What is Your Leadership Score?

 

How often do you think about the skills and abilities that make you an effective leader and team member? How often do you assess what you do well, and where you could use additional development or a refresher?

Interacting with others effectively and efficiently is based on technique, experience, personal styles and temperament.   What are your strengths? What are your areas for development?

Rate yourself:  5=Always; 4=Often; 3=Sometimes; 2=Seldom; 1=Never​

Question	Score
1.   I am committed to developing my staff, realizing it builds bench strength, grows the bottom line, reduces attrition, and overall makes the company stronger.
2.   I address non-productive behaviors in a respectful way and still hold people accountable.
3.   I take time to focus on the bigger picture, not just day-to-day priorities.
4.   I am inspired and energized while at work, and know how I contribute to the bottom line.
5.   I clearly communicate my point of view/perspectives, and feel I am listened to (not necessarily agreed with).
6.   I have an open mind and don't get stuck on how things used to be, versus how they "could" be.
7.   I listen to opposing viewpoints and take time to process and reflect on them.
8.   I look for the best possible outcome and keep from blaming even when a mistake was made.
9.   I am "self-aware".  I understand my strengths and my areas requiring development, and leverage my strengths to support the attainment of goals.
10. I accept responsibility for my mistakes.

Did you give yourself 1, 2, or 3?  Think about learning more about leadership.  A strong leader can increase production and profits.  4 and above?  You’re on the right path to effective leadership!

If we asked others in your organization to rate you, would their scores be higher or lower?  These questions are a few used in a “360 Leadership Feedback Survey” as part of the initial phase my coaching program.  It can be both revealing and affirming. It's a great place to start the coaching process.

I am Ann Meacham, president of Leadership Dynamics.  Check out my Coaching Program  Dynamic Leader Program on my website or email me  ann@leadyourteams.com to talk about a sample coaching session. 

It's an exciting approach to a better way of doing things!

 

Why Overworking Is Bad For Your Health (And Who's to Blame)

 By Ann Meacham, adapted from Lindsay Kolowich.  Read the full article

As handy as the Internet and our mobile devices are, they often mean that we are seldom “unplugged.”  We work hard at the office; finish a tough project, head for home, and a many of the issues follow us.

Working overtime has become the norm for many people. It's one of those things everyone knows is bad for us, but we do it anyway. The challenge is that overtime is bad for employees, employers, AND business.

HOW OVERWORK HURTS YOUR HEALTH - It can:

• Keep you from getting enough sleep

• Prevent you from keeping good habits

• Hurt your heart

• Cause heavy drinking

• Increase the risk of Type 2 Diabetes

• Overall our mental state can have a huge impact on how our body feels.

HOW IT HURTS YOUR BUSINESS

Avoidable mistakes are made. When people are exhausted, everything in the office becomes more difficult including interpersonal communication, judgment, understanding others and managing their own emotional reactions.  These can spell workplace disaster.

Significant drop in productivity after 8 hours. (at 9 hours fatigue and fuzzy thinking take over.)  Employees may miss a critical deadline because they are just too tired to make it work. One study showed that employers can’t tell the difference between people who actually work 80 hrs. a week and those who pretend to.

People lose sight of the bigger picture (why we’re doing this) and get lost in a myriad of details. Breaks and time with our friends and loved ones can recharge our brains and engage clear thinking.

WHO’S TO BLAME?

Bosses? They often expect their people to work long days and be available 24/7 – sometimes even on vacation. (What about that smartphone?)  They are usually working crazy hours themselves and feel it’s okay to expect the same from their people.

Ourselves?  Most of us put the pressure on ourselves in order to prove something to ourselves and others.  We feel needed, important, and are demonstrating our commitment to our work.  Working long hours can feel rewarding even if we feel stressed, mad, or unwell.

WHAT YOU CAN DO

The answer is simple and perhaps not easy.  Notice how you feel. If work is interfering with your physical, mental or emotional health, it’s time to think of another way to get things done.  

1. Examine your priorities.
2. Enlist help. 
3. Re-organize.  

There is always a way to make things better.  It's your choice.

 Ann Meacham is president of Leadership Dynamics. Check out her Leadership Coaching Program or Dynamic Leader Program on her website or email: ann@leadyourteams.com

Does Humble Bragging Work?

The general consensus is that social media, especially Twitter, Facebook, and Instagram, have created a culture of self-promotion.  Given a vehicle to let people know how great they are without appearing to brag has led to the trend of humble bragging.

The term “humblebrag” was added to the Oxford English Dictionary last year as “an ostensibly modest or self-deprecating statement whose actual purpose is to draw attention to something of which one is proud."

The challenge is that we often need people to know about our accomplishments in order to promote our business.  When people don’t know us very well, it’s our job to help them understand who we are.  There is a risk that we will appear to be self-promoting and self-centered if we simply share facts about ourselves.

Enter humble bragging. These can be seen on social media, and heard at cocktail parties or over coffee.  Examples:

• “I was only his assistant, but I singlehandedly attracted a new million dollar client.”
• “I’m exhausted after all this shopping, but at least I found the perfect gift for everyone on my list.”
• “I’ve received so many requests for proposals that I'm not sure I can fit them into my schedule."

To see more examples: https://twitter.com/humblebrag 

​

Branding your company or yourself is serious business.

What you can do:

1. Have somebody brag for you….particularly in a way that makes you appear innocent of the praise.
2. Share a compelling story.   Listeners can become immersed in the moment with you, making a deep impression. A story allows them to feel it for themselves. (This is perhaps the easiest, most effective and sincere.)
3. Focus on facts not interpretation.  Keep it simple and straight forward.

When we’re striving to create a brand for our business, we need people to recognize that our accomplishments could make us an “expert” in our field.  Even though bragging might seem self-serving, at least it is sincere.  People instinctively know that the humble bragger is being inauthentic and will want to steer clear of them.

Being authentic is more likely to get someone to do business with you or fund your project. Be yourself.

I am president of Leadership Dynamics. Check out my Leadership Coaching Program on her website or email: ann@leadyourteams.com

Day-to-Day or Strategic?

Day-To-Day or Strategic?

Key Strategies to Bridge the Gap

By Ann Meacham

You’ve heard the statement, “The same thinking that got us here will not get us to the next level.” To break out of the mentality that we (I) can accomplish whatever we want because we’re smart and hardworking you will need to begin thinking strategically and more long term.

As you take on strategy development for your organization, critical thinking and actions will create a path for achievement and success.

Ask these 5 Key Strategy Questions:

1. Who is critical to our organization’s success?  Customers/clients, employees, leaders, investors?

2. What are they looking for from us, the organization, each other . . . .today . . . . in the future?

3. What are our Drivers and Blockers? 

Drivers are our strength: mission, vision, resources, product or service, skills/talents. They help us break through barriers

Blockers: ineffective systems, poor performing teams, misaligned purpose and goals, etc.)

4. Where do we want to be in 3 – 5 years?

5. How will we get there?  What’s the plan?

CASE STUDY

Alfred* founded his firm 5 years earlier.  It grew steadily every year (even during the recession.)  He believed there were greater achievements, profits, and a reputation in their future and had many ideas floating in his head.  As an entrepreneur being smart, quick and hardworking had created a small multi-million dollar firm.

He could see that the way they had been operating would not sustain future growth.  Something had to change.  Should he restructure? Could his current leaders manage the change?  Did he need new leaders? Could the company continue to provide quality service to its current customers/clients and grow too?

At a 1 ½ day off-site with the senior leaders and department heads, we answered the 5 strategy questions, and finished with 5 distinct goal-oriented projects.  The teams that formed around the projects jumped into action.  The energy in the new forward movement could be felt and results from new efforts could be seen.

OUTCOME

At the end of the 1^st year they:

· Added 30 people.

· Restructured and/or consolidated some departments.

· Reassigned or replaced several leaders, reducing the number of leaders from 13 to 6.

· Revenues increased by 40%!

Where will your organization be in one, two or three years? Are you ready to close the gap?

Ann is president of Leadership Dynamics. Sign up for a Free Leadership Strategy Session or check out her Executive Coaching Program

More Common Communication Mistakes that You Might Be Making (part 2 of 2)

These are behaviors we have all been guilty of at some time.

If you missed part 1, click here to read 6 Common Communication Mistakes



7. Having negative or apathetic body language.
People are constantly throwing off a storm of signals. These signals are often silent (non-verbal) messages communicated through the sender's body movements, facial expressions, voice tone and loudness. If these don’t match your words, you may be viewed as inauthentic and not someone to trust.

8. Not paraphrasing and restating what the other person says.
The only way they can know that you heard and understand them is to restate what they said or comment in some way.

9. Letting your emotions control what you say.
Words cannot be retracted.  When you’re angry, pause for a few seconds (minutes, hours) until you can think logically and create the outcome you desire.  

10. Attacking other people’s character instead of what they say or do.
Disagree with what someone says.  Resist saying, you’re a jerk! Instead of tearing them down, build them up.

11. Expecting people read your mind.
Speak directly and give clear expectations.  Remember, no one is a mind reader.  You can prevent being disappointed by clearly stating what you want.

12. Giving up your power with your words.

STOP saying “I’m sorry.” If an apology is warranted (and often it is not) DO say, “I apologize” ….that I missed the meeting, forgot to bring my report, etc.    There are lots of ways to be polite without coming across as weak.  The other person is more likely to take advantage of you if they believe you are weak. And will trust you if they believe you are sincere.
Being a good communicator takes effort. It’s like being a good athlete - you have to practice if you want to be good at your craft!

Are you the communicator you need to be?

Ann Meacham is president of Leadership Dynamics.  She works with business owners and executives to help them see issues that need to be addressed and ensure the focus in on the big picture. 

Check out our Executive Coaching Program Email a comment to ann@leadyourteams.com  For more about us take a look at How We Work

6 Common Communication Mistakes You May Be Making

Miscommunication can make or break our world.  Bad communication leads to broken relationships:  with the people you work with, your clients or customers, your family, your at-large community.




6 Common Communication Mistakes that you might be making:

1.  Not using "we" language.
Newsflash.  Relationships are not a competition.  Or at least they shouldn't be.  When you start to think in terms of "me" and "you", it's time to reframe the conversation and think of yourselves as a team.  Work to solve a problem, not to be victorious.

2. Not giving eye contact.
When people are not looking at us when we talk, how does that make you feel?  Not good, right?  So try living by the golden rule and give other people the same courtesy that you want to be given.

3. Interrupting.
What does it say to someone when you interrupt them?  It says, "What I have to say is more important than what you have to say."  This can be a result of excitement or a desire for power.  Either way, it still says.  "I'm more important than you."

4. Making assumptions before you hear the whole message.
You have probably had the thought, "Oh I don't even have to hear the rest of this - I already know what they're going to say!" Well, maybe you do .... maybe you don't.  Don't do that.  We don't like when people make assumptions about what we are saying, do don't do that to other people either.

5. Not asking probing questions of other people.
Saying things like, "Tell me more about that" or "So how did that make you feel?" lets the other person know that you care about them enough to ask for more information.  That's called a probing question. Ask people to elaborate.  It makes them feel good and shows that you're interested.

6. Needing to "win" an argument.
I repeat.....Relationships are not a competition.  Admitting that you're wrong is not a sign of weakness.  It is a sign of maturity.  No one is right all of the time.  Don't think you have to "win."  Acknowledging your mistakes will not give away your power.  It shows that you are the better person because you can be honest.

Being a good communicator takes effort.  It's like being a good athlete - you have to practice if you want to be good at your craft!

Are the communicator you need to be?

Ann Meacham is president of Leadership Dynamics.  She works with business leaders to help them see issues that need to be addressed and ensure that the focus is on the big picture.

Sign up for a Free Leadership Strategy Session on her website.  Email a comment to ann@leadyourteams.com  

Ann Meacham

“I’m overwhelmed; no time to plan!”

Face it: Firefighting is an adrenaline rush. Sitting down to plan requires discipline, quiet time and deep thought. When businesses focus on the mini-crises that are always erupting around them, they lose sight of their goals and their strategies for success.

Lack of clear purpose, vision and direction create a culture of wasted time and money. Vision-purpose is a powerful tool to keep you moving forward.

What can you do?

STOP! …get away from your work if only for a couple of hours.  Focus on thinking about what outcome you want.  This isn’t only about money.  What do you want your company to look like in three years?  What are the steps you will need to take to become that?

Once you have a clear picture of what it will be, deciding on a plan becomes easier.  

To set expectations that you and your people can meet decide:

What is the goal?  3 – 6 goals that will lead to the Vision

How will be accomplished?  Steps that will lead to the outcome.

Who will champion it? Make sure it happens.

When do the parts need to be completed? Create milestones.

Where can you go for help?  Delegate, access a resource or hire someone when needed.

Focus on strategies for growth and the firefighting will subside.  New revenues will start to flow!

Ann is president of Leadership Dynamics. Sign up for bi-weekly insights with her Leader's Digest.  Go to www.leadyourteams.com