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 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
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
Learning how to be resilient and bounce back when things go wrong is one of the most important soft skills for leadership today. If you are a leader today, or aspire to be one, then working on developing resilience will equip you well to manage the change, uncertainty, unpredictability and ambiguity of this new economy in which we are now working and living. Resilience is the psychological inner strength, the mental toughness, we bring to the events and experiences of our life. It is what helps us bounce back from every adversity to move forward again to achieve the goals we have set for our professional and personal life. Resilience is not something that can be learned theoretically in a training course or by following particular strategies meticulously over a few days or a week no matter how committed you are. It can only be learned in practice, by facing setbacks and obstacles and working through them. The old adage – Practice makes perfect – is never more true than in the development of resilience.Read More
Leadership is such a contested concept. There are all kinds of theories, ideas and beliefs about what makes a great leader. When I went on to Google and typed in What is Leadership, in 33 seconds, Google threw up 464 million entries. Yet there are 5 key skills that will empower leaders to manage whatever challenges they face in leading their teams and organisations into this uncertain future. They are self-awareness, resilience, pro-activity, resilience and work/life integration. They will enhance leaders’ self-leadership. They are what we call the soft skills for leadership that are now seen to be an essential complement to the technical skills of our profession or industry sector.Read More
High performance and its rewards…..everyone wants it. Managers want teams of high performing, highly motivated employees. Employees want the inspiration of working with teams of empowered and high performing colleagues.
Yet how do you motivate high performance? Many want to achieve that goal in the quickest and simplest way possible. Waving a magic wand would be the preferable way to make it happen. Instead that process requires a strategy implemented with commitment and motivation.
It doesn’t matter whether you are a manager wanting to have a high performing team, or an employee wanting the buzz of working with such a team, it all comes back to YOU and changes you are willing to make to achieve that goal. Here are 4 Steps for How You Motivate High Performance.