Critical Factors for Keeping Top Talent

Pssst … it’s all about happiness!

Last week, I got to present “Critical Factors for Keeping Top Talent” at a SOREDI event. It was fun to share one of my favorite topics—the importance of happiness at work. With Oregon’s unemployment rate at 3.8% and the country’s at 4.3%, SOREDI was smart to focus on such a relevant topic!

The 2017 PwC CEO Survey found the top three CEO challenges in the United States are talent, technology and innovation. About talent, the report states, “Talent will help an organization distinguish itself from the competition. Organizations need people who can surmount big challenges and tackle complex issues. CEOs are looking for employees who are agile, curious, and can collaborate with others to achieve the greatest results. These skill sets are among the hardest to recruit.”

I believe in two simple truths:

  1. Your people are the #1 resource that will determine your success.
  2. Happy people perform better.

There are many factors that influence success, but it’s your people who give you an absolute advantage.

Happiness is the single greatest competitive advantage in the modern economy.Shawn Achor

Happiness is a worthwhile investment. Decades of compelling evidence shows that improving happiness in the workplace delivers significant increases in profit, productivity and innovation—not to mention substantial cost savings. Happier workers are healthier and more effective team members, and they provide superior customer service. Happier businesses attract top talent and are more likely to retain their best workers.

Why worry about happiness at work? You can count on:
  • 30% Higher productivity1
  • 54% Better staff retention2
  • 3x Higher creativity3

Social economist and researcher (and all-around good guy) Nic Marks uses a dynamic model to explain which factors create a happy workplace. The model takes into account people’s “experience of work” (how they feel), which is influenced by how they are “functioning at work” (what they do). This depends on the “organizational system” (where they work) and their “personal resources” (who they are). Using an assessment developed by Nic and his company Happiness Works, you can generate your own dynamic model for your workplace.

Dynamic Model

This dynamic model is from a Portland tech company Capiche worked with. Notice the colors ranging from orange to dark green. Like a stoplight, red to orange is a non-starter, and green is a go.

Measured within each of the four components of the dynamic model are:

  • Experience of work: Positive and negative feelings, engaging work, worthwhile work
  • Functioning at work: Self-expression, sense of control, sense of progress, work relationships
  • Organizational system: Job design, management system, work environment, social value
  • Personal resources: Vitality, happiness, confidence, work-life integration

People’s happiness at work is not fixed or static; instead, it is fluid and moving, interconnected and dynamic. I like the illustration of shared responsibility between the employee and employer.

People’s happiness at work is not fixed or static; instead, it is fluid and moving. Click To Tweet

Finders, Keepers?

The factors you need to keep top talent directly correlate with the factors needed to recruit talent.

Happiness at work isn’t something that’s reserved for companies like Zappos and Google. There are plenty of smaller or lesser-known companies like these Southern Oregon ones that have it right: Coding Zeal, Darex, Bio Skin, and Dutch Bros.

If you are ready to step up to happiness, give me a holler via email or phone at 541.601.0114. Let’s see where you are now and make plans to increase your organization’s happiness—and recruitment, retention, innovation, customer service and profits!


References

  1. “Insight to impact leadership that gets results.” Hay Group.
  2. “Engaging hearts and minds: preparing for a changing world.” Hay Group.
  3. “Positive affect facilitates creative problem solving.” Isen, A.M., Daubman, K.A., and Nowicki, G.P. (1987). Journal of Personality and Social Psychology, 52(6), 1122.

Identify Your Distinctive Strengths for Increased Business and Personal Success

What sets you apart? What is the cream that floats to the top? The icing on the cake? If someone were to ask what your top three strengths are, what would you say?

Whether you are promoting yourself or your business, you’ll excel when you know and understand your strengths—so you can put them front and center.

If you are looking for a job or promotion, you need to know your strengths. If you can’t articulate them, you can’t expect your boss or potential employer to, either.

If you are looking to grow your business, increase your client base or expand your market share, you need to know your business’ strengths. If you’re not sure of them yourself, how can you expect your clients to understand them?

Here’s a four-step process to identifying what sets you and your business apart:

  1. List your strengths. Include skills and knowledge you’ve acquired through experience and education as well as softer intrinsic strengths such as insightfulness, empathy or stellar customer service.
  2. Ask for input. Ask colleagues or clients for honest feedback.
  3. Revisit past feedback. Reread old performance reviews and think back on coaching from previous bosses (businesses can check out YELP or TripAdvisor reviews).
  4. Modify your list. Adjust your original list to reflect what you’ve learned. Make sure the strengths are specific so they are credible and useful.

Now what? Use these distinctive strengths to build your brand—either personal or business. It all follows the same formula in the end: identify and promote your strengths to the people you want to influence. BAM. Done!

A great resource for identifying personal strengths is Strengthsfinder by Gallup. I use this regularly for my coaching clients with great success. Check it out and let me know your thoughts.

Tell Me a Story

We grew up on stories. We fell asleep to bedtime stories. We learned to read by deciphering stories (See Dick. See Dick run. Look, Jane. Look, look. See Dick.) Stories are what make us human. It’s how we make sense of the world, going back to Roman and Greek mythology and earlier.

To make your product or service stand out from the rest, create and tell a story. Find a way to connect with your audience. Stories connect people. They elicit emotions, and positive emotions drive sales.

Research shows there are seven distinct types of stories.

  1. Overcoming the Monster.
  2. Rebirth.
  3. Quest.
  4. Journey and Return.
  5. Rags to Riches.
  6. Tragedy.
  7. Comedy.

Which of these types of stories would be best suited to portraying your brand?

Looking at some popular brands today, two “Journey and Return” stories come to mind—TOMS and Warby Parker. According to the TOMS website, Founder Blake Mycoskie “witnessed the hardships faced by children growing up without shoes” while traveling in Argentina in 2006. “Wanting to help, he created TOMS Shoes, a company that would match every pair of shoes purchased with a new pair of shoes for a child in need.” Since then, more than 60 million children in 70 countries have gotten new shoes thanks to TOMS. In addition, TOMS has helped restore sight to more than 400,000 people in need. In 13 countries, TOMS provides prescription glasses, medical treatment or sight-saving surgery with each purchase of TOMS brand eyewear. The company has also taken on the causes of clean, sustainable drinking water and safer births.

Warby Parker’s story is told on its website. Also an eyewear retailer, Warby Parker was started out of a rebellious desire to upend the norm of expensive eyewear after one of its founders lost his glasses on a backpacking trip and couldn’t afford to replace them. Similar to TOMS, Warby Parker partners with nonprofits such as VisionSpring to distribute a pair of glasses to someone in need for each pair sold.

When I googled “top brands 2017,” a few stood out because of their stories.

Ferrari wanted me to Shift to the 12th Dimension in a two-minute video that evoked a “quest” for the speed-driven experience only a Ferrari can produce.

Nike wanted me to “Just do it”—yeah, I can “overcome the monster” of inactivity by wearing their athletic gear.

Also setting me up to “overcome the monster” was Lego. This 85-year-old brand tempted me with superheros like Spiderman and knights saving the kingdom.

Capiche’s brand is one of “rebirth,” or metamorphosis. After 25 years as a professional marketer, I found a way to combine my new coaching credentials with my love for marketing. What came about was a combination of workplace culture and branding—more specifically, helping organizations uncover and then live their brand.

What’s your unique brand story? How are you living it? Let’s talk.

Is Radical Candor the Key to Transforming Your Company?

You know that employee who means well but is so ill-suited to her responsibilities that her coworkers have to pick up the slack? Or the knowledgeable guy who looked great on paper before you hired him but who is now disrupting the workplace with his logorrhea?

Let’s face it—sometimes we make mistakes. We get one impression of a candidate during the hiring process and later discover he or she is a poor fit for our organization’s culture. Maybe we inherit a bad apple from a predecessor. Whatever the reason, as managers we occasionally encounter a problem employee whose behavior compromises the effectiveness of the team or even the larger organization.

But you’re a nice person—how do you tell these folks they’re not measuring up to your expectations, or even more awkward, that some personal idiosyncrasy is irritating the rest of the staff?

Perhaps the offense isn’t egregious enough to merit termination, requiring tact given that you and your team will need to continue collaborating with this individual.

So what do you do? Candor, Inc. cofounder and CEO Kim Scott has two words for you: radical candor. Forget the spoonful of sugar—pour that medicine right down their gullet. Be brave enough to give employees candid feedback about their performance.

In Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity—currently the #1 Best Seller in Workplace Culture at Amazon—Scott presents a management philosophy based on two counterbalancing approaches: you need to care personally while simultaneously challenging directly.

Scott coins the term obnoxious aggression for the brutal honesty managers exhibit when they don’t care. Those are the one-in-five-psychopath CEOs we discussed in a previous article. That’s not the kind of candor we mean.

On the flip side, compassionate managers who don’t want to hurt their employee’s feelings are practicing what Scott calls ruinous empathy. That is equally destructive, not only undermining your leadership but compromising the integrity of the workplace by allowing poor workmanship to slide.

What may surprise you—when you do muster the courage to confront an employee about problematic behavior—is that withholding honest assessment of a person’s abilities and performance actually harms the employee, too. He may find himself continually fired from job after job without ever understanding why and being given the opportunity to correct his behavior.

While Scott’s advice may be old hat to veteran leaders, less-seasoned managers can benefit from her general rules of thumb: practice humility, offer immediate feedback and deliver criticism in private.

The last thing you want to do is shame an employee. That will only serve to trigger her defense mechanisms, and she won’t be able to absorb your instruction.

Instead, take more of a mentorship approach. Maybe you’ve made similar missteps in your past—share an example of where you went awry and how you appreciated when someone took you to task for your shortcomings. Let the employee know you’re on her side and you want to come up with a solution together, whether it involves reconfiguring the job description to focus on strengths and offset weaknesses or introducing some ground rules to help curb the problematic behavior.

However you choose to approach situations like this, remember to practice emotional intelligence along with radical candor, and you’ll be ahead of most bosses when it comes to giving honest but sensitive feedback.

Facebook Memories: What I Was Excited About 6 Years Ago

If you’re a Facebook user, don’t you love the “You have memories with xyz to look back on today” feature? Revisiting earlier Facebook posts can be fun—and remind you of what mattered to you at different times in your life.

It made me happy when a memory popped up about a letter to the editor I wrote that was published in the Mail Tribune on April 25, 2011. Just Tuesday night, I was sharing the concept of positive psychology and its benefits with my current cohort of Southern Oregon University business students in my Working with Emotional Intelligence class. And my respect for positive psychology has only grown over the last six years.

Here’s my original letter:

I was pleased to see an article on England’s new Action for Happiness Movement, whose mission is to encourage people to increase the happiness of others.

Happiness has become a very meaningful concept. People are focusing on more than just smiles and friendliness. Happiness has, quite rightfully, become about making the most of the good times, and about dealing with the bad times. It has come to include resilience and a positive outlook during adversity, both of which are significant parts of happiness.

Positive psychology has boosted the case for happiness. Many of the ideas are not new, but the fact that there is now a scientific basis for happiness gives them new life. Research over the past quarter-century has shown that happiness has a wide range of benefits for individuals, teams, organizations and communities. What’s more, research has found that it is possible to build happiness—it is not a matter of luck.

Action for Happiness’ launch event received a great turnout, international media coverage and a strong social-media reaction. More importantly, the launch event brought together a very diverse group of people, all of whom brought their unique ideas and approaches to happiness.

The Dalai Lama has been Patron Saint to Action for Happiness since its beginning. According to the website, “Our members take action to increase wellbeing in their homes, workplaces, schools and local communities. Our vision is a happier world, with fewer people suffering with mental health problems and more people feeling good, functioning well and helping others.”

Bravo! Please join me in exploring further the ways you can increase your happiness and that of others (I’ve just assigned my business students to do the same)! Here’s a good place to start.

This blog craves comments. Please share what’s working for you!

Meet the Plurals: What’s So Special About Generation Z?

They were born texting, their itty fingers swiping across their cell phone screen while they listened to their iPod on earbuds as Blue’s Clues played on the television, Dad watched cat videos on the laptop and Mom slew Doom demons on the desktop.

It was the mid-nineties to early 2000s, and the iGeneration was born into this quasi-anachronistic mash-up scene. Tech-savvy from toddlerhood, these youngsters grew up wending their way around the Internet, “playing” with friends over social media and communicating via emoticons.

At more than a quarter (25.9%) of the US population and growing, Generation Z has already surpassed the percentage of Millennials (24.5%), who themselves outnumbered Baby Boomers (23.6%) by a million (77 to 76 million) in 2015.

These Post-Millennials are your next wave of employees, entrepreneurs, leaders and customers, and it’s time to meet them.

This generation is known for being resourceful, self-motivated and driven. Three-quarters (76%) aspire to turn their passions into careers, whereas only half of Gen Y had such hopes. Nearly as many (72%) wish to start their own businesses one day.

Growing up in a post-9/11 world and witnessing the Global Financial Crisis, they earned yet another moniker as the Homeland Generation for preferring the safety of home and feeling less secure in the world at large.

Gen Z has been reared by protective parents who emphasized tradition, academics and social-emotional learning (SEL). Perhaps because of living in a more uncertain world fraught with the possibility of terror, these kids are turning out to be more conservative than their Millennial predecessors.

They have no illusions about achieving the American Dream, but they do want to better the world, and 76% are worried about the future of the planet. More than a quarter of 16- to 19-year-olds volunteer, and three-fifths (60%) hope to secure jobs that make a difference in the world. Like Millennials, they seek a sense of purpose in their work.

Other epithets (e.g., Gen Tech, Net Gen and Gen Wii) emphasize the group’s tech fluency. Spending a minimum of three hours a day on the computer for activities unrelated to school, the curious Digital Natives value visual and video forms of communication (Instagram and YouTube over Facebook), bite-sized content (Reddit and Twitter), choice (more options with greater levels of customization) and connection (social media, live-streaming).

According to the 2014 study Generation Z Goes to College, the teens use such terms as “loyal,” “compassionate,” “thoughtful,” “open-minded,” “responsible” and “determined” to describe themselves.

These Gen-X offspring instantly spot inauthenticity and patronizing attempts by marketers to court them. If you do win their respect, however, Gen Zers are known for being brand-loyal, and they will evangelize on your behalf if they believe in your products and services.

The most diverse generation to date, the Plurals embrace multiculturalism. While they are more pessimistic than Millennials, this bleaker attitude may propel them to seek pragmatic solutions to crises such as global warming, economic inequality and terrorism. Greater consciousness of planetary problems could well lead to direct action.

Whatever the future holds, these enterprising and creative self-starters give us cause for hope.

See below for a fun and informative infographic on Generation Z courtesy of Marketo.

Generation Z: Marketing's Next Big Audience Infographic

Being Self-Employed: What’s Not to Love? Plus, This 1 Tip Will Boost Your Productivity—and Happiness

It’s the life many of us daydream about while languishing in a stagnant job where our talents go untapped and unappreciated: starting our own business.

And many act on that dream—nearly a third (30%) of the American workforce comprises the self-employed and their employees (approximately 15 million in 2014) according to this Pew Research Center article.

Working at home, earning 50% more, doing what we love, using our gifts, finding a sense of purpose, calling our own shots—sounds sweet, doesn’t it?

The reality, however, may not be so rosy. That’s not to say striking out on your own doesn’t have its rewards—a lot of those perks we just mentioned are borne out by statistics.

Work-Life Imbalance

There’s a flip side many fail to realize until they’re ensconced in their new venture: that work-life balance Americans already have trouble achieving? For most self-employed, work trounces life beginning on Day One.

If you’re thinking about becoming your own boss, be prepared to say goodbye to evenings, weekends, eight-hour workdays, sick leave, vacation time.…

The Overwork Epidemic

This Gallup report reveals 49% of the US self-employed put in at least 44 hours a week—10% more than their employee counterparts at the time. Worse, 26% of the self-employed workers Gallup surveyed reported working more than 60 hours a week. A later Gallup article calculates the average employee work week at 47 hours, with 25% reporting working more than 60 hours—nearly catching up to the self-employed.

American freelancers aren’t the only ones suffering from overwork. This 2016 Quarterly National Household Survey reports that Irish employees averaged 34.6 hours a week during the first quarter of 2016 as compared with 44 hours for the self-employed.

And that earlier statistic about the self-employed (specifically incorporated business owners) earning up to 50% more than their employee counterparts—it turns out 29% of that increase is due to their working more hours. Entrepreneurs may earn more on average, but that comes at the cost of time.

The Secret to Productivity

It doesn’t have to be that way, though—in fact, it shouldn’t. According to this Fast Company article, the secret to accomplishing more isn’t working more hours—it’s working fewer.

Our brains need regular breaks to recharge. When we neglect this fundamental requirement, productivity dips.

A recent Draugieum Group experiment showed those workers with the greatest productivity rates took a surprising number of breaks—for every 52 minutes of work, they took about 17 minutes off.

And we’re not talking about playing computer Solitaire or checking Facebook. The kind of breaks our brains need do not involve electronic devices—instead, try taking a brisk walk, reading a chapter in your latest book or enjoying a non–work-related chat with a colleague.

To many of us, that sounds like a lot of downtime, but our brains reward us by performing more efficiently during the time actually worked.

That magic trick applies whether you’re an employee, independent contractor, business owner, freelancer or entrepreneur.

Working fewer hours and getting more accomplished—now that sounds pretty sweet.

Need Help Taking More Breaks?

Here are some additional tips from Fast Company on how and why to take more breaks as well as what you may be doing wrong.

The workaholics among you probably need more hands-on assistance with reforming your work habits, and that’s where Chris Cook comes in. As a self-employed co-active coach, Chris can help you achieve your professional goals while maintaining a healthy life balance. Call her at 541.601.0114 or email chris@capiche.us to get started today.

What Are Words For: 6 Writing Tips from the Masters

If you only remember one lesson from The Elements of Style—affectionately known as Strunk & White—it’s probably Rule 17 in the “Principles of Composition” chapter.

Editors hear William Strunk’s curmudgeonly admonition “Omit needless words” every time they strike out a“very” or superfluous “that.” Or—as I like to put it—“Omit needless words.” Once you adopt this mantra, formerly invisible words pulse red as you read. You may even be seeing red now.

While our last post explored how your diction affects others’ sense of your power when speaking, this article focuses on the written word—although the lessons apply equally to speech.

Below are six writing tips from the masters.

1) 1+1 = ½

Sol Stein spins Strunk’s famous edict another way in his formula 1+1 = ½. In Stein on Writing, the master editor reveals this secret to powerful writing: redundant language weakens.

If you’re using two words to say the same thing, you’re diluting the effect. Axe the less precise word or find a single term that captures the meaning of both, and you’ll strengthen your sentence.

2) Beware of Modifiers

Sol Stein’s Reference Book for Writers warns us adjectives and adverbs “weaken nouns and verbs, and therefore weaken your writing.” If you can swap out an adverb for a more telling verb, do so.

Trade “ran quickly” for “scampered,” and the sentence jumps from report to story. The reader visualizes the subject scampering away, learning something about the subject’s motives and character in the process.

3) Conquer Clichés

Watch any reality TV show, and you’ll realize it’s a pastiche of clichés, from “I’m not here to make friends” to “It would mean the world to me.” We breathe them in like smog, scarcely noticing how polluted our language has become.

4) Jettison Jargon

Bullshit Bingo players racking up the points during a staff meeting know the workplace is riddled with jargon.

Orwell predicted as much in “Politics and the English Language”, where his fifth rule of writing cautions, “Never use a foreign phrase, a scientific word, or a jargon word if you can think of an everyday English equivalent.”

5) Use Active Voice

Out of Orwell’s six writing rules, we’ve already covered four (banish clichés, embrace brevity, trim fat and ditch jargon). His number-one rule tops nearly every editor’s list, too: “Never use the passive where you can use the active.”

The classic example of cowardly passive voice (which misdirects the audience by omitting the subject responsible for the action) is, “Mistakes were made.” No, you made a mistake. Muster some moxie and admit, “I made a mistake.” That’s how passive becomes active.

6) Remain Civil

What’s Orwell’s final mandate to writers? “Break any of these rules sooner than say anything outright barbarous.” That’s right—civility outclasses dogma. Value dignity, respect for others, ethics and graciousness over nitpicky rules. In other words, don’t let your newfound linguistic powers turn you into a grammar Nazi.

Dangerous Diction: 6 Types of Words That Sap Your Power—and How to Take It Back

Whether or not you realize it, you convey hidden messages about yourself through your diction.

Your word choices reveal your level of confidence in yourself and your statements—and subsequently influence how others perceive and treat you.

Words to Power

A recent Forbes article by Avery Blank outlines six types of words that undermine your power when you use them:

  1. Fluff. If you want people to question your intelligence and authority, talk like a Valley girl. Otherwise, eschew like, whatever, so on, kind of, sort of, um and other pause words that put the brakes on meaning.
  2. Defensive phrases. Terms like just, I think, arguably and in my opinion make your listeners question your conviction and message.
  3. Aptitude terms. When you say, “I’ll try,” you betray an insecurity that spreads to your audience. Overconfidence is equally disquieting. Telling a coworker, “Don’t worry about it” is not only dismissive but shuts down opportunities for collaboration.
  4. Condescending words. Terms such as actually, obviously and clearly suggest you think your audience is ignorant, and that’s a good way to make them tune out.
  5. Mea culpa. We’re not saying you should never apologize—accepting responsibility for the consequences of your actions is the mature response. Just don’t say “sorry” when something goes awry due to circumstances outside your control.
  6. Hyperbole. Very, absolutely, totally, tremendously, incredibly and similar emphasis words achieve the opposite of their intended effect. Your message is stronger without them.

The 6 Rungs of Speaking Power

In my Working with Emotional Intelligence class, I share a handout titled “Escaping Victim Mud—The Power of Your Words” from Falling Awake: Creating the Life of Your Dreams.

We discuss how to climb Dave Ellissix rungs of powerful speaking from least to most powerful:

  1. Obligation. If you use terms like should, must, have to and ought, you’re speaking at the bottom rung of Ellis’ ladder. This tells others you are acting not out of desire but duty.
  2. Possibility. People at this level choose words like consider, maybe, might, could and hope. The attitude is more positive, but these words tell listeners you don’t feel in control of the outcome.
  3. Preference. Bartleby fans know the power of prefer, as in, “I would prefer not to.” Moving from should to might to want shows a progression of control. Those who prefer and want are expressing their goals in a way that impacts the audience more deeply.
  4. Passion. When you speak with enthusiasm (excited, can’t wait and love), you capture listeners through your energetic expressiveness. There is a difference between gushing and acting, however, and your words will feel hollow if you don’t have the evidence to back them up.
  5. Plan. When you present a plan to achieve specific goals, you demonstrate your control over the situation and your strategy for achieving the desired results. This is when the abstract becomes concrete for your listeners.
  6. Promise. At the apex of Ellis’ ladder is promise (will, do, promise), and that’s where dream transforms into reality. At the most powerful rung, you will captivate your audience and engage them in your commitment to action.

Different situations call for different rungs in the communication ladder. Perpetually balancing on the top rung is unrealistic and even inappropriate in certain contexts.

What Are You Telling People?

As a co-active coach, I can help you assess how your language influences others’ perceptions of you and how you can achieve a more positive reception, whether speaking, leading or collaborating. Call me at 541.601.0114 or email me to start climbing the ladder toward a more powerful you.

Trickle-up Theory: 10 Ways Organizations Can Create Stronger Leaders

When a ship founders, blame rarely lies at the feet of the crew. True, a seaman may fail to properly secure a mooring line or spot a collision risk on the horizon, but ultimately it is the captain who is liable for keeping the vessel afloat and on course.

Just as managers are responsible for the poor performance of their team, a company is culpable for any weaknesses present in its leadership. Responsibility flows upward, and senior administrators need to employ smart strategies to keep their organizations from capsizing.

Here are 10 ways organizations can create stronger leaders:

  1. Avoid just-because promotions to management. Before transplanting employees from positions they are flourishing in, make sure they have the appropriate skills—and desire—to succeed in a leadership role. You can still reward employees for good work with a pay raise or more challenging job description—just make sure it’s well-suited to their strengths.
  2. Encourage managers to seek advice. Don’t cultivate a culture of fear, shame and ego but rather nurturing, humility and collegiality. Make sure managers feel comfortable approaching senior leaders about questions or problems.
  3. Invite a fresh perspective. Sometimes a pair of unfamiliar eyes combined with professional expertise can reshape a flabby company into a high-performance athlete. Consider bringing in an organizational consultant to gain clarity on your culture; develop your leadership; and assess and address barriers to performance. You can boost employee happiness, engagement and productivity by creating a positive organization.
  4. Provide training opportunities. Companies should offer ongoing training and professional development opportunities for leaders and staff alike. Creating an atmosphere of learning is a key way to enhance engagement while honing and deepening your team’s competencies.
  5. Strive for professional and personal growth. Senior administrators should not only be seeking to become their best selves through leadership coaching, but they should be encouraging their managers to do the same.
  6. Challenge folks. When people feel stuck in a routine, they quickly grow bored. Our brains thrive on stimulation, and that means constantly pushing at the edges of our existing skill sets and forging new neural pathways. Even those who fear change need a sense of challenge to propel them forward.
  7. Understand the difference between managing and leading. In the post Managing Stuff, Leading People, Senior Manager of Sales and Leadership Development Steve Keating articulates the difference between managing and leading: “When you’re talking to a manager you get the feeling that they are important; when you’re talking to a leader you get the feeling that you are important.” Leaders are acutely aware of their team members’ abilities, they care for them as individuals and they possess a grander vision, which they can communicate to others in ways that stir enthusiastic engagement.
  8. Mentor each other. Instead of assuming an autocratic demeanor, handing down performance targets like kingly decrees, senior leaders should take new managers under their wings, offering wisdom from the trenches as they rear up the next generation of trailblazers.
  9. Seek out strengths. Don’t focus on people’s weaknesses but rather their strengths. If some employees are faltering, figure out why and redefine their roles to capitalize on their talents. Take advantage of Strengths Finder and other resources such as an organizational development consultant to pinpoint and polish the gifts in each team member.
  10. Lead by inspiration. Great leaders model the leadership skills they would like their managers to exhibit. There is nothing less motivating than a hypocritical boss or more inspiring than a leader who authentically embodies the best that leaders can be.

Ready to Make Your Leadership Shine?

Contact Chris Cook at chris@capiche.us or 541.601.0114 to discuss how she can cultivate the gems at your company through organizational development consulting and leadership coaching.