The Leadership Institute

Leadership Session Follow-up – November!

jimabbondante — Fri, 27 Nov 2009 00:35:32 +0000

LEADERSHIP-THE BOTTOM LINE

Personality Types & Problem Solving

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Adversity – Our Greatest Ally!

It’s also been suggested that necessity is the mother of invention. Difficult times produce better ideas and they become a filtering process, if you will, for what works and what doesn’t, what’s a good idea and what’s an even better idea. The most valuable thing you can do right now as a leader is to put a very legitimate, positive spin on the times we are going ‘through’, rally your people and engage them in positive, reality based, solution oriented discussions regarding the steps we can take ‘together’ as a team to win in the midst of what many are calling tough times.

Smart leaders will take full advantage of the intellectual capital that’s available to them in their organization; and as the result, they will not only stay afloat but they will ultimately make it to the other side without having to throw any valuable cargo overboard in the process. Adversity can become your greatest ally if you will only allow it.

Jim Abbondante

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Wednesday,
November 25, 2009

Wow, what a great month this has been. The monthly sessions have all been very enjoyable this month and the individual coaching sessions extremely productive. We scheduled our November session dates this year in such a way that we have been able to take some time off this week for Thanksgiving and we’re looking forward to a great day tomorrow with family and friends. We hope each of you have a wonderful Thanksgiving this year as you meet together to give thanks for the many blessings you have in your life.

If you were in one of the sessions this month, you already know that we focused on two very interesting topics. The first having to do with being able to recognize various personality types and how to allow that to help you understand why people typically say and do the things they do, and how to respond in such a way as to produce the most productive outcome possible; and the second having to so with the best approach to take when it comes to involving the members of your team in the process of coming up with creative solutions to problems and also coming up with new and better ways to help the organization succeed. Let’s take a quick look at what we covered in each of our two segments.

“How to Work Productively with Various Personality Types!”

In our first segment we began by reminding ourselves that as leaders we are first and foremost in the people business and that our effectiveness in the people business will have a lot to do with how well we understand human nature and what typically makes people tick. It’s important for us to understand our own people in particular, given the fact that we have been tasked with the responsibility of being able to achieve the maximum productivity possible through our people while contributing to their personal and professional growth in the process. We’ve discussed in prior sessions the fact that effective leaders really know their people better than their people know themselves, and that our flexibility in dealing with people based upon ‘who they really are’ is one of the secrets to our success as leaders in our organization.

We went on to discuss the fact that achieving success in any area of life will ultimately come down to your ability to establish long-lasting, love-motivated, productive relationships with others. That’s especially true when it comes to leadership and management. It’s tough to achieve anything through people who you aren’t able to enjoy a good relationship with. We discussed in past sessions the fact that success as leaders and managers is defined as being able to meet or exceed expected levels of productivity through people while facilitating their growth in the process. That’s working smart and it requires that you be able to establish productive relationships with each one of your people.

And by the way, let me remind you again that great relationships in the workplace lead to a positive and optimistic work environment, the development of loyalty on the part of team members toward their manager and their genuine commitment to the success of the company.

There are a lot of factors that have to come together in just the right way to produce productive relationships with others. Here are three of the most important factors we discussed in our session:

1. Who you are.

Why would I want to be involved in a relationship with you? It’s important that you be the kind of person that others can respect, believe in and admire. There’s an old saying that says, “Who you are will speak much louder than what you say.” It’s really all about being a ‘class act’, and without really trying, being the kind of person others wish they could be more like.

2. How people feel about themselves in your presence.

Do I like who I am when I am around you? People will either like who they are when they are around you – or they won’t. People will gravitate toward someone who causes them to feel good about themselves when they are around them; and the opposite is true as well. If I respect and believe in you, and I like who I am when I am around you, I will perceive you as being much more credible and you will enjoy a much greater degree of influence with me.

3. What your genuine motivation is toward them.

Do you really understand who I am and care about what’s really important to me? It’s important that we remember that one of the strongest human nature characteristics of them all is, “What’s in it for me that I can get excited about?” Everyone is different and they are motivated by different things. Different things are important to them in their life. Everyone defines success differently. One of my early mentors, Zig Ziglar, was right on target when he said, “You can get everything in life you want if you will simply help enough other people get what they want.” And I like to add “from the inside – out”.

In light of these three important factors, on page 11-4, we went on to discuss one of the basic ‘tools’ we use when it comes to building successful relationships, which is ‘communication’. Again, in the people business, it’s all about remembering that it’s not always what you say, but it’s how you say it that will make the big difference. For example, when communicating with others, instead of reacting negatively to the negative things people say and do, we really want to understand and respond to the reasons ‘why’ they are acting the way they are so we can help them begin to see themselves in a much more positive light and feel much more confident and truly empowered when they are in our presence. In addition, we also want to remember to communicate not just from our own perspective but from theirs as well, taking under consideration those things they consider important as a part of our approach with them. As that occurs we begin to enjoy all the benefits listed on the second half of page 11-4.

On page 11-5 we discussed the fact that personality traits (or characteristics) are an outward reflection of inner motivations, which are the inner reasons or inner needs that will cause people to act outwardly the way they do. Instead of ‘reacting’ negatively to the ways people act outwardly, our goal is to learn to ‘respond’ by recognizing and fulfilling the inner need that is causing them to act outwardly the way they are. My folks used to say that people will either pull you down to their level or you will raise them up to yours. It’s true. Ultimately, people have a need to feel a particular way about themselves in order feel comfortable with who they are based upon where they are at in the development and growth of their self-image, which is what typically causes them to act outwardly the way they do. You pull them up to your level by making it possible for them to feel confident in who they are when they are in your presence.

As you learn to successfully ‘respond’ to inner motivations or inner needs, instead of ‘reacting’ to negative personality traits, you will then be in a position to establish better relationships with your employees, which is important because, again, the secret to your success in the people business will be based upon your ability to establish long-lasting, love-motivated, productive relationships with each one of your people. As leaders it’s important that we remember that when people feel great about themselves in our presence, and they know we care, we then enjoy a much greater degree of credibility, believability and influence . . . which is important if we are to be successful at achieving the results we really need to – both in and through our people.

After laying this foundation, we then went on to proceed through the study of the five basic personality types (or the five categories of personality characteristics). You will find them listed as a part of the diagram on page 11-7.

As we progressed through this extremely interesting study, we took under consideration each of the following:

1. External personality characteristics

2. Inner needs that motivate their outward behavior

3. Fears that exist on a sub-conscious level

4. Current condition of their self-image

5. How to quickly recognize each type

6. How to produce the needed growth in each type

7. How to increase levels of productivity through each type

At the end of the study we had some fun taking an introspective look at ourselves in light of what we learned about this aspect of human nature (with a self-assessment) and then we summarized our study on pages 11-13 & 11-14.

While this segment certainly included so much more than we could possibly touch on in this short follow-up, probably one of the most important realizations we want to take away from this first segment is the fact that in organizations, real power and energy is generated through relationships. The quality of relationships and the capacity to form them are much more important than tasks, functions, roles, and positions. Leadership is about credibility, influence and growth-oriented relationships; and the quality of leadership, more than any other single factor, will always determine the success or failure of an organization.

Dr. Orv Owens

By the way, much of the content we covered in our first segment was based on material developed by Dr. Orv Owens who was a very early mentor of mine and has remained a dear friend over the years. Dr. Owens not only gave me my start in the training industry and taught me a great deal about life and people, but he also made a very important and lasting impact on my life for which I will be eternally grateful. He has authored an outstanding book that really needs to be a significant part of your library. It’s a content-rich book that you will want to refer back to on a regular basis. It’s called “The Official Know-it-All Guide to Relationship Selling”. While the context is ‘selling’ it will provide you with a wealth of insight when it comes to understanding human nature and how to increase your personal influence in every part of your life. Copies are available through the Leadership Institute. Click here for more information. You’ll love it!

(Click on the covers for a larger view)

(Click here to order a copy of Dr. Owens’ Book)

“How to Turn Problems into Opportunities!”

In our second segment we began by discussing the fact that much of what managers are expected to do in their department is solve problems and make tough decisions. In some cases managers will attempt to solve problems and make decisions pretty much ‘on the run’. They are often times ‘under the gun’, usually ‘stressed’ and very short on time. In other cases they may take a more deliberate approach as they analyze the facts and take all of the necessary perspectives under consideration before coming up with a solution to a problem or making an important decision. Either way, their best solutions and the most important decisions they make are not always ‘warmly’ received by the members of their team. And that’s an important consideration, especially if the manager is going to have to depend on the team’s ‘buy-in’ in order to successfully implement whatever has been decided upon.

In our second segment, the goal was to consider how the effective leader will typically approach the so-called problems they face in their organization. The effective leader will typically begin by choosing to ‘respond’ to the problem as opposed to ‘reacting’ in a negative, un-productive way. They will typically view problems as ‘opportunities’; opportunities for growth where their people are concerned and as opportunities to make needed improvements where their operation is concerned. They’ve learned how to rely on the most valuable creative resource they have available to them – their people.

They have learned that by involving their people in the process, they position themselves to be able to take advantage of each of the following benefits:

(There were many other advantages discussed in our session but these seemed to be the most obvious.)

1. More perspectives that just their own

2. Unlimited supply of creativity

3. Better solutions

4. Team’s ‘buy-in’

5. Team’s commitment

6. Better quality outcomes

7. Increased team loyalty

8. Individual and team growth

9. Better utilization of resources

10. Time savings

On pages 11-17 and 11-18, we discussed a very practical approach to solving problems that has been proven quite effective over the years.

It includes the following eight steps:

8 Step Problem Solving Process!

1. Determine that a ‘genuine’ problem really exists!

Does a problem really exist that needs to be addressed and solved, or are there existing guidelines or steps already in place that are not being applied?

2. Carefully analyze and discover the ‘core’ problem!

Analyze in writing the problem you want to solve and be sure that you are focused on solving the ‘real’ problem (the core problem); this will include a focus on the causes of the core problem and an analysis of the other problems that are occurring as the result of the core problem.

3. Identify the most ‘ideal’ desired outcome!

Fast-forward into the future. Assuming that you would be able to clearly identify, analyze and understand the true causes of the problem, and then successfully implement a workable solution, how will you know that the core problem will have been effectively solved; what circumstances will exist at that point in the future? Clearly defining your desired outcome and the circumstances that will exist when it’s achieved will go a long way toward stimulating your creative processes.

4. Develop a ‘workable’ solution to the problem!

Once you have clearly defined your objective, involve as many others in the process as you possibly can. Brainstorm for solutions to the problem. Collect as many ideas as possible before screening them to find the best possible idea or solution. It’s critical when collecting the ideas to not pass any judgment on the initial ideas but to just write them down as you hear them. Select the best and most workable solutions to the problem and try to consider which will be the most realistic long-term solution; also consider affordability, needed resources, and both time and risk factors.

5. Develop an ‘action plan’ to apply the solution to the problem!

Identify the specific steps that will be taken to implement the solution you have developed. What processes will potentially be effected in your organization? For example, it could mean a new policy or procedure. Create a schedule for implementing your solution that includes start and stop times and when you should be able to expect to see certain indicators of success. Who will primarily be responsible for ensuring implementation of the plan? This and other information specific to the successful implementation process should be detailed in written form.

6. Implement the agreed upon solution (work your plan)!

Monitor whether or not specific tasks are being completed in the appropriate manner and within the time frame of the plan, and that short-term targets are being achieved. This can be achieved through group or individual meetings, quality control ’spot checks’, personal inspection of work produced, or by interaction with clients impacted by the change or changes made.

7. Analyze the outcome of the applied solution!

One of the best ways to determine whether or not your solution was the right one for your organization is for you to resume normal operations while paying attention to how ’smoothly’ things are flowing in that part of your business. Consider the normal ways that you typically measure the efficiency of your business; are you seeing what you would expect to see from those indicators; if not, was the plan realistic; should more priority be placed on various aspects of the plan, or should the plan be changed.

8. Make continual improvements in that part of your business!

Consider what you learned from your ‘problem solving process’. Carefully consider any new knowledge, understanding and/or skills that were gained. Ask yourself what changes could have been made prior to the issue becoming a problem and/or changes that should be made to avoid this type of problem in the future. Consider making changes to policies and procedures or to training, etc, if it seems appropriate to do so. Finally, why not consider writing a memo that highlights the success of the problem solving effort, and what you learned as a result, so other departments can benefit from the time and expense that you invested in your ‘new education’.

Green Light Thinking Process

After discussing our way through the eight steps and their application to the different ways people had approached specific problems in the past, we began discussing some of the real life problems that existed inside each of the organizations we were working with and selected a problem that we could work on solving together using the tool found on page 11-19 called Green Light Thinking!

We followed the steps for actually implementing the Green Light Thinking process found on page 11-20, and not only were we able to get a feel for how the process actually works but we were able to move toward arriving at some pretty creative solutions to some of the actual real-life problems we were focusing on together in our various sessions.

The general consensus in each of the sessions was that the Green Light Thinking process is a very efficient approach that can be used to tackle just about any kind of problem that might come up in the normal course of business. We also agreed that it will be a great process to use when there’s not necessarily a problem to solve but you are just looking for creative ways to become more efficient or even more competitive in your marketplace.

Sometimes some of the most simple processes can yield the greatest results!

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Additional Opportunity!

We would be pleased to schedule a convenient time to meet again with you on an individual basis, or as a group, to answer any additional questions you might have about creative ways to approach problem solving or about any of the specifics we discussed in our first segment having to do with dealing effectively with people related issues. You may have a few specific applications you’d like to discuss. We would certainly welcome the opportunity to be of additional help in any way we can.

Please email or contact us at the number listed below to schedule a convenient time for us to get together – or you can reach us through our main website by clicking on ‘contact us’. There are no additional costs involved other than the costs associated with you taking no action!

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Application Projects!!!!

“How to Turn Problems into Opportunities!”

Turn in your manual to page 11-22.

Review the information and the simple process we covered this month pertaining to the most effective approach to problem solving. Select a challenge that needs to be addressed or a problem that needs to be solved. Following the steps we outlined in this session, involve the members of your team in a ‘Green Light Thinking’ process in order to arrive at a workable solution to the problem you selected for your team to address together. Create a form for your team to use patterned after the one you see on page 11-19 and follow the simple steps you will see on page 11-20. You and your team will really enjoy working through the process together. And remember, we are here to help you if you need us!

Complete the simple exercise on Page 11-22, and be prepared to turn in a photocopy of your completed project as you check in at the beginning of the December session!

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Application Projects . . .

When it comes to any of our application projects, the idea is to see them as the first formal step in terms of getting the content out of the classroom and out there into the real world where it belongs and where it will do you and your people some good. Your goal is to take the information we covered, the material we discussed in our session together, and find as many opportunities as possible to apply it out there in your real world. Remember, adults learn by doing and they grow as the result of being given the opportunity to succeed on a repetitive basis. That’s the meaning behind our madness with regard to all of our application projects.

Their design is always simple; just read the directions at the top of the pages, follow the prompts, answer the questions, fill in the blanks, take the appropriate steps, then be prepared to share your results with us at the beginning of the next month’s session. You’ll do great!! You always do!!!

Call us if you need any assistance with any of your application projects.

We want to make sure you receive the maximum benefit possible from not only the application projects referenced above but from everything you’re learning as you progress through the complete leadership development process with us!!

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Great Idea!!

Why don’t you go ahead and follow through and get started on your application projects now while the content and all the concepts are still fresh in your mind?

As a matter of fact, once you get started, you’ll really enjoy thinking through the processes and succeeding! Your people will enjoy you applying the processes too!

Remember:

Please feel free to email or you can give us a call if you would like any personal assistance and/or coaching when it comes to completing your application projects this month.

You can call or email – or reach us through our website! (See Below!)

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Coaching!

We can assist you by phone or at your location. Just email or give us a call and we will go to work on scheduling a convenient time for us to get together.

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Next Month . . . December!

Our first segment in December will focus our attention on the fact that people do not all speak, hear and interpret information or approach relationships and their work in the same way. In November we considered the degree to which an individual’s self-confidence impacts their personality characteristics, their relationships and their performance. In the December session we are going to go to work on developing an understanding of basic behavioral styles and how they also impact working relationships and performance. Behavioral styles remain a constant no matter where an individual might be in terms of their personal growth. Recognizing and adapting to the behavioral styles of others creates opportunities to improve communication and to develop stronger and more productive working relationships. We’ll also be looking at the correlation between the personality type study we reviewed in the November session and what we will be learning about behavioral styles in December. You’re going to find it enjoyable and really fascinating.

In our second segment next month, we are going to look at how to create what employees typically consider to be a great place to work. You may find it surprising. You’re going enjoy and benefit from both segments next month. I’ll tell you more about what to expect in the December Leadership Newsletter.

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One Last Thing . . .

Would you take a minute to provide us with some feedback regarding what you experienced in the November session by leaving a comment for us at the end of this follow-up article. You can just click on ‘leave a comment’ above or below this follow-up article or you can fire off an email. Either way, we always appreciate and enjoy hearing back from you.

Have a great month and remember . . . .

“The will to win is worth nothing . . .
. . . unless you have the will to prepare.”

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Leadership works best when people are equipped to manage themselves. When that happens, everyone on your team is working proactively. Everyone is participating in leadership. You create this type of environment through win-win agreements which stem from quality relationships built primarily on respect and trust instead of on authority alone.

Jim Abbondante
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Contact Information . . .

Jim Abbondante
President, Director of Training
Direct Line: (817) 304-2225

Leadership Institute
Main Number: (817) 405-0012

Student Services Number: 1-800-955-0109
(Personal and/or Executive Coaching, Misc. Needs, etc.)

E-Mail: Leadership.Team@LeadershipInstituteUSA.com

Web-Site: www.LeadershipInstituteUSA.com

Leadership Newsletter – November, 2009

jimabbondante — Tue, 17 Nov 2009 04:46:20 +0000

Warning: Don’t try and consume the entire newsletter in one
sitting. Internalize just a little bit every day to insure better
digestion! Enjoy!!

THE LEADERSHIP INSTITUTE

Leadership Newsletter . . . November, 2009

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“We are what we repeatedly do; excellence then is not just an act, but a choice which becomes a habit.” Aristotle

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Monday,
November 16, 2009

What a great year this has been for all of us here at the Leadership Institute. I’m very happy to report that this has been an exceptional year for us primarily due to the fact that we have adjusted both our message and our pricing structure to effectively address the challenging times we have been going through in our nation. Influencing perspectives, providing practical tools and the follow-up and support needed to make a legitimate positive impact on behalf of our clients and their participants has made the big difference for us in 2009. We are looking forward to the opportunity to help you maximize the investment you’ll be making in your people during 2010 in the areas of leadership and management development, sales development, employee development and personal success coaching. You can click on the link below for an overview of the services we will be offering through the Leadership Institute in 2010.

Overview of Services

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Newsletter Content

The November newsletter will be on the short side as we have been on the run ‘non-stop’ this month but we certainly hope you will find it enjoyable and the information helpful.

Positive Responses

November Session Content

Personal ‘On-Site’ Coaching

Personal ‘Success’ Coaching

Is your Sales Team equipped to compete in the New Economy?

Complimentary Sales Workshop

Leadership Session Follow-up – October!

jimabbondante — Thu, 29 Oct 2009 22:57:15 +0000

LEADERSHIP-THE BOTTOM LINE

Monthly Leadership Session Follow-up – October!
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Interviewing, Hiring & Retaining Your Best People!

Remember that people matter – especially now – even more than ever! I’m sure you know as well as I that nothing matters more than the people we hire; and that includes the way we develop them, the way we support them and how we reward them for their commitment to the success of our organization. No matter what your industry is or what your products and services might be, it’s important to remember that you are in a ‘people-driven’ business. Those business leaders who may think that the path to success does not go through a well-selected, well-trained, well-compensated, motivated and committed team are simply fooling themselves.

Jim Abbondante

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Wednesday,

October 28, 2009

Thanks again to all of our participants around the country who participated in our monthly leadership development sessions during the month of October. We had some very interesting and challenging discussions, and even experienced some important breakthroughs in some cases.

If you were in one of the sessions, you already know that we focused this month on two important topics. The first having to do with the need to be extremely clear in our thinking regarding ‘what good looks like’ with respect to the positions we are interviewing for and then having a ‘well-thought-out’ interviewing strategy designed specifically for each position we are wanting to fill. By clearly defining and knowing in specific terms what we are looking for and having a strategy in place designed to help us determine whether or not that’s who we are interviewing, we will end up hiring only the very best people for our team.

Our second session focused our attention on the other half of the equation, that being how to ‘keep’ the new people we hire and also how to keep the great people we already have. When we find ourselves going through tough times, or even in the best of times, we always want to remember that our people are our greatest asset, so we want to choose them wisely, make sure we develop them properly and then give them more reasons to stay than to leave once we have integrated them into our team. With that in mind, let’s take a few moments together to just touch on some of the most important points made in each of the two segments.

“How to Interview, Hire & Fast Start Winners!”

In our first segment we began by discussing the important part the ‘right’ people play in both the short-term and long-term success of our organization. We also reinforced the fact that ‘perspective’ is everything when it comes to interviewing and hiring the right people for our team. For example, we want to consider who we are as a company, our vision and mission statements, our values, our culture, our goals and also our overall strategic plan. As a leader and manager in my organization, I am also going to need to ask myself what my own personal vision is for the team I am developing in my own area of responsibility; and from that perspective, I can then go about the business of identifying, in specific terms, who the ‘right’ person will be for a particular position that I might be interviewing for.

We also included discussions regarding how many people, or groups of people, are actually depending on us as leaders to interview effectively and then make only the best possible hiring decision or decisions. The list included our company, the team members who will be working with the new hire, our customers, the applicant and of course, the manager who will be responsible for the integration, development and success of the new team member. Time will not permit me to go into detail regarding the vested interest each of these have in our ability to make smart hiring decisions, but suffice it to say that each person or group referenced here stands to gain or lose based on the quality of the hiring decisions we make.

Probably one of the most interesting exercises focused our attention on determining the real dollar costs associated with making a wrong hiring decision. The numbers that our various discussion teams came up with ranged from as little a few thousand dollars to as high as $750,000.00 in one case. The object of the exercise was to remind us that as leaders and managers our companies are placing a lot of confidence and trust in our ability to effectively manage the company’s money. Again, these are real people and real dollars and that means that we have a lot of responsibility riding on our shoulders when it comes to interviewing and hiring the right people for our company!

Obviously, we covered a great deal more in our first segment than we have time to review here, but let’s go ahead and summarize the overall process we need to move through when it comes to preparing for and then effectively interviewing candidates for a particular position in our company. We broke the process down into ten simple ‘chronological’ steps to make it easy to follow and easy to get good at. By the way, the interviewing model used as a part this process was developed by Dr. Paul Green, Ph.D, and is referred to as Behavioral Based Interviewing.

Here are the ten chronological steps we covered in our session:

1. Consider your vision, goals, and your company’s overall success strategy. It’s been suggested that wisdom is the ability to see the bigger picture. When it comes to making smart decisions, you always want to start with the broadest perspective possible and then work your way toward the details.

2. Consider the structure and personality of your team. Fitting into your company’s existing culture, and there being a good fit with respect to the folks they will be working with, is always important for any number of important reasons; many of which you will find listed in your printed materials.

3. Consider the role and contribution of the position. When you consider overall work-flow and how each position on the team is dependent upon and contributes to the productivity of the other positions on the team, you will see even more factors that will need to be taken under consideration in your evaluation and decision making process.

4. Identify the attitudes, performance and technical skills needed to really succeed in the position. Among other things, these three categories need to be considered in detail and also listed on paper. You will be able to find much of this information included in the job description for the position assuming you have one. If you don’t, obviously, one needs to be created before you move any further.

5. Create the related ‘open-ended’ questions you will need. You will need at least two to three behavioral based, open-ended questions for each of the attitudes, performance and technical skills you have on your list. Remember, your goal is to focus on ‘past performance’ oriented questions as opposed to hypothetical “what would you do if . . .” type questions about the future.

6. Develop the structured interview process you will use. Create a track to run on with respect to the actual interview you are going to conduct with each of your candidates for the position. It needs to include your introduction, your rapport building stage, your general explanation of the position you will be interviewing them for, an explanation of what to expect during the interview, a few general open-ended questions to get them comfortable talking about themselves and then the specific behavioral based questions you are going to want to ask, in the order they will need to be asked, and then how you are going to wrap up your interview.

7. Include at the appropriate place in your interview process, the presentation you will use to present your company and the opportunity you are making available. Remember, the best people out there are probably interviewing you while you are interviewing them, and they are most probably going to be interviewing with other companies as well, and will probably get more than just one offer so, if they are someone you are really going to be interested in, how you present your company and the benefits of building a successful career with your organization will be important to their decision making process.

8. Review and become comfortable with your process. It’s been suggested that practice makes perfect. It’s always a good idea to review your interview process a few times before you begin using it, that way you will be much more comfortable during your actual interviews and you will be able to focus more completely on your applicant and less on your process.

9. Begin using your pre-designed process consistently with each of your applicants. This will be important to you for a number of reasons, two of which include the fact that it will help you get ‘better’ at conducting your interviews and it will also go a long way toward insuring that you maintain a level playing field for all of your applicants. This will lead to better hiring decisions.

10. Create ‘win-win’ opportunities by internalizing all of your strategically designed interview processes. The more you internalize your interview processes, the better you get at interviewing. This then leads to a much higher percentage of successful hires. Then everybody wins!

You can refer to your student manual for the specifics associated with each of the ten steps listed above; but essentially, what we want to remember when it comes to interviewing effectively and selecting only the best people for your team is that proper prior preparation prevents pitiful poor performance – and – practice makes perfect! Be sure and take a look at the extra input I have included for you toward the end of this month’s session follow-up about a few important things you will want to remain on the look-out for during your interviews. It’s a short article entitled “Are they really ‘right’ for your team?” I think you’ll find it helpful. Let’s move on now to our second segment.

“How to Develop and Retain Your Very Best Employees!”

In our second segment this month, we began by reminding ourselves that good people are often times hard to find – and that they are even more important to keep. We discussed the fact that hanging on to your most valuable employees is critical to the long term health, success and ultimate growth of your organization. As a matter of fact, it’s been proven that retaining your best employees will typically lead to greater customer satisfaction, increased sales of your products and services, satisfied co-workers, effective succession planning and deeply imbedded, valuable organizational knowledge and experience, all of which secures a successful future for everyone who is a part of the organization.

One of the things we looked at in our second segment was why people typically leave their companies. We learned that the number one reason (statistically) why people leave their jobs is because of the difficult or bad relationship they have with their boss or with their immediate supervisor. The study, conducted by the Gallup organization, determined that people typically leave their ‘managers’ and not necessarily their companies. So essentially, turnover is mostly a ‘manager’ related issue; not in all cases but in more cases than you might think. We took the time to look at the top twelve reasons why people leave companies and by far, the management relationship issue was (statistically) the greatest cause. In reviewing all twelve of the main reasons, our goal was to determine which of those we could directly impact (as leaders and managers) and then challenge ourselves to come up with strategies that, when applied, would begin to lower our existing turnover rates. It made for some eye-opening and very interesting discussions to say the least!

Our second segment this month reminded me of what we covered in our September session on creating a productive work environment. It that session, we learned that one of the most important questions we need to ask ourselves everyday is “what are my people going to need from me to succeed today?” In addition, we also emphasized the fact that we as leaders and managers only succeed when our people succeed. In much the same way, we need to ask ourselves what our people are going to need from us in order to not just be productive, but to become loyal to us as their leader, and also loyal to our organization, and genuinely committed to the ultimate success of the company.

You know, when you think about it, people are just people. They’re not really that complicated. When you boil it down, what do most people really want from their jobs? Our goal as leaders in the people business is to identify and understand what those basic things are that our best people want and need, and then find ways to make sure we consistently give it to them. In the final analysis, your most important goal as a leader and manager is to give them more reasons to stay than reasons to leave!

To remain loyal to both you and your organization, here are some of the most basic things employees want and need:

1. Clearly communicate your performance expectations and set measurable performance standards. You need to make it as easy as possible for people to determine whether or not they truly are succeeding in their position. By providing your people with clearly defined expectations, you are essentially empowering them with the ability to manage themselves. I have learned over the years that most people really do want to do a good job, and it becomes a whole lot easier for them when they are clear with regard to what ‘good’ really looks like. And by the way, when people make mistakes along the way – and they will – you want to make sure that you remember to separate the value of the person from the mistake that was made. You accomplish this by reinforcing their value to you and the organization, acknowledging their positive intentions and/or efforts and then by giving them the opportunity to analyze what took place and where their mistakes were made. Once that has been determined, you then want to give them the opportunity to come up with their own solution and how they are going to keep from making the same mistake/s in the future. You want to guide them through the process of learning from their mistakes. Being a good coach is about remembering to never ‘tell’ anyone anything you can ‘ask’ them. You need to allow people the opportunity to ‘enjoy’ the process of learning and growing as the result of their mistakes. They will become more loyal to you and their company in the process.

2. Take time to really listen and to give and receive employee feedback. Connect with each of your people on a regular basis. Let each of them know (from your perspective) how they are doing. Let them tell you how they feel they are doing. Let them share with you any needs they might have and be open to their input regarding how you might be able to lead or manage them more effectively. And probably one of the most important things you can do for your people is to maintain, and even encourage, an ‘open door’ policy when it comes to their input regarding ways to improve on your processes and how you approach succeeding together as a team on a regular basis.

3. Recognize and reward good work in ways that are specific to the individual and their accomplishments. Everyone wants and really needs to be acknowledged on a regular basis. In our August session we learned that a genuine, heart felt ‘Thank You’ is one of the strongest motivators you can employ with your people. When it comes to thanking and acknowledging your people for a job well done, remember to express your appreciation in ways that will be meaningful to the particular employee. For example, tickets to a ball game if my favorite sports team has a big game coming up would be particularly meaningful to me and it would say you know who I am as a person and that you really care. Not only do you want to make sure your expression of appreciation is specific to the employee but that it’s also specific to the accomplishment as well.

4. Create opportunities and new challenges for valued employees. This will not only keep employees fully engaged and involved in the process of continual improvement, but it can also be seen as a source of recognition when it’s perceived as having been earned as the result of having achieved something in particular. People like to remain a part of an organization that will acknowledge their accomplishments and provide them with continual opportunities for growth.

5. Demonstrate that retaining good employees is a top priority. It needs to become common knowledge throughout your organization that you are a company that puts its ‘people’ first! Typically, what goes around comes around. When your people are of the impression that you really care about them, they will, in like manner, really care about you. You need to focus on building meaningful relationships with your people. Get into the habit of conducting ‘10 Minute Check-ins’ throughout your organization on a regular basis. “Hey John, how’s it going?” “What’s the latest in your department?” “How’s the ‘such and such’ project coming along?” “You have anything you need my help with?” You will be surprised at the difference taking this kind of interest will make when it comes to the development of the kinds of working relationships that motivate people to want to remain an important part of your organization over the long haul!

It all comes down to you remembering the kind of business you are really in – the ‘people business’! Enjoy!!
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Additional Opportunity!

We would be pleased to schedule a convenient time to meet again with you on an individual basis, or as a group, to answer any additional questions you might have about creating effective interview processes or any of the specifics we discussed in our second segment about what team members really want and need from their company. You may have a few specific applications you’d like to discuss. We would certainly welcome the opportunity to be of additional help in any way we can.

Please email or contact us at the number listed below to schedule a convenient time for us to get together – or you can reach us through our main website by clicking on ‘contact us’. There are no additional costs involved other than the costs associated with you taking no action!

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“Are they really ‘right’ for your team?”

In a discussion that took place in one of the sessions this month, there was an executive who said that he had learned through his own experience that the most important part of hiring correctly is to not hire the wrong person; and that the second most important part of hiring correctly is to hire the right person. I responded by saying that what that must mean then is that it is better to not hire anyone at all if you can’t find the right person for the job.

So the obvious next questions were “who are the right people and who are the wrong people?” To get the discussion started, I responded by saying that when you get right down to it, it’s not really that hard to tell the difference. You develop a feel for it after a while.

The right people are the ones that really, really want to go to work with you. You can tell they’re really excited about the possibility of becoming a part of your team. There’s an ‘energy’ about them; they’ve done their homework, they know about your organization and in many cases they have even done their homework with regard to the person they will be interviewing with.

In visiting with them you get a sense that they are achievers; that they are the type of person that actively looks for problems to solve and for creative ways to achieve more. These are people that are ‘winners’ by nature. This is a personality type that is very easy to spot once you know what to look for – they’re full of life; they have fire in their eyes. They’re warriors!

I’ll take the enthusiastic, fired up ‘warrior’ any day over the more experienced but otherwise meek alternative. Skills can be learned quickly on the job but if you aren’t already the kind of person who’ll just jump in there and get the job done no matter what, you’ll likely never be.

Some of the warning signs to look out for during an interview are people who care about status symbols like titles, people who resent the success of others, people who act like they’re doing you a favor by just talking to you; and people who want to negotiate salary endlessly but couldn’t care less about the long-term opportunities associated with the position.

If you hire badly, it isn’t just going to be that particular employee who’s not performing. They end up negatively influencing the entire organization. For example, if everyone is pushing hard to get a finished product out the door, but one sulking individual is passive aggressive about working late, morale drops across the board. It spreads like a cancer. I can’t really say enough about the importance of making sure your candidates are wired up correctly and that they really can bring the right set of characteristics to the game. When that is the case, your odds for success grows exponentially! (Thanks for a great discussion!)

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Application Projects!!!!

“How to Interview, Hire & Fast Start Winners!”

Turn in your manual to page 10-20.

Review the information we covered in our first segment this month regarding how to create powerful behavioral based interviews for each of the positions that you interview for. Consider the next interview you have coming up and following the guidelines listed for you on page 10-20, go ahead and begin making preparation for a successful interview process. The steps are easy to follow and will lead you into being prepared to not only conduct a successful interview, but to you being able to hire the best possible candidate for your organization.

As we stated in the session, one of our participants gave us permission to provide you with a copy of their completed application project for you to use as a template or guideline to follow. You will see it there in your student manual. It will come in handy as you begin to go to work on the development of your own interviewing process. They did an exceptional job as I know you will!

Complete the simple exercise on Page 10-20, and be prepared to turn in a photocopy of your completed project as you check in at the beginning of the November session!

“How to Develop and Retain Your Very Best Employees!”

Turn in your manual to page 10-31.

Leadership means really understanding your employee’s needs; all your employees, even the ones you may not think would be considered your ‘keepers’. You might be surprised to learn after getting to know them that they really do have the potential to become one of the ‘best’ you have ever had on your team. It is all about really getting to know your people and then developing an understanding of what they really want and need from their job – and then being consistent when it comes to finding unique ways to provide them along the way.

In this Application Project, your goal will be to determine which team member you want to start with and then to develop a strategy that will allow you to begin to understand them better and a strategy for applying the five important steps we learned in our session while keeping in mind the fact that you really can get everything in life you want if you will simply help enough other people get what they want! (Thanks Zig Ziglar!)

Complete the simple exercise on Page 10-31, and be prepared to turn in a photocopy of your completed project as you check in at the beginning of the November session!

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Application Projects . . .

Call us if you need any assistance with any of your application projects.

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Great Idea!!

Why don’t you go ahead and follow through and get started on your application projects now while the content and all the concepts are still fresh in your mind?

As a matter of fact, once you get started, you’ll really enjoy thinking through the processes and succeeding! Your people will enjoy you applying the processes too!

Remember:

Please feel free to email or you can give us a call if you would like any personal assistance and/or coaching when it comes to completing your application projects this month.

You can call or email – or reach us through our website! (See Below!)

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Coaching!

We can assist you by phone or at your location. Just email or give us a call and we will go to work on scheduling a convenient time for us to get together.

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Next Month . . . November!

Our first segment in the November session will focus our attention on developing a much better understanding of ourselves and the people we work with on a daily basis. For example, have you ever wondered why some people seem to be easier to work with than others? Have you ever wondered why one person will remain open to constructive input while another person will seem to resist you every step of the way? Why one person seems to brighten up a room when they walk in while another person seems to brighten up the room when they leave? If you haveever been ’stumped’ in your attempt to answer these types of questions, you will really enjoy and appreciate next month’s first segment.

In our second segment next month, we are going to look at how to create that all important ‘buy-in’ from the members of your team when it comes to coming up with new and creative ways to solve problems and/or improve the ways things are done in your organization. As a matter of fact, as you begin to understand both the concept and the process we will provide you in the second segment next month, you will find yourself better utilizing the most expensive and valuable resource you’ve been given to work with which is your people!

You’re going to really enjoy and genuinely benefit from both segments next month! I’ll tell you more about what to expect in the November newsletter & monthly reminder.

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One Last Thing . . .

Would you take a minute to provide us with some feedback regarding the October session by leaving a comment for us at the end of this follow-up article. You can just click on ‘leave a comment’ below. We always appreciate and enjoy hearing back from you.

Have a great month and remember . . . .

“The will to win is worth nothing unless you have the will to prepare.”

Sincerely,

Jim

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— Jim Abbondante
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Contact Information . . .

Jim Abbondante
President, Director of Training
Direct Line: (817) 304-2225

Leadership Institute
Main Number: (817) 405-0012

Student Services Number: 1-800-955-0109
(Personal and/or Executive Coaching, Misc. Needs, etc.)

E-Mail: Leadership.Team@LeadershipInstituteUSA.com

Web-Site: www.LeadershipInstituteUSA.com

Leading your team ‘through’ tough times

jimabbondante — Sat, 17 Oct 2009 05:15:01 +0000

Reality Check

Perspective and Strategic Thinking!

People often ask me, how is leading in this present economy different from leading in what might be considered a normal economy? Actually, the main things, for the most part, will always remain the same, but when times get tough, that’s when the ability to provide effective leadership really becomes critical. It’s easy to ‘lead’ when things are going relatively well, but ‘turn up the heat’ and that’s when we get to see what we are really made of. In times like these, companies will succeed, just survive or even fail based on the effectiveness of the leadership they are provided at every level in the organization.

The challenge is obvious. Both sides of the business equation really need to be taken under consideration. For example, in times like these, prospects and customers become very selective when it comes to making purchase decisions; “Do we really need it or can we do without it?” If they believe they need it, they’re only going to be willing to give their business to those companies who they believe can provide them with the greatest degree of value per dollar invested. It’s because of this that smart companies have to ask themselves, “Given the nature of the times we are living and operating in, when it comes to our customers and prospects, what really are their greatest needs?” “What problems do they have that we can be the solution to?” They then have to position themselves to be able to become their customer’s most convenient and cost-effective solution – especially in light of what their competition may already have to offer.

What makes it even more challenging is the fact that these very same smart companies have to be able to find creative ways to accomplish that goal while still looking for ways to be able to provide more – with less. It’s in times like these that leadership teams really need to know how to best utilize their organization’s resources to not only meet their customer’s needs but to also exceed their customer’s expectations, while remaining lean, competitive and profitable in the process. How do you do that? It will be the goal of this article to provide you with a few ideas that will hopefully not only stimulate your own creative processes in this area but also help you begin to recognize the true value of the greatest resource you have when it comes to moving your organization ‘through’ tough times like these.

Opportunity

What have I learned from my years of business?

Yes, these are tough times. For anyone who has been around the block a few times, I’m sure you will agree that not only have we weathered tough times many times in the past but we will most probably be called upon to navigate our way through more tough times in the future. Such is life. I really like what Tom Peters had to say in a recent talk. He said that weathering the storm is all about becoming ‘distinct’ and not ‘extinct’. (I sure wish I would have thought of that, but either way, he hit the nail right on the head!)

I’ve discovered that being an effective leader is all about being able to rise to the occasion in the midst of the most difficult of times. It’s the ability to avoid the natural tendency toward ‘fight or flight’ thinking. It’s the ability to step up and adopt the right kind of perspective and then provide your people with what they are going to need from you to be able to function at their very best in order to make the kinds of meaningful contributions that will lead to the organization’s ultimate success.

It’s been suggested that adversity is the soil of great accomplishment. Smart organizations will typically view a difficult environment as a genuine opportunity. It offers a chance to re-think products and services, fine tune internal processes, sharpen policies and procedures, and an opportunity to take a fresh look at their strategic plan. It’s also been suggested that necessity is the mother of invention. Difficult times produce better ideas and they become a filtering process, if you will, for what works and what doesn’t, what’s a good idea and what’s an even better idea. The most valuable thing you can do right now as a leader is to put a very legitimate, positive spin on the times we are going ‘through’, rally your people and engage them in positive, reality based, solution oriented discussions regarding what steps we can take ‘together’ as a team to win in the midst of what many are calling tough times. Smart leaders will take full advantage of the intellectual capital available to them in their organization; and as the result, they will not only stay afloat but they will ultimately make it to the other side without having to throw any valuable cargo overboard in the process.

Common Mistakes

Chop – Chop!

When times do get tough, the typical reaction is to take a hatchet to the budget, impose layoffs and halt all plans for any growth. For example, when the economy begins to cycle downward, upper management will typically begin to reduce operational costs, defer most, if not all, capital expenditures; they will review all operating procedures, tighten controls, and reserve all decision-making and approvals to themselves so that expenditures are tightly controlled. In addition, they often times will discontinue certain products and services or reduce prices on their products and services in hopes that their customers will increase their purchases, and as mentioned above, they will often times cut staff members.

These steps are relatively easy to take, so real leadership skills rarely come into play. And more times than not, in studying all kinds of companies over the years, I’ve found, for any number of reasons, that many of these things end up being, unfortunately, the wrong things to do. These kinds of steps have more to do with just surviving as opposed to succeeding as the result of discovering creative ways to take advantage of the current circumstances, and also making sure that you are prepared for when the conditions in the marketplace begin to improve. The blind spot where most of these short-term steps are concerned is the fact that they are all top-down decisions that don’t really include the people that make up the organization, and they create an atmosphere of fear and anxiety which serves to only diminish people’s effectiveness at a time when you really need them performing at their very best.

Short-Term Thinking!

If you will study the most successful companies out there, you will see that true, long-term prosperity is driven by growth, rather than by focusing on savings or cost reductions. A strategy focused only on cost savings will likely push the organization to reduce its staff, skimp on important services and ultimately achieve the opposite results than those being desired. Even though it sometimes produces a ‘quick fix’, I have never seen an organization implement layoffs, for example, without experiencing a long list of unintended consequences, including poor morale, reductions in the quality of service being provided their existing customers, or in some cases, even sabotage by unhappy staff members, (just to name a few). A better strategy is to focus on achieving growth by developing new business opportunities, either for new clients or creating new revenue-producing services that will address the needs of existing clients; services that are unique to the times we are all going through. It is always better in the long run to increase the size of the pie rather than have to reduce the size of the individual slices for those who remain.

What’s needed in times like these are not the sorts of short-term, top-down balance sheet approaches we see typically being taken. Rather a style of leadership that is inclusive and cooperative; a style of leadership that is committed to the long-term as well as to the short-term. Effective leaders don’t react impulsively. Their decisions are well-thought-out; they reflect wisdom and the collective input of every member of the team who has a stake in the organization’s success. Team members care and will rise to the occasion when given the opportunity to take ownership and contribute.

The Leader

Who you are will speak much louder than what you say!

The former mayor of New York City, Rudy Giuliani, emphasized in his book ‘Leadership’ that the role of effective leadership in times of crises was about inspiring and motivating people, fostering and recognizing teamwork, and remaining visibly present and optimistic even during the toughest of times. Subordinates, colleagues and peers all look to their leaders for confidence, direction and motivation. This means that senior executives, department heads and front line managers all carry a tremendous responsibility for the level of morale in their organization, especially during tough times. Moods and behaviors carry a lot of weight, and they communicate powerful messages; optimism, trust and personal integrity are more important than charisma or the power of command. Peter Drucker once observed that Harry Truman did not have one ounce of charisma, yet he was among the most effective chief executives in US history. Employees will go to the mat every time for a leader that they respect, admire and that they can place their complete and total confidence in. It’s important that we keep this in mind as we are working to move our organization through the tough times we are in.

Work Smarter – Not Harder!

When slowdowns occur and the business finds itself under pressure it’s often tempting to revert to a more traditional ‘command and control’ style of management; or to appoint an individual who uses more of an ‘authoritarian’ style of management and is good with numbers.

Presidents, Chief Executive Officers, finance directors, senior executives, front line managers and team leaders must avoid ‘boss-like’ behavior at all costs, and instead realize that their greatest resource in times like these is the creative insight and resourcefulness of their people. A far more effective style of management is one that gives employees a sense of business priorities and the support they need to deliver needed results. One does not have to be a ‘boss’ in order to be an effective leader. Confident leaders are not afraid to step away from command and control styles of management and move more toward empowerment, especially in tough times.

Ultimately, managers must lead by example. For many this could mean changing old habits and the ways they typically deal and communicate with others. If this seems to be somewhat of a stretch for them, rather than risk the possibility of becoming part of the problem, they should consider participation in a good leadership development program or taking advantage of the opportunity for personal coaching to better understand their role and to develop the skills they will need to be able to more effectively achieve the goals of their organization through their people.

Best ‘Tough Times’ Approaches

Genuine Open Door Policy!

One of the worst things upper management can do when the going gets tough is to separate themselves from their people and attempt to manage the situation primarily on their own. Senior executives who invest their time with only a limited number of people in the company will end up getting only a limited view or picture of what’s really going on throughout the organization; and they will be limited to too few perspectives when it comes to making the important decisions that will ultimately rest on their shoulders. It’s been suggested that there is wisdom in a multitude of counselors. A wise leader will get as much input as he or she can, from as many qualified sources as possible, and then make a smart decision.

It’s critical to develop and encourage a genuine ‘open door’ management style during times like these. This means cultivating good working relationships with people at every level in the organization, asking a lot of open-ended questions and listening to their responses and considering their perspectives and suggestions. Keep in mind that what I am encouraging goes beyond the typical employee surveys; what I am referring to is a real commitment to seeking out the opinions and experiences of those working at the sharp end. You’re much more likely to find out what is really going on and discover workable options if you take the time to really converse with your people and listen. That’s where you will find the real ideas and solutions you are looking for and you are going to need in order to move your company through the tough times.

Focus on your Core Business!

Paying attention to your core business seems like a no-brainer. While I’m certainly a big believer in providing clients value-added services, in tough times it’s important that you have a clear understanding of where the company actually makes and loses money. Rather than just simply reducing prices across the board in the hope of building volume, the idea is to increase profits by marketing and delivering the right combination of products and services that will cause you to be perceived in your marketplace as being ‘unique’ and that, simply put, will make you the most money. The obvious question has got to be “What’s profitable and what’s not?” “What combination of which products and services will set us apart from our competition?” “How can we deliver those in the most efficient and profitable way possible?” These considerations can raise some difficult questions that can end up requiring some tough decisions, but they must be addressed by the organization as a whole with you at the helm.

Redefine the Vision!

One of the great challenges and responsibilities of leadership is to be able to articulate a compelling vision and mission in such a way that it will get people involved and give them something to rally around. As you know, leadership is all about motivating and inspiring people to go well above and beyond the call – to provide greater quality service, to think more creatively than the competition, to be more productive – in short, to give more of themselves to an important cause – your cause. This is easier said than done, of course, but it can be accomplished by sharing with them a vision of a future made better as the result of their efforts. Even the most jaded want to make a difference when they believe it truly is possible. As their leader, it’s your responsibility to redirect their focus from what’s wrong with what they see going on around them to what the possibilities truly are, what our future can and will look like as the result of us working together to make something unique happen for all of us.

Refine your Strategic Plan!

If you do not have a strategic plan, now is the time to develop one. An organization without a strategic plan is like a ship on rough seas without a rudder. With the future looking more and more uncertain each day, it’s tempting to try to convince yourself and your organization that effective planning can’t occur during such upheaval. Yet there’s little chance to achieve success when you have not defined what success really means for your company. If you have a strategic plan, congratulations! Get it out, dust it off and take a fresh look at it in the context of the environment that is changing all around us. Refine your plan and capitalize on the changes we are moving through and the new opportunities emerging in your marketplace as the result.

Pull your people together, ask the tough questions, solicit their input, have them weigh in on what they feel the goals of the organization should be and also on the directions they feel the organization should take to achieve those goals. Remember, your strategic plan is the road map for your business. Develop it, keep it current and relevant, and implement it. Use it to chart your course through those rough seas. And remind yourself everyday that it’s all about execution.

Promote Open Communication!

In the same talk I referenced above, Tom Peters encouraged his listeners to practice transparency to a fault. He said that people ‘in the know’ – from receptionists to executive vice presidents – are far more likely to be positively engaged and supportive during a nasty downturn. Based on my years in the people business, I fully agree. There’s nothing worse than not knowing what’s going on or what to expect. It causes you to feel uncertain and insecure. You can’t really apply yourself because you no longer feel you know what the goals are or what your purpose is. It causes the average person a great deal of stress and it also causes them to begin thinking about maybe needing to locate another opportunity where they can better apply themselves and feel more secure in their position. This often times leads to organizations losing the very people who they are going to need to depend on the most in order to move the organization through the tough times they are presently in.

And by the way, ‘in the know’ means ‘the works,’ not just a few breadcrumbs of sanitized information. Now is the time to build ‘real trust’ across the organization. Don’t cut out meetings, or intensify internal competition, or reduce investments in learning. Increase your organization’s collaborative capacity by strengthening relationships and encouraging the exchange of knowledge and new ideas.

Remember that People Matter!

Especially now – more than ever! I’m sure you know as well as I that nothing matters more than the people we hire; and that includes the way we develop them, the way we support them and how we reward them for their commitment to the success of our organization. As I alluded to above, any action that harms your workforce will always negatively impact your business success. It’s undeniable – the two are intertwined and inseparable. Layoffs, salary reductions and benefit changes may seem like logical moves, but the impact of these decisions will harm the organization in ways that no one really ever totally expects. It really should be your very last resort because the people left after a layoff are damaged in both visible and in non-visible ways. They become leery of taking risks, they are unwilling or unable to exercise initiative when it comes to solving problems, and they become preoccupied with watching their backs to see if they are next in line to lose their jobs.

No matter what your industry is or what your products and services might be, you are in a people-driven business. Those business leaders who may think that the path to success does not go through a well-trained, well-compensated, motivated work force are simply fooling themselves. It’s all about serving our customers – both our internal and our external customers. Keep in mind that the quality of the service we provide our internal customers will be reflected in the quality of service they provide our external customers.

By the way, if you do deem it necessary to go ahead and reduce the size of your staff, keep in mind the fact that there is a risk that the decisions you make short term may actually result in you losing people who could make a real impact in the long term. Be sure and take a close look at the contribution individuals are currently making and also the contribution they could make in the future to the long-term success of the organization. Try your best to avoid making lay-off decisions based solely on tenure and existing compensation packages.

Minimize Waste and Inefficiency!

No matter what type organization you lead, it is highly probable that there are degrees of waste and/or inefficiencies that exist in various parts of your organization. Yet they are often completely overlooked or ignored when it comes to cost reduction and cost containment exercises. These areas of waste and inefficiency can often generate cost reduction opportunities with minimal pain or impact to the organization. Formally challenge your people to closely evaluate the processes that exist in their areas of responsibility with the view of finding creative ways to reduce any waste or inefficiencies that might exist. Have them involve each one of their direct reports in their evaluation process. Have them compile the information in such a way that it can be quantified and openly discussed. Then plan to meet with them as a leadership team for the purpose of having each person share their findings and present their suggestions as to how they see themselves being able to reduce those types of costs in their areas of responsibility. Plan to recognize those who are able to come up with the most creative ideas and those who end up being able to save the company the most money in the process. This exercise will yield benefits that will go far beyond just the financial savings that the company will experience as the result.

Let Employees Know You Care!

I know it’s obvious, but as you and your team are working together to move the company through these tough times, you need to remember to let your employees know that you truly do care about them on a regular basis. One of the most powerful motivational tools you have as leader is your ability to acknowledge their efforts and to openly recognize their accomplishments. Keep your eyes open and look for opportunities to offer up a “Great Job” or a “Thanks for going the extra mile for us.” Be sure and let your team members know you see and really do appreciate their hard work. This will only serve to enhance their loyalty and their commitment to the success of the organization.

Another great way to let your employees know that you care is by providing them with an Employee Assistance Program. Employee Assistance Programs are, in essence, employee benefit programs offered by many employers, typically in conjunction with a health insurance plan but not always. Employee Assistance Programs are intended to help employees deal with personal problems that might adversely impact their work performance, their health, and/or their well-being. Employee Assistance Programs generally include assessment, short-term counseling and referral services for employees and their household members. These programs are becoming increasingly more common in today’s workplaces. These cost-effective programs make a tremendous difference in the workplace especially given the current levels of stress and the challenges that employees are now being faced with. We make several of these programs available through the Leadership Institute.

Keep Your Customers!

As you can imagine, customer service becomes even more important when the company is moving through a down-turn in the economy. Now is the time to enhance customer service in order to make sure that the customers and clients who already love what you do ‘don’t slip away’. This is going to be particularly important given the fact that new business may be a little tougher to come by in a more competitive environment.

Now is the time to train your customer service people to become much more aware of who their customers really are and the importance of understanding their business models, what their goals are and how you as a company can best support them in the midst of what they are dealing with in their individual businesses. As we stated above, your customer service people need to deal with each of their customers from the perspective that asks: “What problems do they have that we can be the solution to?” Now more than ever, customer service people need to understand that we keep our customers because we are able to provide creative solutions to their problems, we are able to meet their basic needs where our types of products and services are concerned, we are able to help them achieve their most important goals and, as the result, we are able to help them grow their business. And this may seem like a small thing, but you also need to make sure that your customer service people have the ability to cause each of your customers or clients feel like they are the single most important customer or client you have.

And by the way, now will be a great time to have your customer service people brush up on their product knowledge training. Here’s why; when things begin to get a little tough out there, customers will often times begin to start looking for what they believe will be the same basic products and services for less money, and what they don’t always realize is that ‘you ultimately get what you pay for’, meaning that they, in most cases, end up having to sacrifice quality in order to save a buck. This is typically because they don’t understand value. If your customer service people really know your company’s products and services, they will be able to help your existing customers cost-justify staying with you because they will be made to understand that it will ultimately save them money and be to their advantage in the long run.

Increase Marketing Efforts!

A number of different research projects have proven that companies that continue to market actively during economic down-turns will typically increase their market share in the short-term, and that they almost always come out stronger when things begin to turnaround. The reason is very simple. It’s because their competitors will typically clear the way for them by cutting their marketing budget as a way to save money. They focus on short-term savings without taking into account the long-term costs associated with losing market share. In doing so they are, in essence, withdrawing from their customers rather than staying engaged in the marketplace. Smart companies recognize this and they seize the obvious opportunity. Viewed another way, when business is harder to come by, which makes more sense: having a customer see more of you or less of you?

When the waters get a little choppy out there, I do more marketing, not less. Many companies reflexively shut off their advertising efforts during tough times. I’d rather shut off the water supply than shut down my marketing plan. With fewer customers out there effective marketing becomes even more important. If my competitors stop advertising, I’ll get more bang for my buck; and if the marketplace is less cluttered, our marketing efforts stand an even better chance of getting noticed and responded to.

From a sales perspective, the sales person who stays the course, meaning the sales person who is inflexible, who chooses not to adapt to the current situation, will lose out to the sales person who is constantly searching out new sources of business and trying new sales presentations and new selling techniques. Wisdom would suggest that we need to look for new opportunities that are being created as the result of the current economic challenges we are facing. For example, what new trends or new needs exist today as the result of the current slowdown in the economy? Therein lies the real opportunity. It’s all a matter of perspective. As a leader, it’s your job to influence that change in perspective throughout your organization. As we say in our leadership development sessions, a large part of leadership is salesmanship; influencing the ways that our people perceive things so as to be able to help them make smarter decisions that will lead to increases in productivity and greater success for everyone.

Watch Your Competition!

Let’s face it, a good idea is a good idea no matter where it originated. Who cares if one of your competitors thought of it first? Smart leaders have an intuitive ability to recognize a good idea when they see or hear one; and because of their competitive nature, and because of their tendency toward staying on top of their game, they remain continually aware of the new ideas and the new innovations that are continually being developed in their industry.

Smart leaders who enjoy being challenged and who enjoy winning also know who their key competitors are. They know what they’re selling, how effectively they deliver and how their value is perceived in the marketplace. They know their strengths and their weaknesses, and more importantly, they know how to successfully compete against them in the midst of tough times.

In a highly competitive business environment, with a minimal potential in some cases for differentiating your company, you must focus not just on remaining current, but more importantly on leading the way in your particular industry. You accomplish that by knowing your market, knowing your organization, knowing your competition and by keeping your people engaged in the process of continually looking for even the smallest possible ways to increase the value of your products and services for your customers. As opposed to allowing your organization to get swept up in the turbulence of our times, keep your team focused on your organization’s quest to be the best and the tough times will take care of themselves. And remember to watch your competition and learn from them while you are at it!

Continue to Develop your People!

It’s been suggested that when the going gets tough, the tough get going. In a tough economy, the business is going to go to the company or companies that can offer and deliver the greatest degree of value per dollar invested. It’s that simple. The question then is obvious; how will you be able to expect your team to compete successfully and win if they are not equipped to out-perform their competition? If you are going to lower your investment in training, consider doing so when your marketplace is less competitive and there is more than enough business to go around. It’s kind of like knowing that you’ve got a big game coming up in a few weeks but rather than make the needed investment in their training and preparation, you’re just going to allow the team to show up, do their jobs and hope for the best. When it comes to your ability to out-perform your competition in the midst of tough times, it’s all about those seven P’s; proper prior preparation prevents pitiful poor performance.

Typically, when companies start cutting their budgets, one of the first things to go is employee training, particularly training in the soft skills. Those soft skills will often times include leadership development, management training and first-line supervisory skills training. It also typically means cuts in other training areas such as communication skills, negotiating skills and basic selling skills. Again, rather than simply making cuts across the board, you need to ask yourself what types of training will make the biggest difference not only in the short-term but also in the long-term, keeping in mind of course that economies typically cycle, and this economy will rebound as well, and you will want to be geared up and ready for it when it does by having a well trained and well equipped staff that’s able to perform as needed both in the good times, and in the tough times.

Here are a few pointers to take under consideration when it comes to determining which types of training will be the most critical to your organization’s ability to compete effectively in the midst of tough times. Consider which parts of your business you are going to have to place the greatest degree of dependency on when it comes to their ability to really produce for you when the going gets tough.

For example, marketing is all about achieving a credible presence in the marketplace and attracting attention; sales is all about locating and identifying qualified prospects, making effective presentations, effectively moving prospects through positive decision making processes and closing profitable sales; industry specific training is all about the development of your products and/or services and your ability to effectively deliver them to your marketplace; customer service is all about making sure that your customers are not just satisfied with their purchase but they are genuinely proud of the smart decision they made to the degree that they are committed to providing you with a steady flow of repeat and referral business. And then there are the leadership and management components of your business, both of which have a direct impact on your entire organization. They both have everything to do with leading and influencing the human beings that make up your organization in such a way that you are able to not just get the job done through them on a daily basis, but that you are able to achieve the greatest return possible on what you are already investing in them. I could provide additional examples but I believe the point is made. As opposed to just cutting employee training across the board, in what areas of your business are you going to need to see your people performing at their best – in particular given the nature of the competitive times we are operating in – that is the most important consideration.

When it comes to selecting the actual training product/s that you feel will be most valuable to you and your unique organization, there are a number of components that you will want to make sure it includes. It will need to be customized to who you are and what you do, and designed in such a way that it will be able to effectively address your company’s current needs. It will need to be on-going; meaning that it will need to include a number of individual sessions designed to keep your participants involved in the process long enough for them to begin to develop new perspectives, new thought processes and new habit patterns, all of which will influence both the quantity and quality of their performance. The group training sessions will need to be very interactive, and the program facilitators will need to be willing to provide individual participants with ‘on-site’ ‘one-on-one’ coaching to make sure they are able to personally identify with, and effectively apply, what is being taught in the sessions in order to insure their ultimate success with the material, (knowledge, skills, etc.) It takes the right combination of these components in order to produce the change you are going to want to see in your people; and it’s that kind of change that will produce the sustained return on investment you will be looking for from the investment you will have made in the training.

There are several more reasons I could give you to continue investing in the development of your employees in the midst of tough times, but time will not permit me to address those here. Suffice it to say, we all want to strengthen and retain our most valued employees, and quality training is one of the most effective ways to do just that. It influences an optimistic perspective on the part of employees and it keeps them genuinely motivated. It also lets them know you really care about them and that you truly value them as important contributing members of your team, which serves to build loyalty and increase their dedication to the ultimate success of your organization. Ultimately, quality training turns out to be a real ‘win-win’ for both you and your people. It’s really the only way to achieve the maximum return possible on what you have and are continuing to invest in your people. I am reminded of what one of my early mentors used to say about employee training: “What’s worse than training your workers and losing them? Not training them and keeping them.” Zig Ziglar.

Challenge

As I stated above, succeeding in the midst of tough times is really all about three things: perspective, creativity and a willingness to operate outside the traditional box. You’ve heard it said yourself on many occasions I’m sure: “Is the glass half full or is it half empty?” Or how about: “Successful people make a habit of doing those things that unsuccessful people won’t do.” And then again, how about this one: “When the going gets tough, the tough really get going.” Why have ‘old sayings’ like these been around so long?

Difficult times like these really do present us with genuine opportunities. We can take a fresh look at our organization, our environment and our customers, and determine if there are ways to improve our products and services, and our position in the marketplace; or we can hunker down and wait for the storm to pass. However, this may mean that your organization will fall behind, lose market share and potentially never catch up. Keep in mind that it’s in times like these that tremendous shifts take place in most industries. Where do you plan to be when the dust settles?

What’s called for in times like these is a fresh perspective, a renewed optimism and a commitment to being the best you can be – as a leader in your industry and in your own organization. It starts with you remembering that you are first and foremost in the people business and that the secret to your success will be found in your ability to take full advantage of the greatest resource you have available to you – your people!

Jim Abbondante

Jim Abbondante presently lives in Lindale, Texas, just east of the Dallas, Fort Worth area, where he is President of the Leadership Institute. Jim has traveled extensively across the United States and Canada for the last 32 years as a successful entrepreneur, a corporate training consultant, a personal success coach and workshop facilitator with Owens Training of America, Zig Ziglar Corporation, Tom Hopkins International, the Leadership Institute, and also as a member of The Leadership Group.

The Leadership Institute is a well-established human resource development organization that – since 1990 – has been dedicated to providing companies with the information and tools necessary to be able to better understand and more effectively utilize their most important and valuable resource, their people.

We’ve specialized primarily in executive leadership skills, management development, relationship selling, career development for the professional sales executive, personal success coaching and employee assistance programs.

We have helped literally hundreds of companies achieve a much greater return on what they’re already investing in their people as the result of their involvement in our public and customized training processes and the various other services we provide.

You can learn more about our organization and our various programs and services by visiting our website at www.LeadershipInstituteUSA.com; Be sure and ask about scheduling a complimentary introductory leadership or sales development workshop for your team. We are also happy to conduct a complimentary training needs analysis for you at your location to help you determine your needs and to design a cost-effecting and results-oriented training agenda for your unique organization.

Contact Information

Jim Abbondante
President, Director of Training
Direct Line: (817) 304-2225

Leadership Institute
Main Number: (817) 405-0012

Student Services Number: 1-800-955-0109
(Personal and/or Executive Coaching, Misc. Needs, etc.)

E-Mail: Leadership.Team@LeadershipInstituteUSA.com

Web-Site: www.LeadershipInstituteUSA.com

Come see us on Facebook!

Leadership Session Follow-up – September!

jimabbondante — Wed, 30 Sep 2009 18:49:02 +0000

LEADERSHIP-THE BOTTOM LINE

Monthly Leadership Session Follow-up – September!

Productive Work Environment & Performance Reviews
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The Economy

People often ask me, how is managing in this present economy different from managing in what might be considered a ‘so-called’ normal economy? Actually, the main things pretty much remain the same. It’s always about financial discipline and its impact on the bottom line, but it’s also about understanding your customers and what their greatest needs are, and then positioning yourself to be their most convenient and cost-effective solution; it’s about segmenting your customers according to those needs, and then developing the kind of leadership team that knows how to best utilize your organizations resources to not only meet those needs but to also exceed your customer’s expectations.

Jim Abbondante

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Tuesday,

September 29, 2009

As usual, thanks for your participation in our monthly leadership development sessions here and on the road during the month of September. We had a great time, and I really enjoyed the discussions, and I was very impressed with all the ideas regarding the application of the concepts that resulted from all the group participation in each of the sessions. We focused this month on two important topics. The first having to do with the need to become more aware of those little things our people need from us on a daily basis in order to be able to perform at their best; and the second having to do with positioning our people to become even more involved in their own performance reviews. I liken it to interacting with our people in such a way that they become empowered to take on a greater degree of responsibility for their own success.

Development of a Highly Productive Work Environment

In our first segment this month we discussed many of the obvious, and some of the not so obvious, things our people need from us on a daily basis in order to succeed. We began by reminding ourselves that no matter what our industry, we’re first and foremost in the people business; And where people are concerned, there’s always the need for effective leadership. With that in mind, we invested a few minutes on the front end of our session to remind ourselves that results-oriented leaders will typically demonstrate the effectiveness of their leadership on four very important levels. (We covered this originally in our January session.)

When it comes to providing the kind of leadership that leads to positive change and continued growth in people and their organizations, on the first level, it’s all about being credible, earning the respect of your people and achieving a position of influence; which is important because ultimately, people really need to be sold instead of just being told. Leadership is about ‘influence’; It’s about leaders helping their people make good decisions that really will be in the best interest of everyone involved.

On the second level, leadership is about the development of the kinds of growth-oriented relationships with their people that will be conducive to mentoring and coaching, and to helping their people achieve their potential and the success they desire in their life and career.

On the third level, leadership is about involvement and empowerment, and about recognizing the fact that people learn by doing, and that they grow as the result of being given the opportunity to stretch and succeed on a regular basis. Delegation and giving their people the opportunity to take ownership is the management style of the results-oriented leader.

When it comes to the fourth level, the environment that the results-oriented leader creates for his or her people, the leader is keenly aware that his or her people will need any number of things from their leader on a daily basis in order for them to be able to function at their best, so as to be able to do their jobs effectively. We broke those things down into four simple categories in order to facilitate our discussion.

We discussed the fact that effective leaders will continually ask themselves “What will my people need from me today to succeed?” They recognize the importance of that question because they realize that they as leaders will only succeed when their people succeed.

Here are the four categories we covered in our session together:

1. Team members need their leader to be first!

The leader needs to be prepared to set the mood, set the pace and also set the standards. Team morale, team momentum and the team’s concept of what ‘good’ looks like will always be a direct reflection of the example and the communicated expectations of their leader.

2. Team members need their leader to be fair!

That means not playing favorites, being quick to give credit where credit is due and also a willingness to assume full responsibility when the team doesn’t perform up to acceptable standards or fails in their attempt to accomplish a particular goal or agreed upon objective.

3. Team members need their leader to be firm!

It’s tough to follow a leader who is uncertain, indecisive and who has not clearly communicated the team’s goals and what’s expected on the part of each individual team member. That’s especially true when it comes to a particular team member who seems to be getting ‘off course’ in some area of their performance.

The effective leader will meet privately with that team member and will then clearly state the facts, get an agreement that a problem does exist, they will interact with the team member in such a way as to arrive at an agreed upon solution, and they will then have the team member commit to a specific course of action that will not only resolve the problem but will hopefully produce growth on the part of the team member in the process.

4. Team members need their leader to be flexible!

Team members will always function at their best when their leader is willing to assume the best of his or her people. Team members instinctively know whether or not their leader believes in them and whether or not they expect them to be successful. I have found not only in the ‘people business’ but also in raising teenagers that people will either live ‘up to’ or ‘down to’ the expectations of those authority figures in their life whose opinions make a difference to them.

Team members will also tend to function at their best when their leader is willing to maintain an open mind and a willingness to consider new ideas. And one of the things that will earn the team member’s respect and engender loyalty the quickest is when they see their leader as being willing to admit when they’re wrong. It reflects a level of self-confidence and nobility that people respect and admire in their leaders.

You know, it’s been suggested that it’s often times the ‘little things’ that will make the ‘biggest difference’ when it comes to achieving success in the people business. I think we see that demonstrated in these four categories.

By the way, you might take a few moments to turn back in your student manual to your January material and review the section on how to recognize and avoid the most common leadership pitfalls. I think you will see they apply to our discussion regarding what team members need from their leaders.

Positive Accountability – Successful Performance Reviews

In our second segment this month, we focused on accountability and how to put it to work for you, in particular when it comes to the development of your people. We discussed the fact that in most cases, people have a tendency to associate negative to accountability. We again reminded ourselves that in the people business, it’s not always what you say but its how something is presented that tends to make the big difference.

One of the keys to effective communication in the people business is to (before you open your mouth) start by considering the outcome you are going to want to achieve, and then ask yourself what the most effective approach will be. Do you remember the 7 P’s?

Accountability is, in a sense, the insurance policy that we take out on each employee to insure their success, so it’s important that their perception of it be positive. When you consider human nature, accountability is often considered to be a negative when it’s presented purely from the company’s perspective, in a direct, ‘do it or else’ style presentation. It’s considered positive when ‘what’s in it for the employee’ is taken under consideration in your approach and you allow the employee to come up with as many of their own ideas as possible. When they are allowed to make their own personal commitments for reasons they can identify with and get excited about, they are then establishing their own accountability factors, which serves to substantially increase their odds for success.

Your challenge as a leader is to move them (or lead them) through that thought process so they can make some smart decisions on their own, and then to agree on what ‘good’ will look like and discuss how you as their leader will be able to support their efforts along the way.

This is the mind-set that we need to approach the issue of performance reviews with; the perspective that understands that my job is not to tell someone what they had better do in order to get the raise they want, but my job is to focus on the positives and help them determine what they want to accomplish and why, and then my job is to help them succeed at it through coaching and positive reinforcement. Then as they begin to really involve themselves in the process of succeeding, their attitude, their performance and their over-all results will be such that they will most probably exceed your organization’s minimum standards and the potential raise will take care of itself.

With that in mind, we looked at a very simple but powerful approach to conducting performance appraisals that can be incorporated into what most companies are already doing when it comes to conducting their annual performance reviews.

Its focus is on really knowing your people, being committed to helping them achieve what’s really important to them and allowing them to assume a greater degree of responsibility for their own success. I think everyone really appreciated the ‘continuous’ aspect of the process. Again, we broke the process down into three simple steps to make them easy to remember and apply.

Here are the three steps:

1. Preparation!

Preparation is really the key to our success at anything we do but it’s particularly important when it comes to our being able to conduct an effective performance review. There were two main means of preparation we discussed with regard to our process; they were involving the employee and making sure that we as leaders are prepared by doing our own homework. This includes gathering all the information we will need to be able to conduct the most effective performance appraisal meeting possible. You can refer to the notes you took on pages 9-16 and 9-17 for the details, but it’s important to remember that both the employee and the leader has some homework to do in order to be ready for a successful meeting.

2. The Appraisal Meeting!

We said the first thing we wanted to do in our actual meeting with the employee is to put them at ease by choosing a seating arrangement that is less formal (less threatening) and more relaxed. We also want to remember that ‘the positive approach is always the best approach’, meaning that we want to start off our conversation by complimenting them on what they have been doing right and if possible, congratulate them on what their accomplishments have been. From there we begin asking non-threatening, open-ended questions like, “How do you feel things have been going this past year?” Your goal at that point is to listen as much as possible and continue to ask open-ended questions until you get to the part of your discussion where you are ready to agree on what their goals will need to be. You’ll want to keep in mind the perspective you’re going to want them to leave the meeting with throughout the course of your discussions with them.

3. Follow-Through!

This is probably the most beneficial part of the whole three step process. I say that because this is where we get to go out and apply all of the great things we discussed and agreed upon in our formal meeting. It’s at this stage that we have the opportunity to influence ‘on the job’ and help our employee succeed and grow.

This will include you providing your team member with regular positive feedback and ‘one-on-one’ coaching when necessary, keeping in mind all the while that your job is to set them up to begin experiencing successes in their career on a repetitive basis to facilitate their continued growth. As we said in our session, this step, when implemented properly, will lead into the first step of next year’s performance appraisal.

The Bottom Line on Performance Appraisals . . .

The greater the degree of involvement on the part of the employee, the more effective and successful the performance appraisal. Follow these three very simple steps and both you and your team members will achieve a much greater degree of success – not just during the appraisal process but all year long!!
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Additional Opportunity!

We would be pleased to schedule a convenient time to meet again with you on an individual basis, or as a group, to answer any additional questions you might have about conducting performance reviews or any of the specifics we discussed in our first segment about what team members need from their leader. You may have a few specific applications you’d like to discuss. We would certainly welcome the opportunity!!

Application Projects!!!!

Productive Work Environment

Turn in your manual to page 9-10.

Consider the material we covered in our first segment from the standpoint of your own performance; how you are perceived by your people and the impact you make on your own personal organization – then simply answer each of the four questions you see listed on page 9-10; and then be prepared to turn in a photocopy of your completed project as you check in at the beginning of the October session!

Successful Performance Appraisal

Now that you’re providing your people with what they need from you on a daily basis in order to be able to perform at their best, let’s move on to the application project you will find on page 9-23; “The Leader’s Ultimate Motivation!”

As the old cliché goes, “No one cares how much you know until they know how much you care.” It would have probably been more accurately stated if we adapted the cliché to read, “No one cares how much you know, until they know how much you really care about who they are as an individual.”

If we went out and interviewed the people who directly report to you and asked the question, “Does your manager really care about you as an individual?” What would your people say? Would they say, “My manager really does care about me personally and about my personal and professional success” or would they respond maybe in the negative? The answers to these questions will most likely reveal their true level of motivation and the strength of their loyalty to you as their leader. Consider the leader’s you have worked for, those you have admired the most, those you would have gone to the mat for; did they really care about you?

Complete the simple exercise on page 9-23, and be prepared to turn in a photocopy of your completed project as you check in at the beginning of the October session.

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Application Projects . . .

When it comes to any of our application projects, the idea is to see them as the first formal step in terms of getting the content out of the classroom and out there into the real world where it belongs and where it will do you and your people some good. Your goal is to take the information we covered, the material we discussed in the session together, and find as many opportunities as possible to apply it out there in your real world. Remember, adults learn by doing and they grow as the result of being given the opportunity to succeed on a repetitive basis. That’s the meaning behind our madness with regard to all of our application projects.

Their design is always simple; Just read the directions at the top of the pages, follow the prompts, answer the questions, fill in the blanks, take the appropriate steps, then be prepared to share your results with us at the beginning of the next month’s session. You’ll do great!! You always do!!!

Call us at (800) 955-0109, if you need any assistance with any of your application projects.

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Great Idea!!

Why don’t you go ahead and follow through and get started on your application projects now while the content and all the concepts are still fresh in your mind?

As a matter of fact, once you get started, you’ll really enjoy thinking through the processes and succeeding! Your people will enjoy you applying the processes too!

Remember:

Please feel free to email or you can give us a call if you would like any personal assistance and/or coaching when it comes to completing your application projects this month.

You can call or email – or reach us through our website! (See Below!)

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Coaching!

We can assist you by phone or at your location. Just email or give us a call and we will go to work on scheduling a convenient time for us to get together.

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Next Month . . . October!

Make sure you join us again next month as we take a fresh look at how to interview, hire and fast start winners. This segment will show you how to pull together all of the factors that need to be taken under consideration when making these kinds of decisions on behalf of your organization. We’re going to be taking a look at how much of the process should be objective and how much of it should be subjective; and also how to determine whether or not you really are being presented the true facts as you are going through the actual interview process with a candidate. You’re really going to enjoy this one! In addition . . .

You’ve heard the old saying that ‘good people are hard to find’, well, I’ll bet that you’ll also agree that the best people are sometimes the hardest to keep. Why is that? In our second segment, we’re going to take a close look at how to develop and keep your very best employees. We’ll be looking at some very interesting statistics together that you’re going to find to be a real eye-opener. If turnover at any level in your organization is an issue, you’re definitely going to want to make sure to join us for the session in October.

You’re going to genuinely benefit from both of these segments! Two very valuable segments you will not want to miss. I’ll tell you more about what to expect in the October newsletter & monthly reminder.

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One Last Thing . . .

Would you take a minute to provide us with some feedback regarding the September session by leaving a comment for us at the end of this follow-up article. You can just click on ‘comment’ below. We always appreciate and enjoy hearing back from you.

Have a great month and remember . . . .

“The will to win is worth nothing unless
you have the will to prepare.”

Continued Success!

Sincerely,

Jim

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Jim Abbondante
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Contact Information . . .

Jim Abbondante
President, Director of Training
Direct Line: (817) 304-2225

Leadership Institute
Main Number: (817) 405-0012

Student Services Number: 1-800-955-0109
(Personal and/or Executive Coaching, Misc. Needs, etc.)

E-Mail: Leadership.Team@LeadershipInstituteUSA.com

Web-Site: www.LeadershipInstituteUSA.com

Come see us on Facebook!

Leadership Newsletter – September, 2009

jimabbondante — Wed, 09 Sep 2009 08:30:39 +0000

Warning: Don’t try and consume the entire newsletter in one
sitting. Internalize just a little bit every day to insure better
digestion! Enjoy!!

THE LEADERSHIP INSTITUTE

Leadership Newsletter . . . September, 2009

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Newsletter Content:

Leaders Succeed Through Others!

The August Sessions Were Great! Thanks!!

Coming up This Month . . .

Performance Reviews & Productive Environments

Leaders Achieve Improved Performance through Employee Growth!

We as Leaders Really Do Set The Pace!

Get in The Last Word . . . !

Tips on How to Run a Good Meeting!

Keys to Living a Successful Life!

Calculating the Cost of Turnover!

What Really Motivates Employees?

Turnover Can Be Controlled!

Leadership Test!

Quick Learning Tip!

Personal ‘On-Site’ Coaching!

How to Save a Troubled Manager!

Communicating Better at Work!

Leaders Ask Five Important Questions!

Motivating Generation X!

Motivating Generation Y!

Come Join Us!

Contact Information!

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Leaders Succeed Through Others!

Great leaders and managers remove obstacles and they make it easy for others to succeed individually and corporately. Delegation and the empowerment of others involve the art of getting things done through and with people in a formally structured environment. It includes the art of creating an environment in which people can perform as individuals and yet cooperate in an effort to attain the goals of the team and the organization as a whole. It also includes the art of removing the kinds of obstacles that can potentially block such performance to make it easy for people to succeed.”

Jim Abbondante

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August Sessions Were Great!

What a great time we had last month as we presented the monthly leadership sessions at home and around the country! We want to thank each one who attended for your enthusiastic participation as we focused on Motivation and also on how to plan for and structure a successful Meeting.

We appreciated the many positive responses we received at the conclusion of each of the sessions last month. Based on all the comments and emails we received, the main things that seemed to really hit home from the segment on Motivation was the fact that Motivation, to be really impacting and effective, has to be specific to the individual; in other words, it has to be customized and speak to who the person really is and to what’s going to be most valued by the individual, and that requires ‘relationship’. It kind of reminds me of what we have discussed in other sessions; that if we’re going to achieve genuine success in the ‘people business’, it’s going to be the result of the quality relationships that we have developed with each one of our valued team members, and our genuine commitment to their growth and success.

The comment we received the most regarding the segment on Meetings seemed to center around the practical application of the seven P’s and the importance of keeping it ’simple’ as we take a more structured approach to planning for and conducting a successful staff Meeting. I have included a few additional guidelines for you to follow to insure the success of your meetings. I will refer to them a little later in this edition of the monthly leadership newsletter.

Well, while we had a great time together last month, you’re really going to enjoy what we have in store for you this month!

We’re going to keep it going!!

But first . . .

What an honor it is to have the opportunity to work with leaders like you who are committed to achieving a greater degree of excellence in their life and career, and to making a genuine difference in the lives of their team members. What goes around really does come around.

I’ve seen it time and time again!

Remember . . .

“The ‘best’ leader will always bring out the very ‘best’ in those he or she has stewardship over.”

By the way . . .

The Application Projects that were completed and turned in last month reflected a lot of introspective thought on everyone’s part. You did a great job!

Remember, the Application Projects are designed to be the first step that’s taken toward getting the principles, concepts and processes out of the training room and into the real world where they really can make a difference.

Let me remind you again that if you have need of any assistance when it comes to taking that all important first step, all you have to do is email, or you can give us a call, and we will be happy to work with you on an individual basis to help you succeed with what you are learning in the sessions. It’s free!

As always . . . we remain committed to your success!

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Coming up this month . . .

We are really looking forward to seeing you in one of our many ‘on-site’ LEADERSHIP-THE BOTTOM LINE leadership sessions this month.

We have prepared two very interesting, enjoyable and practical segments for you this month that will focus our attention on two very important leadership functions . . . ‘Conducting Successful Performance Reviews’ and ‘How to Structure the Most Productive Environment Possible’ for your team.

(Each one of our ‘on-site’ groups will be going through the same sessions at each of their individual locations.)

Leaders Achieve Improved Performance through ‘On-Going’ Employee Growth!

In the first of our two segments this month, we’re going to take a close look at what is often times viewed as one of the most negative and mundane responsibilities of the typical manager . . . conducting those annual Performance Reviews.

It’s really amazing how many employees associate negative with the annual Performance Review when in fact, it should be looked forward to as being one of the most positive and beneficial meetings of the year on the part of both the manager and the employee.

What takes place in the annual Performance Review should become the foundation upon which the team member is able to build a very successful year with the organization.

But unfortunately . . .

One of the great secrets of corporate life is that managers, (those charged with doing the reviewing and with judging the performance of others), usually find the process as nerve-wracking and as unsatisfying as the employees do.

Have you ever wondered why?

Consider – what are some of the main reasons for conducting a successful annual review? Aren’t we looking for ways to improve performance, increase productivity and accomplish more through our team members with less effort and in less time?

In addition, aren’t we looking for ways to create a greater degree of commitment on the part of the team member to the company’s success, and a greater degree of loyalty on the part of the team member to the company and to their leader in particular?

How do you actually accomplish that in the context of an annual Performance Review? Well, believe it or not, all that and much more can be achieved when your perspective is right, you’re prepared and you approach it correctly.

As you begin to understand, develop and master the art of conducting a successful Performance Review, here are just a few of the many benefits you will enjoy:

Better Attitudes

Increased Cooperation

Improved Working Relationships

Increased Loyalty and Team Spirit

Faster and Better Quality Production

Transform your Team Members into Leaders

Develop a Reputation as a Great Place to Work

Weed out Destructive Employees

Retain your Best People

Increase Profitability

Decrease Stress

What are the secrets to accomplishing this – and more?

That’s exactly what our goal will be as we focus on the critically important task of conducting successful Performance Reviews in our first segment this month.

We’re going to take a look at what a successful Performance Review really is and isn’t, what its ultimate purpose is, what the actual mechanics are, how to create positive involvement on the part of the employee, and how to utilize the Performance Review to accomplish a greater degree of growth both in and through the members of your team.

Not only are you going to enjoy this month’s segment on how to prepare for and conduct a successful Performance Review, but you are really going to appreciate the very practical tools you’re going to be given in the process.

As you begin to apply the principles and the steps you will be given in the session, both you and your team members will begin to really look forward to and enjoy the Performance Reviews you conduct in your organization.

Leaders Really Do Set The Pace!

In our second segment this month we are going to be taking look at a very important part of our everyday work life, and that’s Creating a Productive Work Environment.

If you have attended any of our monthly leadership sessions then you have heard us reinforce on a number of occasions the fact that any organization will always be a direct reflection of the leadership it’s provided and of the ‘leader’ in particular.

As leaders, we do set the pace in so many important ways. For example, consider the following famous statement: “I’ve been to the mountaintop and I’ve seen the other side.” Those words of Dr. Martin Luther King ignited the passion of the entire civil rights movement. His passion, belief and attitude of expectancy caused thousands to follow him, no matter what the cost.

What was there about his leadership that made such an impacting impression on his followers?

First, he had a positive view of the future. People want to be able to view their future optimistically and to be a part of something that is positive and fulfilling. Dr. King believed that his dream of equality and justice would one day be realized.

Second, he believed that ‘right’ would win out. Dr. King stood for something important and noble. Even as the fires of hatred and oppression burned, Dr. King believed that an ultimate good would arise from their ashes. People want and need to be able to feel that their contribution counts and that it will make a lasting difference.

Third, he believed that his noble message would be accepted. In spite of immediate rejection, Dr. Martin Luther King, Jr. envisioned a day when his message of peace and harmony would be preached, taught, and practiced. He simply expected it to happen and so he was prepared to take all the steps necessary to see it come to pass. People need to be able to depend on their leaders to ’follow-through’ on their commitment to the future.

The task of a real and genuine leader is to show people the future. To present the possibilities in such a way that people can relate and identify with the success of the vision and in such a way that they want to become a part of making it become a reality.

Visionary leaders in all walks of life have been to the mountaintop. They have seen the other side and they are committed to taking their teams there.

In business, it’s equally important that we set a good example and that we earn the respect and loyalty of our employees. It’s also vitally important that we communicate our vision in such a way that our people want to be a part of it and play an important role in the realization of it.

They need us to communicate our expectations in such a way that they feel empowered to succeed and they also need to know that we expect them to succeed, and they need to know that they really are making a difference.

In our second segment this month, we’re going to take a close look at the most important steps a leader can take to create the kind of environment for his or her people that will be the most conducive to consistent productivity, growth and success.

You will need to come prepared to learn a lot more about succeeding through people and to have a lot of fun with us in the process.

Remember . . .

Leaders are genuinely enthusiastic about the future!

“Great leaders are never satisfied with current levels of performance. They are relentlessly driven by their belief in the possibilities, and by their belief in the potential achievements of their people individually and as an organization.”

See you in the session!

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Get in the last word . . . Apologize!

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Tips on How to Run a Good Meeting!

As a follow-up to our segment last month, here are some additional tips for you on how to run a successful staff meeting:

1. Don’t compete with group members. Give their ideas precedence over yours.

2. Listen to everyone. Paraphrase, but don’t judge.

3. Don’t put anyone on the defensive. Always assume that everyone’s ideas have value.

4. Control the dominant people without alienating them. Respond in a positive way using leading questions to move everyone back on to the subject.

5. Realize that your interest and alertness are contagious. You set the pace when it comes to the focus and energy of the meeting.

6. Keep all the participants informed about where you are in the discussion and what’s expected of them. Keep notes on a flip chart or on a marker board that everyone can see in order to remain focused and involved.

7. When a problem is raised, check with the person who owns the problem to find out if an idea is worth pursuing or if an already proposed solution is satisfactory.

8. Give others a turn at running the meeting. Those who learn to lead learn how to participate more effectively.

And again . . .

Remember that proper prior planning (and preparation) prevents pitiful poor performance when it comes to conducting effective staff meetings!

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Give a person a fish and you feed them for a day; teach that person to use the Internet and they won’t bother you for weeks.

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Keys to Living a Successful Life!

Here are a few things I have picked up along the way from those I have looked up to, respected and admired that have served me quite well over the years. I do hope they will prove to be an encouragement to you as well.

Be proud of who you are.

Learn what makes you happy.

Do things for other people each day.

Love and respect yourself and others.

Climb mountains that seem impossible.

Set goals and work hard to achieve them.

Learn to win and lose with grace and dignity.

Love and treat your whole family with respect.

Ask advice from teachers and other successful people.

Always remember that you only fail when you fail to try.

Don’t be afraid of failure, it can be a good thing if you learn something.

Don’t try to be better than others, simple choose to be the best you can be.

Consider . . .

Going far beyond the call of duty, doing more than others expect, this is truly what demonstrating a commitment to personal excellence is all about.

And it comes from striving to improve and grow, maintaining the highest possible standards, looking after the smallest detail, and going the extra mile.

Demonstrating a genuine commitment to personal excellence means doing your very best and then just a little more in everything and in every way.

It’s remembering that every part of your life is a reflection of who you really are, what you really stand for and what you really want in your life.

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“The person who fails to stand for something will ultimately fall for anything.”

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Calculating The Cost of Turnover!

You’ve certainly heard the old saying, “Good people are hard to find.” Well, how about . . “Good people are expensive to lose.” How much does ‘turnover’ cost the average organization? Consider the following formula for calculating what turnover could be costing your company.

To estimate the cost of turnover in your company, use the following formula:

Select a department or specific job function that has a lot of turnover. Write the number of people who have left the job or department during the past 12 months below on Line 4.

The average cost of turnover is 25 percent of an employee’s annual salary (Line 1) plus the cost of the benefits (Line 2). Typical benefits amount to about 30 percent of wages. The total cost per employee (Line 3) is the total of Line 1 and Line 2.

1. Annual Wage:____________________ X 25 = __________________

2. Annual Wage:____________________ X .30 = __________________ X .25 = _____________

3. Total Turnover Cost per employee (add Lines 1 and 2): ______________________________

4. Total number of employees who left: ____________________________

5. Total cost of turnover (multiply Lines 3 and 4): ___________________

Here’s an example:

1. Annual Wage: $35,000 x .25 = $8,750.00

2. Annual Wage: $35,000 x .30 = $10,500.00 x .25 = $2,625.00

3. Total turnover cost per employee: $8,750.00 + $2,625.00 = $11,375.00

4. Total number of employees who left: 10

5. Total cost of turnover: $11,375.00 x 10 = $113,750.00

Question:

When is the best time to solve this type of problem in your organization?
Before – during or after it occurs? How about all three!

Make sure you join us for the leadership session in October when we take a look at the various options that are available to us as leaders to minimize the cost of employee turnover in our organizations.

In the mean time, consider the following . . .

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What Really Motivates Employees?

I was on a flight recently from DFW to Los Angeles catching up on some important reading and while reviewing the findings of a recent survey, I learned that eighty-one percent of top-performing employees, (as identified by their employers), said that maintaining a good personal reputation is what motivates them to achieve peak performance.

The recent survey involved 600 of the country’s largest employers. Given our discussions in the various leadership sessions conducted around the country last month, I was pleased to learn that only 15 percent said that their expectation of financial reward had a very significant influence on the quality of their performance.

When you really think about it, in today’s market, competitive pay is the price of admission for employers who want to attract the very best people to their organization – however, it is not a key differentiator.

The research project showed that intangible factors such as personal satisfaction and recognition of contributions are much more effective in driving high performance.

The survey found the following responses for what typically motivates top employees:

*Desire to maintain good work reputation: 81%

*Importance of the work: 76%

*Appreciation of others: 66%

*Interesting work: 51%

*Personal desire to please supervisor: 20%

*Expectation of financial reward: 15%

It’s important to keep in mind that top-performing employees are typically well paid, so I’m not saying, (nor was the survey saying), that pay doesn’t matter. I think the message to employers is not to underrate the importance of ‘non-financial’ rewards in influencing consistent quality behavior.”

A leader’s success is largely determined by their ability to motivate others.

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There is much more in us than we know. If we can only be made to see it, then perhaps, for the rest of our lives, we will be unwilling to settle for less.

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Turn-over Can Be Controlled!

No matter how big or small a company is, employee turnover eats into profits. Replacement costs range from $7,000 to $10,000 per employee, and more for higher-level positions. These estimates include the loss in company productivity, expenses incurred in replacing a lost employee, (recruitment costs, training, unemployment taxes, and time needed to interview and to select a replacement).

And, others in the organization must pick up the slack of the vacancy and deal with the disruption to the normal work flow.

Guess what? Not all turn-over is bad!

New hires contribute fresh viewpoints and approaches that can energize an organization. Marginal employees who leave provide an opportunity to replace them with better-skilled people. Turnover can’t be eliminated entirely, but it should and can be controlled.

The first step is to determine why employees typically leave your company. Statistics should be gathered and broken down (minimally) by department, the type of positions, and length of service. For the smaller organization, large amounts of data may not be available, but a review of your former employees’ files may tell the story.

The most effective way to gather this information is through exit interviews conducted by a non-threatening manager or human resource professional. Periodic anonymous employee surveys will provide information needed to correct problems before any mass exodus takes place.

Turnover should be identified as either voluntary (resignations) or involuntary (terminations). Each category may reflect its own trends and point to different solutions. Below are some of the most common reasons for resignations:

1. Lack of Challenge or Advancement Opportunities.

Review your internal job posting system; expand breadth and depth of current jobs; provide skills development for future promotions or lateral moves. Consider training as an investment in the future.

2. Dissatisfaction with Pay

Determine your organization’s philosophy. Are you the pay leader or do you pay market wages, or do you pay below market with other incentives used to fill in the gap. Obtain industry pay data and compare.

Communicate fringe benefits if they are used to fill in the gap between actual and market pay. Pay bonuses in good years to fill in the gap if you’re concerned about the long-term cost of higher wages.

3. Personal Problems (family conflict, poor health, etc)

Review your leave policy; consider alternative work schedules, flextime, telecommuting, etc., at least on a temporary basis if necessary. Be creative.

4. Dissatisfaction with Supervision

Evaluate the supervisor’s management style. Provide training to improve skills; hold the supervisor accountable. Does he/she create a hostile environment? Is there pervasive favoritism? Involve them in our monthly leadership development series, (starting this month!).

5. Not Satisfied with Working Conditions

For example: rigid work schedules, lack of responsibility/autonomy, repetitive tasks, etc. Conduct employee meetings to obtain in-depth information. Re-design jobs or even the organizational chart if this is a pervasive complaint. There may be no solution for jobs with low-skill levels and short learning curves.

6. Conflict with Co-workers

Conduct employee surveys to get to the root of the problem. Train supervisors in managing people/teams and hold them accountable. Depending on the pervasiveness of the problem, maybe consider hiring a mediator to defuse any hostility that exists. Review your culture. Is your organization possibly a breeding ground for political game playing? If so, address it quickly.

7. Job is Not What Was Promised

Provide realistic job overviews and communicate clearly your expectations during the initial job interview. Intervene early in any cases where dissatisfaction is expressed.

8. Lack of Appreciation

This continues to be the top complaint, and probably the easiest to correct. Make a habit of celebrating successes and be sure to say “thank you” often. Money is not always enough, even if your pay scale is above market. Personal significance is a real motivator.

9. Being ‘In’ On Things

Communicate! Communicate! Communicate! Employees want to know about the company, how it’s doing, and how they affect the organization’s success. Employees want to take pride in being an important part of a successful venture. Let them know!

The combination of careful hiring and meeting the most reasonable needs of your employees will reward you with a competent and loyal staff and a surprisingly low turnover rate. Be sure and join us during the month of October for more on interviewing and retaining your top producers.

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Leadership Test!

To find out if you’re a true leader, see if you possess these qualities:

Leaders start projects by asking ”What has to be done?” instead of by asking ”What do I need or want?”

Leaders next ask “What do I have to do to make a real contribution?” The answer best suits the leader’s strengths and the needs of the project.

Leaders continually ask “What are my organization’s purposes and objectives?” – and – “What qualifies as acceptable performance and adds to the bottom line?”

Leaders don’t want clones of themselves as employees. They never ask . . “Do I like or dislike this employee?” . . But they won’t tolerate poor performance. Their commitment is to the development of each valuable member of their team.

Leaders aren’t threatened by others who have recognizable strengths that they lack.

The quality of the leader is reflected in the standards they set for themselves and encourage in others.

My great concern is not whether you have failed, but whether or not you are content with your failure. Abraham Lincoln

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Quick Learning Tip!

Real learning occurs at pivotal points in a person’s career. If you want to bring in a coach for one of your employees or serve as a coach yourself, don’t do it when he or she’s coasting comfortably.

Instead, do it right after he or she has experienced a success or failure; for example: losing a key account or winning a promotion.

Reason . . .

It’s during these intensely emotional times that real learning happens.

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Personal On-Site Coaching!

You are missing out if you are not taking full advantage of the opportunity for individual ‘on-site’ coaching as you progress through the twelve month leadership development process with us.

Let me remind you again that we are available to meet with you individually, at your location, on an ‘as-needed’ basis, between each one of your monthly sessions, to assist you with the completion of your application projects or to assist you in any areas that might pertain to your responsibilities as a leader and manager in your organization.

All you need to do is contact us via email or by phone and we’ll be happy to schedule a convenient time to get together with you at your location. Personal coaching always yields impressive results.

Remember . . .

Every aspect or component of the leadership series has been designed to work together in such a way as to enable you to achieve the maximum benefit possible from your participation in the twelve month process.

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How to Save a Troubled Manager!

If you have a manager or supervisor who is considered a valuable member of the team who is troubled or struggling with a particular problem, consider hiring an executive coach to help them get beyond their challenge/s and back on the road to success. This type of outside intervention is particularly valuable for managers who:

1. Are technically talented but have poor interpersonal skills;

2. Don’t communicate well with their people and/or have difficulty ‘empowering’ them;

3. Have 75% of what it takes to get to the next level and can attain the missing 25% with some outside ‘one-on-one’ coaching; (or)

4. Someone who you want to put on the fast-track to the next level.

For example – a senior manager has a significant deficit – he’s sometimes arrogant, he’s often overbearing – and the president, CEO or other senior company leader has delivered an ultimatum such as:

“We can’t tolerate that kind of behavior, it’s too disruptive and de-motivating. You’re going to have to get help, (we’ll pay for it), or you are going to have to move on. The choice is yours.”

Executive coaching, which has become very popular with those companies who are committed to investing in their people, pays off. It’s proven to be the shortest and most cost-effective approach to creating a ‘triple win’.

As your good manager shows significant improvement, things get better for the manager, his or her team members and for the company over-all.

For additional ideas, feel free to visit our website:

http://www.leadershipinstituteusa.com/Personal_Success_Coaching.shtml

There are two quick ways to disaster: taking nobody’s advice and taking everybody’s advice. It’s critical that you take advantage of the right advice.

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Communicating Better at Work!

In a lot of the workshops and coaching sessions I am involved in, employees often show concern about the quality and quantity of the communication that takes place in their working environment.

Some claim that management gives only lip service to open communication but does little to really communicate with them. Still others contend their organizations believe that posting notices on bulletin boards and sending out memos will provide adequate communication. Still others say they receive vague instructions that are difficult to follow.

Ineffective communication often results in poor cooperation and also in poor coordination, lower productivity, undercurrents of tension, gossip and rumors, all of which leads to increased turnover and absenteeism.

My experience has shown that there are many ways that managers can improve internal communication.

Here are some things for you to consider if you want to influence better communication:

1. Understand that communication is a two-way street.

It involves giving information and getting feedback from employees. It isn’t finished when information is given. There must be quality two-way communication that says we are working together.

2. Put more emphasis on face-to-face communication with employees.

Don’t rely mainly on bulletin boards, memos, emails and other written communication. We must remember that organizational success is the result of good working relationships being nurtured and developed at all levels in the organization, and also a sense of involvement.

3. Ask yourself, each time you give an instruction, if the message is clear.

Most vagueness is caused by failing to be specific. Example: Don’t just tell an employee to “show more interest” in his or her work. If an employee spends too much time chatting with others, be specific about it and involve them in a productive discussion regarding the benefits of becoming more involved in their work.

4. View information as ’service to’ employees and not ‘power over’ them.

Listen to employees; show respect for them when they speak. They’ll feel like part of the team and will tend to be more dedicated and much more productive. One effective way is to ask more questions to show your interest and to have them clarify the points they are wanting to make. Let them know that the information you are providing is intended to equip them to succeed.

5. Don’t just talk ‘open-door’ policy.

Practice it by walking around and talking to employees. Allow people to disagree and to come up with new ideas. By being open to input and stimulating the creative process on their part, they will feel more involved, take greater ownership and will produce higher quality work.

6. Conduct regular ’one-on-one’ meetings.

Schedule regular personal meetings with each one of your employees. Ask each employee to tell you how you can help them do a better job. Then how they can help you do a better job. Work together to win.

7. Prepare & distribute internal publications frequently.

Implement a company newsletter in your organization. Emphasize current issues that employees care about; don’t substitute quarterly “prettier” publications for substantive, up-to-date ones. Assign a committee to find out what employees want to see in the company newsletter and allow different team members to submit articles on those topics in each issue.

8. Concentrate on building credibility with employees.

Managers who lack credibility and fail to create a climate of trust and openness aren’t believed – no matter how hard they try to communicate.

Remember that your role is to be credible in your demonstration of what good looks like and to be perceived as your team member’s most valuable resource.

Why not give some of these ideas a try; You’ll be surprised at the responses you will get. Be sure and let us know how it goes!

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A single conversation with a wise man is definitely worth more than ten years of study.

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Leaders Ask Five Important Questions!

One of the leader’s most valuable assets is clarity of thought and the ability to recognize and focus the team’s energies on the organization’s most important priorities. Get in the habit of asking yourself these few questions on a regular basis:

1. What are we doing?

2. What should we be doing?

3. What should we be doing next?

4. What should we not be doing?

5. Why?

Remember . . .

Priority thinking is all about majoring on the ‘majors’ instead of majoring on the minors.

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“Happiness is not an end product in itself. It is a by-product of working, playing, loving and doing a whole lot of living.”

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Motivating Generation X!

Have you ever wondered what motivates younger workers?

More than 40 million American workers are in their twenties or early thirties. To stereotype these workers is dangerous, but managers need to understand what motivates younger employees.

Here are four ways managers can get through to Generation X employees for the purpose of motivating and helping them to work hard and succeed:

1. Help them “train for another job.”

It sounds ridiculous, but younger employees realize that the old employment contract is no more. They know they won’t stay with one company for their entire career. So, ironically, the way to keep them is to help them acquire skills that will make them more marketable later on. The more they can learn, the more they will want to stick around. They will want to stay longer if you can create opportunities to advance within your own organization.

2. Give them responsibility for projects.

Younger workers have more of an independent spirit than Baby Boomers or older workers. Rather than mistake this quality for a liability – e.g., a refusal to stick to procedures, treat it as an asset. Give them clearly defined goals, and the freedom to achieve them in their own way. Empowerment and the opportunity to take real ownership is a real motivating factor for this group of employees.

3. Offer constant informal feedback rather than just formal annual performance reviews.

Younger workers expect a lot of feedback from managers. Formal, sporadic performance reviews are not timely enough to keep up with the rapid pace younger employees work best at. Involvement on the part of their manager/leader is what they really want and need.

4. Offer them access to many different kinds of information.

Younger workers grew up in the computer age, and are quite adept at using different data and technology to bring together seemingly unrelated elements in order to solve a problem. Managers who hoard information are stifling one of the greatest resources these younger workers bring to the game.

The key to succeeding with this generation as with any other generation is to really know and understand who they really are, their perspective, their wants, needs and desires, and then find a way to accommodate those in the context of creating an environment that leads to mutual success.

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Motivating Generation Y!

Just as you’re getting used to dealing with Generation X, along comes the next demographic group. Generation Y, as some call it, is composed of those born after 1977.

What are they looking for from their employers?

Here’s how Generation Y college students answered one survey when asked what they wanted in their first jobs:

1. A fun work environment

2. Growth opportunities

3. Competitive salary

4. A wide range of projects to work on

5. Good benefits, including health care, profit sharing, and 401 (k)

6. Opportunities to learn and develop new skills, paid for by the company

7. Travel opportunities

8. Flexible work schedules

It’s important that we understanding and learn how to recruit Generation Y workers and how to make them want to stay and perform at their best while they are with us.

Welcome to the ‘people business’ in the 21st century!

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Are You Stressed Out?

The photo shown below has 2 almost identical dolphins in it.

It was recently used in a case study on stress levels with patients at St. Mary’s Hospital.

Look at both dolphins jumping out of the water. The dolphins are identical. A closely monitored, scientific study revealed that in spite of the fact that the dolphins are identical, a person under stress will find differences in the two dolphins.

If there are many differences found between the dolphins, it means that the person is experiencing a significant amount of stress. Look at the photograph. If you find more than one or two differences you may want to consider taking a vacation.

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Come join us in the September Leadership Development Session!

Once again, let me remind you that we are looking forward to seeing you again in one of the ’on-site’ leadership sessions that are being conducted at various client locations around the country. If you need any additional information or any additional assistance of any kind, please feel free to email or you can give any one of us a call at any of the numbers listed below.

Make it a great month!

Leadership Session Follow-up – August

jimabbondante — Mon, 31 Aug 2009 16:43:12 +0000

LEADERSHIP-THE BOTTOM LINE

Monthly Leadership Session Follow-up – August!

Effective Motivation & Productive Meetings!

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“The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not a bully; be thoughtful, but not lazy; be humble, but not timid; be confident, but not arrogant; have a good sense of humor, but without folly.”

“Who you are will speak much louder than what you say!”

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Monday,

August 31, 2009

WOW . . .

Where has this year gone!

Thanks for your participation in our monthly leadership development sessions during the month of August. These were two very important segments this month in that they focused on two areas that are very important if your goal as a leader and manager is to have happy and productive team members who are ’consistent’ in their performance and ‘committed’ to the long-term success of your organization.

Motivation

As you will remember, in our first segment we discussed the subject of ‘motivation’; what it is, and also how to approach it in the most results- oriented way/s possible. I think probably the most important point made in the session was the fact that ultimately, you can’t truly motivate anyone.

The best you as a leader can hope to accomplish is to create an ‘environment’ that inspires one to ‘want’ to perform up to the best of their ability. We decided that it is all about you providing both tangible and intangible, short and long-term incentives, (or potential benefits), that, from your team member’s perspective, will seem to make the required effort worthwhile. They have to be able to identify with the potential for a ‘win – win’ outcome and feel good about themselves in the process of succeeding.

What ‘incentives or benefits’ are we referring to?

You probably remember us discussing the fact that there is a different ’set’ or combination of incentives and benefits for each member of your team. Different people are motivated by different things, aren’t they! Example: What ‘mix’ or combination of things motivates you? How do you think that might differ from what probably motivates me?

We probably share some of the same motivating factors but we also probably have many that are more specific to who we are individually that we ‘don’t’ have in common. Don’t you think? If that’s the case, then why do we have the tendency to want to motivate everyone the same way? It’s because on the surface it seems to be the easiest way. But in the long run, it’s not! It really turns out to be the least effective approach – the hardest and most difficult way to keep one genuinely motivated.

How do you determine what specific ‘mix’ of motivating factors will be right for each individual member of your team? You’re right! You have to ‘ask’ them. You can do that ‘directly’ or it can also be accomplished indirectly over time as you develop your relationship with someone, and as you get to know who they are and what’s important to them, over time. Remember, as you’re determining what a person’s motivating factors are – you will also want to pay attention not only to their ‘whats’ but also to their ‘whys’ because it’s in the ‘whys’ that the real source of motivation is hiding.

Let’s remember that we’re first and foremost in the ‘People Business’; and to excel in the people business, we need to develop a basic understanding of ‘human nature’ and how to apply the ‘fundamentals’ of human nature to the uniqueness of who someone is as an individual. For example, one of the fundamental truths we discussed it in our time together this month is the fact that . . .

“You can get everything in life you want if you’ll simply
help enough other people get what they really want.”

It’s sometimes referred to as the ‘law of reciprocity’ and represents the essence of motivation. (It typically works best from the inside – out!)

What do you as a manager typically want?

Attendance;

Positive Attitudes;

Quality Performance;

Consistent Levels of Production;

Demonstrated commitments to you and the company, and to what will be in the best interests of your clients.

What do most people (employees) typically want?

To feel good about themselves;

To feel significant and appreciated;

To feel like they’re a valued part of the team;

To feel like they’re contributing to something that really does make a difference;

To feel the personal satisfaction that comes from being able to ‘take pride’ in the progress they’re making or in what they’ve accomplished; To take ‘ownership’ of it.

To feel the sense of fulfillment that comes with being able to enjoy the fruits of their labor, whether it takes the form of recognition, expressed appreciation, being ‘in the know’ and/or being able to influence important decisions, the opportunity to maybe take on some additional training and/or leadership responsibility, or some form of career growth or monetary reward; (It’s usually some combination of all of the above.)

What’s the secret?

It’s all about your ability to create “win-win-win” relationships!

What do you want?

What does your company want?

What do your team members want?

There’s no way of knowing until you begin to care enough about your people to begin building ’quality’ relationships with each of them so you can begin to learn how ‘they’ would define each of those things on a personal basis.

Your challenge, your opportunity, is to get to know your team members well enough to determine what things they place the most value on – what ‘mix’ of motivating factors are right for them – and ‘why’, and then to determine how to go about ‘creating an environment’ that will then make it possible for them to get or to experience those things as they begin to succeed at meeting the expectations that you’ve both agreed upon for them.

Let’s face it, in the final analysis, it’s all about . . .

“What’s in it for me that I can get excited about?”

Your goal is to understand what you want – and why; what your company wants – and why; and then also what each of your people want – and why; and then to determine how best to approach creating quality ‘win-win’ relationships between everyone who has a vested interest in your company’s success, in the success of each of your individual team members and in your own success as well.

How do you do that?

You have to plan your work and then work your plan!

The process is simple but effective!

Turn in your manual to pages 8-19 and 8-20.

In our session we looked at motivation from a number of different perspectives. Our application projects, two for this first segment, will focus our attention on only two of the important perspectives that we considered in our session.

Setting the employee up to succeed in their position is critical when it comes to how motivated they remain on a daily basis. While these ‘fundamentals’ may seem to be pretty basic, ‘assuming’ in any of these areas may lead directly to poor performance and a resulting lack of motivation.

Remember . . the way a person views their job will directly impact their motivation and their performance! Let’s start with Page 8-19:

1. Make the job or task clear and doable!

Confidence!

How well do they really understand their job? Do they really possess the knowledge and skills necessary to succeed or do they need additional training or maybe a little more coaching from you or from a more experienced employee?

What is their level of confidence?

Are they approaching the job with apprehension or do they really expect to succeed in the position?

2. Make the job or task genuinely meaningful!

Significance!

Let’s face it, if what I do counts, if it makes a difference, then I make a difference. In what ways can you bring significance to their contribution. How can you help them see that what they do is important?

How many people both inside and outside the organization are depending on them to do a good job, and why? And in what ways will all of those folks benefit as the result of the employee making their valuable contribution?

Try asking them . . . “Mary, do you know how important your job really is to so many people, and why?” “Let me explain!”

3. Make the job a vehicle for additional growth!

Challenge & Optimism!

Not only do people need to feel confident as stated under number one above but they need to feel optimistic about their future. Taking on new challenges and preparing for possible career advancement keeps one focused and motivated to become even better at what they do.

In what ways are you making sure they see their jobs as representing opportunities for ‘additional growth’; either in terms of what they are learning or in terms of new skills that are being developed, or in terms of what the future holds for them in your company?

4. Empower them to perform up to the best of their ability!

Pride of Ownership!

Empowerment is all about making it possible for people to invest as much of who they are as people as they possibly can into what they do on a daily basis and how they approach succeeding in their position.

In what ways can you allow people to take ownership of their own jobs? By you allowing for personal creativity, resourcefulness and for as much personalization as you can, you will make it possible for people to take a greater degree of genuine pride in what they do on a daily basis which will also increase their motivation.

5. Recognize and reward in ways specific to the individual!

Great Payoff!

You’ll remember that this is all about expressing your appreciation in ways that are customized to the person so as to increase the impact of the ‘payoff’.

How many creative ways can you think of to say ‘thanks’ and to reward each one of your people? If you know I like baseball, maybe choice tickets to the next big game will make a special impact on me.

Let’s step out of the box and take the road less traveled on behalf of each one of our people in this area and see what results you get. You will be pleasantly surprised!!

Keep it going . . .

Now that you’ve helped your team member begin to see their job from the ‘right’ perspective, now it’s time to begin the process of making sure they remain motivated on a consistent basis!

Let’s move on to the application project you will find on Page 8-20: ‘Continuous Motivation’!

You’ll remember that this part of our segment on motivation focused our attention on a simple but powerful method for having our people equate the right performance, good performance with positive reward which takes on any number of different forms.

1. What are the employee’s unique primary motivating factors?

Who are they?

What do they like or enjoy?

What provides sense of fulfillment?

Keep in mind that different people are motivated by different things and for motivation to be effective, the motivating factors must represent things that they personally will derive benefit from having or experiencing.

2. What performance do you want to reinforce?

What do you want them to get good at?

What specific performance do you want them to associate the positive motivational outcomes with?

What specific things do you really need your team members to do well in order for you to achieve your team’s goals through them? Be ’specific’ with your identification of what those things are they are going to need to do well.

Those are the exact things that you will be motivating them to do better, and/or more of, using the motivating factors that they have directly or indirectly told you are most valuable to them.

3. What are you going to want to catch them doing right?

What specific aspects of their job performance needs improvement?

What specific aspects of their performance are you going to want to positively reinforce, and why? You will in most cases get a whole lot more of what you catch them doing ‘right’.

If there are ten steps in a given process and they are struggling with steps 3 and 7, then those may be the ones you will want to focus on.

Instead of you influencing them to identify with what they may be doing wrong as the result of that being the only thing you point out, why not get them in the habit of identifying with doing things right by you pointing out and reinforcing those things.

4. How quickly are you going to reward them when you do catch them doing something right?

Pay attention . . Reward quickly!

Remember that the recognition and/or reward for a job well done needs to be communicated as soon after the positive performance as possible when it’s impact will be the greatest!

5. Describe what you liked and/or appreciated about the particular performance that you are recognizing.

Bigger bang for the buck!

People certainly enjoy hearing that they did a good job in a general sense but when you’re specific in your praise in as much as you are being ’specific’ about what you really liked about the performance, it seems to really validate the praise and it increases its impact on the employee!

6. Praise, recognize and reward in ways specific to the individual and the performance involved.

You’re important . . this is specifically for you!

Again, when the reward has been designed specifically with them in mind, when the reward is customized specifically for them, the ‘lasting impact’ of the praise and/or reward is multiplied many times over thereby producing even more positive outcomes!

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Additional Opportunity!

We would be pleased to schedule a convenient time to meet again with you on an individual basis, or as a group, to answer any additional questions you might have about motivation and what it takes to bring the best out in your best people. You may have a few ’special cases’ you’d like to discuss. We would welcome the opportunity!!

Please email or contact us at the number listed below to schedule a convenient time for us to get together. There are no additional costs involved other than the costs associated with you taking no action!

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Meetings

Our second segment this past month had us focusing on planning for and conducting successful meetings. We covered in some detail what a good meeting looks like, its feel, its purpose and tips for maintaining control of your meetings and also making and/or keeping them interesting and productive.

While I am going to suggest that you go back and review the printed materials and your notes from our discussions for most of what was covered, the bottom line when it comes to conducting successful meetings comes down to two phrases that we refer to quite often in many of our monthly sessions:

Proper Prior Preparation Prevents Pitiful Poor Performance!

Plan Your Work – and – Work Your Plan!

Probably the most practical ‘tool’ reviewed in the segment is what was covered on Page 8-29. This page was designed to provide you with a simple track to run on when it comes to thinking through that next meeting you are going to need to be prepared for. Simply follow the prompts – prepare for and then enjoy a productive and successful meeting. Here are the prompts:

Preparation: Conducting Effective Meetings

1. Personal Planning!

Is it necessary?

What’s the purpose?

What are the meeting objectives?

What are the primary meeting topics?

Who will attend the meeting and why?

Date, Time & Location of the meeting?

2. Informing Participants!

Manner of meeting notification?

Method of confirming attendance?

State why the meeting is being held.

State who is participating and also why.

State what is being discussed in the meeting.

State what desired outcome you will want from the discussion/s.

State what information they personally will need for the meeting.

3. Preparing the Agenda!

What topics are applicable to the meeting objectives?

What is the most logical sequence of the discussion topics?

How much time will need to be allocated for each discussion topic?

Make sure the time allotted for each topic discussion is stated on your agenda.

4. Structuring the Discussion/s!

Identify the topic.

Why it’s on the agenda.

Review the present facts and/or circumstances.

State what needs to be established, resolved or decided.

Ask for input from participants in an organized manner (around the table, by department, etc. Remember those in senior positions contribute last.)

Entertain different perspectives and/or proposals (considering advantages and disadvantages of each offering.)

Determine agreed upon courses of action (record decisions in the meeting log).

Adhere to agenda order and the stated time guidelines.

5. Summarizing and Concluding the Meeting!

Summarize all decisions.

Record all actions to be taken.

Include names, dates, support, etc.

Schedule specific follow up to take place.

Commitment regarding participation in next meeting.

The most important thing to remember when scheduling meetings in your organization is that . . .

“Effective meetings don’t just happen by accident, they happen by design.”

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Application Projects . . .

The application project for our second segment is on Page 8-34.

The idea is to take the information we covered – discussed in the session together and find as many opportunities as possible to apply it out there in your real world. Remember, adults learn by doing and they grow as the result of being given the opportunity to succeed on a repetitive basis. That’s the meaning behind our madness with regard to all of our application projects.

There design is always simple; Just read the directions at the top of the pages, follow the prompts, answer the questions, fill in the blanks, take the appropriate steps, then be prepared to share your results with us at the beginning of the next month’s session. You’ll do great!!

Call us if you need any assistance with any of your application projects.

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Great Idea!!

Why don’t you go ahead and follow through and get started on your application projects now while the content and all the concepts are still fresh in your mind?

As a matter of fact, once you get started, you’ll really enjoy thinking through the processes and succeeding! Your people will enjoy you applying the processes too!

Remember:

Please feel free to email or you can give us a call if you would like any personal assistance and/or coaching when it comes to completing your application projects this month.

You can call or email! (See Below!)

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Coaching!

We can assist you by phone or at your location. Just email or give us a call and we will go to work on scheduling a convenient time for us to get together.

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Next Month . . . September!

Make sure you join us again next month as we take a fresh look at how to conduct effective performance reviews – the kinds of reviews that really do make a difference and as the result, motivate positive and lasting ‘ change’ on the part of team members.

We are also going to take a look at how you as a leader and manager need to go about structuring – creating – the kind of environment that is most conducive to employees remaining positive and committed to quality performance.

You’re going to genuinely benefit from these segments!

Two very valuable segments you will not want to miss. I’ll tell you more about what to expect in the September email newsletter & monthly reminder.

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One Last Thing . . .

Would you take a minute to provide us with some feedback regarding this month’s session (August). Simply scroll down to the bottom of this page and click on ‘Leave a Comment’. We always appreciate and enjoy hearing back from you.

Have a great month and remember . . . .

“The will to win is worth nothing unless you have the will to prepare.”

Sincerely,

Jim

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Leadership works best when people are equipped to manage themselves.

When that happens, everyone on your team is working proactively. Everyone is participating in leadership. You create this type of environment through win-win agreements which stem from quality relationships built primarily on respect and trust instead of on authority alone.

— Jim Abbondante

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Contact Information . . .

Jim Abbondante

President, Director of Training

Direct Line: (817) 304-2225

Leadership Institute

Main Number: (817) 405-0012

Student Services Number: 1-800-955-0109

(Personal and/or Executive Coaching, Misc. Needs, etc.)

E-Mail: Leadership.Team@LeadershipInstituteUSA.com

Web-Site: www.LeadershipInstituteUSA.com

Leadership Session Follow-up – July

jimabbondante — Thu, 30 Jul 2009 23:35:23 +0000

LEADERSHIP-THE BOTTOM LINE

Monthly Leadership Session Follow-up!

Time Management & Organization!

Delegation & Coaching!

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“Surround yourself with the very best people you can find, then delegate
responsibility and the authority needed to get the job done, and then don’t
interfere.” — Ronald Reagan
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Wednesday,
July 29, 2009

What a productive month this has been. The sessions around the country during July have been great! I can say with regard to the month overall that we have not only been efficient – but we have also been quite effective at moving the ball down the field and accomplishing the goals we set out to achieve this month.

Do you remember our discussion regarding the need to be both efficient and effective? It takes both if you are going to be successful at not only managing your time profitably but achieving your most important goals in the process.

Again, we would like to thank you for your participation in our monthly leadership development session during the month of July, 2009. Our two topics this month were time management & organization, and also delegation (delegation from a coaching perspective). Let’s invest a few minutes together as we touch on some of the most important points we made in our session.

Time Management

We agreed that our time is absolutely our most precious and valuable resource, that without it we have ‘nothing’. We discussed the fact that as precious as we say that it is, there are still a good number of people who would tend to waste it, kill it or spend it, rather than invest it, protect it and ultimately cherish it.

We discussed the fact that the primary difference between achievers and non-achievers, when it comes to the issue of time management, is the fact that achievers have a tendency to be ‘well thought-out’ when it comes to their awareness of who they are and what’s most important to them in their life. They know what they want and why, and they have charted a course designed to lead them to the success they desire.

They are what we referred to in our session as ‘priority thinkers’; they have developed the intuitive ability to always know what the single most important thing is they should be doing at any given moment. They manage their time based on their priorities. Do you remember what determines their priorities? You’re correct! It’s their goals. They’re typically focused on their goals and their game plan for achieving their goals. They allow their plan to determine their priorities, their decisions and their actions.

They are typically successful because they are clear in their thinking and they’re committed to succeeding. They plan their work and they work their plan; and they’re willing to do the things that unsuccessful people won’t do in order to take control of their time and resources. It’s this ‘mind-set’ that keeps them in the driver’s seat and makes it possible for them to typically achieve twice as much as most other people.

Keys to Effective Time Management

On page 7-6, we discussed four simple but extremely important keys to effective time management. These keys are critical to our ability to not only accomplish all that we have to accomplish each day but also to our ability to achieve success in our career and live the fulfilling life that we all want for ourselves and our family.

Do you remember the four keys?

1. Place a high degree of value on your time!

We discussed the fact that the value you place on your time reflects the value you place on the quality of your life. We also agreed that the degree to which we value our time will influence how much others are going to be willing to value our time – which is important when it comes to our ability to manage interruptions, conduct efficient meetings and get things done in our department.

2. Know what you really want and why!

We discussed the fact that when you are committed to achieving important goals in your life, they become the basis for the decisions you make, and they make it possible for you to determine if what you are doing is really what you really should be doing with your time at any given moment. They’re also an important source of motivation, especially when it comes to the discipline that will sometimes be required of us where our focus – and our time management is concerned.

3. Develop and follow a strategic action plan!

It’s your game plan for achieving your goals that helps you recognize what your priorities need to be each day. Your game plan makes it possible for you to plan ahead and to be able to make important decisions as you are working through each of your workdays.

4. Condition yourself to achieve success!

This fourth key is often overlooked. This fourth key is all about us developing the ability to manage ourselves and our environment as we are working through each of our days. It is not enough to have goals and a workable daily plan, I have got to develop the discipline necessary to be able to remain focused until the task is completed and not allow myself to become distracted or fall prey to procrastination. In addition, I’m going to need to learn to effectively manage the inevitable distractions that interrupt all of us as we are attempting to achieve our daily tasks.

The key to your success will always come down to your own
self-management; (mental toughness and self-discipline).

Top Time Wasters

It was during this part of our session that we focused on what are considered to be the most common time wasters faced by business professionals in the workplace today. You will remember that on pages 7-7 and 7-8, we gave you the opportunity to determine for yourself what your own greatest time wasters tend to be; the idea being that until you are able to clearly recognize where the challenges lay, you can’t really do anything about them.

It was on page 7-8, that you were given the opportunity to narrow them down to your top three most costly time wasters – which represented your greatest time waster in each of the following three categories:

1. Planning & Organizing

2. Organizing & Managing Yourself

3. Organizing & Managing your Environment

Top Ten Time Wasters – Statistically

On page 7-10, (and in our video presentation), we then focused on what statistically is considered to be the top ten time wasters in the workplace generally speaking, and we discussed some of the most effective options we have available to us when it comes to overcoming these time wasting (time stealing) challenges.

By the way, the top ten time wasters were-are:

1. Crisis Management causing Shifting Priorities

2. Interruptions: Telephone & Drop-ins

3. Lack of Goals, Priorities & Planning

4. Personal Disorganization

5. Lack of Self-Discipline

6. Meetings

7. Paperwork & Red Tape

8. Incomplete or Delayed Information

9. Confused Responsibility & Authority

10. Attempting Too Much, Inability to say ‘No’

Our team and group discussions yielded some very interesting and unique ideas when it came to the ways that many of you suggested you would approach overcoming the various time wasters that you determined were your most costly. I can hardly wait to hear what some of the outcomes will be.

Let’s Get Organized!

On page 7-13, we discussed adopting a perspective and establishing an important pattern, when it comes to keeping ourselves – and our environment – organized to insure both efficiency and effectiveness.

Plan Your Day

For example, we determined that it’s ultimately going to be best for us to plan for our ‘tomorrow’ at the end of our day ‘today’ while our goals and objectives, and the progress we have or have not made today is fresh on our minds. We agreed that having a well-thought-out game plan prepared and waiting for us there in the morning would make it possible for us to get a much more successful start on our day; and it would increase our odds of achieving more by the end of the day for all of the reasons we discussed in our session together.

By planning tomorrow today, you in essence end up with a timed check list to follow the next day. Simply follow your plan, stay ontask, minimize interrupts by learning to deal with them effectively and remember to factor in enough time to allow for all of those interrupts that could be considered just another part of your ‘job description’.

Organize Your Desk

We discussed that a cluttered desk will usually reflect a cluttered mind and that it’s tough to really focus in an unorganized, inefficient, messy environment. We agreed that typically we want to have only the following three things on our desk at any given time which are:

1. Our Daily Planner

2. Today’s Game Plan

3. Our Current Project

Manage Your Paperwork

We also discussed two very important ‘rules of thumb’ when it comes to managing the paperwork that tends to get stacked up in and around our office such as separating stacks of paperwork into categories based on their priority and handling paperwork only once to the degree possible.

Daily Time Log

Probably the most interesting discussions in all of the different meetings centered around the challenge that was issued to keep a daily time log for at least a week to allow us the opportunity to see first hand where our time is really being spent, invested or wasted.

Is our time being wisely invested, spent on low-priority tasks or being wasted entirely? That’s the ultimate purpose of the Daily Time Log. We had a few folks suggest that they were too busy to even think about keeping a time log but when we asked them if they were truly happy with the amount of work they felt they were typically able to accomplish each day, they had to respond in the negative. So the general consensus in the majority of the meetings was that you ultimately couldn’t afford not to go through the exercise if you were really sincere about being as productive as you could possibly be in your position.

In our discussions, we actually related the concept of a daily time log to gathering the information necessary to prepare a financial budget designed to move us from the ‘red’ to the ‘green’, this based on the fact that back on page 7-3, so many people had chosen ‘Time is Money’ in our discussions. Example . . .

If I am in financial trouble and want to determine why, and what it’s going to take to get me out of that trouble, the first thing I’m going to have to do is to begin logging where my money is coming from and where it’s going. Once I’m armed with that data, I can then begin to make some wise decisions with regard to positioning myself to be able to start accomplishing my financial goals.

Managing our time is no different than managing our money. If you think it is, you are only fooling yourself. In both instances, you have to begin by determining what is most important to you and what you are going to want to accomplish, and then develop a strategy for moving yourself from where you are to where you are going to want to be, in whatever time frame you have established for yourself . . . and it all begins with you taking stock of where you are right now – hence – the Time Log.

Time Log Form

The actual Time Log form is on page 7-15. Your goal will be to make enough copies of the form to be able to keep an accurate log of your activities for at least one 5 day period – Monday through Friday. The process is really much more simple than it might at first appear once you get the hang of it. We have a number of participants now who will check themselves with daily time logs at least once a quarter or annually at the very least – and they have nothing but very positive things to say about the benefits they experience.

Daily Time Log Reminders

The easy directions are there for you on page 7-16. Participants who have gone through the exercise in the past have suggested that you briefly review the directions each morning for the first few days until you get into the flow of keeping your daily log. Trust me, you’ll be glad you did – it will keep the process easy for you and you will greatly appreciate what you will learn about yourself.

Analyze Your Daily Time Log

At the end of your week, you will want to spread all five of your completed time logs, (Monday through Friday), across your desk and then begin analyzing them one log at a time based upon the steps and questions you will see on page 7-17. I promise you that you will definitely be surprised at what you are going to learn.

Once you are able to spot the ‘trends’ and you begin to recognize what your time wasters really are, you will then want to move on to the next page to begin thinking through an action plan.

Daily Time Log – Follow-up Action Plan

What action plan am I talking about? What steps are you going to begin taking on a daily basis to begin establishing some new habit patterns in your life? Habit patterns designed to help you get back the one, two or three hours of time that your time wasters have been stealing from you.

Again, just follow the prompts. The steps are easy to take, however, keep in mind that if you need any assistance at all, that’s what we are here for. Just contact us through the information listed below or just click here.

Time Management Benefits

We ended our segment on time management by discussing the many benefits associated with you completing the time log exercise and you beginning to manage your time in the manner that we discussed in our session together.

The benefits are important for you to understand and believe in because human nature would suggest that we won’t invest the effort required to make needed changes in our life unless we are really sold on – and excited about – what will be in it for us when we succeed.

My encouragement would be for you to slowly and introspectively review each of the benefits listed on page 7-19, and ask yourself what the ‘benefit’ of each benefit will be to you personally. That’s where the needed change needs to start!

We Are Here to Help You

We already have a number of people who have followed up with us to schedule an opportunity for a private ‘one-on-one’ coaching session to walk them through the process of getting started with their logs because of their genuine desire to be able to take back control of their time.

As a matter of fact, why don’t you send us an email and/or just give us a call and we’ll schedule a convenient time to walk you through the process of getting your logs started, and we will also be happy to help you set up an effective time management system while we are there with you if you would like. Our contact information is listed below.

Do it today while you’re thinking about it!

(This is a very valuable resource your company is making
available to you – plan to take full advantage of it!!)

Delegation (Selegation!)

In our second segment, we began to discuss what ended up representing a major paradigm shift for a lot of those participating in the session when we began discussing the genuine leader’s approach to delegation, which by the way, is quite different than the typical manager’s approach to delegation.

We began by defining delegation as entrusting responsibility, granting authority and creating accountability for specific agreed upon results. We stated that the real purpose of delegation is to not only achieve a successful outcome with regard to the assigning of a task or project, but its ultimate purpose is to give someone an opportunity to stretch and to achieve some success and thereby be given an opportunity for real growth.

We also discussed some of the main differences between a typical manager’s approach to delegation vs. a genuine leader’s approach to achieving measurable results though others while developing his or her people in the process. We listed a number of those differences toward the bottom of page 7-25. Ultimately, it’s all a matter of style, intent, good people skills and having a well-thought-out process to follow.

Remember:

No genuine lasting success is ever achieved
as the result of just shooting from the hip!

With that in mind . . .

Selegation Process

We discussed the fact that effective ‘Selegation’ has a whole lot to do with moving your team member through a process designed to empower him or her to take genuine ownership of the task and to take pride in achieving a positive outcome with it for all of the right reasons.

On page 7-27, we discussed the fact that the process really needs to be broken down into four important stages – which are as follows:

1. Preparation (Steps 1-3)

(Prior to meeting with the employee.)

2. Explanation (Steps 3-5)

(You are doing most of the explaining.)

3. Creation of Involvement (Steps 6-9)

(You are asking open-ended questions and listening.)

4. Implementation of the Task (Steps 10-11)

(You are in a support mode at this stage providing needed assistance.)

On page 7-26, we discussed our way through the actual steps involved in the complete process – which are as follows:

1. What is the project?

(You are preparing for a successful meeting.)

2. To whom am I selegating?

(Who can benefit from achieving some success in this area?)

3. Describe the project!

(Make sure they understand everything necessary regarding the project.)

4. Explain why they are being selected!

(Build their confidence and empower them to succeed.)

5. Describe how they will benefit when successful!

(Get them excited about what’s in it for them when they succeed.)

6. Ask how they plan to approach the project!

(Listen to their responses, don’t interrupt, allow them to take ownership.)

7. Ask them to develop a plan of action!

(Allow it to be their creative ideas for buy-in & commitment.)

8. Ask how they plan to implement their plan!

(Ask questions to stimulate creative thinking process.)

9. Ask how they will measure their progress!

(Allow them to create their own accountability factors – just listen.)

10. Record strategic dates on your calendar!

(Take notes and record dates in your own time management system.)

11. Provide follow-up!

(Provide on-going coaching, support, and encouragement.)

Opportunities for Selegation

On page 7-28, our objective, after developing an understanding of the selegation process, was to consider the ways that we have traditionally approached delegating assignments in the past, in light of the new and potentially different approach we discussed in our session – and then ask ourselves what we might have done differently – and what, if any, different outcomes might we have achieved.

We also discussed what we liked about the more leadership-oriented approach to delegating and what we liked about the process. A lot of the answers centered around the process being much more people-oriented. Many participants really appreciated the opportunity for greater involvement on the part of the person who the task is being delegated to – and the fact that it represented a very clearly defined, easy set of steps to follow.

Preparation for Selegation

Your challenge now is to set yourself up to benefit from the process by following through and using it next time you have a need to assign a project or task to one of your team members. You being able to really benefit from the process will be very easy!

All you will need to do will be to turn to page 7-29, and begin reading through, thinking through and then following each one of the prompts listed on the page. Be sure and take a few notes and remember that proper prior preparation really will prevent pitiful poor performance!

Once you have used the process a few times – trust me – you will love the impact it has on team members and the results it produces – and it will just become your normal way of approaching assigning tasks or projects. Not only will you like it – but your team members will really appreciate you taking that approach with them because of the very healthy impact it will have on them and how really empowered they will feel by the end of their meeting with you!

Enjoy!!

Secret to Successful Selegation

We summarized the whole philosophy of Selegation on page 7-30.

We agreed that it essentially comes down to the following:

1. Leadership!

2. Salesmanship!

3. Ownership!

4. Job Satisfaction!

5. Pattern of Successes!

. . . and remembering to never tell anyone anything you can ask them!

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July Application Projects

1. Review the material we covered in this month’s session on Time Management. Set up your own personal Time Log. Keep it for a minimum of one week in an effort to determine specifically how you are utilizing your time on a regular basis.

2. At the conclusion of your first week, following the guidelines outlined in this month’s printed materials on page 7-17, carefully analyze your Time Log to determine what areas you might improve in. Focus on how many hours you will be able to regain by taking back control of your time.

3, Set up your own Personal Action Plan for improvement and begin to implement your plan on a consistent basis in an effort to make the improvements you desire. Use the form on page 7-18.

4. Plan to turn in a photocopy of your completed Personal Action Planwhen you check in at the beginning of next month’s session. Note at the top of the page how many hours you feel you will be able to regain by implementing your Personal Action Plan.

5. Review the steps to successful Selegation we covered in this month’s session. Plan to utilize the process with a minimum of one (1) person between now and next month’s session.

6. Answer the questions on page 7-33, regarding how you implemented the process with one or more of your people, and plan to turn in a photocopy of your completed project when you check in at the beginning of next month’s session; Be prepared to share your most successful Selegation experience with the class at the beginning of the session.

5. Call the student services number below for personalized, one-on-one ‘on-site’ coaching assistance with your application projects, or for assistance with any other ‘people issues’ you may be faced with.

You can reach us directly at (800) 955-0109, or via email.

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Great Idea!!

Why don’t you go ahead and follow through and get started on your application projects now while the content and all the concepts are still fresh in your mind?

As a matter of fact, once you get started, you’ll really enjoy thinking through the processes and succeeding! Your people will enjoy and appreciate it too!

Remember:

Please feel free to email or you can give us a call if you would like any personal assistance and/or coaching when it comes to completing your application projects this month.

You can call or email! (See Below!)

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Coaching!

Let me remind you once again to plan to take full advantage of your opportunity for individual ‘on-site’ coaching in any of the areas that pertain to the application of the concepts, principles and processes we cover in our monthly sessions. In addition, we are always happy to assist you in any areas pertaining to everyday ‘people’ issues. We can assist you by phone or at your location. Just email or give us a call and we will go to work on scheduling a convenient time for us to get together.

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Next Month . . .

Make sure you join us again next month as we take an interesting look at the ‘mechanics’ of motivating employees and also how to conduct the kinds of productive meetings that employees actually look forward to and don’t fall asleep in!

All kidding aside – we’re going to take a look at some methodologies that will make meetings much more interesting and productive for everyone. These will be two very valuable sessions you will not want to miss. I’ll tell you more about what to expect in the August email newsletter & monthly reminder.

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One Last Thing . . .

If you get a minute, go to the end of this article and leave us a comment, and be sure to include some feedback regarding this month’s session. We always appreciate and enjoy hearing back from you. Have a great month and remember . . . .

“The will to win is worth nothing
unless you have the will to prepare.”

See you in class!

Sincerely,

Jim
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The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it. – Theodore Roosevelt

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Contact Information . . .

Jim Abbondante
President, Director of Training
Direct Line: (817) 304-2225

Leadership Institute
Main Number: (817) 405-0012

Student Services Number: 1-800-955-0109
(Personal and/or Executive Coaching, Misc. Needs, etc.)

E-Mail: Leadership.Team@LeadershipInstituteUSA.com

Web-Site: www.LeadershipInstituteUSA.com

Leadership Session Follow-up – June

jimabbondante — Mon, 29 Jun 2009 19:57:02 +0000

LEADERSHIP-THE BOTTOM LINE

Monthly Leadership Session Follow-up!

Improving Communication & Setting and Reaching Goals!

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“Outstanding leaders understand that when you discover your mission, you’ll ‘feel’ its great demand and it will fill you with enthusiasm and with a burning desire to get to work on it and to get it accomplished.”

—W. Clement Stone

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Monday,

June 29, 2009

We would like to thank you once again for your participation in our monthly leadership development session during the month of June, 2009.

Communication

As you will remember, in our first segment we discussed the subject of ‘communication’, specifically the importance of us becoming more consciously aware of what the other person is ‘really’ saying to us, (verbally and non-verbally), through ‘listening’ well – so as to be able to ‘improve’ the overall communication process.

Example; When is the ‘best time’ to solve any problem . . . before, during or after it has occurred? Whether it involves our relationships or us working together in the many ways we do to insure the success of our work processes, how many of the issues that we deal with on a regular basis could be averted or resolved much more easily if better communication were the order of the day.

We agreed in our discussion that both people involved in the communication process have to assume 100% responsibility for the success of the ‘communication outcome’ – which includes both sending and receiving information:

Sending

1. Use clear language:

Make sure you have the other person’s attention and that you are using ‘terms’ that can be understood and ‘identified with’ by the other person. Make sure you understand their perspective and that you are taking that under consideration in your approach to communicating with them.

2. Use multiple forms of communication:

The more important the issue the more forms of communication one should employ to make sure that the best possible outcome is achieved for everyone involved. In addition to ‘verbal’, how many other forms of communication do you have available to you, and in which combination should they be used in what specific circumstances? (Try and say that 10 time real fast!)

3. Make sure the other person really understands:

So . . . how do you go about accomplishing that exactly?! By following your explanation or ’statements’ with some kind of an ‘open-ended’ question that will require a specific detailed response of some kind that will confirm to both of you that they did ‘really understand’ what you were communicating – and you both are on the ’same page’ with respect to what ‘good’ will look like as the result of your ’successful communication’ process.

What happens when we are ‘too busy’ to really communicate effectively and we just ASSUME the other person understands?

You’re right!

Receiving

1. Become a better listener:

That comes by way of making a conscious effort to get good at it! ‘Listening’ is truly one of the most valuable and really profitable things you can do! The really ’successful’ leaders, managers, sales people, spouses and friends have learned that people will always tell you exactly what you’ll need to know to succeed with them, if you’ll only stop, pay attention to them, ask the right questions and then what? _____________ That’s right!!

You can get really, really good at listening as the result of practicing the six ‘listening skills’ we reviewed in our session which are . . .

A. Use attentive body language (it really does help you listen!)

B. Use thinking speed constructively (pay attention – duh!)

C. Maintain silence, observe & process (closed mouth position!)

D. Avoid prejudices & preconceptions (known as small-mindedness!)

E. Avoid jumping to conclusions (wait on all the facts before deciding!)

F. Be an active listener (participate – it can actually be fun!)

2. Observe non-verbal communication:

In our April session we discuss the fact that communication can be broken into three important parts which are:

7% Words

38% Tone of Voice

55% Physical – Non-Verbal

Have you ever heard someone say that if you’re happy, you might want to ‘tell your face’? Or, have you ever had someone go ahead and give you the answer they ‘thought’ you ‘wanted’ to hear but you both knew their heart wasn’t really in it, because it was written all over their face, and even their body language gave them away . . . example, they were slumped over and frowning a little as they were giving you that answer they really didn’t even believe in, themselves. It pays to listen with your eyes, your ears, and most importantly, with your heart!

3. Make sure that you really understand:

This is very similar to #3 above. When you are on the receiving end, it’s still up to you to make sure you really do understand what they are trying to say – and you confirm it in much the same way you did under #3 up there – with another one of your famous questions . . .

“If I understand you correctly, what you’re really wanting me to do is ____________ , am I understanding you correctly?

If I’ve learned anything over the years when it comes to communication – especially under pressure – it’s that the problem with most communication is the illusion that it’s been effectively accomplished. Keep in mind that the quality of your communication will always be the results it achieves.

Hey you . . Listen up!!

Goals

In our second segment together, we discussed the importance of ‘goals’; again, not only our own but . . how to influence the attitudes of our people with respect to the importance of, and the incredible benefits of having meaningful goals in their lives. You want to see your people come to life with respect to their attitude and the quality of their overall performance?

How many of you remember that we said that a significant part of leadership involves ’selling’ which is really nothing more than helping people make ‘good decisions’ that really will be in their best interest?

Some of the most important and valuable decisions you can help your people make have everything to do with you helping them understand who they really are, and what’s really most important to them, and why.

From there you go to work on helping them to determine what they really want to accomplish in their life and career, and then you go to work on helping them turn ‘that’ or ‘those things’ into ‘clearly defined goals’ that they can begin to identify with, get really excited about, and involved in achieving over a period of time - with help and encouragement from you – their leader and mentor.

When you approach and live your own life that way, and you then turn around and get your people involved in approaching their lives and work in that way, life begins to take on a whole new meaning for everyone involved.

It really does . . . Everyone ultimately wins!

What I am describing here has a lot to do with what genuine leadership is really all about; especially when it comes to the concept of developing people while you’re working with them on a daily basis to get the job done well - on behalf of your customers or clients.

Trust me . . . people (human nature) needs a ‘valid reason’ to come to life and perform at or beyond their recognized capacity; and no matter how it shakes out, it will always come back to who you are and what’s really most important to you and why. Help your people wrap their minds around that, and you will have some truly motivated team members on your hands – then all you have to do is help them come to the ‘true realization’ that they’ll be able to achieve their goals by helping you achieve the company’s goals. Sounds like a match made in heaven, doesn’t it! Well it can be when the ‘right leader’ is at the helm – and that’s you!!

In our monthly session . . .

We talked about what goals really are and how few people really have them – and why. We also reviewed some of the many benefits associated with goal setting, how to set them and then how to reach them. I really wish we had about two more hours together to get into some of the ‘processes’ a little more deeply but that’s really what the ‘one-on-one’ sessions are really all about – helping you understand the application of the processes to who you are and to what you want to accomplish . . . and then how to turn around and help your people do the same.

Important!

The whole process of identifying and reaching important, life changing goals can seem somewhat complicated unless you have someone who can simplify the process for you and make it as easy as possible for you to get started and to get the ‘hang of it’. That’s what we’re here for, to help you get started and then to succeed! We already have a number of people who have followed up with us to schedule an opportunity for a private ‘one-on-one’ coaching session for that purpose. As a matter of fact, why don’t you send us an email and/or just give us a call and we’ll schedule a convenient time for us to walk you through the process of getting a few goals set up for yourself and how to get your team members headed in the same direction. Our contact information is listed below. Do it today while you’re thinking about it!

(This is a very valuable resource your company is making available to you – plan to take full advantage of it!!)

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Additional Resource Material!

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Communication

I have included an expanded version of page 6-7A for you to print, review and add to your student manual for future reference. It will outline for you the points that were discussed under each of the six listening skills that we covered. Not only can ‘you’ focus on getting better at each of these yourself but you can use the same information to help a team member or maybe even a friend or family member (teenager!) to become a better listener as well.

(You can request a copy of page 6-7A by clicking here.)

Goals

I have included page 6-18 for you to print, review and add to your student manual. It is our definition of what a goal actually is. There are a lot of ideas out there as to what goals are but in terms of how we are ‘wired up’ as human beings and what’s required if goals are to be properly set and then successfully reached – here’s the most accurate definition you’ll find. Think about it . . .

(You can request a copy of page 6-18 by clicking here.)

I’ve included an expanded version of page 6-19 for you to print, review and add to your student manual for future reference. This can be a very important page for you to familiarize yourself with because it’s tough to get very excited about anything you are not really ’sold’ on and this list will come in handy when it comes to you selling yourself or one of your team members or maybe even one of your teenagers on the benefits of setting meaningful goals. Take a look at the list and see what you think!

(You can request a copy of page 6-19 by clicking here.)

I have also included an expanded version of page 6-24 for you to print, review and add to your student manual for future reference. Remember that we have said on a number of occasions that ’success’ is the result of a number of factors coming together in just the ‘right way’ to produce the desired results. That’s particularly true when it comes to achieving personal and professional growth, and to accomplishing important goals in our life. We are creatures of ‘habit’ and winning and/or loosing in life has everything to do with the kinds of habits we choose to establish (knowingly or unknowingly) in our life.

(You can request a copy of page 6-24 by clicking here.)

In addition to just printing and adding this page to your manual, I would challenge you to review each new ‘habit’ on the list and ask yourself whether or not it represents your ‘present approach’ to life, and if it doesn’t, then begin making the appropriate changes immediately. One of the simplest but most strategically impacting things you can begin doing is reading this list ‘out loud’ to yourself every morning in the form of ‘first person’ statements. Example, simply put the word ‘I’ in front of each statement before you read it out loud and see what you think.

That simple exercise combined with reviewing each of your written goals each morning will make a tremendous difference in terms of your attitude, your focus and in your ability to reach all the important goals you have established for yourself and for your family!

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Additional Opportunity!

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There were a number of people who, at the end of the session, expressed an interest in being able to invest some additional time discussing the issue of setting and then reaching important goals, specifically as it relates to how to incorporate the ‘goal setting’ process into how they manage their people, in order to improve attitudes, increase motivation and achieve even better results through their people. That’s Exciting!

We would be pleased to schedule a convenient time to meetagain with you on an individual basis, or as a group, to answer any additional questions you might have and to discuss how to apply what we covered to the accomplishment of the goals you’ve set for your people.

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Four Keys to Goal Achievement!

Statistically, only 1 in 50 people will accomplish ’real success’ in more than only one main area in their life. For those who do tend to achieve much more than the average, it’s because they are ‘knowingly’ or even ‘unknowingly’ applying the following four keys to setting and reaching their goals.

Key #1

We have said in past sessions that positive change and the success it brings must start on the ‘inside’ and work its way outward.

Positive internal change begins with your self image. If you can not identify WITH the goal, it’s probably not going to be accomplished.

If you think of a goal and deep down believe, “That’s not me,” then guess what? It’s like driving a car with one foot on the gas and the other foot on the brakes. With that kind of ’self-defeatist’ self-talk, you won’t even make it out of the driveway and onto the road of life, much less succeed.

But when you can not only see yourself doing what is necessary and enjoying it, but you can also truly identify WITH every part of what ‘owning’ the accomplishment of your goal will mean to every part of your life, you are a thousand times more likely to stay focused and involved in it until the goal is finally successfully achieved.

When you think deep down, “I am (a great ______ ),” then your identity is now tied up in your success, and you are on your way to success.

Key #2

Review page 6-23 in your student manual (steps to achieving important goals) and pay particular attention to step #3. This is typically where a lot of people get side-tracked and often times will just sit down and quit.

When it comes to this particular step in the overall process, in addition to taking the appropriate steps to minimize the issue or issues involved, one of the most important steps for you to take is to literally ’shrink down’ the size of the obstacles or challenges - ’in your mind’.

Yes, the brain can (and often does) make tasks look big and quite impossible. And the brain can also make tasks look small and ridiculously easy as well. Same task!

When the challenge looks small and easy, confidence soars. This can make incredibly difficult tasks or challenges feel fun, which is an important key to accomplishing your goals. We can show you how to minimize the challenges involved in your mind when we get together in our individual coaching sessions.

Key #3

Seeing mistakes, setbacks, delays not as ‘problems’ but as inevitable and predictable steps that are just a normal part of working toward the accomplishment of any important goal. Truly, it’s all a matter of perspective.

High achievers in all fields are ‘prepared’ and ready for the so-called ‘problems’ that arise in the midst of any worthwhile endeavor and when they show up, they get ‘excited’ and then just solve them instead of becoming depressed and defeated. When you know what to expect and you are prepared – you’re able to function at your best and succeed. It kind of brings a whole new meaning to . . .

Proper Prior Preparation Prevents Pitiful Poor Performance!

Key #4

Just ‘knowing’ the benefits of reaching a particular goal is really not enough. They have to become a part of you. The benefits you associate with your goals really do have to be a true reflection of those things that you place the greatest degree of value on in one or more areas of your life. Then as you go to work on creating your written description of all the benefits associated with achieving a particular goal in your life, they will become ‘truly meaningful’ to you to the degree that you won’t be able to keep from moving in that direction.

Also, to achieve very difficult feats, you must be able to ’spit out’ the benefits in your sleep - backwards, forwards, upside down and inside out. The benefits have to have been internalized to the degree that they become a big part of your consciousness. This is accomplished by reviewing your goals and all the benefits associated with the accomplishment of your goals on a ‘daily basis’. We will talk more about how to do that correctly and systematically when we get together one-on-one.

Ultimately, you need to make the benefits incredibly attractive to you. You need to really ‘fall in love’ with the benefits. They will become the power source that will get your goals off the launching pad and will keep you in flight until each of your important goals are fully accomplished.

When the perception of the pleasure associated with the accomplishment of your goals outweighs the perception of the pain involved – you’ll head for the pleasure every time and win!

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Application Projects!!!!

Communication

Turn in your manual to page 6-10. You will see the application project page for the first segment on communication. This will be a pretty easy project to complete and will provide you with some very practical benefits in the process.

The application project is designed to reinforce the fact that each one of us can become much better listeners as the result of making the decision to become better at each one of the specific steps that we discussed in our session together.

Read the introduction at the top of the application project page and then review the six skills listed on page 6-7A and also the six steps listed on page 6-8. After reviewing these two pages, question one will ask you to choose and list the three areas that will represent the greatest opportunity for the improvement of your own skills.

Question two will ask you to think through the application of those specific skills or ‘aspects of communication’ that you will want to focus on and improve, and then to identify the ‘opportunities’ you will have to start ‘practicing’ your new skills.

The goal is to begin paying closer attention to how you typically communicate on a daily basis and to look for ways to ‘improve’ by applying what we learned in our session, and then to report back regarding the progress you will have made between now and when we meet next month.

Keep in mind that as you begin to become more aware of how communication typically takes place in your organization and you begin improving your skills, you will definitely want to get the members of your team involved in making the same kind of improvements you are!

Goals

Turn in your manual to page 6-27. You will see the application project page for the second segment on setting and reaching goals. This project may require a little more time to complete but the benefits will far outweigh the effort involved. As you review page 6-27, you can see that all you need to do is to ‘follow the directions’ and you will be able to complete the project. Pay particular attention to the ‘note’ at the bottom of the page – we’re here to help you succeed! Let’s look at a few of the pages together; (First take a moment to review page 6-18 again!)

My Values – Page 6-28

It has been suggested that you can’t hit a target you don’t have and that you won’t invest enough of yourself to succeed if the target is not something you care deeply about. The first step in the process of you setting your goals is to determine what’s really most important to you in each of the most important areas of your life. Begin by asking the question you see at the top of the page as many times as you may need to until you feel you are clear on what’s truly most important to you in each of the areas you see listed on the page. Then and only then are you ready to move on to the next step.

My One Year Goals – Page 6-29

Once you know what you place the greatest degree of value on in each of the areas listed on page 6-28, you then move on to the next step in the process which is on page 6-29, and you begin to ask yourself what goals will need to be set and reached in each area in order for me to be able to experience what I consider to be most important to me in each of those areas.

Goal Setting Strategy – Page 6-23

Once you have identified the specific goals you want to set and reach in each of the areas listed on page 6-29, you’re ready to begin thinking through the process of more fully identifying the specifics of your goals and the specific steps you will need to take to achieve each of them. That process is outlined for you on page 6-23.

This process will involve nine specific questions that you will want to answer where each of your goals are concerned. It will be as easy as following the prompts and answering the questions you see - and then writing down your answers on the form. Obviously, you will need to complete a separate form for each one of your goals.

By the time you will have worked your way through the complete process, you will have a pretty good understanding of what’s most important to you, the goals you will need to set and reach to be able to experience more of the things you place the greatest degree of value on in your life, and an understanding of what you will need to do to begin accomplishing each of your goals.

It’ll be a real eye-opening experience for you – you will have completed your application project – but it doesn’t stop there! The real objective is to engage you in the process of becoming more involved in your life and more excited about who you have the ability to become and what you have the ability to accomplish in and through your life.

We work with a lot of people in these areas as a part of the success coaching process that we make available through the Leadership Institute, and we are happy to work with you as well to help you understand, think through, properly set and then reach your goals. It’s included as a part of the leadership development process you are going through so please do feel free to email or give us a call if you want to schedule some personal one-on-one success coaching.

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Great Idea!!

Why don’t you go ahead and follow through and get started on your application projects now while the content and all the concepts are still fresh in your mind?

As a matter of fact, once you get started, you’ll really enjoy thinking through the processes and succeeding! Your people will enjoy it too!

Remember:

Please feel free to email or you can give us a call if you would like any personal assistance and/or coaching when it comes to completing your application projects this month.

You can call or email! (See Below!)

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Coaching!

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Next Month . . .

Make sure you join us again next month as we take an interesting look at the ‘mechanics’ of time management and organization and how to create an extra two to three hours each day thereby making it possible for you to accomplish more in less time – and leave at the end of each workday feeling like to really have accomplished something that day.

We’re also going to focus on how to delegate effectively. You might be surprised to discover how few managers are really willing to delegate and how many mistakes are typically made when they do. You will be excited to learn what delegation really is and how simple it is to do it effectively when you understand the process we will cover in our session together next month.

Two very valuable sessions you will not want to miss. I’ll tell you more about what to expect in the July email newsletter & monthly reminder.

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One Last Thing . . .

If you get a minute, Click here and give us some feedback regarding this month’s session. We always appreciate and enjoy hearing back from you.

Have a great month and remember . . . .

“The will to win is worth nothing
unless you have the will to prepare.”

Sincerely,

Jim

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Leadership works best when people are equipped to manage themselves. When that happens, everyone on your team is then working proactively.

Everyone is participating in leadership. You create this type of environment through win-win agreements which stem from quality relationships built primarily on mutual respect and trust instead of on authority alone.

— Jim Abbondante

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Contact Information . . .

Jim Abbondante

President, Director of Training

Direct Line: (817) 304-2225

Leadership Institute

Main Number: (817) 405-0012

Student Services Number: 1-800-955-0109

(Personal and/or Executive Coaching, Misc. Needs, etc.)

E-Mail: Leadership.Team@LeadershipInstituteUSA.com

Web-Site: www.LeadershipInstituteUSA.com

Leadership Session Follow-up – May

jimabbondante — Mon, 25 May 2009 17:56:40 +0000

LEADERSHIP- THE BOTTOM LINE

Managing Stress & Influencing Productive Attitudes!

Monthly Leadership Session Follow-up!

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“Outstanding leaders go out of their way to boost the
self-esteem of their personnel. If people believe in
themselves, it’s really amazing what they can
accomplish.” —Sam Walton
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Monday,
May 25, 2009

Hope you are enjoying your Memorial Day weekend!

We would like to thank you once again for your participation
in our monthly leadership development session during the
month of May, 2009.

While we covered a ton of practical information in both our
segments this month, time will not permit us to review all
of it here so let’s just hit on a few of the high spots in this
short follow-up review.

STRESS

As you will remember, in our first segment we discussed the
subject of stress; what it is, the kinds of things that typically
lead to stress and also the many options, (choices), we have
available to us when it comes to our ‘responses’ to it.

We focused on the issue not only from the perspective of its
personal application in our own lives, but also how to approach
minimizing the opportunity for stress in our workplace and how
to help a team member deal more productively with stress on
an individual basis.

Let me encourage you to remember that stress begins to
build when we start to feel overwhelmed and that we are no
longer in control of our circumstances or environment, which
leads then to the need to self-preserve or to protect ourselves,
which is then manifested in the form of ’stress’.

One of the smartest things you can do to minimize the
opportunity for stress in your team’s workplace is to follow
the steps outlined on page 5-11. By creating opportunities
for greater involvement on the part of your people, you will,
to varying degrees, be putting them more in control of their
work environment thereby reducing the opportunities for
them to experience stress in their everyday work life.

We covered quite a bit in our segment on stress. Let me know
if you might need any additional input on how to adapt any of
the ideas or processes we covered to your specific environment.

ATTITUDE

In our second segment together, we discussed the importance
of attitude, again, not only our own attitude, but how to influence
the attitudes of those members of our team who may need to learn
how to better manage their own attitudes. We also focused on how
to move someone through the process of changing their attitude
from a negative attitude to a much more positive and productive
one.

The 10 common sense steps we covered on page 5-27, are not
only effective, but when understood and mastered, will serve you
well when it comes to you teaching your team members how to
assume responsibility for their own attitude and how to better
manage their attitudes on a regular basis.

Again, do keep in mind that we’re here to assist you when
it comes to you determining the best approach to take when
applying the steps we covered to a specific individual in your
department who may need some special attention in this area
of their development. Our goal is to help you get good at what
you are learning in each of our monthly sessions.

Remember, when it comes to you influencing the development
of your people in these two areas – stress and attitude – it’s as
simple as 1 – 2 – 3:

1. Demonstrate what ‘good’ looks like,

2. Train and coach for improved performance,

3. Positively recognize and reinforce effort and successes.

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Additional Resource Material!

I have included via email an expanded version of page 5-27 for you
to print, review and add to your student manual for future reference.
It will outline for you the steps to follow when it becomes necessary
to help a team member, co-worker or maybe even a friend or family
member to overcome a negative attitude. I also included a copy
of the ‘Pig’ exercise for you to conduct with your team members.

Hope you enjoy it!

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Additional Opportunity!

There were a number of people who, at the end of the
session, expressed an interest in being able to invest
additional time discussing the issues of both stress
and attitude, and how to effectively apply the
principles and processes that we discussed
to specific scenerios they are faced with.

We would be pleased to schedule a convenient time
to meet again with you on an individual basis, or as
a group, to answer any additional questions you
might have and to discuss how to apply what
we covered to any specific situations you
may be faced with.

Please email or contact us at the number listed
below to schedule a convenient time for us
to get together.

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Always Think Positive Thoughts!

Things typically turn out best for those people
who can make the best out of the way things turn out.
It’s really not the situation; it’s your reaction to the situation.
The reality in your life may result from many outside factors,
none of which you can control. Your attitude, however,
reflects the way in which you deal with what is
happening to you.

Life at any time can become difficult.
Life at any time can become easy.
It all depends upon perspective.

You can’t always control your circumstances.
But, you can control your own thoughts.
There is nothing neither good nor bad,
only your thinking makes it so.

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Application Projects!

Attitude:

Turn in your manual to page 5-32. You will see the application
project page for the second segment. (There was not one for
the first segment this month!)

This one is going to be easy for you to complete and a lot of fun,
too, for both you and your team, (and family and friends!)

The application project is designed to reinforce a fundamental
leadership/management truth, and that is the fact that you will
tend to get a whole lot more of what you positively recognize
and reinforce.

Your goal will be to see how many people you can catch doing
something ‘right’ that you can positively reinforce, and then
reward them with an ‘I Like’ note.

Not only will it make a positive impact on those who receive them
but it will also move you in the direction of you getting into the habit
of looking for and rewarding positive attitudes and good performance
on the part of your people.

So, go ahead and prepare your blank ‘I Like’ slips, read the directions
on page 5-32, and get started. We are going to begin our next session
together by giving you an opportunity to share with us some of your
experiences.

By the way, if you have any questions about the exercise, please
do feel free to email or give us a call as we want you and your
team members to be able to receive the maximum benefit
possible from the exercise.

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Great Idea!!

Why don’t you go ahead and follow through and get started
with the ‘attitude’ application project now while the content
and concepts are still fresh in your mind?

As a matter of fact, once you get started, you’ll really enjoy
thinking through the process and succeeding! Your people
will enjoy it too!

Remember:

Please feel free to email or you can give us a call if you
would like any personal assistance and/or coaching
when it comes to completing your application
project this month.

You can call or email! (See Below!)

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Coaching!

Let me remind you once again to plan to take full advantage
of your opportunity for individual ‘on-site’ coaching in any of the
areas that pertain to the application of the concepts, principles
and processes we cover in our monthly sessions. In addition,
we are always happy to assist you in any areas pertaining to
everyday ‘people’ issues. We can assist you by phone or
at your location. Just email or give us a call and we will
go to work on scheduling a convenient time for us to get
together.

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Next Month . . .

Make sure you join us again next month as we take an
interesting look at how to listen and communicate in the
workplace more effectively. We’re also going to focus on
how to help team members set and reach important goals.

Two very valuable sessions you will not want to miss.
I’ll tell you more about what to expect in the June
email newsletter & monthly reminder.

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One Last Thing . . .

If you get a minute, click on ’comment’ above or below
this follow-up article and give us some feedback regarding
this month’s session. We always appreciate and enjoy hearing
back from you.

Have a great month and remember . . . .

“The will to win is worth nothing
unless you have the will to prepare.”

Sincerely,

Jim

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Contact Information . . .

Jim Abbondante
Lead Facilitator
Personal Cellular: (817) 304-2225

THE LEADERSHIP INSTITUTE

Main Number: (817) 405-0012
Student Services: (800) 955-0109
Email: Leadership.Team@LeadershipInstituteUSA.com

The Leadership Institute
P.O. Box 642
Lindale, Texas 75771

www.LeadershipInstituteUSA.com

www.JimAbbondante.WordPress.com

“If through your example and your actions you inspire
others to dream more, learn more, do more and also
become more, then you are a true leader.”