There is nothing quite like the adrenaline rush of that moment when you’re first awarded an important leadership role.
Having “finally arrived” you imagine yourself as the rock star taking center stage at a roaring stadium of adoring fans. You can almost hear the ear shattering cheers of the crowd as they clamor to get closer, iPhones in hand, ready for the chance to take a cherished selfie and bask in your celebrity. The congratulatory comments and notes follow soon after, as do the handshakes, hugs and back slaps of colleagues, some of who may be actually be truly happy for your success.
But, after repeatedly playing this movie in your head, (in which your performance in the leading role is, of course, Oscar-worthy) at some point you come face to face with the enormity of your responsibility to others. Grand titles and big salary aside, the burning issue now is how you’ll show up as a leader and what legacy you’ll leave behind. (read more…)
It seems every day brings more e-mails, more data, more information to sort through. Your workload increases but you can’t add more hours to the day. How can you push back?
- Rein in e-mails. A leading report says businessmen and women receive an average of 121 e-mails a day. And that number will keep growing. Create a system to avoid being buried in the deluge.
Allot only a certain amount of time to scan your emails each day. Find a system of deleting, saving, and acting on them that works for you.
Consider reducing the number of emails you send out. Who really needs to be CC’d on them? Do you need to “reply all”? At times you can accomplish the work of a dozen e-mails by picking up the phone and speaking directly with the other person. (read more…)
A friend who coaches a girls soccer team recently shared, that after a tough loss, one of her 13-year-old players said, “Well, you know coach, you either win or you learn.” Yeah! We really are coming to appreciate the value of failure and experiments that don’t go exactly as expected.
But it’s not just mistakes that have value; there’s tremendous instructive power in successes as well. In fact, what distinguishes today’s most effective leaders is that they learn from everything and everyone they encounter. They demonstrate learning agility.
Why learn agility now?
No one will argue that today’s business climate is more dynamic and changeable than ever before. Many have written about the VUCA (volatile, uncertain, complex, and ambiguous) world within which we must operate. As a result, businesses must become increasingly agile. This demands flexible, highly responsive strategies as well as leaders who are:
- Expansive, possibility-oriented thinkers, able to recognize patterns, connect dots, and see changing conditions before others do;
- Collaborative, inclusive, and curious;
- Able to act quickly, set new direction, make smart but fast decisions, and engage in focused experimentation; and
- Equally comfortable improvising as necessary and also translating those improvised moves that worked into codified strategies, systems, processes and tools that help the organization continue to evolve.
It’s time to tee it up, ladies! Too many women are left out of boardrooms and corner offices across America because they don’t play golf. This may sound extreme, but I’m not kidding.
Think about it. Have you ever been asked to play in a work golf outing and politely declined? You validated your decision by saying that you “had too much going on” and could stand some quiet time in the office when everyone else was out on the links.
What you don’t realize is that you just missed out on five to eight hours of quality time with your bosses, colleagues and clients. When do you have meetings that last that long? When have you ever sat with your boss for seven hours? If you think about it like that, you can’t afford to miss out on an opportunity like this again.
The next time this happens, I implore you to say YES. (read more…)
Many workers are beginning to recognize the need to redefine career success in new ways. With fewer promises of progression by way of promotion and with today’s fluid, highly responsive organizational structures, we can no longer evaluate career success against the broadly accepted criteria from the past: movement ever forward toward that higher position.
So, if our former definition of success was based in outward advancement that may be less available today, how can employees find career satisfaction? It all comes down to crafting contemporary definitions that reflect and support current business realities. Three key elements are emerging as alternatives to the old “onward and upward” model: growth, gratitude, and generosity.
For too long, growth and promotions went hand in hand. Development meant moving into new roles that would offer different opportunities. Today’s environment demands that we uncouple these factors. Growth is possible and available right where any employee finds him or herself. (read more…)