your compelling reason to stop offering this service or support)

Gaining Real Perspective

Letting Go

If you are still reluctant to take something off your plate that is not of high value, ask yourself these questions:

  • What personal need(s) does providing this service or activity fulfill?
  • What makes this need so compelling for me?
  • Is there another way to fulfill this need with the more critical activities, products or services?

Here is a great example:

Jack is in a support function. He spends 2 hours each week in one of his key stakeholders staff meetings. He started attending to learn more about the stakeholder’s business and to be present in case some need related to his function was raised. Rarely does this need show up. He already has learned about his stakeholder’s business but he keeps attending for reasons of visibility, status and perceived customer service.

After doing the exercise he realizes that spending the 2 hours each week on the projects directly tied to the vision, will bring him greater visibility. He talks to the senior leader about his rationale for no longer attending and offers to sets up a 15-minute monthly check in meeting to ensure their needs are met.

Three months later, Jack’s increased quality and creativity on the strategic project is gaining him visibility at the executive level and meeting his personal desire for greater status.

Gaining Real Satisfaction

Expectations vs. Vision

Shifting from trying to meet everyone’s expectations to meeting the company’s vision and your personal vision will keep you a valued asset to the business and yourself.

Whenever someone asks you to do something, instead of immediately answering yes, respond that you need time to assess priority.

So how has this process, or something similar, or something different helped you to manage your time and energy? Have you changed to become more realistic in setting appropriate expectations? What can you do in the future to better examine your personal set of expectations and use that model to better understand and help others? I would love to hear your thoughts!

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Carlann Fergusson

Carlann Fergusson is owner at Propel Forward LLC
She provides seminars and consulting on Strategic Leadership Challenges
Email | LinkedIn | Twitter | Web | Skype: carlann.fergusson

Image Sources: nathanjmorton.files.wordpress.com

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