Are You Letting Your Team Outgrow Their Past?

Most leaders mature (and yes, that’s me on the right). And yet, often when someone has been with the company for a long time, it’s their old image that sticks. Be sure you’re helping your team outgrow their past.

I’ve seen too many companies go “in search of” the ideal candidate, hire them, and then find they had the right guy all along (after the first one didn’t work out). In fact, I’ve been that guy.

This post was inspired by a recent post by Dan Rockwell encouraging his readers to overcome their past. Brilliant insights. As I was reading it, my heart felt heavy for all the leaders I know who are desperately trying to escape their past and can’t grow beyond their early reputations.

“The past is a weight that grows heavier with the passage of time. Little mistakes grow larger. Offenses get heavier. Failures persecute.” -Dan Rockwell

Most leaders mature. And yet, often when someone has been with the company for a long time it’s their old image that sticks.

Be brave enough to see who’s really showing up.

Anticipate maturity and watch it florish.

Don’t miss out on the most fun part of being a leader– watching others grow.

Be an advocate.

Don’t overlook the game changers who were once young, naive and a little overly _________(brash, politically inept, unconfident, overconfident).

You were too.

Who do you need to give a second chance to?

What are you going to do this year to take your leadership development program to the next level? Call me at 443-750-1249 for a free consultation.

Who Do You Trust? An Easy Team Exercise

“Do you trust me?” What a loaded question. It’s tough, even with people we love. “Sure, I trust you to be faithful, but do I trust you’ll remember to pick up the dry cleaning?” Even small actions can build or diminish trust over time.

Defining the behaviors that breed trust can go a long way in encouraging more of the good stuff on teams. Let’s have some fun with this easy trust building exercise.

An Easy Team Trust Exercise

Materials Needed:

for the initial conversation

  • yellow sticky notes
  • a wall or white board
  • easel paper and markers

to make it last

  • an artist (if you don’t have one on your team, you can find one online for a reasonable price. Joy Guthrie does a nice job. Or you can find other creative help on Fiverr)
  • a laminator

Process:

  1. Ask each team member to write down what they consider their own most trustworthy characteristics, one per sticky note (e.g. set clear expectations, tell the truth, follow-through). They can come up with as many examples as they like. Don’t skip this step, introspection is an important part of the process.
  2. Ask each person to share three of their trustworthy characteristics with the group. Some discussion may occur naturally here. Allow that to happen.
  3. Have each team member place their sticky notes on the wall or white board, and begin to group them into similar clusters.
  4. Identify the themes and write them on the easel paper.
  5. Now the fun part: have the team design their ideal trusted team member. For now this can be just a stick figure with labels, but encourage the team to get creative (e.g. sincere eyes, strong arms for heavy lifting, transparent heart). Name this little guy, or gal (e.g, Trusted Tracy).
  6. To keep the conversation going, have an artistic team member (or rent some help online) draw up the caricature of your ideal trusted team member (with labels highlighting the characteristics). Laminate the caricature (like your very own team Flat Stanley)
  7. When your team comes together for team meetings or other events, find time to ask who wins the “Trusted Tracy” award? And why. This is a great way for people to nominate and highlight the trusted behaviors that are happening on the team. Team members can do a casual “vote” to select a winner, and that person gets to hold on to “Tracy” in his or her cube or office until the next time. This works for virtual teams as well, just take a pic and turn it into an email-able image.

Let’s have some fun ourselves! Send me your ideas for building our own Trusted Tracy, and we’ll turn it into pic. If there are artists out there who want to play, I’ll include them in the post as well. Let’s have a big LGL Friday virtual team builder Even if you’ve never commented before, this is an easy time to chime in.

Thanks for all your contributions!  Here’s our composite (click to see a bigger version).

TrustedTracy(800x600)

Another Way to Outsmart the Competition

The hard-sell is so old school. Anyone with a passing interest in what you’re saying has 17 ways to get 17 different perspectives on what you’re saying in 17 seconds.  Your customers and employees have become conditioned to respond to any hard sell with a Google search for the truth.

The minute the Google-search has begun, you’ve inadvertently outsourced your explaining authority to the vortex.

And yet, the world continues to be filled with executives over-selling their vision, recruiters over-selling unrealistic lifestyles, and salespeople overselling features and benefits. More than ever, telling the whole truth has become a competitive advantage.

Outsmart the competition by being an explainer.

3 Ways to Outsmart the Competition by Being an Explainer

This is part 2 of 7 ways to outsmart the competition. If you missed #1 “Getting There Early.” Click here.

Great leaders are amazing explainers. They go slow to go fast. They take time to explain their ideas, perspective and values. They welcome the tough questions and the slippery slopes. They go there.

1. In Marketing: Teach Before Selling

So many people ask me why I give away so much content. I’ve been told “I don’t understand your model” more than once. But the companies who work with me get it.

My mission to grow leaders is vital. If you really can’t pay, you still need this, and I will share for free. I also know that the best work I do is face-to-face, helping you and your team go deeper. The deeper magic happens when we explore your world together.

I encourage you to adopt a similar approach. No matter what your mission, be a teacher. Help people understand the industry, their environment and what they don’t know. Give boldly. Important work will follow. If it doesn’t, improve your message.

2. In Recruiting: Give a Realistic Perspective

I was shocked to hear one of my MBA students come back disillusioned from a recent sales pitch of one of the big consulting firms. It was the exact same pitch I rejected 20 years ago. The story was “work-life balance.” The label I heard back then was “more nights home than away” (which I soon found out counted weekends, vacation, and holiday… essentially 4 nights of every workweek away.) Today, all it took was a few quick searches to hear the real message “We make it easy for you to hire people to raise your children, clean your house, say your prayers and do your gardening. You won’t have time.”

3. In Engaging Commitment: Tell The Truth

For God’s sake (and everyone else’s), don’t BS. If you are in a conference room trying to spin an uncomfortable message and your heart is sagging, listen to the voice. Your team will see right through any spin you are weaving. Do your best to tell the truth with the best words you can muster. If there’s still stuff you can’t share, whatever you do don’t lie about the future. You will win hearts, minds, and engaged arms and legs by telling the truth at every juncture. I’ve made a career of telling bad news well. Nothing opens the door for true engagement better than that.

What To Do When Results are in the Toilet

I’d much rather take over a team with results in the toilet than one executing on all cylinders. Sure they’ll be some long days and sleepless nights, but there’s nothing better than the electric feeling your team experiences when they accomplished what no one (particularly them) thought could be done. Inspire results like that, and your “A” players will follow you anywhere, and you get to do it all again.

Approach 1: Redefine the Problem

At Verizon, my biggest turnaround successes came in jobs where I had the least expertise. Ironically, we didn’t succeed IN SPITE of my lack of technical knowledge, but BECAUSE of it.

Perhaps you’ve been there (or are here). You’re so entrenched in solving a big hairy problem, all your energy goes to solving that issue. The brainstorming and action planning leads to only incremental improvement.

On the other hand, when you have no freaking clue what to do to fix the problem, you begin looking for problems you DO know how to solve. When the results really suck, and everything’s been tried, solving the problem from a different angle is often just what will change the game.

Approach 2: Redefine Markets

When I took over responsibility for 100 or so Verizon Wireless stores our biggest problem was a saturated market. Everyone had a cell phone. It was all about “switchers” from other carriers.

I encouraged my team to redefine the problem. We didn’t need more retail customers, we needed to convert the small business customers that were already coming into our stores to manage their personal accounts. Look for muddy boots (contractors), ask every customer where they work (“Oh, I’m self-employed”) and we often found they had their business accounts elsewhere. Now we were switching not one line, but five or ten at a time. We quickly led the nation in small business sales which went from 1% to 20% of our revenue mix. Other regions came scrambling to understand our approach.

Approach 3: Redefine Assumptions

I’m embarrassed to admit that when I was tapped to transform our customer outsourcing channel, I didn’t even know that we outsourced calls. I was told the problem was, “How do we hold our outsourcers accountable?” But as I dug further, I was sure that the current approach was the cause of many contentious and frustrating relationships with mediocre results.

When we redefined the problem as “How do we get our strategic partners (we stopped calling them “outsourcers”) to care as much about our customers as we do?” the entire strategy changed. We worked on culture, training and understanding. We treated human beings as human beings, not outsourced gadgets. We reached parity with internal centers.

When you’re really stuck and your results really suck, back away, and try redefining the problem. Ask some naive people to take a look. Perhaps you’re solving the wrong problem.

Tune in on Wednesday for more suggestions on improving bad performance.

Why HR Gets a Bad Name

I’ve been noticing a pattern with some of my clients when I utter the word “HR”–the proverbial eye roll. “What does HR say?” Queue the eye roll. “I think an important next step would be to bring HR on board.” An eye roll rapidly followed by, “Do we have to?” Now before I completely tick off the entire SHRM organization, please know I’m on your side.

I spent the first decade of my career in HR. I spent the next decade keeping my HR and Finance partners as close as possible. In fact, my support team was so valuable in my sales exec role, I gave up revenue generating headcount to build critical staff support functions.

4 Reasons HR Gets a Bad Rap

So if you’re an awesome strategic partner full of confident humility and strategic vision, with a seat at the table, and focused on business results, please comment and share your secret.

If you’re in HR and not getting the respect you want, or if you’ve suffered through a bad HR experience, please share your words of wisdom as well.

1. Weak Talent

Of course this is a real head scratcher that can damage the credibility of the entire HR organization. The HR (or training) organization becomes the dumping ground for people who struggled to “carry a bag” in the sales function or meet their P & L in an executive role. After all they’ve “always been good with people,” so someone “saves” them by moving them to an HR role where they can do “less harm.”

Of course no one says any of this out loud, but the masses are watching. Your A players are watching the most closely, so if this is the game, you can bet your 9 box performance potential grid, they’ll have no interest in an HR assignment, even to round out their resume.

You need YOUR BEST players managing your people strategy, not your leftovers. And even letting one or two mediocre players hang on diminishes credibility for an organization proposing candidates or offering advice on performance management.

2. Disconnected Metrics

If the most important HR metrics are anything other than tangible business results, you’ll never be a serious strategic partner.  Sure you can have process metrics like “time to staff positions” or “diversity profiles,” but HR departments that are focused primarily on such metrics lose focus and make stupid recommendations that result in the wrong candidates being hired or promoted for the wrong reasons.

3. Power trips

I’ve seen witch hunts, goose chases and all kinds of stupidity when a frustrated HR person gets caught up in the power of their position rather than what’s right for the business or for the human beings inside it.

4. Blinding rules and regulations

Strategic HR people sit at the table offering highly creative solutions to real business problems. Sure, they offer advice and stay on the right side of compliance, the law, and the overall good, but stupid adherence to policies that make no business sense will immediately cause people to work around you, rather than inviting you to the bigger conversation.

HR belongs at the table. The best HR folks I know are business leaders first, who also happen to have amazing expertise in HR.

On Confidence, Conviction and Finding Success

A guest post from LGL tribe member, Tom Eakin, about confidence, resilience, and the courage to keep going.

As a U.S. Army Ranger-qualified Combat Engineer Officer, I learned how to find the confidence and conviction to do what it took to accomplish the mission even when it was really hard…especially when it was really hard.

Later, I applied what I’d learned in the corporate environment. I developed a values-based approach that helped my team increase performance by over 300% and was awarded at the highest level by my company.

Two years later, I was fired.

Even though I had proven my values-driven approach increased employee engagement, I was doing something others just weren’t ready to try to understand. Something was missing in the translation.

Why Confidence Can Be Good

Decision-making is the most critical aspect of achieving success: A decision precedes every act. Everything we do leads to what we have, and will, become.

Confidence comes from past successes and learning. Our experience teaches us we can be successful. We need confidence to make decisions in uncertain situations.

The Problem with Confidence

But… we can become lazy in our confidence. Relying more on what experience has taught us and ignoring relevant facts can trick us into thinking that just because something worked in one situation, it will work in another.

My own confidence proved to be deceptive as I tried to expand my values-driven approach beyond my span of authority.

Confidence can leave us without a solid foundation in times of failure.

If I ONLY had confidence to rely on as I introduced my new concept to the world, I would have quit long ago.

Where Conviction Fits In

Conviction comes from what you believe and compels you to inspired action.

While it was difficult for me to reconcile the organizational success I’d created with the personal result I’d reaped by getting fired, I believed in my new approach. I forged ahead. I developed “GPS Theory” and launched BoomLife.

Conviction has driven me past the frustrating failures and entrepreneurial loneliness that come with creating something that is not yet commonly understood.

The Challenge with Conviction

It’s very easy to inappropriately apply conviction to the means instead of the end.

When I launched the “GPS Theory” application on my website, people didn’t interact with it as I had expected. If all of my conviction was focused on this tool I would have given up. Instead, I realized I needed to find different ways to present the concepts behind “GPS Theory” in order for others to recognize its real value.

Find the Perfect Blend

Confidence and conviction are not mutually exclusive. You need confidence in what you’re doing, so you can repeat what works. You need conviction to compel you to keep moving forward even when things don’t go your way so you can find what works. You need to find the perfect blend to find values-driven success.

For more thought-provoking discussion on finding values-driven success, inspiring stories of people who’ve achieved it and strategies you can apply, read my new book, Finding Success: Get what you really want.

P.S. I receive dozens of inquires each day about guest posts. I welcome guest posts from those who have been active members of the LGL community (through comments and interaction with other LGL members) or who I have come to know personally and can ensure their message will resonate. If you have an important message to share, please start by getting engaged and involved.  This is a working community. We would love to hear your story.

Getting There Early

Getting there early is one of the simplest ways to get ahead of the competition. And yet this simple leadership tactic is often lost in the frenzy of overbooked schedules. Getting up early gets work done. Getting to the race early positions you for a fast start. Getting to the show early gets the best view.

When Early is the New Late

“I think we consider too much the good luck of the early bird and not enough the bad luck of the early worm.” –Franklin D. Roosevelt

Sebastian (then 3) and I were waiting in the daycare parking lot for them to turn on the lights at 7am. The big operations review was scheduled for 8am in our headquarters building across the street. At 6:58, my phone rang. It was my bosses’ secretary whispering into the receiver. “Karin where ARE you? The corporate jet arrived early and everyone’s in their seats ready to start, but YOU. John asked me to call.”

“Doesn’t the meeting start at 8am?” I asked wondering how in the world I could screw this up.

“Well, that’s what’s scheduled. But it starts when the C-levels arrive.”

I explained my situation, did the fastest “kiss and go” I could muster and bolted across the street. This was my first ops review in this organization, and clearly I’d missed the memo. Early is the new late. You don’t want to start behind by simply being on time.

Sure, technically I had done nothing wrong. After all, I was there in plenty of time. But the big guys were frustrated and I was embarrassed. It was a big wake-up call for the benefits of getting “there” early. It turns out “early” has some beautiful side effects.

3 Times It Makes Sense to Get There Early

1. Early to the Meeting

Arriving early to the meeting gives you time for casual conversation, build relationships, and to trial balloon your ideas. Yeah, an hour ahead of time is ridiculous in most scenes, but 10 minutes can go a long way in showing eagerness to engage. Plus it gives you time to show up calm and organized. Scrambling in out of breath to a meeting does nothing for your executive presence.

2. Early to the Conversation

Paying attention to the conversation at the idea stage of a new project or idea can position you well for deeper involvement. Also if you’re the leader and have a vision, it’s better to share your thoughts early than to come in late in the game and explain why it’s not what you wanted.

3. Early to the Office

Not necessarily always, but sometimes this sends strong message that you’re “skipping to work” and ready to go. Plus getting there early is one of the habits of almost every successful exec I know. So if you’re there early, and they’re there early, chances are greater for a casual chat while pouring a cup of coffee. I’ve used this technique more than once in my career to casually “bump into” an exec I needed to talk to on the way in to the building. Don’t be a stalker, but used every now and then, this approach can work to your advantage. I know such an early morning chat was a key factor in one of my most significant promotions.

A bit of strategic early can make a big difference in your career and your personal success.

This is part of my series on 7 Ways to Get Ahead of the Competition. Are you looking for more strategic ways to get ahead of the competition? Contact me for a free consultation of ways I can help you and your organization get a jump start on 2015.

What Wikipedia Can't Tell You About Action Learning Projects

Done well, action learning projects are one of the very best forms of leadership development. A great action learning program (ALP) has tremendous benefits:

  • New ideas from fresh perspectives
  • Real work gets done
  • Learning is contextual
  • It doesn’t feel like training
  • Participants must manage through complex situations and team dynamics
  • Terrific opportunity to showcase talent to the executive team
  • Safe testing ground for high-potential talent

If you have no idea what an action learning project is, Wikipedia actually does a pretty good job of describing it.

Action learning is an approach to solving real problems that involves taking action and reflecting upon the results. The learning that results helps improve the problem-solving process as well as the solutions the team develops. The action learning process includes (1) a real problem that is important, critical, and usually complex, (2) a diverse problem-solving team or “set,” (3) a process that promotes curiosity, inquiry, and reflection, (4) a requirement that talk be converted into action and, ultimately, a solution, and (5) a commitment to learning. In many, but not all, forms of action learning, a coach is included who is responsible for promoting and facilitating learning as well as encouraging the team to be self-managing. In addition, the learning acquired by working on complex, critical, and urgent problems that have no currently acceptable solutions can be applied by individual, teams, and organizations to other situations.

But what Wikipedia can’t tell you is why this beautiful design so often fails. Having been involved with hundreds of action learning projects over the years, I’ve seen amazing, breakthrough work and also colossal train wrecks.

5 Mistakes to Avoid When Implementing an Action Learning Program

1. Lack of Project Sponsorship

Participants get REALLY excited about their project, and pour their heart, soul, and many long hours into making it happen. But they’re oblivious to the political dynamics lurking beneath the surface. They didn’t have access to the right people or all the information. They spin their wheels, and these high-potential employees feel frustrated that they wasted their time, and become resentful of the experience. Sure, learning to stakeholder is all part of the game, but if the mountain is gnarly, a knowledgeable sherpa is only fair.

2. Unclear Parameters

Be clear on big rules, resources, and other parameters. If the real deal is they must solve the problem with no funding or other limitations up front, say so.

3. The Wrong Players

Action learning projects give participants exposure to executives. Not all exposure is good exposure. Be sure you pick the right talent who are ready for this experience. Yes, stretch, but don’t send them into the deep end the first day they learn to swim. I’ve seen people’s careers seriously damaged from being pushed into such programs before they’re ready.

4. Lack of Supervisor Commitment

Sure, one sign of a high-potential leader is that they can do THIS and THAT, meaning they pull off the work on this project while doing their day job. But it’s important for supervisors to understand the investment necessary in such programs. If they consistently get in the way of participants attending meetings or doing their fair share, the high-potential participant can become very stressed worrying about balancing their relationship with their boss and preserving their reputation with the ALP team.

5. Lack of Implementation Resources

Typically such programs result in recommendations with an assumed handoff to the appropriate team or department for implementation. Be sure to secure the appropriate commitment. Nothing’s worse than the “Whatever happened to that project?” feeling. A few false starts, and your ALP will lose all credibility.

Done well, it’s hard to top action learning for leadership development. Be sure your design is well-thought through.

If you’re interested in creating or improving your leadership development program, or running an Action Learning Program for your company, please give me a call for a free consultation.

kellyriggsJoin me tonight on Biz LockerRoom radio at 4pm EST for more details click here.

What Wikipedia Can’t Tell You About Action Learning Projects

Done well, action learning projects are one of the very best forms of leadership development. A great action learning program (ALP) has tremendous benefits:

  • New ideas from fresh perspectives
  • Real work gets done
  • Learning is contextual
  • It doesn’t feel like training
  • Participants must manage through complex situations and team dynamics
  • Terrific opportunity to showcase talent to the executive team
  • Safe testing ground for high-potential talent

If you have no idea what an action learning project is, Wikipedia actually does a pretty good job of describing it.

Action learning is an approach to solving real problems that involves taking action and reflecting upon the results. The learning that results helps improve the problem-solving process as well as the solutions the team develops. The action learning process includes (1) a real problem that is important, critical, and usually complex, (2) a diverse problem-solving team or “set,” (3) a process that promotes curiosity, inquiry, and reflection, (4) a requirement that talk be converted into action and, ultimately, a solution, and (5) a commitment to learning. In many, but not all, forms of action learning, a coach is included who is responsible for promoting and facilitating learning as well as encouraging the team to be self-managing. In addition, the learning acquired by working on complex, critical, and urgent problems that have no currently acceptable solutions can be applied by individual, teams, and organizations to other situations.

But what Wikipedia can’t tell you is why this beautiful design so often fails. Having been involved with hundreds of action learning projects over the years, I’ve seen amazing, breakthrough work and also colossal train wrecks.

5 Mistakes to Avoid When Implementing an Action Learning Program

1. Lack of Project Sponsorship

Participants get REALLY excited about their project, and pour their heart, soul, and many long hours into making it happen. But they’re oblivious to the political dynamics lurking beneath the surface. They didn’t have access to the right people or all the information. They spin their wheels, and these high-potential employees feel frustrated that they wasted their time, and become resentful of the experience. Sure, learning to stakeholder is all part of the game, but if the mountain is gnarly, a knowledgeable sherpa is only fair.

2. Unclear Parameters

Be clear on big rules, resources, and other parameters. If the real deal is they must solve the problem with no funding or other limitations up front, say so.

3. The Wrong Players

Action learning projects give participants exposure to executives. Not all exposure is good exposure. Be sure you pick the right talent who are ready for this experience. Yes, stretch, but don’t send them into the deep end the first day they learn to swim. I’ve seen people’s careers seriously damaged from being pushed into such programs before they’re ready.

4. Lack of Supervisor Commitment

Sure, one sign of a high-potential leader is that they can do THIS and THAT, meaning they pull off the work on this project while doing their day job. But it’s important for supervisors to understand the investment necessary in such programs. If they consistently get in the way of participants attending meetings or doing their fair share, the high-potential participant can become very stressed worrying about balancing their relationship with their boss and preserving their reputation with the ALP team.

5. Lack of Implementation Resources

Typically such programs result in recommendations with an assumed handoff to the appropriate team or department for implementation. Be sure to secure the appropriate commitment. Nothing’s worse than the “Whatever happened to that project?” feeling. A few false starts, and your ALP will lose all credibility.

Done well, it’s hard to top action learning for leadership development. Be sure your design is well-thought through.

If you’re interested in creating or improving your leadership development program, or running an Action Learning Program for your company, please give me a call for a free consultation.

kellyriggsJoin me tonight on Biz LockerRoom radio at 4pm EST for more details click here.

Succeeding as an Entrepreneur: Lessons From My First 9 Months

For those of you just tuning in, nine months ago, I quit my executive job to pursue my dream. Nope, no big buy-out, just me feeling the pull of a calling and taking the leap. “Are you crazy?” was my most frequently heard phrase at that time. It’s been nine months to birth this business.

Although I’m certainly not an expert on building a start-up, I’m confident enough in the momentum that I wanted to share my lessons learned, in the hopes of saving others some time.

10 Lessons For Succeeding as an Entrepreneur

  1. Differentiate your brand
    It’s tempting to be all things to all people, but that just makes you look like everyone else. It’s been an evolution, but I’m finding it vital to define and differentiate my brand and to share it consistently wherever I show up.
  2. Be scrappy, then patient
    There’s no doubt this year has been a constant hustle. I’ve worked most days, including the weekends. I’ve gotten up early and worked like a machine. I’ve spoken to and written for anyone who asked. And for the first six months, I wondered if ANY of the bulbs I’d been planting would sprout. And then, just about six months to the day, work started coming in. I don’t regret the scrappy, but I do regret the angst. If you’re doing the right thing, be patient with yourself, this stuff takes time.
  3. Don’t underestimate your value
    Seth Godin’s recent advice pretty much sums up my first six months.”Begin with the smallest possible project in which someone will pay you money to solve a problem they know they have. Charge less than it’s worth and more than it costs you. Repeat.”That’s a great way to start and I have no regrets. BUT, I soon learned I was really undervaluing my work. Have the confidence to charge what you’re worth.
  4. Work comes from unusual places
    The strength of loose ties is so true. Wonderful people from my business past are popping up in companies all over the country. The friend of a friend thing is working well too. Always operate with high integrity and confident humility, you never know who is paying attention.
  5. Being nice is a great business strategy
    Call it karma or luck, but two of my favorite projects came from just reaching out to someone to check in as a caring human being when they needed support. I’m pretty sure nice has trumped any marketing strategy I’ve tried so far.
  6. Always provide more than expected
    The old adage, “under promise, over deliver” doesn’t quite sum it up. I see it more as “carefully design what will best meet their needs, and then think of a bonus topper.”
  7. “Competitors” make amazing strategic partners
    I love working with other leadership folks with the same mission and the same journey. It’s the best way to learn, grow, and collaborate.
  8. Some people are just selfish, recognize the signs
    I had a few disappointing false starts in terms of collaborators. I’ve learned to ask more questions and to talk about the tough stuff like money, sooner in the game.
  9. Diversify your strategy
    As I was getting started, it was tough to expect too much momentum from any one channel. But I found that investing in building some speaking, some consulting, some coaching, some writing and some teaching created a nice integrated approach, as well as supported my long-term vision of making a broader impact on the world. I don’t think my business would have been profitable as quickly if I had just picked one arena.
  10. Don’t neglect your health
    Start-ups can take a toll. The first six months I ate too much and exercised to little- a terrible formula. I’ve now gotten a grip and realized that being a healthy role model is all part of the brand. I’m also finding I’m more productive returning to my healthier lifestyle again.

It’s not been easy, but I’ve never looked back. Thank you all for being an amazing part of this journey and of the path forward.

Top 10 LGL Posts of 2014

Thanks so much for all of your support of the LGL community this year. Your faithful comments and collaboration caused our community to be rated on the Top 10 Leadership Development sites (based on engagement). I’m humbled and grateful for your support.

To wrap up 2014, I share the most popular posts of 2014 in case you missed them.

I’m looking forward to an amazing new year for our community. If you’ve not yet completed the short survey on what you’d like to see next year, please take a moment now by clicking here.

Eight Questions You Should Ask Your Boss A very practical list of questions you can use to get a deeper dialogue going with your boss. It also includes some great conversation starters if you’re the boss.

When Passive Aggressive Meets the Truth I must say, I’m glad this one got traction because it came from a really emotional place. A wonderful side effect of blogging is the cathartic feeling of helping others grow from my pain 😉

5 Subtle Ways Leaders Lose Credibility Credibility is hard to establish and easy to lose. This post covers the more subtle credibility-busters that often get in the way of great leadership.

5 Secrets to Great Skip Level Meetings Done well, skip level meetings can inspire, engage, motivate and inform the skipper, skipee, and even the skipped. On the other hand, poorly run skip level meetings inadvertently bring on “Diaper Genie” feedback and diminish trust. There’s not a lot out there on this subject. If you run skip level meetings, there are some important tips here.

A Better Way to Address Performance Issues This model (left) goes beyond the traditional “will or skill” approach. An easy way to dig deeper.building confidence and competence

Trickle Down Intimidation The same leaders who carefully craft inspiring messages for the frontline, may be undercutting their efforts by inadvertent trickle down intimidation. Fear is contagious. Leaders watch the level above them and take their cues on how to act and what to say.

The 9 Biggest Mistakes When Presenting to Executives A practical guide to a stronger presentation. I use many of these tips in my leadership development work.

6 Reasons Your Team Yearns For Authenticity Team long for more authenticity. Find out why and how to give them what they need.

How to Succeed as Scope and Scale Increases As you move up, the game changes. Practical tips for succeeding at the next level.

Great Mid Year Review Questions Another question post. Most of these questions would work just as well for an end-of-year appraisal.

15 Questions to Ask Your Team Before 2015

At Verizon, January always brought a flurry of kickoff activities where the sentiment was 90% forward focus. Auditoriums around the country would resound with a consistent message, “Last year is over… no time to spend there, we’ve got game-changing work to do.”

I’m all for a 2015 fast start. In fact, I’m looking forward to the strategy work I’ll be doing with teams across a variety of industries this January. But it’s a mistake to not pause, reflect, consider, celebrate, and mourn before 2014 is put away with the Christmas decorations.

15 Questions to Ask Your Team Before 2015

Here are 15 questions to get your team thinking and talking before 2015. It can also be fun to pick your favorite 12 and send them out in email for the 12 days of Christmas reflection.

If you’re off sipping eggnog, it’s okay, they’ll still work on January 4th 😉

When you reflect on 2014…

  1. Where have you had the biggest business impact?
  2. Who have you most influenced?
  3. What was your biggest contribution to the team?
  4. What new strategic partnerships/relationships did you form within the company? In the industry?
  5. Who most influenced your leadership?
  6. What are you most proud of?
  7. What is the most important lesson you learned?
  8. If you could make one decision over again what would you change and why?
  9. In what areas have you grown most professionally? Personally?
  10. What was your greatest disappointment?
  11. How could I have supported you more effectively?
  12. What was the most influential book you read?
  13. What was the most impactful developmental experience? (Note: if they can’t think of one, that’s a BAD sign 😉
  14. In what ways are you different from this time last year?
  15. How are you going to celebrate your accomplishments?

While you and your team are reflecting on your year, I’d love for you to take a minute to offer your suggestions on how I can best support you in 2015 by completing this quick survey. I want to ensure LGL continues to grow and improve to add value to your leadership journey.