Rewire your brain for 2016

January 10, 2016

Q: Each year I’m quite successful without a professional plan. I’d like to create one this year to see if I can improve my results. But making resolutions doesn’t work for me. What do you suggest?

A: You’re not alone. One-third of all New Year’s resolutions are abandoned within the first month, and the majority within six months. For a greater success follow these five simple steps.

Take stock of 2015. Record your successes, accomplishments and breakthroughs, as well as your failures, disappointments and misses. This focuses your attention on what is rewarding and lessons learned for the coming year.

Now write out three to five themes, intentions or categories to focus on for the year. Some examples: professional development/education, developing others/mentoring or strategic planning/systems thinking.

Next, reflect on who you need to “be” throughout the year to be come successful in your themes. Write the characteristics or qualities of that type of individual. For example: proactive, visionary, empowering others.

Create a list of goals you want to achieve by the end of 2016 and that you would expect of the person above. For example: delegating 80 per cent of the work below your role, spending 60 per cent of your day planning strategically rather than being a hands-on leader, coaching team members to find their own solutions 75 per cent of the time.

Finally, break the goals down into specific manageable activities with measurable targets such as: take a coaching course by March 31, bite tongue at meetings so team members contribute first.

Resolutions typically fail when you try to achieve too much too fast. This year, focus on rewiring your brain and implementing new habits to achieve ongoing success.

Reprinted from The Province, January 10, 2016

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Don’t let resolutions slip away

January 4, 2015

Visualize and plan ahead to make your New Year’s commitments stick

Q: Every year I set new professional goals as my New Year’s resolutions. However, within weeks I lose traction as other priorities take over. How can I create sticky resolutions?

A: There is a lot riding on New Year’s resolutions when viewed as wiping the slate clean, the salvo to breaking a haunting bad habit, or making a dramatic impact. Big goals that require a change in belief or behaviour need more than a public declaration.

Try these four easy steps to improve your resolution retention:

  • Limit resolutions to three stretch goals which can realistically be accomplished within a year.  The more meaningful and relevant they are to you, the easier it will be to stay on track.
  • Envision their successful completion. After creating your resolutions, invest time imagining the opportunities that would be possible for you and others once you achieve your goal. Like an athlete repeatedly visualizing crossing the finish line, revisiting your vision throughout the year will keep you focused and tethered to your resolutions.
  • Create manageable action plans with clear and specific measures so you will be buoyed by hitting ongoing targets. Share your plan with others to demonstrate your commitment to your resolutions. Ask allies to encourage and hold you accountable to your milestones. Celebrate each deadline you reach.
  • Finally, identify three qualities and characteristics you need to personify to be successful. For example, if you resolve to speak up at every meeting you might commit to being bold, outspoken and well prepared.

You, like many, may lose momentum or fall off course. You can recover any time by acknowledging your success to date and revisiting the four easy steps above.  Readjusting your action steps and timelines as needed can eventually lead you to year-end congratulations.

Originally published in The Province, January 4, 2015

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Plan project in four steps

February 28, 2011

Q: I tried to empower my director with an important project. Each time I checked in with him he said he was on track and didn’t need any support. But when he presented to the client, it wasn’t at all what I envisioned. When I told him how disappointed I was, he said that he felt set up because I didn’t tell him my expectations ahead of time. What should I do in the future?

A: It can be tricky anticipating how much support and clarity a seasoned leader needs. To spare future headaches, follow these four simple steps for every initiative.

1) Create a united vision. Begin by sharing both of your visions for the project. Have your direct report go first. Discuss best possible outcomes and what they would actually look like in reality. This minimizes the expectation gap.

2) Plan and strategize. Once you’ve reached mutual agreement, forecast potential obstacles and an plan to resolve them should they occur. Put three to four key expectations on the table so your director knows exactly where the goalposts are. Be specific and measurable. Share any wisdom, insight or mentoring you would appreciate receiving if you were in his shoes.

3) Empower him to take action. Set up realistic targets and timelines for progress reports. Then turn him loose to meet the expectations and desired outcomes in his own way. Schedule regular meetings to ensure the project stays on track or to allow for course correct if the project requirements change

4) Debrief each project for the key learning. Grow your director by hearing what he thought was successful and why. Then share what you found successful and what you want next time.

Empowering your employees does not mean abdicating your responsibility as their leader.

Originally published in The Province, February 27, 2011.

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Managers lead by example

June 21, 2010

Q: I’ve just been promoted into my first management position. Without technical to-dos to check off the list each day, I don’t feel I’m accomplishing anything. How do I ensure I am adding value to my company?

A: It’s a common mistake for new managers to gravitate to tasks instead of people. You got the job because you accomplished things in an outstanding way. Now your role is to support others to produce results and reach their potential. Your success depends on your team’s performance.

Great leaders model and mentor others to achieve their goals effectively. Find out what matters to your people then advocate for the resources and tools they need to flourish. This may mean helping them leverage their strengths, reach their career aspirations or work smarter not harder.

While you have the experience, you’re not the expert. Valued managers coach their people to perform at ‘their best’ by listening more, talking less. Set clear expectations, empower them to do their job, then stand back and let them do it as long as their output meets the expectations. Give direct feedback on areas for improvement privately in a way that motivates them to rise to the challenge rather than discourages them.

Your role is to make sound and often tough decisions with which others may not agree. Create an environment of trust and respect, demonstrate desirable behaviours and foster collaboration by being an example.

A leader’s responsibility is to be the keeper of the vision. Hold the big picture and articulate it in a way that inspires the team. You provide individuals a sense of purpose so they are engaged and aligned with the organization. Valuable leaders have the ability to make their people feel valued.

Originally printed in The Province, June 20, 2010.

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Be honest with career coach

April 6, 2010

Q: I am finally warming to my boss’s recommendation to get coaching. Now how do I choose the best coach for me and get the most value from the experience?

A: You’re already on the road to getting more value by your shift in attitude. An open and willing coachee achieves far greater results than a closed and resistant one.

Request a complimentary coaching session with a few coaches so you can test drive the different ‘models.’ Select a coach who is qualified, has strengths that match your needs, and a style that you can comfortably trust. Follow your gut when making your choice.

Your coach is your ally, be straight with them. Provide your new coach with relevant background about yourself.

I mean the good, the bad and the ugly. The good — your strengths and desired outcomes; the bad — where you get in your own way, your shortcomings; and the ugly — the self-defeating behaviours and habits.

You are responsible for getting value from the coaching. Your coach is your ally and wants you to be successful.

You know what makes you tick. Tell your coach what motivates you. Do you excel when you are pushed hard? Or do you thrive with gentle prodding? Growth in coaching can happen in fits and starts. Be patient, realistic and enjoy the process.

The results from coaching are directly proportionate to what you invest in it. Create three to five significant goals that would make a considerable difference to you at work or in your life by achieving them. Bring a relevant topic to every session. Expect to be amazed by yourself.

Originally printed in The Province April 4, 2010.

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Be very clear in assigning tasks

October 12, 2009

Q: Even when I give my staff member a simple task to do, such as creating a news release, and explain how I want it done, she solicits her co-workers’ suggestions and the job ends up getting done differently than I wanted. How can I change this?

A: It sounds like your direct report may need some additional time or reassurance from you before she is set loose. Here’s an approach that may generate more productive results.

She may be feeling micro-managed when you tell her how to accomplish the task. If she doesn’t feel she has the freedom to incorporate her own great ideas, she may be rallying support to defy “your way.”

Rather than telling her how you want it done, inform her of the end result you’re looking for. Explain why this task is important and relevant. It is more meaningful when she understands how it ties into a larger picture.

Let her know what key elements need to be included in the project and the deadline, then give her free reign to make it happen.

Before she leaves, check to see if she needs any further clarification. To ensure you are both on the same page, ask what she views is the value of this task and what support she thinks she might need for her to successfully complete it according to your requirements.

Boost her confidence by acknowledging one of her shining qualities or characteristics.

For example, “You are creative and organized. You’ll produce a great news release.” Assure her that you are available for further assistance.

When she returns with the finished product, find something positive to acknowledge. That will encourage more of the same behaviour next time. Finally, re-evaluate if the tasks are appropriate for her skill or interest level.

Originally published in The Province, October 11, 2009.

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How to handle a boss who breaks promises

February 8, 2009

Q: My boss promises incentives for achieving targets, but when we reach them, he gives every reason why we won’t get them. With the economy the way it is, I can’t afford to make waves and get fired, but I have lost trust and respect for him. How can I get beyond this?

A: Your boss is in the position of authority, but you have a choice — and experiencing that choice offers you freedom and peace even if you don’t get your desired results.

You can choose to resolve this by developing new alternatives where you both still reach your goals and maintain your relationship. Express your point of view in a calm, neutral way without attacking him. Document and verify all future agreements up front.

If your boss still disagrees, you have been true to yourself and you’ll know where you stand. You can’t always change a person’s mind or the situation, no matter how hard you try. Instead of fighting a losing battle, you can decide to accommodate. In other words, let it go.

You can opt to overpower him by taking it to an influential ally or higher power to force the issue. But what’s the long-range cost to you? If his behaviour reflects the organization’s culture, this could be a no-win situation. It might be wise to cut your losses and move on.

Alternatively you can compromise on what goals you are willing to give up in exchange for others. Staying put means contending with this boss. Is it worth the trade-off of not having to job hunt?

Stewing about bad treatment breeds resentment and drains your energy. Refocus on what brings you satisfaction at work. Set your own benchmarks and incentives for attaining them. If you can’t find a way to minimize conflict, minimize the contact.

Originally printed in The Province on February 8, 2009.

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Build on your own success

December 28, 2008

Q: I’m reflecting on the rocky road my company has been following this year. How do I increase my job performance and security in 2009?

A: To continually enhance your performance, it’s always a good practice at year-end to reflect on where you excelled, where you could have been more effective, and to set new targets for the coming year.

Start by acknowledging what you did well to generate momentum and a solid foundation for future successes. Go ahead, brag to yourself. What wins am I celebrating? What did I do to achieve them?

How can I build on these strengths in 2009? What accomplishments were most meaningful for me this year and why? What will I do to create more success next year?

While it’s most rewarding to review the wins, it’s the learning from the year’s deficits that often produces the biggest payoff next year. Plus, employees who demonstrate significant improvement on their shortfalls get the manager’s attention.

Be brutally honest. What disappointments did I have this year? What important lessons did I learn from them? What will I do differently? What do I need to complete or rectify to move forward with a clean slate in 2009?

Finally, create clear realistic targets to focus your energy and attention for the new year. What goals do I want to attain next year? How will I accomplish them? What action steps will support my goals? Where do I want to end the year? What do I want to be remembered for? What do I want to be celebrating a year from now?

Refer to your answers to these questions regularly throughout the year to monitor your progress and keep you on track. Displaying focused direction, proactive initiative, and the ability to adapt and grow in a turbulent economy can distinguish you as invaluable talent well worth retaining.

Originally printed in The Province on December 28, 2008.

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Questions can quell surprises

April 27, 2008

Q: I interview for jobs that look great until I get into them and usually end up hating them within a year. How can I ensure I make the right choice this time?

A: Couples tend to spend more effort on the wedding than they do on the marriage. Similarly, candidates can get side-tracked by the thrill of landing the job without considering the day-to-day role.

Take an honest inventory of what tasks you love to do, the type of environment you thrive in, and the career goals you are aiming for. Then search for organizations that meet your criteria.

Many candidates just focus on their role; however, a company’s culture influences everything it does.

Research the company’s business practices, industry reputation and track record. Its website, marketing collateral, and annual report provide insight into its attitude, values and work style. Get firsthand information from past or current employees about what it’s like to work there. Ask suppliers or customers for their perceptions and experiences.

The interview contains a wealth of information for the astute candidate. The questions indicate what’s important and how employees are evaluated. Before leaving the session, ask questions to determine how well you fit together. For example, what characteristics do they value most? What investment will they make in your professional development? How do they support work-life balance?

At the short-list stage, ask more specific questions about the expectations and work style of your prospective supervisor, team and role. A job is like a marriage. Short-sighted choices that lead to divorce can be costly.

Originally printed in The Province on April 27, 2008 .

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Why job can be like marriage

April 20, 2008

Q: I interview for jobs that look great until I get into them and usually end up hating them within a year. How can I ensure I make the right choice this time?

A: Couples tend to spend more effort on the wedding than they do on the marriage. Similarly, candidates can get side-tracked by the thrill of landing the job without considering the day-to-day role.

Take an honest inventory of what tasks you love to do, the type of environment you thrive in, and the career goals you are aiming for. Then search for organizations that meet your criteria.

Many candidates just focus on their role; however, a company’s culture influences everything it does.

Research the company’s business practices, industry reputation and track record. Its website, marketing collateral, and annual report provide insight into its attitude, values and work style. Get firsthand information from past or current employees about what it’s like to work there. Ask suppliers or customers for their perceptions and experiences.

The interview contains a wealth of information for the astute candidate. The questions indicate what’s important and how employees are evaluated. Before leaving the session, ask questions to determine how well you fit together. For example, what characteristics do they value most? What investment will they make in your professional development? How do they support work-life balance?

At the short-list stage, ask more specific questions about the expectations and work style of your prospective supervisor, team and role. A job is like a marriage. Short-sighted choices that leads to divorce can be costly.

Originally printed in The Province on April 20, 2008.

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