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.…
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.
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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.…
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.…