Transform the Organization

How to Achieve Results While Working through Uncertainty

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“Uncertainty in life is normal. Embracing it fully creates a positive difference to achieve results.” Jeannette Seibly

When you feel uncertain about a decision, it is often due to your fear of making a mistake, experiencing a failure, or not being in control of the outcome. Uncertainty feels uncomfortable. Many people will do everything they can to avoid it, which causes anxiety in their jobs, relationships, careers, businesses, and life choices. But life never provides absolute certainty.

So, how can you make uncertainty a superpower and have it help you create a great business, career, and life? Keep reading!

Tips to Work Through Uncertainty for Great Results

Be Open to Others’ Ideas. Like many leaders, you rely on your thoughts, opinions, and feelings about what is true and certain. But this is short-sighted. Instead, welcome others’ ideas. Learn how to brainstorm. For each idea, develop five reasons it could work, not why it won’t.

Unleash the Power of Others. Delegate! Get comfortable delegating! Allow others the opportunities to explore new ideas, even if you’re uncertain whether or not they’ll work. Their ideas and results can often be better than yours if you get out of the way!

Embrace Not Knowing How to Achieve the Outcome. Otherwise, you’ll feel stuck, paralyzed, and procrastination will set in. Instead, allow for the fact that you don’t know that you don’t know! And not knowing is OK. (Yes, reread those sentences.) Be clear about the goal and outcome you want to achieve. Now, move forward step-by-step with your team and executive coach through the uncertainty.

Develop Inner Confidence. Celebrate each step along the way, no matter how big or small. Develop “brags” to help you gain confidence and believe in yourself. “Brags” remind you that you’ve handled uncertainty and achieved successful outcomes in the past.

Make the Best Decisions for Now. When making decisions, collect factual data and don’t rely solely on your intuition/gut or overthink everything. Remember, no one has a crystal ball that foretells the future. While many believe success demands you move forward, a good decision can also include staying where you are (e.g., signing a new lease with your current landlord). Remember, uncertainty can and will still occur because uncertainty doesn’t go away.

Avoid Group Think; It Impedes Agility. Too often, during times of uncertainty, fear will prevail. Then, the team will adapt to the fear. Instead, share your concerns, and ask good questions.

  • “What would be the best outcome for this project or program?”
  • “What would we need to change?
  • “Give me five reasons why these changes could work?”
  • “Why won’t these changes work?”

Now, allow the team to own the project. Be their champion for winning and working through the unknown factors! And always welcome critical thinking!

If you embrace these six tips, uncertainty becomes your superpower!

©Jeannette Seibly 2023 All Rights Reserved

Jeannette Seibly is The Leadership Results Coach. She is an award-winning international executive coach, speaker, and business author. Her wisdom of over 30 years guides clients to work through sticky situations and challenging relationships. Contact Jeannette for a confidential discussion. PS: She’s also a three-time Amazon Best-Selling Author!

A note from Jeannette about embracing uncertainty in work and life: We seek certainty in everything we do. We think it helps us avoid making mistakes or experiencing failure while staying in control of the outcome. Yet, doing the same old same old will hurt your team, results, and bottom line. Want uncertainty to become one of your superpowers? Contact me for a confidential conversation.

Have You Considered: Strengthening your inherent superpowers? It can make a big difference in your success as a leader! I have extensive experience guiding leaders to work with and through their teams to achieve unprecedented results. Contact me if you want an in-depth, one-on-one hour over 13 weeks. Remember, coaching speeds up your ability to win.

Taking the safe path to avoid uncertainty will never work in your business, career, and life. Develop your superpower and learn how to work through uncertainty. It builds confidence and the ability to influence others! Take action and contact me for a confidential conversation.

Resilience Requires Leaders to Step Up

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“Successful leaders must strengthen their resilience to achieve results.” Jeannette Seibly

Traditionally, resilience was about being mentally tough, stoic, and silent about your true feelings. In other words, don’t say anything and hide your reactions.

The American Psychological Association defines resilience: Resilience is the process and outcome of successfully adapting to difficult or challenging life experiences, especially through mental, emotional, and behavioral flexibility and adjustment to external and internal demands.

I’m amazed by the number of younger employees who hate their jobs and say, “I’d rather be unemployed.” They jump from one position to another and are often surprised that there is no relief. Many older employees may not love their job responsibilities either. But they have developed a healthy resilience to adapt and become flexible to their jobs’ typical external and internal demands.

This is resilience today! Leaders need to acknowledge their feelings or emotions when triggered and not let them run the show! And, while it is healthy to express yourself, verbal dumping doesn’t work and only creates resentment, not resilience.

Resilience requires taking responsibility and addressing your reactions in a positive manner with your team. Doing so allows for new ideas, resolutions, and solutions to appear.

7 Tips to Create Resilience

Breathe. When you notice you are triggered, breathe in for 5 counts. Pause. Exhale for 5 counts. (Or any number that works for you.) Repeat this breathing pattern 3 times. Breathing reduces the fight, flight or freeze stress response triggered in your brain. Breathing also allows you to take responsibility for your reactions (aka triggers) and is critical before attempting to resolve any issue.

Self-Care. Self-care is essential today for leaders to strengthen their resilience. There are many changes occurring in jobs and workplaces where you have no control over the impact (e.g., loss of employment, work responsibilities, etc.). If you’ve experienced a loss (family member, pet, job, finances, etc.), take the time to grieve. Remember, you do have a choice in your reaction and the attitude you choose.

Get to the Heart or Core of the Problem. Conflicts between you and your team, or between team members, need immediate resolution. This requires a commitment and resilience to work through the apprehension and fear that often stop you and others from achieving the intended results.

Be Responsible for Your Communication Style (most people aren’t)! As a leader, take responsibility. It strengthens resilience. When you are responsible for how you communicate, you show others they can trust you.

Examples:

  • Apologize and stop using words or terminology that others don’t understand.
  • Ask team members questions when they present new ideas and be curious.
  • Remember, when presenting a new solution you’ve been thinking about, it’s the first time they’ve heard it.
  • Keep in mind that people learn at different rates of speed. So take it slow to ensure everyone is on the same page.

Have Reality-Based Conversations. Team members may hold onto upsets, exaggerate them, and use them to justify their poor job performance. Resilience and straight talk with compassion require having tough conversations. Before these conversations, get the facts. Then, talk with your executive coach, boss, or human resources to clarify how to create a positive outcome.

Learn How to Forgive, Even When You Don’t Believe You Should. As a leader, you will have arrows aimed at you when team members feel frustrated or upset. But resilience is vital. While this is easier said than done, forgive those that gossip about, criticize, or blame you. Remember, forgiveness is for you. Remember, don’t say, “I forgive you,” to the offender. This often only worsens the situation since they believe there is nothing to be forgiven for.

Hire the Right Coach. When you’re resilient, you can expand your point of view and step up as a leader. If sticky situations or political relationships are not going well, immediately talk with your executive coach to strengthen your resilience. Listen and learn. You can make things worse and sideline your career if you attempt to do it alone. The same mindset or lack of awareness that created the problem will not resolve it!

©Jeannette Seibly 2020 -2023 All Right Reserved

Jeannette Seibly is The Leadership Results Coach. With over 30 years as an award-winning international executive coach, speaker, and business author, Jeannette’s clients effectively work through sticky situations and challenging relationships to become positive influencers. Contact Jeannette for a confidential discussion. PS: She’s also a three-time Amazon Best-Selling Author!

A note from Jeannette about strengthening your resilience: Being aware of your feelings and emotions is essential. When you verbally dump on others, it’s damaging and demonstrates a lack of resilience on your part. Contact me for a confidential conversation to strengthen your resilience.

Consider: Strengthening resilience takes time and the experience of successfully working through challenges. I have extensive experience guiding leaders (current and future) to achieve unprecedented results. Contact me if you want an in-depth, one-on-one hour over 13 weeks. Remember, coaching speeds up your ability to excel, starting with strengthening your resilience.

Have you met a challenge you’ve not been able to work through? Many managers and directors have, and their bosses may not be of much help. Now’s the time to develop your resilience and ability to achieve intended results! Waiting will not make a positive difference. Take action and contact me for a confidential conversation.

Want to Improve Productivity? Improve Your Meetings!

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“Ineffective meetings drain productivity and results.” Jeannette Seibly

Harvard research found that 70% of meetings keep employees from doing productive work. The same study found that employee productivity was 71% higher when meetings were reduced by 40% … also, employee satisfaction improved by 52%.

But before you throw out the importance of meetings, be clear about their purpose: communicating, getting everyone on the same page and in the same book, and solving problems (current, past, and future). The biggest challenge? Too many meetings are poorly planned and facilitated!

We’ve all attended bad meetings (in fact, most of them). But, unfortunately, the negativity sticks with you! It creates a meeting recovery syndrome that hurts your productivity and drains you. But before you blame the facilitator, look at the three fingers pointing back at you! Everyone has a role in conducting effective meetings, one-on-one or group, and onsite or virtually.

These 8 Factors Improve Meetings and Increase Productivity

The biggest question to ask yourself before scheduling a meeting is: “Can I send an email instead of hosting a meeting?” In many cases, the answer will be “Yes!” Do that instead!

MEETING PREPARATION

Before the Meeting. Send out an agenda of specific items for discussion and include all documentation for review. Plan on keeping the meeting short and on point. Remember, some issues are better handled 1:1 or in small groups.

Start and End on Time. This requires everyone to be ready to begin 5 minutes before the actual start time. Turn off all distractions: electronic gadgets, phones, and mind wandering!

If you are the facilitator or presenter, arrive even earlier to ensure:

  • The room is set up physically, or the virtual meeting (or hybrid) is ready to go
  • Ensure PowerPoint presentation works
  • Printed materials are distributed (it’s best if they are emailed the day before)

Come Prepared. Everyone is responsible for coming prepared — that means reading all documents, agendas, and other materials before the meeting and having them readily available to refer to during the meeting. (NOTE: Remember, simple graphs with short narratives are the easiest to understand). Write down questions. Or, better yet, get the questions answered before the meeting!

MEETING PROTOCOL

Take Turns. Make sure you hear from everyone! Unless each person contributes, ideas get missed, important nuances get overlooked, and conflict can erupt! Team members will not voice their concerns if they fear ridicule! Remember, conflicts should not be ignored… there is usually a valid point no one wants to hear. But it’s pay now or pay later!

LISTEN! This is the most critical factor in improving your meetings now. Listening requires active involvement. It includes hearing things you don’t know, don’t agree with, or don’t believe in. Active listening has three components: 1) hearing what is said verbally, 2) hearing what is not said, and 3) being aware of non-verbal cues (e.g., attitude, tone, physical). Good listening skills can resolve old issues and formulate new ideas for products and services. It’s a skill everyone needs to develop.

State Your Point Upfront. Most attendees will stop listening when others talk too long, share gossip, or use technical jargon. Avoid monologues or lengthy responses by starting with the point first, then providing any supporting information to reinforce the point presented.

Ask Questions. Too often, we don’t ask questions to learn more. Instead, we believe we “get it” and then misuse the information. Or, we judge the idea or information as irrelevant without further investigation. Or, we don’t want to ask questions because we feel stupid. (Get over it!) Instead, learn how to drill down and clarify by asking questions out of a commitment to resolve the issue or move the project forward. Stay away from sounding like an interrogator – it puts everyone on the defense.

Reach Alignment. Consensus is non-productive since too much time is spent wooing a person(s) to agree with the majority, creating groupthink. When you reach alignment, you and the team have taken the best information available and made a decision.

Then consider the following:

  • Can everyone live with this decision?
  • Is it workable and doable?
  • If not, what needs to be added or changed so everyone is on the same page moving forward?
  • Then, stand firm and respond factually to the naysayers.

©Jeannette Seibly, 2016-2023 All Rights Reserved

Jeannette Seibly is The Leadership Results Coach. With over 30 years as an award-winning international executive coach, speaker, and business author, Jeannette’s clients effectively work through sticky situations and challenging relationships to become positive influencers. Contact Jeannette for a confidential discussion. PS: She’s also a three-time Amazon Best-Selling Author!

A note from Jeannette about meetings and productivity: Did you know most meetings sabotage productivity and employee satisfaction? The reasons: poor facilitation and quality, and they are time-consuming. It actually creates a “meeting recovery syndrome” where people feel drained and non-productive. It’s time to develop the skills required to hold productive meetings and hold less of them! Contact me for a confidential conversation about a training program!

Consider: It can be challenging to facilitate meetings as a manager or director (or anyone else, too!). I have extensive experience guiding meeting facilitators to improve their meeting management skills, virtually and onsite. Learning this skill takes time and practice. Contact me if you want an in-depth, one-on-one hour over 13 weeks. Remember, coaching speeds up your ability to trust yourself and get results.

How’s your leadership development progressing? Are you moving forward … or a tad stuck? Do you need a “nudge” or “kick-in-the-butt?” Want to accelerate and soar your results? Then, get into action by contacting me for a confidential conversation.

Waiting to Choose and Develop Your Successor Can Create Brouhaha

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“Waiting to choose and develop your successors only causes brouhaha.” Jeannette Seibly

There comes a time when you must choose and develop your successors. Usually sooner rather than later! But, too often, leaders and business owners wait until it’s too late and brouhaha ensues!

While you may be a very good leader, the problem is you haven’t taken the time to develop the future leaders or have refused to do so. Instead, you:

  • Thought you had time
  • Have done a poor job of hiring for job fit and no one is able to fill your seat
  • Have narcissistic traits and your ego (male and female) believes you are the only one that can do your job
  • Have a disability or diminishing mental acuity

Brouhaha will happen without a succession plan. Also, failure to choose successors and develop their management and leadership skills will hurt the company’s future. While many companies, especially family businesses, don’t believe conflict within the company will create a negativity, it does. Just read the social media and other media posts. Yes, it can happen to you too!

What Do You Need to Do and Know to Choose the Right Successor

Start Now by Talking It Out. Whether it’s a family member, favored key employee, or outside hire, have many conversations, starting now. During these conversations, learn about their goals and aspirations. If they are not interested or hedge, move on. Tap into your network. Remember, while some leaders have good leadership skills, it may camouflage a poor managerial style. Develop them now. If they refuse, remove them from the written plan.

Remove the natural urge to find a “mini you.” Businesses grow and change and you need the right person who is flexible and resilient.

Hire or Promote for Job Fit. It’s insane to promote a family member, favored friend or employee, or hire from the outside into a role when the person doesn’t fit the job. For example, taking a top operations or finance vice president and promoting them to a #1 position. This can cause havoc if the person lacks the qualities necessary to lead a large group of people across many difference disciplines. Remember, you cannot coach, train, or manage someone into fitting a job if they are a poor fit with the responsibilities!

Pay Now or Pay Later. There is a science to qualified assessments … they are not created equal. Some are designed for job fit use, while most assessments focus only on training and development. Use the right qualified 360-feedback and job fit assessments. These provide clarity about inherent strengths and weaknesses, leadership blind spots, and emotional intelligence. Read how to select the right one: Chapter 9 in Hire Amazing Employees.

 “People are promoted to their level of incompetence!” Peter Drucker (Please, reread … I’ve seen this happen way too often! It is preventable!)

Honor Your Promises. I’ve seen successors hired, but the owner or #1 person refuses to relinquish their role. This can be difficult for many reasons: poor job fit of the newly hired successor, fear of leaving, or unexpected business changes. Have the conversations up front acknowledging changes may happen. Also, provide an exit plan for each of you to avoid any litigation or company brouhaha.

Ensure Coachability. It’s critical the future successor is coachable. Are they willing to learn from you? Are they willing to do the work with an executive coach and develop their mindfulness, decision-making, and interpersonal skills? Remember, while they have been coachable as #2 or #3 in the organization, it is very different being #1. (Too often, #2’s or #3’s success depends on #1 telling the person what to do.)

Can You Get Out of the Way? Letting go of the reins for any reason can be difficult. You’re human and have emotional attachments that get in the way of objectivity, especially when you’ve grown or developed a great business. Be coachable and let go of the reins while you can still enjoy watching and smiling at the next generation’s progress! Getting out of the way requires soul-searching of whether or not you’re ready.

Conduct Internal and External References. While this can be part of the qualified 360-feedback process, beware! Some employees give bosses and leaders high marks because of their likeability. But that does not equate to having the qualities required to be the right leader.  Listen and learn by asking employees (current and past), vendors, and customers for their input.

Start Now and Update Every Two Years. Put the plan in writing and update! Share with the key leaders. Remember, people’s goals and company focus will change. Even a slight shift can cause a big disruption if the wrong leader takes the helm. So, don’t be afraid of modifying as appropriate.

REMINDER! Use this article as a wakeup call if you’re still on the fence. Call me for a confidential conversation. You would hate to have people shaking their fists in anger or stomping on your grave because of your refusal to get real. You have a moral responsibility to honor your employees, vendors, and customers to ensure they are well taken care of. Create your succession plan now and develop those successors today!

©Jeannette Seibly 2023 All Rights Reserved

Jeannette Seibly is The Leadership Results Coach. With over 30 years as an award-winning international executive coach, speaker, and business author, Jeannette’s clients effectively work through sticky situations and challenging relationships to become positive influencers. Contact Jeannette for a confidential discussion. PS: She’s also a three-time Amazon Best-Selling Author!

A note from Jeannette about developing your successor: Too often leaders hang on too long. Then, life happens and there is not a successor(s) to continue and move the company forward. Waiting is not the answer! Get into action now! Contact me for a confidential conversation about what is in your way of moving forward.

NOTE: It can be difficult making the right decisions and the right changes. I love coaching and supporting current and future leaders during critical and strategic situations. Contact me if you want an in-depth, one-on-one hour over 13 weeks. Remember, coaching speeds up your ability to trust yourself. This, in turn, influences your team for unprecedented results that others applaud.

How’s your leadership development progressing? Are you moving forward … or a tad stuck? Do you need a “nudge” or “kick-in-the-butt?” Want to accelerate and soar your results? Get into action by contacting me for a confidential conversation.

How Do You Quietly Hire Employees?

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Quiet hiring is a way to develop talent without hiring new employees or moving current employees to work when you cannot hire the right people. It was declared a new trend by Gartner, a technological research and consulting firm: Quiet hiring will open up new doors for retaining talent without the cost of a lengthy recruitment process.

While “quiet hiring” is new, the strategy is not. Wise companies have used “internal mobility or upskilling” to keep top talent for many years.

But before you jump on this “newest trend,” here are the issues to address before considering this strategy.

How to Use Quiet Hiring

Quiet hiring is how employers fill positions with current employees and leverage current talent. Normally, it’s done on a temporary basis, or you risk employment law issues.

For example:

  • If your company is a bank and needs someone at the teller window for several hours a day, it’s an excellent opportunity for a loan officer to learn more about the bank and its customers’ needs.
  • If your insurance company needs help in the claims department for a month, you may have one of your underwriters work there temporarily.
  • If your company is in any industry and needs help auditing for a quarter, you may place one of your IT people in that role.

What Are Three Criteria to Implement Quiet Hiring?

  1. It would be best if you had buy-in from your employees. Remember, any change can be scary to them. Be sure to communicate the intention, what is expected, and the benefits to everyone, not just those being “quietly hired” into new roles. Remember, it’s a temporary change and will not affect their benefits and compensation plans.
  2. How to Start the Conversation. You may say, “We/I value your contribution and would like to temporarily use you in a different role (or to take on additional responsibilities). Are you willing to do so?”
  3. Stay Connected. If there are problems before or after the transition, it’s essential to address them immediately. Remember that different teams have different work styles, and bosses have different work expectations (e.g., remote v. onsite, punctuality v. lateness).

How You Use Quiet Hiring to Improve Your Employees’ Skills

  1. Provides Skill Development. It’s a great way to help broaden an employee’s knowledge of the company. It allows them to experience how their normal position impacts the temporary one. Acquiring these new skills prepares them for promotions, new work teams, and other future opportunities.
  2. Reduces the Need for Layoffs and Terminations. It’s a great way to keep good employees by temporarily moving them into different roles or departments.
  3. Helps Them Understand the Impact of Work Quality and Decisions. The added benefit of quiet hiring is that they can learn about the impact they create when making changes in how they do their work or when making decisions. For example: Moving a sales rep into customer service is a great way to experience the aftermath of how the company’s products and services work with customers. (Also known as cross-training.)
  4. Training is Critical! Like anything new, it’s essential that you provide a training program and on-the-job training coach to ensure consistency in how work is done. Remember, they are transitioned to the new position temporar If they make any changes, it can inadvertently impact the entire company and its customers.
  5. Participate in Job Rotation or Job Sharing. These are more formal ways that “quiet hiring” top talent can develop the skills required for future opportunities.

Beware of “Quiet Hiring” Pitfalls

  1. Job Fit Issues. Placing a good employee in a position that does not fit their capabilities means you will lose a good employee. Use a qualified job fit assessment to reduce these types of issues. Remind them it’s temporary. However, if there are consistent problems, you must move them back to where they were doing well.
  2. Unwillingness to Move to New Position. If the move requires the person to be onsite or the person has other concerns such as commute and flex time, address them upfront. It costs time, money, and energy to train people in positions they usually don’t work in; since it’s only temporary, it may not be worth the effort or upset.
  3. Keep the Same Benefits and Comp. If you don’t, you will risk employment law concerns. Contact your HR or employment attorney to determine local, state, and federal impacts — also the same for international employees.

©Jeannette Seibly 2023 All Rights Reserved

Jeannette Seibly is The Leadership Results Coach. She has over 30 years of award-winning international experience as an executive consultant, speaker, and business author. Her clients surpass the norm by working through sticky situations and challenging relationships to become positive influencers. Contact Jeannette for a confidential discussion.

A note from Jeannette about Quiet Hiring: This old employment practice of moving people temporarily into different positions now has a new name: Quiet Hiring! Before you jump on this latest trend, understand the legal, practical, and employee impacts before using! Then, contact me to talk through your hiring and selection challenges!

NOTE: Do you want to win? All leaders who are winners have coaches! I love coaching leaders and have for over 30 years! Contact me if you want an in-depth, one-on-one hour over 13 weeks. Having a coach speeds up your ability to influence others, hire the right people, and coach your team for unprecedented results.

Announcing New Workshop! Traditional leadership (e.g., formal, metrics-driven) is being replaced with human leadership (e.g., focus on the human dynamics that impact results). For example, “That’s how it’s always been done.” vs. “Great idea. How do you recommend we implement it?” However, your managers and directors are being overlooked regarding the training required to be an effective boss and leader. Read about my newest workshop: Are Your Managers and Directors Effective Leaders?

Become Present to Your Accomplishments

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“Being present to your accomplishments creates a natural confidence and ability to share your results.” Jeannette Seibly

You often forget about the tasks, situations, and interactions handled during the day. These activities go by without you being present to what you’ve accomplished!

Why is being present to your accomplishments important?

  • First, it impacts the quality of your work performance, job satisfaction, and ability to build credibility and influence others (to name a few).
  • Second, it also helps you be proactive in creating a career you enjoy and not just sitting around and waiting for something new to happen.

#1 Tip on Being Present

Be Focused. Stop Multi-tasking. When doing your work, set aside negative feelings about the task, stop replaying old conversations, and don’t allow other distractions (e.g., social media posts and electronic pings). When listening, stay focused on the current discussion.

5 Tips for How to Use These Accomplishments

  1. Quantify Performance. Keep track of your accomplishments and any outside-the-norm situations. Use metrics and facts to describe them. Examples: Saying, “It felt good to work with the customer.” It is not impressive. Saying, “Saved the customer $100 in fees.” It is very impressive.
  2. Keep Boss Informed. The boss does not know all you’ve accomplished and the value you’ve added to the company, client, or team. So share the highlights of your accomplishments during your 1:1 meetings or in short emails.
  3. Include with Your Performance Appraisals. If there is a self-assessment process, include vital stats on your performance appraisal. If not, have a 1-page description of accomplishments listed in a bullet format (20 words or less) and attach it to the performance appraisal.
  4. Brag to Win Promotions and Pay Increases. When pitching or negotiating for new opportunities, select 3 key accomplishments to share. To determine these, read the job posting and/or job description. Then, talk with others already working in that area.
  5. Share Ideas with Boss, Co-workers, and Customers. When sharing your ideas, include a key “brag” to build your credibility. For example, “When I used this approach last time, I saved 30 minutes.”

PS: When sharing your accomplishments (aka brags), even though you may be uncomfortable, be open to hearing others’ congrats! I promise you it’ll feel good.

©Jeannette Seibly 2023 All Rights Reserved

Jeannette Seibly is The Leadership Results Coach. She’s celebrating 30 years as an award-winning international executive consultant, speaker, and business author. Her clients value the listening and positive difference she brings to any conversation. As a result, they can work through sticky situations and challenging relationships to become positive influencers. Contact Jeannette for a confidential discussion. PS: She’s also a three-time Amazon Best-Selling Author!

A note from Jeannette about being present to your accomplishments: You’ve achieved significant results in your work and life! So why is it important to be present and share? First, it builds confidence! Second, it’s a great way to build influence. Third, it improves your performance appraisal ratings and paychecks! Contact me if you’d like me to conduct the award-winning “Get Your Brag On!” for your team, company, or association meeting.

This week’s PODCAST: Listen to the Mastering Communication Skills with my guest, Meredith Bell, on The Entrepreneurial Leader.

NOTE: I love coaching current and future leaders to support them in leading, managing, and hiring their teams. Contact me if you want an in-depth, one-on-one hour over 13 weeks. It will accelerate your ability to influence others, hire the right people, and coach your team for unprecedented results.

How Do You Bridge Communication Gaps and Create Positive Results?

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Leaders often wait for a miracle to get the team on the same page. Yet, unfortunately, it rarely happens without the directed effort of the leader.

In my recent article, Are Your Relationships Working? I mentioned “Bridge Communication Gaps” as one of the essential tips for building good and effective working relationships.

Yet, many leaders are perplexed about how to do this in today’s workplace due to diversity, remote work options, and differences of opinion.

5 Essential Ways to Bridge Communication Gaps between Teams and Results

Appreciate Differences … Where Do I Start? You start by using a qualified job fit assessment that provides objective information (not the type of assessment that shows how people want to be seen). For many years, I’ve used the granddaddy of objective job-fit assessment products: PXT Select. Example: When team members (and business partners, boss/employee) are in conflict, I use it to provide an objective review of what’s working and where the communication problems exist. Everyone thinks they know the answers. But 99% of the time, there are surprises. This process and the knowledge you gain build comradery and resolve misperceptions.

Get Everyone on the Same Page. Share the goal, budget, and deadline with the team and allow them to contribute their ideas, thoughts, and opinions. Yes, this often requires training for you and the team on developing and using the skills necessary to communicate, create strategies, and execute results.

Include Everyone’s Ideas. It doesn’t mean all of their ideas are viable and will be used. But when everyone’s ideas are heard and acknowledged, they feel respected and valued. This closes many communication gaps while building positive working relationships.

Brainstorm for Solutions. The same mindset that created the problem will not solve the issue. It requires listening outside the norm and allowing new, off-the-wall ideas to take hold. It will require setting aside egos and judging what is or is not a good idea. Encourage everyone to construct the solution by asking questions for clarification.

Celebrate the Wins and Learn from the Failures. This is critical and often overlooked. Conduct a What Worked?/What Didn’t Work? for each and every project. This review is also a great way to get unstuck in a project, acknowledge the team, and fully appreciate their efforts.

©Jeannette Seibly 2023 All Rights Reserved

Jeannette Seibly is The Leadership Results Coach. She’s celebrating 30 years as an award-winning international executive consultant, speaker, and business author. Her clients value the listening and positive difference she brings to any conversation. As a result, they can work through sticky situations and challenging relationships to become positive influencers. Contact Jeannette for a confidential discussion. PS: She’s also a three-time Amazon Best-Selling Author!

A note from Jeannette about bridging communication gaps: For many leaders, this can be scary. They either don’t know how, are afraid to ask for help, or are unwilling to admit there is a problem. However, failure to bridge communication gaps will derail your ability to create good working relationships. It will also negatively impact your retention, revenues, and results. Contact me if you know you should but don’t want to. Don’t worry. You’ll glean at least one idea you can implement immediately.

This week’s PODCAST:  Listen to How the pandemic led a professional copywriter, speaker and author to become an accidental artist with my guest, Debra Jason, on The Entrepreneurial Leader.

NOTE: I love coaching current and future leaders to support them in leading, managing, and hiring their teams. Contact me if you want an in-depth, one-on-one hour over 13 weeks. It will accelerate your ability to influence others, hire the right people, and coach your team for unprecedented results. SeibCo.com/contact/ 

Be Present When Listening

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“When you’re present during conversations, you become an influential leader because you heard what was being said.” Jeannette Seibly

If we want people to talk to us more, we should start by listening to them more. Simon Sinek

  • Would you like to achieve epic results?
  • Have working relationships with team members that develop them to be leaders?
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When we’re in meetings or conversations, and someone else is talking, we often allow ourselves to think of other things. The problem? We stop listening. We miss what the other person said. We also miss nuances that make a big difference in the person’s meaning, even if they didn’t say it.

In my recent article, Are Your Relationships Working?, I mentioned “Be Present” as a key to building relationships. I don’t know about you, but I don’t feel a positive affinity when someone is unable or unwilling to listen to what I have to say. Also, as an excellent listener, I am always amazed by others who fail to hear due to bad habits or an unwillingness to be present.

So, what are the critical tips for “being present” during conversations? How does being present impact retention (aka relationships), revenues, and results? Keep reading!

5 Key Tips to Be Present When Listening

Be Focused. When entirely focused on the person speaking, what you learn and hear, and the solutions that can evolve are incredible. It’s true. Just listening and setting aside internal mental chatter makes the person feel valued and respected (aka retention).

Stop Multi-tasking. When listening, set aside your work, negative feelings, and other distractions (e.g., social media posts, gadgets, email notifications). That will allow you to hear the genuine concerns you will otherwise miss (think, customer and employee satisfaction).

Stay Mentally Focused. Instead of allowing yourself to think of rebuttals or allowing yourself to be triggered by what they’ve said, be present and listen. Yes, I understand; this is easier said than done. However, successful leaders learn not to be offended and address issues at the appropriate time.

Set Aside Answers. Too often, when we listen, we listen to develop a solution or answer the person … even when they don’t ask a question! Instead, be present and listen. Don’t offer ideas. Listen to just listen. Be a facilitator and guide the person to brainstorm, allowing them to develop their own answers.

Ask Questions. When you are present, you can ask questions that ensure you understand what is being said. Being present and listening will allow you to inquire into gaps in their thinking or contradictions. Use facts, not feelings, when asking questions (feelings are fleeting and usually don’t reflect the speaker’s words spoken at that moment).

©Jeannette Seibly 2023 All Rights Reserved

Jeannette Seibly is The Leadership Results Coach. She’s celebrating 30 years as an award-winning international executive consultant, speaker, and business author. Her clients value the listening and positive difference she brings to any conversation. As a result, they can work through sticky situations and challenging relationships to become positive influencers. Contact Jeannette for a confidential discussion. PS: She’s also a three-time Amazon Best-Selling Author!

A note from Jeannette about being present when listening: It can be challenging to listen when someone is long-winded, or you have no interest in what s/he is saying. The problem? As a leader, not listening hurts your retention (aka relationships), revenues, and results. And being present and listening can make a big difference in what you hear. It allows you to reduce misinterpretations and hurt feelings. Contact me if you’re unclear about how to be present, especially when you don’t want to listen.

This week’s PODCAST: Listen to the Moments of Brilliance: You Don’t Have to Have the Answers! with my guest, Denise Roberts, on The Entrepreneurial Leader.

When You Apologize, It Influences Results

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“A good leader is unafraid to apologize because it positively influences relationships, revenues, and results.” Jeannette Seibly

A note from Jeannette about apologizing: Remember, no relationship is perfect, and all will have upsets. As a leader, learn how to apologize genuinely… it’s an essential part of communicating effectively. Contact me if you’re unclear about how to apologize or if your recent apology only created more upset.

An employee met with her boss to resolve a critical distribution issue. Unfortunately, he didn’t come prepared and didn’t have the answers. She kept pressing him for the answers she needed. Instead of apologizing for not coming prepared, he left the meeting upset with her. Thirty days later, she left the company.

In my last article, Are Your Relationships Working?, I was surprised by the number of leaders (and others) that said they never apologize. To them, it’s a sign of weakness! They are wrong. Actually, apologizing shows strength and confidence in yourself as a leader. It positively influences your results, retention (aka relationships), and revenues! If you don’t know if you apologize when needed, ask your coach and mentor.

It’s not hard to apologize for your mistakes, misunderstandings, or the words you chose (e.g., profanity, mispronouncing someone’s name, misusing jargon, etc.).

But when leaders refuse to apologize, they don’t realize the mischief and hurt feelings they’ve created:

  • Resentment
  • Gossip
  • Avoidance behavior
  • Snarky remarks
  • Turnover
  • Profitability
  • Loss of customers, jobs, promotions, or pay increases
  • The list is endless!

Let me state this again … as a leader, you don’t have the luxury of not apologizing. It’s your responsibility to keep relationships positive with employees, co-workers, vendors, customers, and even your boss.

How to Make a Genuine Apology

Always start with honesty, courage, and respect, and extend the “olive branch.”

  1. Be present with what you said or the mistake you made. Please keep an open door so that team members can express their concerns. Set aside your ego and openly listen! Then, communicate immediately with your executive coach if you’re uncomfortable offering a genuine apology. Remember, the longer you wait, the more likely a mushroom-size issue becomes the size of a mountain with everyone taking sides!
  2. Offer “I’m sorry” or “I apologize.” Make it 1:1 or with the team (if appropriate). Otherwise, the elephant in the room will stop team members from listening and participating, negatively impacting your results.
  3. Listen to their response. If they are angry because you waited too long or you’ve humiliated them, listen and learn without rebuttal. Apologize once more after they’ve said what they needed to say. But don’t keep on apologizing if it’s not making a difference. Wait for cooler heads to prevail.
  4. Stop defending yourself. The situation happened. Being right or making them wrong won’t get the issue resolved and everyone back in focused action. Start with an apology. Share the goal or intended outcome. Ask if anyone has anything else to say. If they do, don’t defend or use excuses (e.g., “Yeah, but”). If they don’t, move on.
  5. Ask what you can do to resolve it. What needs to happen to move forward? Ask for their opinion and input. Then, wherever possible, use their idea(s) and follow through immediately. If you don’t, the resentment will continue to build.
  6. Forgiveness works magic. Genuine apologies allow you and them to let go of resentments. Then, true forgiveness is possible.

PS: Remember to forgive others who have offended you or made inappropriate comments.

Remember, all relationships have their upsets. As a leader, learn how to apologize genuinely… it’s an essential part of communicating effectively.

©Jeannette Seibly 2019-2023 All Rights Reserved

Jeannette Seibly is The Leadership Results Coach. She’s celebrating 30 years as an award-winning international executive consultant, speaker, and coach. Her clients value the listening and positive difference she brings to any conversation. Feel stuck in a sticky situation or a challenging relationship? Want straightforward counsel to blast through it? Contact Jeannette for a confidential discussion. PS: She’s also a three-time Amazon Best-Selling Author!

This week’s PODCAST:

Listen to Do Whatever You Can to Serve Others with my guest, Deb Krier, on The Entrepreneurial Leader.

How Do You Use Interview Time Effectively?

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“If you continue asking irrelevant job interview questions, you’ll continue to lose talent, customers, and money.” Jeannette Seibly

Many hiring managers believe relying on their instincts, and intuition/gut saves time and gives them all they need to make good hiring decisions. They think they’ll know the right candidate when they meet them.

Unfortunately, there are many problems with this belief. It creates:

  • Unconscious bias
  • Ghosting by job candidates and new hires
  • Turnover of talent, loss of customers, and litigation (think money and reputation)
  • Removal of a bad hire which can take up to 18 months (think again money and reputation)
  • Bad company reputation when making decisions without factual data … (Remember, this job candidate could become a future customer or decision-maker for a sales contract or award.)

Be Clear! Your Goals During the Interview Are to Determine:

  • Can the job candidate do the job?
  • Will the job candidate do the job?
  • Can the job candidate do the job in this company?

When you answer the above three questions in writing, you get real about the actual competencies required. Remember, business is changing, and so have business requirements.

  • What actual competencies are required?
  • What does the right candidate need to accomplish in 30-60-90-180 days?
  • What job fit assessment is best to see the “whole person?”

Example, if you’re seeking a salesperson, does s/he need to generate leads, close, and provide good ongoing customer care?

Preparation is Critical for Effective Interviews  

  • Ask job-related questions (not about the latest book read, hobbies outside work, etc.)
  • Create a structured interview with job-related questions

Review interview questions to ensure they do not create unconscious bias. Too often, we ask about recent books read, movies seen, and hobbies. These can get you in legal trouble. Why? You are inferring characteristics from their responses without factual data.

As you already know, stay away from questions about a candidate’s lifestyle, childcare, age, race, religion, etc.

Example, a hiring manager asked a candidate about the most recent book he’d read. He said, “Jaws.” She refused to talk with him further inferring he was an angry person. (Yes, this actually happened.)

Four Tips to Improve Your Interview and Selection Results

Note: Interviews should be only one-third of a well-designed strategic selection process. The other key parts include assessments (1/3) and due diligence (1/3). (Hire Amazing Employees)

1. Listen to their responses. Hear what they are saying. Don’t fill in the blanks with what you want to hear. Instead, ask questions for clarification before moving on to the next question.

2.Use Rule of 3 to determine the depth and breadth of job experience and skills.

An example of using the Rule of 3 to hire a project manager:

1) How do you handle team conflict? Can you give me an example?

2) What were the results?

3) If I talked with the team, how would they describe your leadership skills?

3. Ask about their coachability, how they handle mistakes, and flexibility with new assignments. Many will respond, “no problem.” Again, use the Rule of 3 to deep dive. You’ll hear their genuine willingness or unwillingness to answer these questions. Their core behaviors seldom change regardless of what they say.

4. Ask for examples. When asking job-related questions, always ask for examples. Example: Tell me about your working relationships with previous work teams, bosses, and customers.

Many years ago, I conducted a final interview with an experienced general manager for a business owner. I learned by asking for examples that each time she talked about her past three jobs, she expressed her upset with the business owners’ demanding ways. When I asked if she was aware of her upsets, she answered me honestly, “no.” I then shared that working with this business owner would be no different … he was very demanding too.   

©Jeannette Seibly, 2021-2022 All Rights Reserved

Jeannette Seibly is The Leadership Results Coach. She has been an award-winning international executive and family business management consultant, keynote speaker, and author for over 29 years. Her focus is to guide leaders to make a positive difference. Feel stuck moving your team forward? Want straightforward counsel on how to do it? Let’s chat! Contact Jeannette for a confidential conversation.

A note from Jeannette about using your interview time effectively: Many hiring managers rely too much on their intuition or gut, which leads to disastrous results: top talent and great customers leave, and the company’s bottom line looks grim. This week’s article covers the basics of conducting effective interviews. When done right, it saves time, money, and sleepless nights. Have questions? Most do! Let’s chat now!

Are you asking good, job-related interview questions? When hiring new employees or rehiring former ones, ask about their ability to handle mistakes. Why? 90% of new hires fail because they dismiss coaching or advice about how to improve. Get your copy of the newly released, Hire Amazing Employees: How to Increase Retention, Revenues and Results! and suggested interview questions to get you started.