As leaders, we have many pathways to help our team members. What is the best approach? That may depend on the individual. Regardless of the path we choose to be helpful, when we believe in the people with whom we work, it can be magical.
My friend Kerry Douglass, a spiritual director, composer, and musician, writes about the beauty of knowing and being known by another person. She has seen the transformation of
individuals when they find they are accepted. She told me she finds confidence and courage to share her gifts with others when she is reminded of her uniqueness, creativity and
Acceptance as we are is very powerful. Being believed in can be deeply gratifying and energizing.
If we believe in our team members, if we show that we accept them and trust them for who they are, and we give them clarity of our expectations and goals for them, they will work hard to live up to our level of trust. (read more…)
In the first post of the series, 4A’s Chief Marketing Officer Alison Fahey, a former executive at Adweek, discusses how her job as evolved since starting in March, the challenges facing advertising agencies and how the 4A’s is trying to serve its members and stay ahead of industry developments.
Be sure to join SmartBrief’s e-mail list for daily updates on advertising, Web marketing, mobile, social media and more.
What was the transition like coming to the association world from consulting and editing/publishing a trade magazine?
I think it’s a good thing I didn’t come here straight from running a newsroom. Having a couple of years on the business side, and then a year of consulting, I gained a better understanding of working with “clients.” Here, our members are our clients and we need to constantly look for better solutions for them. (read more…)
Last week, we asked: Which type of skill do you value more in your team members?
- Technical — being an expert at their work is key: 18.03%
- Functional — skills like leadership and problem solving are most critical: 81.97%
It’s the soft skills that matter. While it’s great to be a domain expert in your field, clearly leaders value functional or soft skills more. Those soft skills can be applied to a broad array of issues, opportunities, and challenges and people who possess those skills are easier to move around the organization to solve other problems. What gets even more interesting is thinking beyond functional skills to “role-based skills” like devil’s advocate, cheerleader, driver, etc. Leaders who can manage all three critical types of skills are much more likely to succeed than those who stay focused solely on the technical competencies. (read more…)
As we approach the final quarter of 2014, most business leaders are shifting their focus to year-end responsibilities, such as delivering reviews, announcing promotions, and repositioning team or organizational roles. While it’s fun and rewarding to convey positive news, many leaders struggle with communicating about and managing the fallout from disappointing news or potentially unsettling changes that are inevitably announced this time of year as well.
There are generally three choices for dealing with such “elephants in the room”: (1) choose to ignore them, (2) dance around them insufficiently, or (3) address them in an open, direct and constructive way. I will always recommend the last approach, accompanied by a manager-as-coach mindset.
A best practice to help leaders coach their people through such stressful situations involves a common sense series of four Ps: Process, Probing, Perspectives, and Planning.
Process. Encourage your people to process setbacks rather than bottling them up. Disappointments obviously conjure lots of emotion, which is energy in motion, so it’s not healthy to simply brush them aside. (read more…)
“To be persuasive, we must be believable; to be believable, we must be credible; to be credible, we must be truthful.” ~ Edward R. Murrow
One of the hardest talks that I had to give took place right before the beginning of my third year as head of school. It was at the back-to-school full faculty meeting and I needed to clear the air about an issue that was on many people’s minds.
The issue was me. Not that I necessarily did anything so terrible that required addressing. But I knew that our insular, largely veteran faculty was still struggling with the transition from their previous boss and the relatively new style of leadership that I represented. My message was simple and direct. I validated the feelings of those who continued to pine for a bygone era and let them know that I was prepared to do whatever I could to ensure the smoothest pathway forward. (read more…)