Archive for the ‘Leadership Skills’ Category

Do you suffer from procrastination?

Friday, May 27th, 2011

"When I get the feeling to do something, I lie down until the feeling goes away"

We’re all guilty of it, and know we’re doing it, so just why do we put things off?  When you finally decide to start that project you know has to be done, tidying up your desk, or making a coffee suddenly become quite appealing.

There are many reasons why we delay doing the important but not urgent stuff:

  • The project is so big you don’t know where to start.
  • The project isn’t interesting.
  • You have too long to do the task.
  • You don’t like the task you need to do.

We put off the majority of important tasks because they are too overwhelming. They are too complex or time consuming for us to handle.

Swiss Cheese Technique

Alan Lakein suggests the Swiss Cheese Technique.

  • Pick a small task related to the main project & do it.
  • Follow this task with another small, easy & instant task & do it.

This process is dubbed as poking holes in the cheese. Eventually the cheese gets filled with holes, you get more and more involved in the project and it becomes much easier.

Don’t try and bite the same hole out of the cheese twice. If you tried one task and it didn’t lead to involvement, just try another task. Use the same technique for unpleasant tasks – do little 5 minute tasks then do something else.

Eat the ugly frog first!

Mark Twain said that, suppose tomorrow morning the first that you do, is catch a live frog, stuff it into your mouth, munch it down and swallow it all up. Once you did that, the day can’t get much worse now can it?

Therefore every morning, find the ugliest most repulsive task that you have on your to-do list (i.e. your frog) and knock that off before getting on to doing anything else. Once you’ve got that done, the rest of the day when you’re doing the easy tasks would seem like relishing your favourite dessert.

Brian Tracy, author of ‘Eat That Frog! 21 Great Ways to Stop Procrastinating and Get More Done in Less Time’, takes the analogy further:

  • If you have to eat a live frog at all, it doesn’t pay to sit and look at it for very long.
  • When you’ve got two frogs, eat the ugliest one first.
  • You cannot eat every tadpole and frog in the pond, but you can eat the biggest and ugliest one.
  • How do you eat your biggest, ugliest frog? The answer is: “One bite at a time.” i.e. you break it down into specific step by step activities and then start on the first one.
  • You should never be distracted by a tadpole when a big frog is sitting there waiting to be eaten.

Hungry?

Are you putting of making a big decision?

Friday, May 27th, 2011

We make decisions every day. What to wear, which route to take, how to spend our money. The smaller decisions are relatively easy because you can probably cope with the result of making the wrong decision. But what about the bigger decisions?

What stops us from making decisions? In most cases it's the fear of getting it wrong.

'Fear' is expecting something unpleasant to happen in the future, based on the experience of something that happened in the past.

Do you remember the last 'bad' or 'wrong' decision you made? How did you manage with the fallout, the embarrassment, picking up the pieces?

The unconscious fear behind making a big decision, more often than not, is whether we can cope if we make the 'wrong decision'.

Before you make a big decision, consider whether you can handle it if it's the wrong decision. A good way of helping you to have more faith in your decision making is to determine what your style is. What's working and what's not?

Review your most recent 'good' decisions. How did you make the decision? What was your decision making strategy? Was it based on gut instinct, how it would affect other people, or was it based on fact, rationale and research. Or maybe a mixture?

I have found it useful to make a list of all the good decisions I've made and how I made them, then a list of the poor decisions I made – and how I made them. It's interesting to see a theme emerging!

My natural style is to follow my gut instinct, my emotions. I decide whether I like someone and gather personal recommendations. Yet often I forget to gather solid facts and figures and do the research. Now that I'm aware of where I've been going wrong, I know that it's important for me to use my logical and rationale side, as well as my emotional side.

Look on the bright side, when you make a wrong decision, at least you can learn from the experience. If you choose to of course.

"Good decisions come from experience, and experience comes from bad decisions." Anon
 

Engaging for the future?

Monday, August 2nd, 2010

As a business owner or business leader, wouldn’t your life be easier – and your company more successful – if your staff were as motivated as you, performing to the highest level, always prepared to go the extra mile and committed to your organisation?

If this describes your work force, then you already have good employee engagement, and yet a recent report  commissioned by the Department for Business, Innovation and Skills, found that only a third of UK employees are actively engaged in their jobs.

The MacLeod Report, published in July 2009, sent a clear message to the UK plc last summer, that good employee engagement is vital for organisational success and is even more crucial in the current economic climate.

But does Employee Engagement really matter? Research indicates that the benefits of increased employee engagement include better financial performance, increased innovation, more employees advocating their organisation, reduced absenteeism/turnover and higher employee well-being. Financially it makes a lot of sense.

We can see that it is important for success, but just how do you engage your employees? The report found that some key drivers for engagement are personal values matching organisational values, meaningful work, a sense of community, valued performance and individual opinions listened to and valued.

At a one day conference, ‘Engaging for the Future’, the authors of the MacLeod report, David MacLeod and Nita Clarke shared their ideas and facilitated group discussions to explore the behavioural challenges associated with employee engagement. Many business owners and leaders are aware of the need for employee engagement, and yet there appear to be barriers stopping them from getting the employee commitment they need for success.

Through group discussion at the conference, we found that the key obstacles were lack of communication (across the organisation), leadership skills, employee/line manager ownership and the current climate.

Many leaders fail to engage their staff when their natural style is systematic and delivery focused. Leaders generally like to take charge, get results; they are practical, rational and efficient. This style of leadership may get the results but this could be at the expense of the individual if people’s feelings are neglected, if employees don’t feel valued or empowered. There is a well known saying that ‘employees join an organisation, but they leave their bosses.’

As an experienced Executive Coach, it is obvious to me that the success of a business lies within the people, and if you look after your leadership team, develop and hone their leadership and people skills, they will be better equipped to motivate and engage your employees, contributing to a more successful organisation.

 

Win Win Conversations

Tuesday, July 27th, 2010

How often do you take on tasks or accept invitations that you haven't got time for (or don't want) because you don't want to upset someone by saying No?

How often do you hold back from saying what you really want to say because you don't want to appear rude or aggressive?
How much time and energy do you spend worrying about how to get out of things you shouldn't have agreed to in the first place, or drumming up the courage to say you're not happy?

We often confuse being assertive with being pushy or arrogant, when in fact to be assertive means 'to behave in a confident way in which you are quick to express your opinions and feelings'.

Some dictionaries define assertiveness as being aggressive, which is why I like to call it: 'Win/Win Conversations'
For me, assertiveness is the ability to say what you think or feel, or to say what you need, without upsetting the other person. It means saying what you want to say with confidence, with respect for yourself and respect for the other person.
It's about having Win/Win Conversations.

So if this means changing your behaviour – and a habit of a lifetime – is it worth it?
I think there are many benefits. When you adopt a win/win approach you will:

 

  • Handle conflict more easily
  • Feel more in control
  • Be treated with respect
  • Make better use of your time
  • Be trusted by others
  • Tackle problems head on
  • Be perceived as professional
  • Reduce your levels of anxiety and stress.
  • Feel more confident
  • Have higher self esteem

 

Convinced?

Once you understand what's stopping you from being assertive, then you can start to move forward and adopt a more healthy and resourceful behaviour. Although assertiveness (as opposed to being aggressive or passive) is often seen as a personality trait, it is in fact a skill or technique that any person can learn or use.