Do You Sound Like a Great Boss?

communication skillsToo often words come out of our mouths that we vowed we would never say. And, to make matters worse, our tone sounds harsh or critical. Believe it or not, as bosses, we often sound like our parents did when growing up. Imagine sounding like our critical parents when we speak to our employees. Yikes!

Stop sounding like a critical parent to your adult employees.

Why is this Important?

Employees leave their employers because of their boss! It’s the #1 reason employees seek other opportunities. They may tell their former employers it’s due to lack of pay, bennies, immediate opportunities and other perks. In truth, it’s actually about lack of respect, tone of voice, words used, promises not kept, and promotions that never happened. Rightly or wrongly, they blame the boss!

Good News – Bad News

First, the Good News. Yes, you can do this! Before receiving that coveted promotion or job (or immediately after), develop the right supervisory communication skills. Becoming a great boss is developed through taking responsibility for your attitudes, beliefs, and communication abilities. It helps you to elicit the best from your employees, boss, vendors and clients!

Second, the Bad News (best to get this out of the way early in the article). You may not have the interest in becoming a great boss. In that case, it won’t matter how much training and development is provided, you will fail to use it! Instead, find other positions without people management responsibilities at the pay scale you desire now. Otherwise, you will eventually find yourself unemployable. (Don’t forget, to excel in most professions, you will still need to develop great communication skills.)

9 Ways to Sound like a Great Boss

1.It’s an Inside Job. It requires being responsible for and setting aside your inner judgments and beliefs of how people should think, act, talk, dress … ad nauseam. Remember, simply using the right words or jargon will not prevent others from “hearing” what you really believe or think about them (think, over 80% of communication is non-verbal)!

2.Influence. Instead of telling others what to do, how to do it, and using a commanding tone of instruction, learn to influence others. Engage them by sharing the bigger picture, and allow them to handle the details without being micro-managed.

3.Listen! Develop a positive attitude and authentic belief that others have great solutions! Listen and learn from others’ ideas, incorporate them, and give each person credit!

4.Treat People Right. Treat people with respect by developing “boss smarts.” Hang around other managers that have a great track record of interacting well with their employees. Take away insights that will work for you and help you respect others. (Hint, understand you will never be just like them!)

5.Understand Your People. Use qualified assessment tools to understand “why” employees do what they do. They provide incredibly accurate insights and turn you into a laser-like coach that your employees value. Understanding your people will have them enjoy coming to work each day!

6.Understand Your Style. Use qualified assessment and 360-degree feedback tools to help understand your style now that you are a manager. Review the feedback with your coach, mentor and employees to uncover actual strengths and weaknesses, and develop methods to help you become a more effective boss. (Most important: never hold their comments against them.)

7.Word Choice. The words and tone of voice of you use tell a much deeper story than you are aware of. Work with an experienced executive coach or licensed therapist to role-play your choice of words in upcoming situations, and how to talk with others when describing challenges and opportunities. Your tone of voice will naturally change as you become a more confident communicator.

8.Journal for Clarity. This is a great way to see, in black and white, your thoughts about people and/or situations. It gives you a chance to work through complex issues in a more objective and helpful manner. Then, shred. NEVER send a letter spewing your upsets no matter how justified you believe you are.

9.Confidence. Often, your inner-most and deepest fear is that you are fraud and everyone is going to find out. To awaken a natural confidence, get the book, It’s Time to Brag! Business Edition, and do the work. Remember, there are no shortcuts!

Being a great boss requires an awareness of how your beliefs, words and tone of voice impact others. Using the above techniques will help you communicate in a manner that elicits the best from your employees and others.

©Jeannette Seibly, 2017

What are you waiting for? In less than 30 days, Q1 will come to an end! The good news is, there is still time to create a great 2017. The bad news is, it won’t happen unless you get into focused action. Contact Jeannette Seibly now. She will coach you on how to move forward faster to achieve your 2017 goals! The clock is ticking … contact her now.

Why is it important to learn how to brag? Sharing your successes and teaching your team to do the same in a business savvy manner can inspire others, build credibility and close the sale! Get your copy of, It’s Time to Brag! Business Edition

Jeannette Seibly has been a business advisor and executive coach for 24 years; along the way she’s guided the creation of three millionaires. She is laser sharp at identifying the leverage points that will take a business and its team to the next level of performance and success. She also has extensive experience developing great bosses! Check out her website , or contact Jeannette for a free, confidential conversation. Remember to get your copy of her 5th and newest book, It’s Time to Brag! Business Edition.

Let Go of What You Think You Know as a Leader

In a recent article Are You Ready for Your Next Opportunity?, I wrote about readiness factors — skills that prepare you to be a successful leader. In this article, I’m examining leadership mindsets that often get in our way.

Many leaders believe they are ready to take on spearheading larger projects, groups of people and companies, and think they know how to get the results required. The question is, are you achieving the needed results through force or are you influencing others to be part of the change? Becoming aware of what type of leader you are, will determine your results. Without awareness of how you influence others, your mindset, or paradigms, can and will limit your success as a leader.

Let Go of 5 Limiting Mindsets:

I Already Know Myself. We want to believe that others see us the way we see ourselves. Unfortunately, we will often be incorrect in this assumption, and our lack of awareness limits our ability to influence change. If you really want to know how you are perceived (and real leaders do), get real by using qualified assessment tools that will provide information beyond what you want to see. Use these tools, along with executive coaching, to help you better understand yourself, how others see you and how to work better with everyone. (To learn more about qualified tools, contact me.)

Failure is Not an Option. We were taught to believe there is no such thing as failure! And yet, at times, we have all failed. Being unable to admit mistakes discourages others from wanting to embrace your leadership style. People stop listening to your ideas, thoughts and opinions – limiting your influence and your career. Learn how to share your successes, failures and what you learned in a way that elicits the best from others.

All Change is Good. This is a serious faux paus that many leaders make! Yes, change can be great and is necessary for a company to grow. But, first slow down, build trust and understand the reality of where you are now. Listen and learn, then listen and learn more before you make any changes – no matter how small.

Employees are a Necessary Evil. Get over it! Employees will make or break your success — they are your most powerful asset when you perceive them that way. Stop hiding behind your “busy work” and walk around to learn their names, interests, and why they like or dislike their work. Do NOT micromanage how they do their work. Simply take this opportunity to get to know them and their jobs better.

Asking for Help is a Weakness. It is actually a sign of strength to ask for advice from, and listen to, your business advisor, mentor and/or boss. Remember, everyone needs a helping hand, and only fools make the mistake of relying solely on their own mental monologue about what’s next.

Remember, your mindset can limit what is possible as a leader. Expanding how you think and act is crucial to being a good leader.

©Jeannette Seibly, 2016

Why is it important to learn how to brag? Understanding your successes and failures, and sharing them in a business savvy manner, has others want to follow you as a leader! Get your copy of, It’s Time to Brag! Business Edition today: http://BizSavvyBrag.com.

Jeannette Seibly has been a business advisor and executive coach for 24 years; along the way she’s guided the creation of three millionaires. She is laser sharp at identifying the leverage points that will take a business and its team to the next level of performance and success. Check out her website, http://SeibCo.com, or contact Jeannette for a free, confidential conversation at http://SeibCo.com/contact. Remember to get your copy of her 5th and newest book, It’s Time to Brag! Business Edition: http://BizSavvyBrag.com

What to Do When Hiring Former Employees

Consider this scenario: Sara left to start her own company after working for you as a customer service rep two years ago. John was a good sales person before jumping to your competitor for a larger commission. Why would you consider rehiring them … ?

… Because circumstances change. Great talent is in high demand and difficult to find. Former employees who want to work for you again show that your company can be a great place to work. Former employees bring a broader work experience that can be invaluable to attracting and keeping customers, building new systems, and updating policies. But even though rehiring employees may sound like an automatic win-win-win situation, clarity is crucial. Remember, they had a reason for leaving.  It’s important for you to follow the same selection procedures for new hires to uncover those reasons, or the same or similar upsets could arise again.

Clarity Is Crucial

Memories are Not Reliable. The biggest challenge is learning about who your former employees are today — their interests, goals and mindsets may have changed. Part of the interview process should include discussing why they left in the first place and any cultural, procedural and customer changes that have occurred since then. What are the biggest challenges your company is facing today? How would they be an asset?  Drill down for clarity to ensure both of you understand what it will take to execute the solutions required.

Truthfulness is Key. Use qualified assessments to clarify core values, like honesty and loyalty, and job fit. Include skill testing to determine the quality of the candidate’s technical abilities. Remember, they left for a reason – often they were not a good fit with all of the job requirements.  Review changes in work processes and job expectations to ensure they understand how important these are.

Onboarding is Important. Companies change. Although former employees may be able to hit the ground running with less training – it’s important to have them slow down to develop new relationships with other employees and customers. Remind them they need to prove themselves again and not rely on “the way things used to be.” Have them participate in an onboarding program as if they are a brand-new employee and suggest that they listen and behave as if they are hearing things for the first time.

Recruit Proactively. Initially, reach out to former employees by buying them a cup of coffee or a quick lunch. It’s a great way to gauge their career aspirations, now and in the near future. Share with them the mission of the company and your goals. Ask about their recent work experiences, and what their goals are. Give a brief overview of requirements (work schedule, job responsibilities, etc.) to test their interest.  If there is mutual interest, tell them how the selection process works. If they do not follow through, let them go. Clearly, there was a lack of willingness on their part, regardless of what they told you.

Hiring costs time and money. In the end, it may be easier to train a new person than to rehire an employee who cannot adapt to change. However, hiring former employees can be a win-win-win solution if there is clarity and willingness.

©Jeannette Seibly, 2016

Jeannette Seibly has been a business advisor and facilitator for over 23 years; she guides the creation of new solutions for business challenges and is the author of Hire Amazing Employees http://BizSavvyHire.com. Check out her website, http://SeibCo.com, or contact Jeannette for a free, confidential conversation at http://SeibCo.com/contact .

Stop Struggling and Hire the Right Employees

People are unpredictable and so are the employees we hire! Most business owners and executives would readily agree! It can be hard to accurately predict what people will or won’t do. The biggest challenge is, hiring the right employees when they look the part, say the right things and tell you they have beaucoup experience. Yet, within a very short period of time on the job, the person who is showing up on the job isn’t the person who you interviewed. The problem isn’t that the person has changed, the problem is your hiring process didn’t work. Why?

Infuse Predictability into Your Hiring System

Use qualified assessments for hiring and promotion. Too often, we rely on non-qualified assessments or no assessments at all. These non-qualified assessments, commonly referred to as social indicators, offer face validity — this means they show the results of how job candidates want to be seen and how the interviewer wants to see them. This is rarely a reflection of how the candidate will actually think and behave, or their true work interest on the job. Most of these same tools don’t provide predictive validity or reliability, which are both required by the Department of Labor (DOL) guidelines for pre-employment assessments. For better results, you need better, objective information by using predictable assessment tools! They help you reduce costs, save time, improve retention and sleep better at night!

Stop Relying Solely on Your Intuition

Whenever you are hiring or promoting, you typically rely on your interviewing skills or having worked with the person. This is where the unpredictability of people can cost you a lot of money, time and stress.

While the costs of hiring mistakes are well documented, often overlooked is the biggest unrealized expense: taking a good employee and promoting or moving them into a job function that doesn’t fit. They take the position for many reasons … many take the opportunity for a pay increase, more flexibility (if working remotely), increased credibility with co-workers, or for a variety of other personal and professional motives. The challenge is, when they don’t work out, they usually leave, often taking your good customers with them. What could you have done differently?

Set Up Predictable Systems

There are over 3,000 assessment tools on the market today. Very few are in compliance with the DOL for hiring and promoting purposes. It’s why we lack predictability when hiring, training and coaching employees to be great in their current and future roles within the company. It pays to take the time to select the right assessment so you hire and promote the right employees. Doing so helps you retain and attract great customers, while increasing profitability and performance!

Here is a partial list of guidelines taken from Hire Amazing Employees (www.BizSavvyHire.com) to help you select the right assessment tool for hiring and promoting purposes:

  • Technical Manual: get the manual — do not rely solely on a letter from a law firm.
  • Reliability and Validity: does it meet the minimum requirements with the Department of Labor guidelines for employment selection purposes?
  • Predictive Validity: what is the window for predicting future behaviors: hours, weeks, or years?
  • Measures Thinking Style, Core Behaviors and Occupational Interests: interestingly, thinking style is found to be a very important measure.
  • Types of Reports Available and Cost for Each One: selection, coaching, leadership, sales, supervisory, team, career fit, succession planning, and workforce planning.
  • Distortion Factor: is the person being forthright in answering the questions?

While it can be hard to accurately predict what people will or won’t do, it’s important to infuse your hiring and selection practices with predictability. The best way to do this is to use qualified assessment tools as part of your selection process.

©Jeannette Seibly, 2016

For a complete list of how to improve your hiring practices, contact me or get a copy of Hire Amazing Employees @ www.BizSavvyHire.com

Jeannette Seibly has been a business advisor and facilitator for over 23 years; she is laser sharp at identifying the leverage points that will take a business and its team to the next level of performance and success. Check out her website: www.SeibCo.com or contact Jeannette for a free, confidential conversation at www.SeibCo.com/contact.

Get Better Results from Better Decisions

A business owner wanted to grow his business. He loved inventing grandiose ideas, but failed to create sustainable infrastructures to support them. For example, he wanted to hire great customer service people and staff up his technical support team. The problem was, he was unable to setup and unwilling to follow a sustainable (and legal) selection system to find people and vet them. Instead, he would entice people from larger employers to come and work for his much smaller company, falsely believing if the person worked for that big company they would naturally succeed in his growing business. Even though he was cautioned about job fit and culture fit when hiring those people, he wouldn’t listen. He even used non-qualified assessments because they were free and supported his decisions! Six months later the people left and started their own company, taking several important clients with them.

4 Ways to Acquire Better Information to Make Better Decisions

Whether you are hiring or making other business decisions, it’s important you take the time to use the right tools, listen to others and build decisions that will positively impact your business today, and tomorrow! The easy fixes do not usually produce the best sustainable results.

Stop Overthinking. There is an old adage, talking to yourself is talking to a fool. While no one wants to think of him- or herself as a fool, the challenge is, relying on your own thoughts does not provide new and valid information. And, latching onto a new idea, without talking through the pros and cons of how it would or could work in your organization, will not produce the best results either.

Take time to learn the art of brainstorming … it will save time, money and sleepless nights! Instead of pondering an issue or problem to death in your head, brainstorm possible solutions with your team, and, at this point, don’t get stopped by any of the details. Later in the decision-making process, include those off-the-wall ideas that may have more merit when looked at closer.

Slow Down the Decision Process. We live in a world where people love to make decisions in a nano-second. Unfortunately, relying on the tiniest fragments of information is not a valid or sustainable process when making decisions. Many times people that make decisions too quickly, also change their minds just as quickly, creating chaos within their business.

Take time to talk through the pros and cons of your brainstorming session(s). Pick at least five reasons something will work before disregarding it. Investigate the legalities, financial, people, current policies and procedures, and operational impacts before making any final decisions. Yes, it will take more time upfront, but usually saves beaucoup bucks. You will have more time for fun and enjoy restful nights!

Listen to Others with Differing Opinions Before Making Final Decisions. Listening to information you may not wish to hear, or feeling it requires too much effort to learn the truth, only limits your results. Whenever poor decisions are made, the underlying issue(s) never go away!

Putting frosting on mud pie and calling it a cake doesn’t change it from a mud pie!

For example, people love using non-qualified assessment tools to hire people. These tools have great face validity but do not comply with the Department of Labor regs for pre-employment use. This means they show the results of how job candidates want to be seen and how the interviewer wants to see them. This is rarely a reflection of how the candidate will really behave, think or do their work, causing a lot of mischief once they are on the payroll.

Listen as if your business’s success depends upon your doing so … because it does!

Communicate the Outcome so that Everyone Wins. Once you’ve made the final decision, it’s important to communicate the outcome, but beware of spinning it. This will only cause the underlying issue(s) to perpetuate within your company culture — slowly but surely. Next time the same or similar issue will cost more time, more money and maybe your job or company!

You want your employees, customers, vendors and business associates to authentically feel the decisions you make are fair and you’ve followed your own company values, policies and procedures, and other important data. Doing so will build good, sustainable results so that everyone wins.

©Jeannette Seibly, 2016

Jeannette Seibly has been a business advisor and facilitator for over 23 years; she is laser sharp at identifying the leverage points that will take a business and its team to the next level of performance and success. Check out her website: http://SeibCo.com or contact Jeannette for a free, confidential conversation at http://SeibCo.com/contact.

Managing Remote Candidates with Less Skepticism

Many companies today are expanding their applicant pool by hiring candidates to work remotely. It’s a great way to hire hard-to-find employees with specific technical skills that do not wish to move. It’s also a great way to keep current employees that are moving. The challenge is, many times work-from-home employees need better interaction skills and work discipline to ensure a high level of work product and seamless interactions. Bosses tend to be skeptical about trusting the independent employee to get the work done and stay in communication with team members in the office.

Here are 6 keys to Lessen the Skepticism

Conduct Normal Due Diligence. When hiring a new remote person, conduct full due diligence (e.g., background checks, references and employment verification). For both the new hire and the moving employee, don’t forget to talk with current and previous bosses, co-workers, customers and vendors to ensure satisfactory interactions and work quality. For new hires, use a qualified core value assessment to ascertain someone’s level of integrity and reliability to ensure things will get done in a timely manner.

Use a Job Fit Assessment. Use a qualified assessment to clarify if the person fits the primary job duties and is capable of working alone remotely. The biggest expense that is often unrealized when taking a high-producing employee and moving them, is that the structure that supported their success will dramatically change! For example, does the person have the tech skills required to be productive?  Can the sales person close a sale by themselves? Are they willing and capable to build a new network in their new community? These are only some of the critical issues to address upfront!

Ability to Work Independently. Company expectations that the employee show up and get the work done is easier to manage in an office setting. The built-in support system to readily handle customer inquiries and concerns is easier when the person is in the cubicle next door. Often overlooked, family expectations for pet, child and elder care often falls on the stay-at-home person. Talk to them upfront about the work expectations: specific work hours, interactions with others without distractions, and the ability to accomplish the work in a timely manner.

Designated Space and Confidentiality. Have them setup a separate workspace from the main living areas of their home. The computer and equipment should be for work use only and is supplied by the company! And more importantly, remember to talk about confidentiality. Confidentiality can be easily compromised when items are left out in the open, computers are not Wi-Fi protected, and computer screens can be easily seen by others.

Keep Them in the Loop. The reality is, coworkers may resent someone working from home and forget to keep them up-to-speed. Because they are not where the action is occurring, politically they will miss out on the subtle changes and expectations. As their boss, stay in direct communication and require attendance at team meetings (via video call or their physical presence). Also, weekly one-on-one conference calls can help ensure work flow, sharing of important communication and awareness of additional training that may be required.

On-site meetings. Require attendance at on-site quarterly or bi-annual meetings. This will encourage coworkers to meet one another and develop better working relationships. It’s a great opportunity for additional team training that can be harder to achieve relying solely on e-learning.

Managing people remotely as a boss requires sharpening your listening skills and developing an ability to manage results differently. Attracting and keeping top level talent makes it well worth your time!

©Jeannette Seibly, 2016

Jeannette Seibly has been a business advisor and executive coach for over 23 years; and along the way, guided the creation of three millionaires. She is laser sharp at identifying the leverage points that will take a business and its team to the next level of performance and success. Check out her website: http://SeibCo.com or contact Jeannette for a free, confidential conversation at http://SeibCo.com/contact.

Your Bad Boss Style Can Get You Fired!

Many times bosses, leaders, or upwardly mobile professionals do not realize they have bad management styles and attitudes. They are unaware that these attributes get in the way of their business results. While most of their employees and co-workers hope their bad bosses will leave or be fired, there is an alternative – they can transform into a good one!

Good bosses are not born that way! They take the time and energy, and learn from the hard lessons along the way, to develop very good skills in managing people, projects, and financial responsibilities. Good bosses know that most employees quit due to bad bosses, not money. As a result, they do their best to be laser-like coaches, fearless project managers, and keep their employees happy.

Discover Your Bad Boss Traits

The following quiz will help you become aware of the “bad boss traits” you may have. Becoming conscious to how you are perceived is critical to your current and upward success.  Remember, no one expects you to be perfect. However, if you have more than a few low scores, you should consider alternative career paths.

Honestly answer the following questions using a Scale of 1 to 4:

1 = All the time

2 = More often than not

3 = Every so often

4 = Rarely

Do you:

  1. Want to be liked and are less concerned about being respected?
  2. Hold grudges?
  3. Discredit people based on their gender, race, religion, age, or weight?
  4. Ignore certain people’s on-point solutions while valuing less-appropriate solutions                                   voiced by those you like?
  5. Force your own ideas as solutions to problems?
  6. Blame others for poor results?
  7. Take credit for good results, even though you had little to do with them?
  8. Only do what you want to do and not what needs to be done?
  9. Have anger issues that you have not managed or resolved?
  10. Fail to follow-through and follow-up with employees, clients, vendors, and others?
  11. Put off what needs to be done until it’s an emergency?
  12. View golf games (and other outside activities) as more important than your business responsibilities?
  13. Value outside perceptions of your professionalism as more important than your employees’ perceptions?
  14. Justify spending money on your self-interests while overlooking the needs of the office or business?
  15. Micromanage self-reliant people?
  16. Fail to provide enough direction for those employees needing structure and guidance?
  17. Fail to roll up your sleeves and get involved in a project or crisis?
  18. Nitpick projects with untargeted or poor business questions?
  19. Lack commitment to the business or job, wishing you were doing something else?
  20. Only pursue ideas that hold interest to you at the expense of the company?
  21. Become righteous about your selection and promotion practices, discriminating based on appearance, education, current work or financial status, or gossip from others?
  22. Discriminate against employees who have real or perceived health issues, including their family members who do?
  23. Mismanage fiscal, human, and system resources?
  24. Complain about others taking earned vacations while you take at least twice as much time off?
  25. Find it more important to be part of the group instead of being their leader?

Add up your scores:

Score of Less than 35:  You may wish to consider a different occupation with no management responsibilities. The sooner, the better.

Score of 35 to 54: You may wish to consider a different occupation with no people management responsibilities or find a management position as an independent contributor. Don’t wait until you are fired or sidelined.

Score of 55 to 79:  With ongoing executive coaching, you may be able to improve your effectiveness. It depends upon your true interest and willingness to do so. Take a qualified job-fit assessment and a qualified 360-degree feedback assessment.  These will be beneficial to managing your career direction and fine-tuning your management skills.

Score of 80 to 100: Congrats! You’re a great boss. The bigger question: Would your employees truly agree? Take a qualified job-fit assessment and a qualified 360-degree feedback assessment. These will be beneficial and help you continue to be a great boss.

Contact http://SeibCo.com/contact  to get started.

©Jeannette Seibly, 2016 All Rights Reserved

Jeannette Seibly has been working with leaders as an international business advisor, executive coach and management consultant for over 23 years. Along the way, she guided the creation of three millionaires. Her trademark is her uncanny ability to help business professionals identify roadblocks and help them blast through those barriers to produce unprecedented results. Contact her for a free, confidential conversation on how to get the results you want: www.SeibCo.com/contact.

There are Always Choices to be Made

Many times, we don’t feel like we have choices when things happen (as they inevitably will in life and in business). This belief is based on an expectation of how things should be. When things don’t go our way, we feel we don’t have a choice or other options. The truth is, there are always choices to be made – it requires getting out of the “I don’t have a choice” or victim mentality, and into being a responsible business owner, executive, entrepreneur and/or business leader.

A business owner was upset that one of his employees wasn’t doing the job the way he wanted to have it done. He had hired based upon his gut and the employee’s previous work experience, and failed to objectively determine job fit within his company’s culture. He believed he only had three options: fire, overlook the issue or attempt more training. Before calling his attorney, he called his business advisor, who recommended using a qualified assessment to objectively see what the real issues were. The results were insightful and he saw that the employee didn’t have the interest to do the job, and the core behaviors to do it the way the owner wanted to have it done. The business advisor next recommended rewriting the job description to focus on the person’s strengths instead of firing! Now, the business owner chooses to use qualified assessments to hire the right person the first time – saving time, money and sleepless nights!

Assess Your Choices

Believe. Adjust your mindset. There are alternatives. This is a must. If you think you can make a different choice, you can. Remember, the choice you make may not be the easiest path for you since it may require selecting different options that don’t meet your initial perception of how it should be.

Brainstorm. Consciously take time to brainstorm, in writing, at least five options. Better yet, brainstorm with your team. Select two viable options. Remember, one option may be to choose to do nothing – in the past this usually has been a default rather than a conscious decision.

Does it work? Now, drill down into each option for workability. (Include the “do nothing” option, if it’s one of the two selected.) Research and determine whether or not each choice will support the vision of your company and ROI, while creating win-win-win outcomes for customers, team members, and vendors. Select one option and put together a focused action plan. Now, move forward quickly to execute before someone gets cold feet. (Note, making choices outside the team’s comfort zone will usually create fear of the unknown. Stay in communication with your team to keep them on the same page.)

Implement. Execution of an idea or plan is never without setbacks. Instead of lamenting it was the wrong choice when a roadblock occurs, complete the “What worked?/What didn’t work?” exercise. (5 Simple Steps to Improve Your Results, http://ow.ly/4nkmFX ) This will help you to determine any new opportunities or pathways to success, or a different resolution for an ongoing issue.

Celebrate. Learn to celebrate the small as well as the bigger choices you make. This builds morale and creates a culture of success-focused ideas and actions.

Remember, life is a journey of choices. Learn how to use them to build on your business success in a positive and proactive manner.

©Jeannette Seibly, 2016

Jeannette Seibly has been helping leaders uncover choices that make positive and powerful differences for over 23 years. As an international business advisor, executive coach and management consultant, she guided the creation of three millionaires and million-dollar results for over 25 companies. Contact her for a free, confidential conversation on how to get the results you want: www.SeibCo.com/contact

Do You Have What It Takes to be a Leader?

Everyone can be a leader.

The qualifying questions are:

  • Are you willing to do the work necessary and step up to be one? Or,
  • Are you waiting until someone taps you on the shoulder to begin? (Hint, it may be a long wait!)

What Does It Take?

Make a commitment. Many people say they want to achieve certain goals in their lives, yet, do not take the focused action steps necessary. For example, they wish to participate in a networking group or on a team project, but fail to show up and contribute.

  • Review your values and goals.
  • Are they consistent? For example, if you have a goal of becoming a millionaire, yet, everyday spend money for lunch, coffee and other items your actions do not support your goal.
  • Make the necessary changes one step at a time. Take one item that you are spending money on and instead invest that money.

Use qualified assessments. These tools provide incredible accuracy and insight into your leadership traits. They also provide objective awareness of how to better communicate, manage and work with others. The challenge is there’s a lot of mischief over what defines a qualified assessment. The bottom line is that a qualified assessment complies with the Department of Labor guidelines for pre-employment use. These tools have significantly higher reliability and validity, and predictive validity, than the other 3,000 tools available in the market today.

  • Select a qualified assessment and a qualified coach. (www.SeibCo.com/contact)
  • Review the results with your coach.
  • Together with your coach put together a project that will help you improve one area. (Hint: putting together a project to listen better will yield poor results. Instead, put together a customer service goal that will require you to listen in order to achieve that goal.)

Be coachable. Behind every leader is a trusted advisor/coach. (Think, Michael Jordan, Steve Jobs, etc.) Also, leaders usually have an industry mentor to help them stay current in their profession and industry. You need to have both to excel as a great leader. The right coach encourages you to do what you need to do, but don’t want to do, to achieve unprecedented results.

  • Select and hire a coach.
  • Select an industry mentor and ask him or her to be your mentor.
  • Put together a 13-week project and goal with your coach and share it with your mentor.
  • Do the work required to make it happen.
  • Blast through those barriers that normally stop you.

Take one day at a time. Every human being has personal baggage. In order to be a great leader, we need to unload it, be responsible for our perceptions of the incident, and have acceptance that the situation happened. Take the time now to get it resolved, one day at a time. It doesn’t get easier as time goes by – it gets harder. Failure to do so, may have you miss out on promotions or coveted opportunities, or, even become unemployed. If necessary, find a licensed therapist to get down to reality and better understand yourself.

Pick yourself up after a failure. Don’t berate yourself for mistakes or failures. Pretending you don’t have any, or are unable to apologize makes others uncomfortable following your leadership. Every great leader has made more than one mistake! The key is, they picked themselves up and resolved it. Now, not later when may be too late.

Everyone has what it takes to be a leader. The million dollar question is, are you willing to do the work to become one?

©Jeannette Seibly, 2016

Jeannette Seibly has been working with leaders as an international business advisor, executive coach and management consultant for over 23 years. Along the way, she guided the creation of three millionaires. Her trademark is her uncanny ability to help business professionals identify roadblocks and help them blast through those barriers to produce unprecedented results. Contact her for a free, confidential conversation on how to get the results you want: www.SeibCo.com/contact

Rev Up Your Bottom Line Using Qualified Hiring Assessments

It’s 2016 and many companies are focused on increasing sales, saving money and improving profitability while finalizing budgets and plans for the year. They will spend a lot of time evaluating equipment and systems to ensure the best ROI. However, they will almost always fail to take the same amount of care when selecting and managing their most important asset—their employees!  As a result, they’ll miss many opportunities to hire the right people, and often lose top talent and customers due to their mistakes, costing them time, money and market share. No matter the size of your company, the biggest mistake is whether or not you are using the right tools to hire the right people.

Cost of Poor Hiring Practices

Many managers know their turnover rate. And, many don’t. Some are proud that it is below industry standard. However, they may not have quantified the financial impact of turnover on their bottom line, or they may be in denial that they can do anything to improve it.

When you take the time required to actually see the real cost of a bad hire, promoting the wrong person or losing a talented employee, you will realize you must objectively assess potential job candidates for job fit, core values and required skills. Using qualified assessments (instead of hiring by gut alone) will significantly lower theft, cost of turnover, workers’ compensation, unemployment and other employment/liability claims when used appropriately.

Why Should You Select Qualified Hiring Assessments?

There are over 3,000 publishers of assessment products in the market. Most assessments do not comply with the Department of Labor’s guidelines for pre-employment use (See: Testing and Assessment: An Employer’s Guide to Good Practices, Department of Labor*). High-quality and qualified tools will have technical manuals (not just a letter from a law firm) to ensure each assessment meets the validity and reliability specifications for pre-employment and selection purposes. Ask for the technical manual and refuse to use an assessment for pre-employment purposes without one. This is one of the key factors in lowing turnover since using a less-than-qualified assessment rarely makes a difference.

Qualified Assessments Are Incredibly Accurate

Not only is using the right assessment of legal importance, using tools that actually have the highest validity and reliability will measure people accurately and objectively—a requirement for predicting future success. People are like icebergs: they only let you see what they want you to see – what you don’t see is more significant than what you do see! The best assessments provide you with the ability to become a laser-like coach while improving your selection process and reducing costs.

Remember, any tool, system or process used during the hiring or promotion process must comply with pre-employment requirements.

When you select the right qualified assessments and use them as directed, they work and will positively rev up your bottom line in 2016 and beyond.

©Jeannette Seibly, 2015-2016

*Contact SeibCo for a copy of the DOL regulations @ http://SeibCo.com/contact

Source: Hire Amazing Employees, Chapter 11, “Assess for Job Fit—Use Qualified Assessments,” http://BizSavvyHire.com

Jeannette Seibly has been a business advisor and facilitator for over 23 years; she guides the creation of new solutions for business challenges and is the author of Hire Amazing Employees (http://BizSavvyHire.com). Check out her website: http://SeibCo.com or contact Jeannette at http://SeibCo.com/contact.