10+ Leadership Language Styles: What Are You Communicating As A Leader?

The leadership language styles you choose to adopt set the tone and expectation for your employees to follow.

leadership

 

How are you communicating and what impact is your leadership language style having on the employees you lead?

Where do you sit on the Leadership Performance Spectrum, and how can you improve the language you use as a leader to communicate?

10+ Leadership Language Styles to Explore

Verbal

‘Sticks and stones will break my bones but words will never hurt me.’

Not always true…

As a leader, you are often judged by what you say and if your words are misunderstood or misinterpreted they may become ‘mud’ that inevitably has a way of sticking.

How you choose to articulate your leadership has the ability to define or destroy you as a leader.

Think before you speak, and speak only after careful deliberation, and with a full understanding of the meaning and impact of your words.

Visual

The visual language you communicate, as a leader, sets a precedent for not only what your employees believe now, but also what they will continue to expect from you as a leader.

What your employees see, establishes a strong association with what they believe.

Virtual

The language you communicate virtually, through various channels, and on different platforms, tells the story of your leadership approach and gives insight into your emotional intelligence.

Your virtual footprint as a leader, gives you a voice to narrate and  accentuate how you want to be seen as a leader

How you choose to position yourself will leave an impression and will impact how you are perceived as a leader, whether that be real or imagined.

Written

The way you craft your words can have different meanings for different employees.

Investing your time to understand how to harness the power of the written word as a leadership language tool can only enhance the power and potential of your leadership and its reach.

Recognizing and realizing what you write as a successful leadership language tool may create an opportunity to establish influence and authority, by demonstrating knowledge and experience.

Contextual

The way you speak, your tone, words and the messages you are delivering, should be contextual with your goals, objectives, and actions.

The employees you lead and the market you operate in, will become confused and disillusioned if the way you behave and the actions you take do not align with what you say you are going to do.

Collaborative

Adopting collaboration as a native leadership language enables you, as a leader, to align yourself with others who have strengths that you do not possess.

This allows you to focus on what you do best.

Collaboration gives you an opportunity to showcase your strengths as a leader, rather than your weaknesses.

Body

Your body talks louder than your subconscious self is aware. The story your body language tells others is often more revealing than any words you say.

Becoming aware of your body language as a leader is an important tool to present yourself as an open and transparent leader who listens, and encourages engagement and interaction.

Your body language can mean the difference between you, as a leader, being seen as approachable or unapproachable.

Tactile

In today’s world, it may seem strange to suggest being tactile as a leadership language tool.  The interpretation of the term may appear to be politically incorrect, however, in the context of the task that the employee undertakes, rather than the employee themselves, being tactile takes on a completely different meaning and context.

A leader who engages in a task that an employee is expected to do demonstrates that he, or she, is prepared to be a hands-on, involved leader who wants to understand and relate to what they expect from their employee.

Behavioural

Consistency and calmness communicate strength and decisiveness as a leader.

Your behavioural leadership language style has the power to communicate in a way that is conducive to creating trust and sincerity.

This positions you, as a leader, to gain consensus to accelerate progress, momentum, and productivity.

Knowledge

Demonstrating that you, as a leader, have deep knowledge and what you are asking for, or expecting from your employees is understood, establishes a belief system in your employees.

As a leader, if you want your employees to follow you it helps the employee if they can see you understand, can influence, and have authority when you communicate.

Experience

Innovation and ideation can often be seen as interruption if your employees believe you do not have the experience to make things happen.

Experience echoes in your language and the way you choose to communicate can amplify this in what you communicate.

If that message fails to convince, confirm or convey your experience the consequences can negatively impact what you are trying to achieve.

 

Your leadership language style of choice can easily become your leadership DNA by default.

What is your leadership language style, what story are you telling, and is that a true reflection of you, as a leader?

 

 

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If It Ain’t Broke … Innovate It ~ 15 Reasons Why You Should

The old saying ‘If it ain’t broke, don’t fix it’ was a famous catch cry of yesteryear. Unfortunately many still live by it.  What if they were to replace ‘don’t fix it’ with ‘innovate it’?

Innovate

Change is often seen as difficult, confronting and easier to avoid, rather than embrace

15 Reasons Why You Should Innovate

Competitiveness

The world as we know it is becoming increasingly more competitive. The way people are now looking at solving problems and the way they are delivering solutions is becoming more attractive for customers to try different options.

If your business is not in a position to compete, you may not lead, win, place or even be in the running for your customer’s loyalty or dollar.

Training your people and business to be competitive is like training an athlete for a marathon.  You must plan how you will run the course, develop a strategy to overcome obstacles, and understand your competitors to know how to position yourself to take advantage, and gain market share as you run the race.

Relevancy

Do you remember when you used to buy something that you now refer to as a ‘so yesterday’ way of doing something?  At the time you probably thought you would never do without it, and it was the only way to solve your problem.  That was until someone came up with a smarter way of solving your problem and now you would never do it the old way again.

Can your business afford to be seen as irrelevant in the way you solve one or more problems? How can you think differently to solve other problems, or solve the current problem you are already solving differently, for existing and new consumers?

Opportunity

If you open your eyes and assess the market you play in, and consider other markets that have adopted innovative approaches that may bring opportunity for your market, what do you see?

Being aware and open to change and the opportunity it can bring seems to be common sense, however, many still choose complacency and fear that opening the door to opportunity may create more problems than it solves.

What are you doing in your business to discover opportunity, and when you do discover it, what are you doing with that knowledge, how are you applying it, and where can it lead your business?

Viability

At first glance the word viability might seem odd when referring to an established business, however, it is a crucial word to consider.  Your business’ viability is only as robust as your business mindset.  If you encourage or allow complacency or cost-cutting as your primary option to remain viable, you are setting your business up for performance to decline.

Is your business mindset one that focusses on growth and expansion rather than cost-cutting and contraction to solve challenges caused by the changing market you operate in?  Balance is important, but it is how you think about this question that determines the direction of your business.

Diversification

Do you have only one revenue stream that powers your business? One speed revenue models can limit business potential and will create vulnerability in operational capability, capacity and stability.

If that revenue stream diminishes or dries up how will your business survive?  How can you diversify what you offer to solve your existing, and new customer problems?

If you tap into how you can innovate your products and services to diversify what you offer your customers, how will this create an opportunity for your business?

Collaboration

You know you can’t do everything yourself, but despite this, more often than not, we continue to try to deliver solutions that are better done by someone else.

  • How does your business collaborate with other businesses, individuals and organisations?
  • What have you learnt, and continue to learn, from these relationships?
  • What value does your network offer, and how does this benefit your business and those you work with?
  • How do you collaborate to accentuate the strengths of both parties to innovate and create?

Redundancy

The fear factor of the possibility of redundancy of a business in a marketplace is often hidden under a blanket of ignorance.  Ignorance to the fact that unless the business chooses to evolve and innovate, it will rapidly lose worth in the eyes of the customer, and risk becoming redundant.

What do you do in your business to ensure that you will not become an ‘industry dinosaur’?

Scalability

To be able to scale, your business needs a strategy to guide you.  That strategy must be agile and intuitive to change and embrace innovation to enable success.

Understanding your customer, who they are, what they want, how they want to be communicated with, and where they want to engage and interact, must underpin your business strategy.

Are you building a customer-centric business strategy that demonstrates your plan to scale? If so, what framework and benchmarks are in place to measure that journey and accelerate that growth in a timely manner?

Responsiveness

Customers like to be seen, heard and feel important.  We should now consider replacing the old saying ‘Content is King’ with a new saying, ‘Customer is King’.

The reality is that without your customers you do not have a business

If your customers do not feel like you are hearing them, or they feel like they are invisible to your business, they will react by not engaging with your business.

How do you talk to your customers and where do you engage and interact with them?  Is this by your design or theirs?

When you deliver your products or services to your customer they will judge you on how responsive you are to them, and how you make them feel.  Investing in finding out how your customer thinks, and responding accordingly, tells your customer you are putting them first.

Intuitivity

When your business plans how you deliver your products or services do you do you think like your customers think?

This question is an important one to ask if you haven’t done so already.  Creating an intuitive customer journey for each of your customer types communicates to your customers that you have recognized, acknowledged and are delivering what they want.  When done well this creates ‘customer utopia’.

Investment

Do you have an exit strategy and why is this important?  An exit or/and an acquisition strategy helps communicate growth and innovation for investment.  Cash injection through investment is a necessary tool to innovate and scale, to establish an attractive investment opportunity to make acquisitions, to diversify or expand or to innovate, nurture and grow to scale and exit.

How attractive is your business to investors?  What does the evolution of your business look like and how are you planning to make this happen?

Capability

What are your capability gaps?  Like your regular doctor check-ups, analysing your business capabilities gives your business a health check and insight into where your business needs attention and where your offering is not being optimized for your customers.

This process also identifies where you can identify trends and innovate to increase not only capability but also capacity, to solve problems that you may not have realised needed solving.

When did your business last make an appointment for a business check-up to discover how healthy your business really is?

Culture

Culture can make or break a business’ ability to reach its potential.  The challenge is always to bring your people along on the journey with you.

Traditionally we create top-down hierarchies which may only serve to create divisions and disconnect.  Consider flatter hierarchies based on operational competencies and strengths that are measurable. This can enable you to innovate with agility.

Do you structure your work environment to create open communication, transparency, collaboration, engagement and ownership of tasks and processes?  What yardsticks do you use to measure performance based on responsibility and accountability?

By structuring your teams to become empowered, and not just to engage, you are able to create an environment that is collaborative and conducive to setting goals and achieving outcomes.

Appeal

We live in a world of lots of bright and shiny things that capture people’s attention and imagination.

How do you inspire, excite, shock and delight your customers?

If you are creating an experience that your customers will enjoy, remember and share, then you are building brand engagement and evangelism.

To continue to enjoy this relationship with your customers you must innovate.  Immediacy demands innovation, to not only get the attention of existing and new customers but to convert that attention into a relationship that is reciprocal, and satisfies the needs of both your customer and your business.

Sustainability

Business is facing becoming more transient than it ever has before.  To remain in the game your business needs to determine how to sustain existing customer patronage and understand how to entice new customers to come on board to grow your business.

To do this you need to have a business strategy that has sustainability at its core.  This simply means that you need to build a foundation that is true and pivot off this proactively to innovate and behave in an agile manner, to take advantage of change, trends and opportunity.

If it ain’t broke… break it and put it back together differently.

Chances are what you will find is that doing business in different ways may bring better and more measurable results than the way you have always done business before.

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Quiz – How smart is your time management?

You have to be smart about how you manage your time. Sometimes you are wasting it on things that you are doing and don’t even realize it.

Use the following quiz to help you identify your time wasters.

time management quiz

Quiz yourself: How smart is your time management?

To determine how well you are ‘weighing up what is important’ look at what you chose for your answers in the quiz and see how you rated. Answers and overview are below.

#Urgency        

1/ When deciding what the priority of a task is how often do you let others dictate how fast you complete a task?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

2/ Do you consider what the impact of the task is when determining how urgent it really is?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

3/ Do you look at whether you could delegate the task to someone else before taking it on yourself?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

4/ Do you take the time to determine if the task is actually urgent?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

5/ Do you look at the task as a standalone task or see if it is related to other tasks and if so how urgent it is in context with this?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

#Expectation

1/ Do you put unrealistic expectations on yourself to complete tasks?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

2/Do you allow others to put unrealistic expectations on you to perform a task by a certain time?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

3/Do you examine if a task can be broken down into sub-tasks to meet expectations?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

4/Do you put tasks in context to a project or other tasks when reviewing what the expectation is?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

5/Is the expectation of completing the task delivering a short or long term benefit? Do you look at this when planning?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

#Impact

1/Do you examine the impact of not completing the task in relation to short or long term outcomes?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

2/Do you look at time versus impact of completing the task?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

3/Do you ask yourself… If I complete the task will it alleviate a problem that impacts other areas?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

4/Do you do a benefits versus impact of not doing a task analysis on tasks?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

5/Do you consider whether a task will resolve itself if you do not do it before proceeding?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

#Value

1/ Do you consider what the value of completing a task is worth?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

2/ Do you use measurements to determine value of a task?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

3/ Do you consider how long the value will be felt by completing a task?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

4/ Do you look at who is determining the value of completing a task…you or other stakeholders?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

5/ Do you ask yourself will you see the value from completing a task continue to benefit as an ongoing value add?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

#Efficiency

1/Do you review how quick you can perform a task before doing it?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

2/Do you try and make the task more efficient by breaking down tasks where possible into sub-tasks?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

3/ Do you review where tasks can be done in parallel to make the process more efficient?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

4/ Do you do a needs analysis on tasks before starting them?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always

Do you look at whether a task really needs to be a task or is it part of another task?

(a)Never     (b) Rarely    (c) Occasionally    (d) Often    (e) Always


What do your quiz scores suggest?

#Urgency
1/ A 4 B 2 C 1 D 3 E 5 2/ A 5 B 4 C 3 D 2 E 1 3/ A 5 B 4 C 3 D 2 E 1 4/ A 5 B 4 C 3 D 2 E 1 5/ A 5 B 4 C 3 D 2 E 1

#Expectation
1/ A 1 B 2 C 3 D 4 E 5 2/ A 1 B 2 C 3 D 4 E 5 3/ A 5 B 4 C 3 D 2 E 1 4/ A 5 B 4 C 3 D 2 E 1 5/ A 5 B 4 C 3 D 2 E 1

#Impact
1/ A 5 B 4 C 3 D 2 E 1 2/ A 5 B 4 C 3 D 2 E 1 3/ A 5 B 4 C 3 D 2 E 1 4/ A 5 B 4 C 3 D 2 E 1 5/ A 5 B 4 C 3 D 2 E 1

#Value
1/ A 5 B 4 C 3 D 2 E 1 2/ A 5 B 4 C 3 D 2 E 1 3/ A 5 B 4 C 3 D 2 E 1 4/ A 5 B 4 C 3 D 2 E 1 5/ A 5 B 4 C 3 D 2 E 1

#Efficiency
1/ A 5 B 4 C 3 D 2 E 1 2/ A 5 B 4 C 3 D 2 E 1 3/ A 5 B 4 C 3 D 2 E 1 4/ A 5 B 4 C 3 D 2 E 1 5/ A 5 B 4 C 3 D 2 E 1

Your score

100-150
Congratulations on your quiz results! You know how to determine what is important and why it is important when managing your tasks and time. To continually improve review where you scored a 3 or more for any question and think about how you could manage that better.

75-100
You have a firm grasp on what is important and stay on track a lot of the time. You may however struggle to determine why some tasks are or are not important in your rush to meet deadlines or please others.
Focus on the questions where you have answered between a 3 and 5 to pinpoint to determine where you can improve.

50-75
You need to spend a lot more time assessing how you spend your time rather than just putting together a to-do list that comprises of anything and everything as this becomes de-motivational and unproductive. Identify where your strengths are (where you answered between 1 and 2) and discover how you can apply this to the areas that you have identified with lower scores (between 3 and 5) to improve in these areas.

0-50
Stop multitasking and trying to be a people pleaser and learn how to say ‘no’. Your quiz results indicate that you are a chronic ‘busy’ person who never quite achieves everything that they have set for themselves or others because you always have your hand up to take on more without a plan to manage how to do it.

Footnote:

Use this quiz to assist you to understand why this is happening or engage a business or life coach to help you to step back and assess and re-position how you are approaching what you are trying to achieve. Once you see the rewards of time management you will never go back to chaos.

Learn more about time management…

Time Power: A Proven System for Getting More Done in Less Time Than You Ever Thought Possible by Brian Tracy

Overflowing with quick and effective time-saving strategies, Brian Tracy’s Time Power lets readers in on the secrets to being more productive, earning more money, and getting more satisfaction from life.

The 4 Disciplines of Execution: Achieving Your Wildly Important Goals by Chris McChesney

An insightful new book from the multimillion-copy bestselling author Sean Covey and the FranklinCovey organization based on their work with hundreds of thousands of employees and large companies to unveil the essential disciplines proven to help businesses and individuals realize their most important goals.

Evernote

Evernote for iPhone, iPad, and Apple Watch gets you effortlessly organized with notes that sync between all your devices. Be productive anywhere:
• Write notes, checklists, and research
• Clip from anywhere on the web
• Discuss your work with others, right within the app
• Present ideas without creating a slide deck

Originally posted 2016-01-12 10:45:13.

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Weighing up what is important can be a game changer

We all know that our time is finite. After all there is only 24 hours in each and every day. The real question most people struggle with is how they prioritize, manage and spend their time to make the most of this precious resource. Weighing up what is important will make a significant difference to the effectiveness of your time management.

weighing it up

5 Game Changers when weighing up how you spend your time

#Priority – Urgency

Everything is urgent and is top priority today. Determining what urgent really means is important to determine where a task should sit on your to-do list. Here are a couple of questions you should always ask yourself when weighing up what is important and before committing your time to an urgent task.

1. Is the urgency driven by poor management by another person or business?
2. If the task is not done urgently what will the impact be?
3. Can you delegate the task to somebody else or is the performance of the task solely resting with you
4. Why is the task urgent?
5. Is the task part of a bigger project and if so how will it impact the other tasks that need to occur to bring the project to fruition?

#Priority – Expectation

1. Are you putting an expectation on yourself to complete a certain task and if so why?
2. Are others putting an expectation on you to perform this task by a certain time and if so try to understand why?
3. Is the expectation realistic or can it be broken down into sub-tasks?
4. If you complete the task are there other tasks that still need to be completed before your task will meet the expectations of a project or is it a standalone task? You need to put the task into context.
5. How will completing this task successfully benefit you in the short or long term?

#Priority – Impact

1. If you don’t complete this task how will that action impact on you in the short or long term?
2. If you look at the time needed to complete the task and evaluate that against the impact of not doing the task what is your conclusion?
3. Will completing the task alleviate a problem that has been holding you back and impacting other areas of your life?
4. If you weigh up the benefits Vs the impact of not doing or doing the task what would that look like?
5. If you don’t do that task will it resolve itself or continue to reappear on your to-do list until you do it and is it related to another task that will be impacted if you do not do it?

#Priority – Value

1. What value does completing the task bring?
2. How are you measuring the value of completing the task to determine how to   prioritize it?
3. Is the value short lived or will it continue to bring value?
4. Who is determining the value of the task, you or others?
5. Where will you see the value in the greater scheme of things?

#Priority – Efficiency

1. How quick is it to perform the task?
2. Can you breakdown the task into sub-tasks to make them more achievable?
3. Can you marry this task with another to get a better all-round outcome?
4. Is the task really a must do or a want to do sometime task?
5. Can the task be assimilated as a step of another task?

Take the time when putting your to-do list together and reviewing it to ask yourself the above questions. You will be able to get more clarity to prioritize how, when, where and why you perform the tasks at hand.

You will start to see that much of what you have on your to-do list is prioritized by urgency and expectation by external forces rather than by how the value of the tasks chosen will impact and benefit you or your business in both the short and long term.  This will give you the perspective you need to choose when weighing up what is really important.

What does your to-do list look like?

Learn more about time management…

Time Power: A Proven System for Getting More Done in Less Time Than You Ever Thought Possible by Brian Tracy

Overflowing with quick and effective time-saving strategies, Brian Tracy’s Time Power lets readers in on the secrets to being more productive, earning more money, and getting more satisfaction from life.

The 4 Disciplines of Execution: Achieving Your Wildly Important Goals by Chris McChesney

An insightful new book from the multimillion-copy bestselling author Sean Covey and the FranklinCovey organization based on their work with hundreds of thousands of employees and large companies to unveil the essential disciplines proven to help businesses and individuals realize their most important goals.

Evernote

Evernote for iPhone, iPad, and Apple Watch gets you effortlessly organized with notes that sync between all your devices. Be productive anywhere:
• Write notes, checklists, and research
• Clip from anywhere on the web
• Discuss your work with others, right within the app
• Present ideas without creating a slide deck

Originally posted 2016-01-11 16:55:46.

Please share and like us:

5 Time Management Game Changers

Stop wasting your time! Your time management is one of the most important skills you can acquire.  Prioritize tasks or you will find yourself saying ‘yes’ to things you should be saying ‘no’ to. The time you spend doing this will be time well spent.

time management is important

 

Ask yourself the following questions when weighing up what is important with your time management. This will provoke thought and reflection on how you really manage your time. Take our quiz to have a more in depth look at how you are managing your time.

  • What is really urgent and what is not when planning how to spend your time?
  • Are you reacting to your or others expectations when you decide how to spend your time?
  • What is the impact of how you are choosing to spend your time?
  • Ask yourself what value does completing tasks bring to the outcomes you are trying to achieve?
  • How quick is it to perform tasks on your to-do list?

“Increase your productivity and define your purpose”

Learn more about time management…

Time Power: A Proven System for Getting More Done in Less Time Than You Ever Thought Possible by Brian Tracy

Overflowing with quick and effective time-saving strategies, Brian Tracy’s Time Power lets readers in on the secrets to being more productive, earning more money, and getting more satisfaction from life.

The 4 Disciplines of Execution: Achieving Your Wildly Important Goals by Chris McChesney

An insightful new book from the multi-million copy bestselling author Sean Covey and the Franklin Covey organization. This is based on their work with hundreds of thousands of employees and large companies and unveils the essential disciplines proven to help businesses and individuals realize their most important goals.

Evernote

Evernote for iPhone, iPad, and Apple Watch gets you effortlessly organized with notes that sync between all your devices. Be productive anywhere:
• Write notes, checklists, and research
• Clip from anywhere on the web
• Discuss your work with others, right within the app
• Present ideas without creating a slide deck

Originally posted 2016-01-11 16:54:47.

Please share and like us:

Stand out and learn how to lead from the front!

To stand out from the crowd as a leader is not difficult if you understand how to develop your emotional intelligence.  Your IQ alone is not what will make you a superstar. High emotional intelligence as well as embracing your authenticity will set you apart from other leaders.

“Emotional aptitude is a “meta-ability”, determining how well we can use whatever other skills we have , including raw intellect .”

Daniel Goleman, Emotional Intelligence: Why It Can Matter More Than

What makes you stand out from the crowd

Leaders who stand out from the crowd:

• are approachable and are open at all times to input, ideas and suggestions.
• leave their ego at the front door and lead by example.
• better understand who they are as leaders and how to work with their team to get results that are both desirable and sustainable.
recognize their own and their team’s strengths and weaknesses and use these to nurture a healthy team environment and develop a resilient company culture.
• have the insight and ability to collaborate, align and manage resourceand deliver outcomes for all stakeholders.

“Empathy is the experience of understanding another person’s condition from their perspective. You place yourself in their shoes and  feel what they are feeling.”

Psychology Today

There are 5 questions you need to ask yourself to improve your Emotional Intelligence to start your journey. This will help you to learn how to develop and nurture your Emotional Intelligence and to recognize and reach your potential.

  • Are you paying attention…to yourself?
  • Do you keep your emotions in check?
  • Are you able to walk in other people’s shoes?
  • Where is your focus: Short term or long term goals?
  • Are you a social magnet?

“A high degree of self regulation is one of the vital parts of EQ.”

says Dr Carolyn MacCann PhD, Psychology lecturer at The Univerity of Sydney.

Take this FREE EQ test to help you discover more about your emotional intelligence. This test is not an accurate scoring of you emotional intelligence but maybe used as a tool to use as part of your journey of self-development.

The growth of your emotional intelligence is an ongoing process and an evolution of you as both a leader and a person.

Originally posted 2016-01-08 12:09:36.

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Become an emotionally intelligent leader in 5 steps

So your IQ doesn’t indicate you are a genius……..don’t worry!  If you are emotionally intelligent that can help make you a superstar!

become emotionally intelligent in 5 steps

 

 

 

 

 

 

 

It turns out your emotional intelligence is what can really set you apart from your peers. If you want to be successful you have to be prepared to embrace change and how you go about getting there.

“Emotional aptitude is a “meta-ability”, determining how well we can use whatever other skills we have , including raw intellect .”

Daniel Goleman, Emotional Intelligence: Why It Can Matter More Than IQ

The 5 steps to improve your Emotional Intelligence is a starting point. This will help you to learn how to develop and nurture your Emotional Intelligence and to recognize and reach your potential.

1. Are you paying attention…to yourself?

If you are pretending to be someone you are not to be accepted, to fit in, or to get ahead you will always fail. Sometimes it is a challenge to be authentic when you aren’t confident in who you are.
Being self-aware should be a priority. Keeping yourself ‘in the moment’ is always a good grounding exercise. If you choose to be confident, how people see you will also change.

Your ‘me’ checklist:

  • Do you love who you are warts and all?
  • Have you ever been caught out pretending to be someone you are not?
  • Do you consciously communicate honestly and openly at all times?
  • Are you willing to change your default behaviour from what you think others want to see to being your authentic self. (this will take some discipline)
  • Are you able to give yourself a break or does your inner voice challenge you? Always forgive yourself and remember that you are a ‘work in progress’.
    If you answered ‘no’ or even a ‘sometimes’ to any of these checklist points you are not paying enough attention to being the best person you can possibly be.

2. Do you keep your emotions in check?

Letting your emotions play a part in your decision making is dangerous and exhausting.

“A high degree of self regulation is one of the vital parts of EQ.”

says Dr Carolyn MacCann PhD, Psychology lecturer at The Univerity of Sydney.

Managing your emotions will empower you to have better outcomes as you will avoid losing perspective and surrendering to what you can’t control by making impulsive decisions to fix a problem.

You will always face situations you can’t control. What you do have control over is how you respond. A considered response is always a responsible one. How you invest your time and energy is vital to your productivity ….and your sanity.

3. Are you able to walk in other people’s shoes?

One of the most challenging things you need to master is to be able to ‘walk in the other person’s shoes’. Empathy is what makes an ordinary manager an extraordinary leader. Recognizing other people’s moods and emotions though their body language, facial expressions and behaviour gives you an EQ tool kit that will enable you to develop positive and strong relationships both at work and at home.

“Empathy is the experience of understanding another person’s condition from their perspective. You place yourself in their shoes and feel what they are feeling.”

Psychology Today

4. Where is your focus: Short term or long term goals?

An emotionally intelligent leader has the discipline and focus to set and work toward achieving long term goals. Short term goals are usually stepping stones for emotionally intelligent leaders with snack size tasks that rewards themselves and their teams to consistently create a culture that supports a high morale and motivation environment.

Emotionally intelligent leaders are:

• Leaders who are approachable and open at all times to input, ideas and suggestions
• Leaders who leave their ego at the front door and teach others to follow so the same
• Leaders who better understand who they are as leaders and how to work with their team to get results that are both desirable and sustainable
• Leaders who recognize their own and their team’s strengths and weaknesses and use this to nurture a healthy team environment and resilient company culture
• Leaders who have the insight and ability to collaborate, align and manage resources to deliver outcomes for all stakeholders.

5. Are you a social magnet?

To be a social magnet you need to be socially in tune with others. So what does ‘being emotionally intelligent’ look like socially?

Feelings – Change the way you speak to people. Be aware of how they are behaving, identify how they are feeling and frame your conversation to create a safe and friendly social settings where they feel relaxed and open.

Empathy – Recognizing how people are feeling and understanding why they are feeling that way and then responding appropriately will create a non-threatening and trust environment.

Engage – People will be more open with you when you appear to understand them and aren’t dismissive of what they see as important. Put their needs first!

Listen and learn – Discover what people perceive and what they see as real and how that impacts their behaviour and performance. This is helpful to learn how to support and work with that person to empower them to reach their potential.

Share – Respect is earnt by sharing ‘your’ experiences: both failures and successes. This shows you are human and you understand where the other person is coming from, what they need to do to help them grow and overcome the barriers that are holding them back.

Take this FREE EQ test to help you discover more about emotional intelligence. This test is not an accurate scoring of you emotional intelligence but a tool to use as part of your journey of self-development.

Originally posted 2016-01-08 10:35:45.

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Making Meetings Matter!

Meetings can take up an inordinate amount of time in a lot of people’s working day. How you manage your meetings can make a huge difference to the productivity of your business.

Make meetings matter

When planning meetings how do you decide:

  • Who should attend?
  • When meetings should be scheduled?
  • Why they should happen?
  • What they should achieve?
  • How you measure the return on the investment of you and/or your colleague’s time spent attending meetings?

Scheduling meetings 

The scheduling of meetings is critical to the productivity of the workplace. Decisions and brainstorming meetings are best for morning time slots when participants are refreshed and more focused. Briefing and process meetings are best allocated to afternoon time slots when attendees may not be as alert.

Meeting goals and objectives

You need to ask yourself why you are having the meeting? Clearly defining your goals and objectives for holding a meeting is imperative. This ensures that you make the most of everyone’s time and resource and positions the business to get the best possible outcomes. Always ask yourself …is the meeting necessary?

Meeting attendees

The next question to ask yourself is who needs to attend the meeting?

So often meetings are attended by the masses and resource is wasted unnecessarily.

What is the purpose of the meeting?

Your answer will help determine the outcomes you want to achieve. The answer will also give you a clear indication of who should attend. Ask yourself if some attendees that may have attended before by default really need to attend some or all of the meetings that are planned. You may be able to communicate progress to them without them attending the meeting. This is an option if people are not critical to that part of the meeting process. This is helpful if you may need to include people in future meetings. You do not need to include everybody in every meeting. All stakeholders will them be kept up to speed.

Meeting agendas

Agendas are one of the most important components to achieving a successful meeting. An agenda will keep the meeting on track and allows you to allocate responsibility to each participant ensuring that you have no passengers.

It is very important that the meeting agenda is sent out well in advance to allow participants to prepare properly. A minute-taker is also crucial and a dedicated minute-taker who is succinct, yet thorough and captures the progress and outcomes of the meeting will keep the meeting in check. This will ensure that the minutes are not only read when distributed but are actioned accordingly.

Subsequent meetings should always revisit the prior minutes and agenda to create timelines. This will assist in identifying bottlenecks as well as accomplishments. These should be duly recognized in the meeting environment. This acts as a key performance indicator of your meeting’s efficiency and effectiveness and should be a vigilant and purposeful process.

Meeting actions and outcomes

Every participant of a meeting should have at least one action point when they walk out of a meeting. The ownership of an agenda item can be a very powerful tool to achieve a collaborative outcome when it is allocated as part of a meeting team goal.

For this to work you need to ensure that actions are addressed in a timely manner. This can be done by breaking down the goals into mini-goals that are reportable between meetings. Mini-goals can also be made reliant on the actions of other meeting attendees to encourage collaboration. This will allow the group to achieve the outcomes desired before the group meets again.

Reallocation of actions to other participants when tasks are not completed as required can be a strong deterrent for non-compliant participants. This can encourage them to be proactive to achieve outcomes in a timely manner. If they do not comply they will risk becoming a redundant team member.

Tolerance of disengagement or disinterest of meeting attendees will only delay and/or derail meeting agendas, actions and outcomes. This should  and never be encouraged or supported.

Meeting key performance indicators 

Key performance indicators can be measured in many different ways. They should change in accordance with the meeting objectives and desired outcomes. These key performance indicators may include time, cost, revenue, traffic, analysis, benchmarks or collaboration. Key performance indicators may also include two or more of these together or other benchmarks that are identified as relevant. These should be determined to be appropriate by the meeting organizer.

Meeting location

More than ever before location of a meeting is becoming irrelevant to the success of holding a successful meeting with the right participants. Virtual meetings are so well supported now that the only barriers relating to location is the timing of the meeting rather than the location. Organizers must ensure that time zones are considered carefully when planning meetings. This is to ensure all participants are not only able to attend, but are not impaired by the time of day or night that they will be required. This allows each attendee to be able to contribute proactively with other attendees.

An internal ‘Meeting SWOT Analysis’ is a good tool to implement that will help to determine the frequency and necessity of meetings. If a fraction of the time is taken to plan meetings that most businesses dedicate to actual meeting attendance businesses will achieve a significant improvement in productivity immediately.

The question about meetings you need to ask yourself as a business owner is….

Can my business afford not to?

Want to learn more about getting organised and planning?

Project Management: How to Run Team Meetings by Project Management Videos

Organisational Behaviour: Individuals, Groups and Organisation by Ian Brooks

A succinct, lively and robust introduction to the subject of OB that offers clear, focused coverage of the most important topics in an accessible way. Brooks et al aims to encourage critical examination of the theory of organisational behaviour whilst also enabling students to interpret and deal with real organisational problems.

10 Steps to Successful Strategic Planning by Susan Barksdale

Loaded with worksheets, exercises, tips, tools, checklists, and other easy-to-use and interactive learning aids, this book walks you through the process from beginning to end. Along the way, you will see how other organizations have planned their successes in many Case Study sidebars that enhance the easy-to-follow text.

Originally posted 2015-06-14 10:48:02.

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Future-proofing your business: Defining ‘Strategic Clarity’

Future-proofing your business: Defining ‘Strategic Clarity’

To help your start-up to gain traction and start future-proofing your business as you begin your business journey you need to learn about the six steps to start-up success

6 steps to start-up success

  1. Finding your business purpose
  2. Discovering your business customer 360-degree matrix
  3. Learning how to position your business to reach its potential
  4. Planning your business strategy
  5. Understanding how your business needs to develop in all five identified phases
  6. Deploying your business solution to create return on your investment

Check out our guide to doing that and learn how your business can discover who your business customer really is and what they really want.

 

Originally posted 2017-04-30 06:33:18.

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