• 83% of organizations say it’s important to develop leaders at all levels, yet only 5% have actually implemented leadership development at all levels (Brandon Hall).
• Nearly HALF of new leaders do not receive any leadership training (Chief Learning Officer).
• 40% of new leaders fail in their first 18 months. Often the root cause is that they instinctively think that what made them successful before will make them successful in the new job (George Brandt, Forbes Magazine).

Can I just say: Sink or swim is NOT leadership development!

Without leadership development, new leaders are likely to lead the way they were led and that may NOT be a good thing!

All too often people are promoted to leadership because of seniority or their individual performance. Yet as indicated by the new leader failure rate, a new set of competencies is required to become an effective leader.

According to the Center for Creative Leadership, frontline leaders need to master the following competencies:

• Self-awareness
• Learning agility
• Communication
• Political savvy
• Motivating others
• Influencing outcomes

Although a new leader may already have some of these competencies, they are now accountable not just for their own work but also the work of others. They need to learn how to adapt to different personalities and communication styles, create a vision and roadmap to get there, resolve team conflict, give and receive feedback, and develop others. And this is where leadership development comes in.  

New leader training needs to be a key component of every organization’s learning and development plan. And it should not be just a one-day event around policies, performance reviews and disciplinary actions.  It needs to be structured in a way that gives participants time to apply their learning, receive feedback, and get the ongoing support necessary (mentoring, coaching) to grow into the next line of senior leaders and executives.

Here’s another stat for you. Only 11% of surveyed organizations said they have a “strong” or “very strong” leadership bench, according to a 2021 Development Dimensions International (DDI) Global Leadership Forecast. 

Don’t neglect your bench!

Check out our Keep it Real Leadership Program and register for one of the upcoming sessions.

Build your bench strength, grow your business!

Till next time, keep it real.

Karen

The post Leadership Development for New Leaders is a Must! appeared first on PeopleThink.

A few years ago, SMITH Magazine published Not Quite What I Was Planning: Six-Word Memoirs by Writers Famous and Obscure. The book, inspired by a six-word story said to be written by Ernest Hemingway (“For sale: baby shoes, never worn.”) was a compilation of six-word memoirs submitted by SMITH readers.  Since then, SMITH has come out with additional six-word books on a variety of life topics, including love, Dads, and work. 

So, I’ve been thinking. With the new year starting, and all of us hoping for a huge improvement over the  past two years, how would you say what you hope for in 2022 in only 6 words?

To give you some inspiration, here are a few examples from the original book:

It was worth it, I think. – Annette Laitinen

Many risky mistakes. Few regrets. – Richard Schnedl

I’m the fine print. Read closely. – Kristina Grish

And here are a few we’ve come up with related to PeopleThink’s focus areas.

Leadership:
Inspire. Support. Let them surprise you.

Communication:
Two ears. One mouth. Use proportionally.

Teams:
I set the vision. They execute.

People:
Every person is different. Adapt accordingly.

OK. Now it’s your turn. Let’s hear YOUR six words on what your HOPE is for 2022. Please comment and share…

Till next time, keep it real.

Karen

The post You Have 6 Words – What’s Your Hope for 2022? appeared first on PeopleThink.

And it is getting worse.

Although employee productivity over the past year is up, it has come at a significant human cost.  Fifty-four percent of employees feel overworked, and 39% feel exhausted, according to the 2021 Microsoft Work Trend Index Report.  Much of it is caused by the increased “digital intensity” of workers’ days.

Just look at the data from the report comparing Microsoft 365 collaboration trends between February 2020 and February 2021

• 148% increase in time spent in meetings
• 45% increase in chats sent per week
• 42% increase in after-hours chats sent per person
• 40.6 billion more emails sent

It’s no wonder that droves of employees are heading toward the door in The Great Resignation.

Here are some suggestions from Kaiser for companies to address workplace stress:

• Hold a workshop to identify common stressors and brainstorm possible solutions
• Align company policies with best practices for preventing stress and burnout
• Educate employees about available stress management and mental health resources, including your EAP (Employee Assistance Program) and health plan
• Offer activities like meditation and yoga, mindfulness programs or apps, or resilience training
• Continue asking for feedback and improving so that stress management becomes integral to your culture

It’s also important for employees to feel empowered and to know when to say “when.”

Here are some tips for employees:

It’s okay not to be okay. There’s no shame in admitting you’re overwhelmed or overworked or simply burned out. We saw some great examples of this in the recent Olympics when several athletes prioritized their mental health over others’ expectations and accolades.

Take frequent breaks during the day. Breaks are even more important in a remote and hybrid world, according to Dr. Mary Donohue, Founder of Digital Wellness. “In digital, information is overwhelming and can lead to a constant state of panic. You need to make a quiet space in your day to allow your brain to distill the constant flow of information.”

Talk to your leader. Explain what’s going on and work together to co-create a solution and learn about resources for help. Some time off, a flexible schedule, taking advantage of the EAP program, for example.

Make time to feed your soul. Whatever makes you happy, makes you laugh, calms you down, just do it. On a regular basis.

Use your vacation time. And TOTALLY disconnect.

Remember, if you don’t take care of yourself, you’re not going to be good for anyone or anything!

Find even more stress busters in my Stress for Success podcast series.

Till next time, keep it real.

Karen

The post It’s Time We Paid Attention to Workplace Stress appeared first on PeopleThink.

When managed effectively, however, conflict can actually be a good thing. New ideas are born; relationships are deepened through the airing and resolution of differences; teams grow stronger. When you are a leader in the midst of conflict, however, and attempting to deal with it while juggling everything else, it can be a bit overwhelming.

Here are 5 tips for managing team conflict effectively.

Be self-aware. Understanding your leadership strengths and how you react under stress is essential to handling conflict in a constructive manner. Often our positive traits can be perceived as negative when they get overextended during stress. For example, if you tend to set the bar high for yourself and others, this may be perceived as an unreasonable demand for perfection by a team that is struggling with workload or other internal issues. If your strength is leading through people, when stressed you may spend too much time trying to make sure everyone is happy rather than focusing on the collective team goals.

Know your team. The best teams bring diverse personalities, skills and experience to the table. Recognize the value that each individual contributes to the team. Build the team’s awareness and appreciation for different skills, ideas and approaches. Provide opportunities for productive interactions and mutual understanding. This will help you create a foundation for effective conflict resolution.

Make the time to just listen. When a deadline is looming, and the team can’t seem to get past a conflict barrier, you may be tempted, as the leader, to force an end to the issue and just push your position through. Don’t. Make time to listen to all sides so you can get to the core of the issue and help the team co-create a solution.

Harness the power of diverse thinking. Create an environment that encourages open communication and fresh ideas and approaches. Reach out to those who are less vocal to ensure that their ideas get added to the mix. When everyone feels heard and appreciated, “conflicts” become productive discussions.

Chart the way forward. Embrace the “lessons learned” from the bumps on the journey, refocus on the goals and move forward.

Want to learn more about your leadership style and the styles of your team for more effective conflict resolution? Contact me at kcolligan@PeopleThink.biz.

Till next time, keep it real.

Karen

The post Team Conflict: The Good, the Bad and The Ugly appeared first on PeopleThink.

Yet here’s the thing. Feedback is a growth opportunity. The key is in having the right mindset to take advantage of that opportunity.

Here’s how.

Shift your thinking. In her book, Mindset, Dr. Carol Dweck, professor of psychology at Stanford University, talks about two mindsets – a fixed mindset and a growth mindset. People with a fixed mindset believe their intelligence is a fixed trait and that it’s talent not effort that creates success. People with a growth mindset, on the other hand, believe that “brains and talent are just the starting point.” They recognize that continuous learning is essential for great accomplishment. Practice a growth mindset by being receptive to feedback.

Ask for it. Not from everyone, but from people you respect and who know you. They may have some ideas that can help you grow.  They’ve been waiting for your permission to share them with you. Be specific in the ask. “I want to be sure I’m conveying confidence when I’m presenting. What observations do you have, and how can I improve?” Research shows that people who seek feedback have higher performance ratings and are happier overall.

Conversely, a 3-year study by Leadership IQ found that the biggest reason new hires fail (46% of them fail within the first 18 months) is because they cannot accept feedback. Seriously? You’d think that, being new, they’d be more open to it. Nope. Of those who fail, for 26% it’s because they’re uncoachable and for 23% it’s due to lack of emotional intelligence (which also relates to being able to accept feedback.) Only 11% fail due to lack of technical skills.

Listen. Even when feedback is uninvited (or unwelcome) allow yourself to just listen. Ask for clarification – and/or a specific example – to be sure you understand what the other person meant. If you feel an emotional response coming on, take a breath (not a sigh and eye roll) and say something like, “Thank you for that feedback. Let me think about it.” Then really do think about it and pull from it what is useful.

Take notes. When someone gives you feedback jot down in your own words what they said. That will take the sting out of it and also give you the opportunity to tie it to specific examples in your work or behaviors. Look for patterns. Maybe there’s a non-word you use all the time that is impacting your credibility when presenting or speaking to customers. Writing that down will make it real and help you think about how to fix it.

Say thank you and follow up. Feedback is a gift. Say thank you. And one of the best ways to show your appreciation is to actually implement what you learned from the feedback. It doesn’t mean that you have to make every change. What it means is that you have to at least think it through and capture the nuggets of wisdom that will contribute to your growth.

“We all need people who will give us feedback. That’s how we improve.” – Bill Gates

The post Accepting the Gift of Feedback appeared first on PeopleThink.

So, what is your responsibility, as a leader, in initiating and continuing your personal development?

First, become self-aware. Spend some time reflecting on the behaviors and skills that have helped you thus far in your career and be honest with yourself about those that have worked against you. If given the opportunity to take a personality assessment, 360-review, or candid conversation with your leader about your strengths and development areas – take it. Gaining self-awareness is the first step on your journey (blaze that trail!) to becoming an effective leader.

Create your personal vision, or as I like to call it, your leadership mantra. What kind of leader do you want to be? Who was the best leader you ever had? What was remarkable about them? In the leadership model I use – Lumina Leader – we look at four domains of leadership: Leading with Vision, Leading with Drive, Leading to Deliver, and Leading through People. As leaders, we should develop competency in each of these domains, yet we tend to operate most frequently in one or two of them.  Here’s a brief description of each. Where do you see yourself?

Leading with Vision – focuses on strategy, innovation and inspiring the team.

Leading with Drive – provides the team with very clear direction and is focused on achieving excellence.

Leading to Deliver – strength lies in planning, follow-through and accountability.

Leading through People – focuses on coaching and developing the team and creating win-win partnerships.

Identify and acknowledge gaps. We don’t often associate humility with leadership and yet, the most effective leaders are willing to admit they don’t know it all. They are continuously learning. What are the areas you need to develop to become the leader you want (and need) to be? Make a list, make a plan, set some goals – create a trail map for your leadership journey.

Take action / be an advocate. Back to the other half of this leadership development shared responsibility.  Once you have your trail map in hand, leverage any leadership development offered by your organization. If none is offered, advocate for it. Leadership development comes in many forms, and the most effective programs are a combination of them.  Learning is a process, not just an event.

In my leadership development work with organizations, I’ve seen the greatest benefits come from programs where we used a variety of components from the following: workshops, mentoring or coaching, assessments, stretch assignments to apply the learning, teach-back sessions conducted by participants, leadership forums, required reading, etc.

When the responsibility for leadership development is shared, with leaders driving their personal development and organizations providing the opportunities and resources for them to do so, everyone succeeds.

Till next time,

Karen

The post Leadership Development – A Shared Responsibility appeared first on PeopleThink.

“I don’t know how it happened.”

“I think Sally is the bottleneck.”

“It’s not my job.”

“I didn’t have time to do it.”

“It’s not my fault.”

“No one else got theirs in on time.”

Sound familiar? I agree with Ben Franklin, who said, “He that is good for making excuses is seldom good for anything else.”

It’s time to ditch the excuses and create a culture of accountability. And it takes leaders, teams and individuals working together to create and maintain that culture.

Leaders:

Set the example by owning up to your mistakes, oversights, missteps. If you never accept personal responsibility for something, how can you expect your team to?

Find (and share) the lesson in the failure. What could you have done better, what will you change? Acknowledge the impact that your actions (or lack of action) had.

Create a trusting environment with open communication where all team members are encouraged to share successes and failures for the purpose of learning and continuous improvement.

Be clear about expectations. Employees are responsible for tasks and activities and accountable for outcomes. Be sure those are clearly defined and understood.

Hold people accountable. Be clear about both expectations and consequences.

Teams/Individual employees:

Understand what accountability means. Merriam-Webster defines it as “the quality or state of being accountable, especially: an obligation or willingness to accept responsibility or to account for one’s actions.” A lot of people use responsibility and accountability interchangeably. A responsibility is something you are required or expected to do, such as an activity or task. Accountability is you owning up to the consequences if you don’t do it or the outcomes are less than expected. Accountability is after the fact.

Avoid the blame game. Children often deflect blame because they are afraid of getting in trouble. Some adults do it for the same reason. Others because they are embarrassed and want to save face. Still others (one particular example in the news a lot lately) because their POV is that nothing that goes wrong is ever, ever their fault. It’s always someone else’s. Pulease! Be a grown up. Accept the blame. Apply what you learned. And do better next time.

Ditch the excuses. Instead simply say: “Yes, it was my fault. I dropped the ball. Here’s what I learned. Here’s how I’ll make sure it doesn’t happen again.”

As a team, hold each other accountable. Get clear about interdependencies and the impact of mistakes and missed deadlines. Work on creating an environment of open, honest communication that will support this.

“If you don’t have time to do it right, when will you have the time to do it over?” – John Wooden

Till next time,

Karen

The post Creating a Culture of Accountability appeared first on PeopleThink.

Keep your thoughts positive,
Thoughts become your words;
Keep your words positive,
Words become your behaviors;
Keep your behaviors positive,
Behaviors become your habits;
Keep your habits positive,
Habits become your values;
Keep your values positive,
Values become your destiny.
– Mahatma Gandhi

Happy Holidays!

Karen Colligan
December, 2015

The post Happy Holidays from PeopleThink appeared first on PeopleThink.

As a team leader, it’s easy to fall into like = harmony thinking. Avoid conflict. Get to the performing stage quicker. Shorten the decision cycle. And yet, without giving air to those different notes – different ideas, strengths, approaches, views – you miss the opportunity to create something innovative and new. Same ol’, same ol’ produces the same ol’, same ol’. Every time.

Consider this scenario.

Mike is about to meet for the first time with a temporary project team he’ll be heading up for the next several months. The members were assigned to him, so he had no input into their selection. He’s disappointed that he wasn’t asked to pull together a team from “his” people, who think just like him. Life would be so much easier. He hasn’t met any of the team yet, but he’s spoken with four of their managers and has made some notes.

Robert. Quick-thinking. Direct. Not afraid of conflict or challenging the status quo. Confident and decisive. Track record of meeting deadlines and staying within budget. Competitive. Task-focused.

Yolanda. Lots of ideas. Good at creating a vision and inspiring others to follow. Outgoing and friendly. Likes variety and flexibility. Tends to change topics quickly during discussions. Relationship-focused.

Gary. Quiet and reserved. Great listener. Works to ensure that everyone has the opportunity to be heard. Good at coordinating efforts and maintaining strong relationships. Strong focus on values.

Barb. Analytical and detail-oriented. Excellent at ensuring all bases are covered. Processes information by asking questions. Lots of questions. Takes a systematic approach to decision-making.

Mike wonders how he will ever be able to meld these diverse styles together to complete the project. He worries that Robert will compete with his leadership, and that Barbara will get too caught up in the details to get anything done. And how will Yolanda and Gary work with the other two?

Mike decides that the only way forward is to embrace the differences instead of fearing them. And a magical thing happens. Yes, there are some conflicts at the start – as there are on all teams – but those conflicts, and the different approaches, perspectives, talents, ideas, and strengths harmonize into a final product that is far superior to anything Mike in his monotone world had ever seen. Because…

Yolanda created a vision.

Robert kept them on track.

Gary ensured they were heard.

Barb let nothing fall through the cracks.

Want to learn more about individual styles and the value each can add to your team? Contact PeopleThink: 415.440.7944 or kcolligan@peoplethink.biz.

Till next time,

Karen

The post Each Work Style Brings Value to the Team appeared first on PeopleThink.

Where’s that kindness in the manager who won’t adjust your schedule so you can attend your child’s play? Or the coworker who won’t pitch in when you and the rest of the team are overloaded? Where’s that kindness in the driver who narrowly cuts in front of you just to gain one car length at the stoplight? Why does it take a disaster to bring out the spirit of “I care”?

Let’s face it. We live in a stressful time. Most of us are being asked to do more with fewer resources and less time, and yet expected to deliver higher quality results. It’s no wonder people are cranky. And yet – cranky is as cranky does. And it just keeps replicating. It’s time to stop the madness. Here’s my 3-step formula for creating a culture of kindness. Let’s start it as a ripple, let it grow to a wave, and perhaps it will become a tsunami of “I care.”

Step 1. Look in the mirror. Are you being kind – to others? To yourself? Do you allow yourself to get overextended when stressed, or frustrated, or pressed for time? By overextended, I mean when those good qualities you have go overboard. When attention to detail becomes analysis-paralysis. When your creativity spawns multiple, random ideas, but no action. When a focus on action becomes a grasp for control – or aggression. Do you recognize when this happens, and how do you rein in those qualities?

Step 2. Nurture your support system. One way to rein in those qualities is, of course, to be aware. Another way is to create and nurture a support system, of people, places and activities that bring you back to center. Who are the people – friends, family, colleagues – in your support system? And how are you supporting them? In addition to helping you through those overextended days, a good support system, according to the Mayo Clinic, is beneficial to your overall health.

Step 3. Lead by example. Start the ripple of kindness by setting examples of kindness every day. Hold the door open for someone. Offer help to a coworker who’s struggling with a project or a complex issue. Hold back that nasty retort when someone says something rude to you. Set the example and others may follow.

And most of all, as Ellen says every day at the end of her show: “Be kind to one another.”

Till next time,
Karen

The post How About a Little Kindness? appeared first on PeopleThink.

January is the month when typically we reflect on the past year and make plans for the New Year. What did we learn from 2014? What can we do better, more of, differently in 2015? A very valuable exercise, indeed. But here’s the thing. Once that’s done and our goals are in place, we often spend so much time focused on how we’ll improve tomorrow that we forget to appreciate today.

Have you ever gotten to the end of a week and thought, “Whoa, this week is a blur, did I miss something?” Most likely, you did. Because you didn’t take time to, well, “capture the moment.” Think of all the magical moments you’re missing because you’re so focused on that next meeting, your quota for the quarter, or some other future event. That even carries over into our personal lives, where our calendars and personal devices are crammed full of social, family and personal development activities. And managing our connected futures seems to take our constant attention. Look around a crowd of people anywhere – what are 99% of them doing?

I’ve declared 2015 “The Year of Being Present”, and I invite you to join me. Here are 5 ways to do it.

1. 1. Pay more attention to the little things. A sunrise, a smile from a stranger, your child’s latest discovery, a “thank you” from someone you helped or coached.
   2. Listen. Really listen. Too often we are forming our response or thinking of other things when someone is speaking to us. Be in the moment and focus entirely on them. You will be amazed at what you’ll learn, and how good you’ll make them feel.
   3. Figure out what ignites your soul and do it. Often. Schedule it. Capture it. Repeat it.
   4. Say “thank you.” Always. We seem to run through our days so quickly that we forget to stop and say “thank you” to those who have helped in some way, or given advice, or shown a kindness. Be specific, and if possible, do it in person.
   5. And most importantly, have at least one belly laugh, every day. Laughter is an incredible stress-reliever and healer. And so powerful when shared. DO NOT miss the moments of laughter.

I’d love to hear your ideas about how to be more in the moment.

Here’s to an incredible and “Present” 2015!

Till next time,

Karen

The post Welcome 2015: The Year of Being Present appeared first on PeopleThink.

Am I really going to have to balance six feet in the air and trust that my partner will ‘have my back?’ What if they’re as freaked out by the exercise as I am?

Really? Another must-attend dinner? On a Friday night when I’d much rather be at home with my family, relaxing and watching a movie?

Sound familiar? I thought so. With the holidays approaching and planning for 2015 on the horizon, you can almost hear the calendars crunching with team lunches, team dinners, team outings, team challenges and of course, team work. While there may be some value in these activities and get-togethers, they often feel forced and may even be counterproductive.

Why not let team relationships develop more naturally, in a way that is meaningful and supported by the team? Here are some ideas.

Let the team decide. Instead of HR or an events person selecting an activity or scheduling a lunch, put the task to the team. Give them a budget and a timeframe and let them exercise their creativity and collaborative skills. You may be amazed at what they come up with.

Embrace diversity. Recognize that while some on the team may jump (literally) at the opportunity to compete in something physical, others may prefer a more low-key approach to bonding. Consider allowing mini team activities or finding a multi-purpose venue and letting team members gravitate naturally toward their preferred activity.

Consider focusing on others. Most people like to “give back” to the community, but many don’t have time on the weekends because of family and household activities. Take an afternoon off and volunteer as a team at a food bank or some other local charity. Not only will it give the team a shared experience to bring them closer together, it will increase their positive feelings about the company. Research shows that companies who give back to their communities have better brand visibility, more highly-engaged employees and stronger relationships with customers.

Most of all, be sure you are consistently modeling the behaviors that create a cohesive, high-performing team: clear expectations; open and honest communication; constructive feedback; mutual respect; and opportunities to share in and celebrate successes.

Till next time,

Karen

The post Forget Ropes Courses and Mandatory Dinners – Let Teams Develop Naturally appeared first on PeopleThink.