Exciting Times

Organizations in all parts of the economy, at least those that made it through the Great Recession, are running pretty lean at this point. During the Recession organizations tightened their belts, reduced or eliminated  discretionary spending, and concentrated on survival. Positions were eliminated, projects scaled back or postponed, and in many cases headcount reduced. The organizations that survived are now leaner, more thoughtfully focused on core products and services, and have a changed workload distributed across a smaller number of heads, hands, and hearts. Whether you think the result is positive or not, it represents reality. The question now is, “How can we be successful over time in a rapidly changing world? ”

We see changing roles, expectations and challenges for supervisors, managers, and professionals all around us. Responsibilities and assignments change frequently, priorites are moving targets, and everyone is required to grow and adapt all the time. The increased pace and changing demands requires an adaptive and flexible approach at all organizational levels, and that means life-long, continuous learning.

Knowing what is needed for the future is only possible through knowing where you are right now. That’s where 360-degree assessments like the Management-Leadership Practices Inventory come in. They provide a baseline of valid, reliable feedback to serve as the foundation for an individual, team, or organization development plan. Click here for more information on the assessment tools we use; we know they work.

In addition to the ONEplace Nonprofit Leadership Academy, we are currently completing a 360-degree management and leadership assessment process for two large teams. In both cases the organizations recognized that the need to invest in professional development was long overdue. Helping our clients to adapt and change – and being part of the individual and team growth that results – is exciting, rewarding and just plain cool!

What is your organization doing to develop the skills, attitudes, and behaviors needed today and tomorrow?

Colleagues

What is a “colleague”? In the broadest sense it’s a term we use for someone we work with and value. Still, it has come to mean much more than that to me. When I think of my own colleagues, I see people with whom I work, sure. But more importantly, I see friends. Individuals with their own interests, yet we share interests in some areas. Over the years we become more than people who “work together” – we become friends. We look for ways to collaborate (another lovely word) with each other, to support and encourage each other, to be there when things don’t go quite the way we had hoped or intended. And occasionally to provide that poke, prod, nudge in the direction of our true purpose when we get a little off-track.

I am blessed with superb colleagues and friends within the virtual organization we call Midwest Consulting Group, Inc. And over the years I’ve also developed a wonderful network of colleagues across the country. The times we spend together are among the best of times.

To all my colleagues and friends, I wish the very best for all of us in 2012. And Thank You for being part of my life.

How about your colleagues? When was the last time you thanked them for being among that special group we call . . . colleagues.

70% of Our Time

70% of the time we are awake we’re engaged in some form of communication. According to a study by Air University (the U.S. Air Force’s Leadership Center) our communication time breaks down like this:

  • 10% writing
  • 15% reading
  • 30% talking
  • 45% listening

Your exact mix may be somewhat different than mine, but the simple fact is we spend a huge portion of our day communicating. Perhaps you are a great communicator; one of those people who has an innate talent for communicating with your coworkers and customers. I’ve actually met a few, but very few if I’m honest about it. As a very clear Extravert, I’ve had to work diligently at my Listening skills. Others need help to improve their Writing skills. Still others break out in a cold sweat at the thought of gettiing up and speaking to a group, which is something I am good at and enjoy. Every one of us communicates a lot and yet very few of us are great at all aspects of communciation.

What do you need to work on? What portion of your communication is less effective than it could be or should be?

For ideas, tips, and suggestions on how to improve your communication skills, order your copy of “The 8 Essential Skills” today at Amazon.com. You’ll be glad you did (and so will those you communicate with!)

A Labor Day Thought

Since most of us spend a large portion of our waking hours working at whatever it is we do, it makes sense to do something that makes you happy, whole, complete, and satisfied. Labor Day, along with the start of the post-summer, let’s-get-busy fall season, is a good time to take a look at what you’re doing when you “work.” Might even be a good time to ask yourself a few questions:

  • Am I doing what I truly want to be doing?
  • Am I proud of what I do – the results I produce?
  • Am I proud of the organization in which I work?
  • What am I committed to achieve by the end of the next quarter?
  • What longer-range goals, projects, and challenges are important to me now?

Those are a few questions that come to my mind. How about you? What questions would you like to answer for yourself?

And for every leader who is committed to a true partnership  between labor and management . . . Thank you!

Communication Stories from the Trenches – 1

Sally could be best described as someone who “overcommunicates” – like many very clear Extraverts, she figures that more words are much better than fewer words. As a result she tends to overwhelm people on her team and they often tune her out. Even simple questions often result in ong-winded, convoluted answers, often with far more information than the other person wanted. Talk, talk, talk. The result . . . often Sally doesn’t seem to wait for the other person to finish their question before she jumps in or interrupts. Obviously, listening is not one of Sally’s strong points!

She seems to be overusing her almost certain preference for Extraversion. And like many E’s she has a bias for action so doing something is preferable to waiting, delaying, or (God forbid!) doing nothing. We do not predict great success for Sally as a manager unless she makes some changes in the way she operates, such as: 

  • Becoming aware of her own communication style and the affect it has on other people
  • Learning how to suspend her need for quick answers and action until the other person has finished making their point
  • Close her mouth and open her ears so she actually understands what the other person is saying
  • Paraphrase or check for understanding so she is clear about what the other person is talking about

Perhaps you can come up with other suggestions to help Sally. What do you think?

To order “The 8 Essential Skills for Supervisors & Managers” visit Amazon.com. For orders of 10 or more copies, contact us directly toll free: 877-643-MIDW (9476)

 

The Final Piece of Hardwiring – Talents & Strengths

 I have long been fascinated by the concept of “talents” – those innate “gifts” that people have. I used to think that talent was mostly a creative, artistic ability as in playing an instrument well and seemingly effortlessly. Van Cliburn, Yo Yo Ma, Oscar Petersen, or Ella Fitzgerald for example. Or, think of world-class athletes such as Michael Jordon, Venus and Serena Williams , Phil Mickelson, or Derek Jeter. Although we know such skill is the product of lots of hard work, there also is the element of natural talent at work in each of these examples.

It turns out that we all have talents; things that we do that produce consistent near-perfect performance in a few key areas of our life. Decades of research by the Gallup Organization revealed that each of us have these innate gifts and that turning our talents into “strengths” is possible as we acquire knowledge and experience.

The Clifton StrengthsFinder assessment has become the gold standard for determining individual talents and we have made extensive use of it in working with our clients. Recent projects with teams as diverse as a group of physicans in a family medicine residency program, a team of dedicated individuals in a state government human services agency, and a staff of electronics engineers in a large truck component manufacturer have shown the value of looking at individual and team “strengths.”

The best current “take” on talents and strengths seems to be in Tom Rath’s book StrengthsFinder 2.0. Each copy of Rath’s book contains a one-time computer code for taking the assessment on the Gallup Organization’s web site. If you haven’t explored your own talents, pick up a copy from your local bookstore or order from our friends at Amazon.com. Might be a great opportunity to order a copy of my new book too!

To order “The 8 Essential Skills for Supervisors & Managers” visit Amazon.com.

What are your particular Talents?

Next Time: Skill 2 – Communicating for Results

My Hardwiring – A Case Study – Part 1

The easiest way I can think of to illustrate the way our hardwiring influences and steers us in certain directions is to use my own hardwiring as an example. At the risk of telling you more about me than you might care to know, here goes:

Personality Preferences – I’m an Extravert – outgoing, highly verbal, and get energized by being around other people. I’m more interested in action than I am sitting and thinking deeply about events or issues. I’m interested in the “big picture” – the “why” of things a lot more than I am interested in the “how” or details of things. I pay attention to the mission, need to craft or see the vision of what we are trying to accomplish, and use my gut-feel or intuition to help me make decisions. When making those decisions I consider the impact on others, my internal value system as well as analyzing the logic and bottom-line effects. What’s best for people is going to get my nod most of the time. I prefer to plan my work and work my plan most of the time when it comes to my professional life; schedules and deadlines are helpful, and having an organized, neat environment feels comfortable. That’s not quite so important in my personal life and that seems to be increasing as I get older. From a Myers-Briggs standpoint, that makes me an Extravert, iNtuitive, Feeler, Judger (ENFJ) with some well-developed Perceiver tendencies.

For more information on the Myers-Briggs, see the website at Midwest Consulting Group.

What about your personality preferences? Care to share?

Next Time – My Hardwiring – A Case Study – Part 2

To order The 8 Essential Skills for Supervisors & Managers” visit Amazon.com.