Leadership

What do you do when your boss keeps making the same mistakes?

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This can happen for a variety of reasons. One is that bosses don’t recognize their errors—they miscalculate the impact of their decisions because they are focused on the big picture and overlook the details, or vice versa. Or, they rely upon their financial, technical, and system interests while failing to include the human aspects required for a successful outcome. When bosses are clueless about their oversights and fail to ask the right questions, they normally blame others for not providing the whole picture. Don’t be passive. Become effective in recommending solutions. Take time to research and provide two or three alternatives, along with details for the execution of each proposed solution. Present these ideas both from a factual and a human perspective by introducing information that is the boss’s primary interest first, and then share the other important pros and cons.

(c)Jeannette L. Seibly, 2013

What process do you use to effectively work with your boss?

Are your hiring practices sane?

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Recent research data revealed by Google’s head of HR, Laszlo Bock, showed that brainteaser interview questions, unstructured interviews, student GPAs or test scores, and conducting more than four interviews all had little or no predictive value for success of job candidates! (http://www.ere.net/tags/backgroundchecking) Designing a simple yet predictive hiring system means thinking through your approach from the both sides of the desk: the applicant’s and the hiring manager’s. Infuse objectivity early in your process (http://wp.me/p2POui-nj) and use qualified assessments with high predictive values to help determine job fit. For other ideas, get your copy of “Hire Amazing Employees.” (http://BizSavvyHire.com)

(c)Jeannette L. Seibly, 2013

 

 

Use an outside sounding board to get you out of the mind-forest.

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“We cannot solve our problems with the same thinking we used when we created them.” —Albert Einstein

When you’re immersed in the mind-forest of logic and/or emotions, your inner monologue can disguise the best path for your company to follow. You usually find yourself in these predicaments when there is a lack of clarity in the direction you’ve taken or a lack of integrity in the decisions you’ve made. Many times the problem could have been prevented if you had used an outside sounding board (e.g., a mentor, business advisor, or advisory board). It is easier for someone on the outside to point out the current or predicted obstacles, because they are not attached to the inner workings of your business. They can help you generate a new commitment to develop and execute a workable solution while creating an ethical, but not always easy, best course of action to achieve the right results.

(c)Jeannette L. Seibly, 2013

Who have you talked with on the outside to get a clearer view of the inside of your company?

Leaders talk straight —or their company fails.

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There are many schools, workshops, and programs focused on developing leaders’ abilities to communicate effectively. The problem is they are not focused on how to elicit the best in others and are concentrated on rote comments or insincere platitudes. Some executives lack experience or basic emotional intelligence when conversing with others, while other business professionals are afraid to hear the truth, particularly when they fear what their bosses, employees or clients have to say.

In this geographically diverse business market, the challenge of pulling everyone onto the same page can be a daunting due to differing cultural perceptions. As a leader, it’s your responsibility to learn how to converse with others in a manner that gets everyone on board in a reasonable period of time. Relying on emails or texts can actually cause more harm than good, since communication is filtered through cultural experience. There is greater probability of your intentions being misinterpreted due to differing reading levels or misinterpretation of jargon, slang, etc. Remember, a conversation may take 20 minutes and elicit a truer picture.

If you, as the leader, are a poor communicator and don’t take responsibility for your interactions, your enterprise can quickly lose market share, top talent, and desired outcomes. Think through your messages and tailor them to your audiences. Write a draft and have it reviewed by another to ensure you are capturing the tone of the message you wish to send. In your closing comments, be sure to invite feedback and be open to hearing what others have to share—those insights could make all the difference in correctly tweaking the actions required to achieve intended results.

(c)Jeannette L. Seibly

What practices do you use to ensure your messages are conveyed in a way others hear them?

Small business owners should roll up their sleeves.

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Get involved in the day-to-day activities of your small business—it’s important for many reasons. It keeps you sane about your decisions instead of in the clouds. It helps you better understand employee challenges that you otherwise might disregard, and it helps you avoid inappropriate comments such as “They simply need to work harder.” It provides you with realistic expectations of how a job is done and brings an awareness of each job’s nuances while fostering loyalty and trust.

(c)Jeannette L. Seibly, 2013

 What have you done to foster loyalty and trust inside your company?

Impatience stymies the best of plans.

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Many gung-ho executives and entrepreneurs have one thing in common: They can be in denial about how fast they can achieve their vision or idea. Although failure is not an option for these dynamic leaders, their impatience stymies the best of plans.  While being confident and persistent are important, so is the ability to work with and through others to make the plan a reality. Emotions, office politics, wanting to be the best at the expense of others, or being focused on a personal million-dollar payout will cloud logic, ethics, good business practices, and common sense. Impatience diminishes the effectiveness of your team! Learn how to tame your impatience and use perseverance and dedication effectively to propel your team forward.

(c)Jeannette L. Seibly, 2013

Drama keeps you focused …

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… on the wrong things!  We create these distractions or ongoing noise to keep us from doing what we say we want to do, and we allow these circumstances to stymie us.  It’s safer to stay comfortable. We know what to expect. Taking that leap of faith can be scary—but the inherent benefits are that the effort builds confidence, competence, and clarity. Hire a business advisor or executive coach, and be prepared to soar.

(c)Jeannette L. Seibly, 2013

How has “drama” kept you from doing what you needed to do?

Apologies can save your career.

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Most of us believe we are blameless for our expressions and actions. Many leaders reinforce poor interpersonal practices and fail to address the aftermath of any damage done. In our busy-ness we are often not present in conversations because we are thinking of other things we need to do or formulating rebuttals. By the time we open our mouths, out pops something critical or negative. Feelings our hurt, reputations disparaged and career options become limited, depending upon the recipient of our remarks.

The problem is twofold. First, we take it personally when others express themselves frankly with similar actions or words. Second, we expect others to get over the things we say or do at their expense, including when we violate an agreement. Sadly, we are so adamant about our right to be right that we tend to swat people with their extended olive branch when they let us know they are concerned or upset.

Being aware before you say something inappropriate and not saying it works best. When that fails, apologizing can quickly can save a brilliant career. When you have offended someone, stop and review your deed from their perspective. Saying “I apologize,” “I’m so sorry,” “Please forgive me,” or “It was not my intention to … ” can build a healthy bridge toward healing relationships, building trust and loyalty, creating effective work teams, and soliciting better ideas. As the boss or leader, your attitude and behaviors carry a lot of weight—use them appropriately.

(c)Jeannette L. Seibly, 2013

Apologizing can seem difficult … what do you do to make it easier for you?

An executive coach’s job

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An executive coach’s job is to tell you what you need to know, not what you want to hear. She or he is a sounding board with whom you can verbalize your intentions and fears, since sole reliance on your internal mental monologues can often steer you in the wrong direction. You could be led astray because you misread economic or business indicators, don’t track metrics and adjust accordingly, or simply fail to understand how to work with and through people to elicit ideas and generate focused actions to get the job done. Successful executives know that having a confidential sounding board is particularly invaluable when they hit the inevitable wall.

(c)Jeannette L. Seibly, 2013

How has an executive coach helped you?

Do you sound like a four-year-old?

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“I don’t want to and I shouldn’t have to.” Many professionals take new positions that include tasks they don’t enjoy and are unwilling to do because the new job offers a better paycheck, job title, or other perks. Yet every role has those hated obligations that you need to get done right in order to keep your job. A childish reaction of “I shouldn’t have to do it” is never a good attitude, and doesn’t bode well for future opportunities either.  

One client wanted a new job and got it. He took on a job his new co-workers refused to do. He met with each client and asked the tough question “What can we do to improve?” It transformed his ability to deal with controversy and build teams to resolve issues, and it positioned him for a big new job—running his own company.

Instead of focusing on what you don’t want to do, adjust your attitude and focus on the results. One solution is to focus on resolving customer dilemmas (both internal and external). Or, focus on system improvements you can create with your team by learning the procedures from start to finish. By developing the right inner talk and correct actions, though you may not love your assignments, you’ll get them done well—the sign of a leader with a high social intelligence. This can-do attitude will be recognized when it is time for performance reviews, pay increases, bonus payouts, and promotion opportunities. (Don’t forget to learn how to share these achievements in a business-savvy manner! http://TimeToBrag.com)

(c)Jeannette L. Seibly, 2013