Time management is the bane of our lives. We constantly complain that we never have enough of it. We don’t have time to do what we need to do, let alone what we want to do. Not having it is our excuse for everything. Ironically, even if we had another few hours in the day, it wouldn’t alter a thing because we would fill that up also and still not have any time.
Yet, if we don’t manage our time well, it has major repercussions for our personal and professional lives. Apart from us always feeling stressed and stretched, never having time for the important people in our lives or what’s really important in our businesses, we lay ourselves wide open to heart attacks, strokes and an early death.
Time does indeed fly, but you are the pilot. You make all the decisions about what happens with your time. You set your priorities. Here are 13 challenges to your time management and 13 ways to overcome them.Read More
Micro-managing yourself can be the road to empowered leadership and management. That dirty word – micro-management – can actually be something good. So many of you are so focused on doing leadership and management that you spend little time working on, even trying to understand, what the BEING part of leadership and management is. This is the self-leadership part, the part that says, you have to be able to lead yourself before you can lead others. To develop the self-mastery that is inherent in self-leadership, all of us, me included, have to micro-manage ourselves from how and when we get up in the morning and start our day, to the way we work and relate throughout the day and to the way we finish our day.
So in this case, micro-management is a good thing. As all of us bring together into congruence the DOING and BEING of leadership and management, the need to micro-manage our professional and leadership development will fade away. We will be efficient, productive and high performing automatically and naturally at being the empowered leader.Read More
We would all like to have our employees highly engaged in our organisations. wouldn’t we? It happens in few, however. The level of disengagement globally is very high. According to highly regarded Gallup, only 13% of employees are engaged worldwide. That means that a staggering 87% are not engaged. In Australia alone the lack of productivity in businesses costs $42 billion per year, in large part due to these poor employee engagement levels.
The research revealed that most employees do not feel valued and appreciated at work by their managers or their organisations. Red Balloon found that 78% employees would work harder if their efforts were recognised and appreciated. 82% reported being recognised actually motivated them in their jobs.
It always amazes me when I talk to leaders and employees alike about turning things around in their organisations, restoring morale, energy and enthusiasm to their businesses and work, that I am met with a feeling of powerlessness. Leaders tell me they don’t have the money to put into it and employees feel that what they think and feel doesn’t matter to management so what’s the use.
Neither leaders not employees need to think big. Small things can make a big difference.
I want to give you three ideas for how small things make a big difference.
It was Steve Jobs who famously said: “We are here to put a dent in the Universe”. To make sure, that when we have, our dent will be there with our unique name on it is some what of a challenge. It’s an even bigger challenge to do what we need to do to put the dent there in the first place. This is what being a Difference Maker is about.
I came up with 6 attributes that characterise a Difference Maker in this 21st Century.
Be The Coach, Not The Critic – How To Motivate For High Performance. What better recent example do we have of how to coach for high performance than that of Luke Beveridge who took the Western Bulldogs, in 2 years, to an AFL Grand Final winning from an unprecedented 7th position on the ladder. In…Read More
One of the on-going issues I find in my mentoring work with women is their wish to be the assertive woman leader, yet at the same time their fear to be so. There is always that sense that they feel trapped – damned if they do, doomed if they don’t. If they be assertive, they are seen to be untrue to their femininity; they are seen to be uncaring. They are regarded as being very forthright, in a negative sense. When men are forthright they are seen as ambitious in a positive sense. Woman are also caricatured by comments like: “She wears the pants” or worse “She’s got balls.” She’s like the men, in other words. It is a damning account.
On the other hand, if they don’t be assertive, their careers are doomed for they become invisible in their organisations and professional and industry sectors. Their potential and talent goes unrecognised. They can feel used. As one woman said to me: “Maree, I’m not walked over like a doormat, I’m wall-to-wall carpet.”Read More
Becoming self-managing and developing self-mastery is the second step in becoming the highly sought after emotionally intelligent professional. We all want to preserve our professional credibility and we know that we will do damage to it if we mouth off at someone who presses our buttons. So we learn to control what we feel while we are in front of them. What happens next though is what brings us down. We head back to the tea room and let fly about that person and what they said and did to all who are there. We then go back to our desk and stop at our colleague’s office on the way and go through it all again. When we get home at night – some 6 hours later – we are still churned up inside and fuming and our partner gets it all for the next hour. We take the other person’s critique of us on board as if it is true. We let it wound us and we don’t seem to be able to stop the bleeding. This person is only controlling her emotions, not managing them. There is a difference.Read More
Like it or not, emotions are an intrinsic part of our biological make-up,
and every morning they march into the office
with us and influence our behaviour.
– Shari Caudron.
What Shari Caudron says is so true. We all have to understand the emotions we carry with us everywhere. We need to become aware of them. The way we express them brands us in the eyes of everyone looking on.
What do you do with the emotions you have about a poor performance discussion?
A natural reaction for the emotionally unintelligent would be to leave the room and explode to anyone who will listen. You could bad-mouth the manager. You could go on social media and talk about the injustice. You could completely disengage and work to rule for the next 3 weeks. Or you could become completely emotional, crying a lot, taking sick days, becoming quite depressed. All of these responses will do nothing to grow your career or enhance your personal brand, and they will destroy your professional credibility and certainly not encourage your manager to refer you for another job.
So how could you turn this devastating situation around and make it work for you by responding in an emotionally intelligent way?
Emotional intelligence is a career enhancing attribute, a career maker. Equally so, being emotionally unintelligent can be a career breaker. It is for this reason that every leading business school in the world has a course on emotional intelligence. If you can learn to recognise what you are feeling at any given time, can name that feeling for what it is, you can then manage it in a way that will enhance rather than destroy your professional credibility. Once you have learned how to manage your own emotions, you then become very adept at identifying what others are feeling. This means you respond in much more appropriate ways to achieve the response you want from those others. In time you become the highly sought after professional for the way you can manage the people issues in your organisation. You become the CEO of Relationship Management.Read More