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The Under-Management Epidemic

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The Under-Management Epidemic

Are you part of the under management epidemic, or are you a truly engaged manager?

A recent survey reports 9 out of 10 managers are providing insufficient oversight—a problem that consultant Bruce Tulgan calls the “under-management epidemic.”

Ten years ago, research from Rainmaker Thinking, Inc., confirmed an epidemic of workplace under-management. The firm’s ongoing study reveals that under-managing remains rampant. A full 90% of all leaders and managers do not provide direct reports with sufficient guidance, support and coaching.

Under-managing occurs when leaders with supervisory authority fail to regularly and consistently provide employees with five vital management basics:

  1. Clear statements of broad performance requirements and specific expectations
  2. Support and guidance regarding resources necessary to meet requirements and expectations
  3. Accurate monitoring, measurement and documentation of individuals’ actual performance
  4. Regular candid feedback about actual performance
  5. Rewards and penalties distributed in proportion to actual performance

Managers report several reasons for failing to provide consistent management basics (in decreasing order):

1.  Lack of time (largely due to non-managerial responsibilities and increased spans of control)

2.  Lack of sufficient training in the best practices, tools and techniques of effective supervision, management and leadership

3.  Lack of sufficient resources and support—a function of increased productivity requirements and tight budgets

4.  Constantly changing priorities

5.  Logistical constraints (i.e., remote locations, different schedules, language or cultural barriers)

Energy and Time Drains

Here’s how most managers spend their time:

  1. Attending Too Many Mediocre Meetings. If you’re like most managers, your No. 1 time suck is meetings.
    • People fill seats without any purpose. Then they sit there, waiting for something to come up that falls within their domain. They’d rather be productively working.
    • Meetings seldom foster accountability. It’s too easy to hide in a meeting, shirk responsibility, blame others and divert attention.
    • Poor meeting preparation and agenda planning encourage mediocre meetings.
  2. Dealing with a Tidal Wave of Email. So much of our email is unnecessary, duplicative and sloppy.
    • Train your people to spot the messages on which you should be copied.
    • Make sure they address an email to you directly when critical information is in play.
    • Until you give them guidelines, people will automatically copy you on every message and generate a ton of useless emails.
    • Never forget that a 15-minute, high-substance personal conversation trumps a barrage of emails.
  3. Touching Base, Checking in and Chit-Chatting. Limit face-to-face conversations to high-substance content. Stay on topic with questions like:
    • What are you doing? How are you doing it? What steps are you taking?
    • Let me see what you’ve got so far.
    • What’s next?
    • How long will that take?
  4. Interrupting and Being Interrupted. When something pops into your head, write it down and save it for your next scheduled conversation. You don’t like interruptions; the same applies to your staff.
  5. Reviewing Dashboard Metrics with Employees and Conducting Formal Reviews. While most reviews are highly structured, they often focus on outcomes—not on what people can actually control. Provide immediate feedback, whenever possible.

“High Structure”/“Substance”

Tulgan advises managers to set aside an hour a day to hold conversations with three to four employees (about 15 minutes per person). Be sure to have a well-organized agenda. Additionally:

  • Prepare in advance. Make sure your direct reports prepare, as well.
  • Follow a regular, yet personalized, format for each employee.
  • Start with top priorities, open questions and any work in progress.
  • Consider holding these conversations while standing or walking, as appropriate. Use a clipboard to make notes and maintain your focus.
  • Don’t do all the talking. Recognize the value of listening.
  • Don’t let anyone go more than two weeks without meeting.

Make sure content is immediately relevant and specific to each person/situation. This is where many managers miss the boat. As stated earlier, preplanning is key. Follow these guidelines:

  • Regularly remind each person of broad performance standards.
  • Turn best practices into standard operating procedures; teach them to everyone.
  • Use plans and step-by-step checklists, whenever possible.
  • Focus on concrete actions within each employee’s control.
  • Monitor, measure and document in writing each individual’s performance.
  • Follow up. Provide regular, candid, coaching-style feedback.
  • Follow through with real consequences and rewards based on how performance relates to expectations.

High-structure/-substance conversations provide a clear window into employee problems before they become crises. Engaged managers use this tool to learn what’s really going on. Doing so each day, starting with a minimum of 1 hour, will prevent potential challenges from exploding into fires.

Use these conversations to identify and memorialize any negative behaviors. Be sure to:

  1. Pinpoint problem language, tones and gestures.
  2. Connect behaviors to tangible work outcomes.
  3. Reference performance requirements or best practices from which negative behaviors deviate.
  4. Suggest replacement behaviors, and have the employee commit to trying them.
  5. Continue to follow up in future conversations.

If any of your people complain during your meetings, ask them to provide solutions to the problems they see. Have them prepare an executive summary that covers key points:

  • Here’s the issue.
  • These are the options.
  • This is the option I propose.
  • This is why my option is best for the business.
  • Here’s what it would cost (money, time, people, other resources).
  • This is where we could get the resources.
  • This is what the plan would look like.
  • Here’s the role I propose for myself in executing that plan.

Productivity and quality improve almost immediately when leaders, managers, and supervisors begin spending time daily in one-on-one conversations to provide vital management basics.

You can develop the qualities of a truly engaged manager by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action? Does your organization provide executive coaching for leaders who need to be more conscious, and tap into the intrinsic motivation of followers? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a truly engaged manager who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture mindful conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

 

 

 

 

Categories: 

The Psychology of Being Late

Category: 

The Psychology of Being Late

I began working with a new CEO executive coaching client last week. Joe was referred by the Board of Directors to improve his leadership development skills and board relations.

Joe was late to our initial meeting. I would attempt to leave a message on his voice-mail that was always full.

He was moving in a number of different directions, stressed-out and sleep-deprived.

At our initial executive coaching meeting, the CEO and I discussed the importance of being fully present in our meetings. He agreed that he wouldn’t check his e-mail or iPhone.

We would be mindful and respectful of each other modeling executive presence. We would focus on being fully present to further his agenda of being on time and developing mindful leadership skills.

Most requests are not urgent and that he could educate his people and even clients to be respectful of other people’s precious time. We can all learn and grow together and collaboratively create a more sane, happy and productive workplace.

Chronic Lateness

At the core of chronic lateness are often issues of self-worth. Often there is a core belief that they aren’t worthy. At the extreme even an impostor when they finally do show up. Confident people with high self–esteem typically meet their agreements, and display empathy caring about others. They are self-aware and show up fully present.

A number of my executive coaching clients who are chronically late don’t have a clear self-identity. They are internally disorganized. When everything is a priority nothing is a priority, possibly including others.

Coaching can help people change the bad habit of being chronically late. It starts with self-awareness. Receiving positive feedback from others when someone is timely can often help reinforce the new behavior of being on time.

Technology Addiction

It is the chronic and never-ending distraction of today’s workplace that is stealing purpose and progress from our lives. We either take back our attention or risk becoming emotionally addicted to our technology. Our devices have do not have soul or intent. Much too frequently our mobile devices control us more than we control them.

Inner Focus

We live in a culture of distractibility. Many people are unable to focus their energy and attention. They are not fully present or mindful of when they need to be somewhere.Often, they are stressed-out and lack resilience.

People struggle with busyness. They tell themselves stories of how busy they are, and don’t properly plan for the meeting or other event they need to attend. They have a mindset that often is not respectful of others perhaps projecting their own lack of self-regard.

Mindfulness

Honing the skills of self-awareness leads to mindfulness—becoming aware of what’s going on inside and around us on several levels. Mindfulness is living in a state of full, conscious awareness of one’s whole self, other people and the context in which we live and work.

Self-Management

One of the critical competencies of emotional intelligence is self-management. Self-management involves using what you know about your emotions to manage them in such a way as to generate positive interactions with others and motivate yourself to be respectful of others time.

Practice Integrity

Self-aware leaders have a clear identity that guides their behavior. Wisdom is having clarity on your core values and how to act congruently in a given situation.

Virtue is acting on that wisdom. Integrity is keeping our word and always treating others with respect and kindness.

Executive Coaching

You can develop the emotional intelligence competencies of self-awareness, positive self-regard, and good self-management by working with an executive coach.The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

One of the most powerful questions you can ask yourself is “Am I a trustworthy leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture of full engagement.

You can develop the qualities of a fully engaged leader by working with a transformational executive coach.The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put emotionally intelligent leadership into action?Does your organization provide executive coaching for leaders who need to be more conscious, and tap into the intrinsic motivation of followers? Authentic leaders tap into their emotional intelligence and social intelligence skills to create cultures where trust thrives.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture mindful coaching conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your organization.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a San Francisco Bay Area executive coach and leadership development expert. He is the president of Working Resources, an executive coaching and leadership development firm. We specialize in helping innovative companies select and develop emotionally intelligent leaders, and creating organizational cultures where people are fully engaged. 

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman

http://www.youtube.com/user/drmaynardbrusman

http://google.com/+maynardbrusman

Categories: 

Motivating People at Work - The Motivational Trifecta

Category: 

Motivating People at Work

I’ve learned over the last forty years that my most effective executive coaching and leadership development clients know the “why” of what they are passionate in achieving. They get excited in my office telling me inspiring stories of their hopes and struggles. They have a growth versus fixed mindset, and are optimistic and forward thinking. They live and work on the edge and flourish.

One of my CEO executive coaching clients shared with me the data from a recent company engagement survey, which indicated that far too many employees weren’t engaged with the mission and vision of the company. Employees had too many priorities, and they couldn’t focus their energies.

The CEO wanted to inspire and motivate his workforce. We engaged in a pretty fierce coaching conversation about how to help his leaders develop a more growth-oriented mindset. They needed to learn how to tap into people’s intrinsic motivation.

Many business leaders have lost sight of what motivates people at work. In fact, some companies haven’t updated their incentive practices in years, which means they’re probably struggling to create and sustain high-performing teams.

The Motivational Trifecta

1.    Autonomy

“Autonomy is our human need to perceive we have choices. It is our need to feel that what we are doing is of our own volition. It is our perception that we are the source of our actions.”  ~ Fowler

As adults, we never lose our need for autonomy. Productivity significantly increases for blue-collar workers in manufacturing plants when they are given the ability to stop the line. So does the productivity of white-collar workers in major investment banks who report a high sense of autonomy.

But when managers become too involved in coaching, encouraging and pushing people to be productive, they can actually undermine perceived autonomy. It’s a fine line that requires Goldilocks management: just the right amount.

2.    Relatedness

Relatedness is defined as our need to care about, and be cared for by, others. “It is our need to feel connected to others without concerns about ulterior motives,” Fowler notes. “It is our need to feel that we are contributing to something greater than ourselves.”

In 1924, Western Electric conducted one of the first studies on workplace behaviors at Hawthorne Works, a plant located just outside of Chicago. Researchers found that workers were more productive when they knew they were being observed and were included in social interactions. George Elton Mayo described this as a positive emotional effect stemming from workers’ awareness of a sympathetic, interested observer.

We are social animals. When offered opportunities to work together, as in teams, our engagement and productivity increase. We thrive on connection. Think about it: We spend an enormous percentage of our time at work, getting ready for work, preparing for meetings and presentations, and thinking about what we’re going to say or do. Some experts estimate we spend 75 percent of our waking hours focused on work. If our relationship needs go unmet at work, we’re unlikely to compensate outside the workplace.

Leaders have enormous opportunities to help their people find meaning in workplace interpersonal experiences. If you make the mistake of applying pressure to perform without regarding how people feel, they’ll likely interpret your actions as self-serving. This never works. Your staff will instead disconnect and disengage.

3.    Competence: Lessons from Monkeys

“Competence is our need to feel effective at meeting everyday challenges and opportunities. It is demonstrating skill over time. It is feeling a sense of growth and flourishing.” ~ Fowler

In 1949, psychologist Harry Harlow placed puzzles in monkeys’ cages and was surprised to find that the primates successfully solved them. Harlow saw no logical reason for them to do so. So, what motivated them? The answer is threefold:

  • The monkeys’ survival didn’t depend on solving the puzzles.
  • They didn’t receive any rewards, nor avoid any punishments, for their work.
  • They solved the puzzles because they had a desire to do so.

As to their motivation, Harlow offered a novel theory: “The performance of the task provided intrinsic reward.” That is, the monkeys performed because they found it gratifying to solve puzzles. They enjoyed it, and the joy of the task served as its own reward.

Further experiments found that offering external rewards to solve these puzzles didn’t improve performance. In fact, rewards disrupted task completion. This led Harlow to identify a third motivational drive:

  1. The first drive for behaviors is survival. We drink, eat and copulate to ensure our survival.
  2. The second drive is to seek rewards and avoid punishment.
  3. The third drive is intrinsic: to achieve internal satisfaction.

Remember: People are already motivated. You can provide a culture that encourages higher levels. Don’t succumb to organizational systems that favor driving over thriving. It doesn’t have to be that way.

You can develop the qualities of motivational leadership by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put motivational leadership into action? Does your organization provide executive coaching for leaders who need to be more conscious, and tap into the intrinsic motivation of followers? Inspiring leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a motivational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop a motivated workforce.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture mindful conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

 

 

 

Categories: 

Motivating People at Work

Category: 

 

I’ve learned over the last forty years that my most effective executive coaching and leadership development clients know the “why” of what they are passionate in achieving. They get excited in my office telling me inspiring stories of their hopes and struggles. They have a growth versus fixed mindset, and are optimistic and forward thinking. They live and work on the edge and flourish.

One of my CEO executive coaching clients shared with me the data from a recent company engagement survey, which indicated that far too many employees weren’t engaged with the mission and vision of the company. Employees had too many priorities, and they couldn’t focus their energies.

The CEO wanted to inspire and motivate his workforce. We engaged in a pretty fierce coaching conversation about how to help his leaders develop a more growth-oriented mindset. They needed to learn how to tap into people’s intrinsic motivation.

Many business leaders have lost sight of what motivates people at work. In fact, some companies haven’t updated their incentive practices in years, which means they’re probably struggling to create and sustain high-performing teams.

Companies continue to ignore the obvious: Offering incentives and rewards is less effective than tapping into truly meaningful intrinsic motivation. Leaders operate on old assumptions about motivation despite a wealth of well-documented scientific evidence.

The old “carrot-and-stick” mentality actually inhibits employees from seeking creative solutions, partly because they focus on attaining rewards instead of solving problems. Review the most notorious business failures, and you’ll find that company leaders focused on rewarding short-term results at the expense of sustaining success.

Effective motivation requires you to offer opportunities that satisfy three basic human needs:

  1. Autonomy
  2. Relatedness
  3. Competence

This approach is far from new. Social scientists have grasped what motivates people for more than 60 years. But managers continue to use the carrot/stick model with incentive programs. Regardless of gender, race, culture or generation, the reality is clear: Are you satisfying your people’s psychological needs?

I’m reading Why Motivating People Doesn’t Work…and What Does: The New Science of Leading, Energizing, and Engaging by consultant Susan Fowler. The book serves as a good reminder that managers must periodically review their motivational techniques to recapture their leadership mojo.

Remember: People are already motivated. You can provide a culture that encourages higher levels. Don’t succumb to organizational systems that favor driving over thriving. It doesn’t have to be that way.

You can develop the qualities of motivational leadership by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put motivational leadership into action? Does your organization provide executive coaching for leaders who need to be more conscious, and tap into the intrinsic motivation of followers? Inspiring leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a motivational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop a motivated workforce.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture mindful conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

 

 

 

How to Motivate Employees without Over-Managing

Category: 

Motivate without Over-Managing

Many business leaders have lost sight of what motivates people at work. In fact, some companies haven’t updated their incentive practices in years, which means they’re probably struggling to create and sustain high-performing teams. Companies continue to ignore the obvious: Offering incentives and rewards is less effective than tapping into truly meaningful intrinsic motivation.

Leaders operate on old assumptions about motivation despite a wealth of well-documented scientific evidence. The old “carrot-and-stick” mentality actually inhibits employees from seeking creative solutions, partly because they focus on attaining rewards instead of solving problems. Review the most notorious business failures, and you’ll find that company leaders focused on rewarding short-term results at the expense of sustaining success. This approach is far from new. Social scientists have grasped what motivates people for more than 60 years.

But managers continue to use the carrot/stick model with incentive programs. Regardless of gender, race, culture or generation, the reality is clear: Are you satisfying your people’s psychological needs? The Motivational Trifecta 1. Autonomy “Autonomy is our human need to perceive we have choices. It is our need to feel that what we are doing is of our own volition. It is our perception that we are the source of our actions.” ~ Susan Fowler, Why Motivating People Doesn’t Work…and What Does: The New Science of Leading, Energizing, and Engaging

As adults, we never lose our need for autonomy. Productivity significantly increases for blue-collar workers in manufacturing plants when they are given the ability to stop the line. So does the productivity of white-collar workers in major investment banks who report a high sense of autonomy.

But when managers become too involved in coaching, encouraging and pushing people to be productive, they can actually undermine perceived autonomy. It’s a fine line that requires Goldilocks management: just the right amount. 2. Relatedness Relatedness is defined as our need to care about, and be cared for by, others. “It is our need to feel connected to others without concerns about ulterior motives,” Fowler notes. “It is our need to feel that we are contributing to something greater than ourselves.”

In 1924, Western Electric conducted one of the first studies on workplace behaviors at Hawthorne Works, a plant located just outside of Chicago. Researchers found that workers were more productive when they knew they were being observed and were included in social interactions. We are social animals. When offered opportunities to work together, as in teams, our engagement and productivity increase. We thrive on connection.

Leaders have enormous opportunities to help their people find meaning in workplace interpersonal experiences.

Lessons from Monkeys

In 1949, psychologist Harry Harlow placed puzzles in monkeys’ cages and was surprised to find that the primates successfully solved them. Harlow saw no logical reason for them to do so. So, what motivated them? The answer is threefold: • The monkeys’ survival didn’t depend on solving the puzzles. • They didn’t receive any rewards, nor avoid any punishments, for their work. • They solved the puzzles because they had a desire to do so. As to their motivation, Harlow offered a novel theory: “The performance of the task provided intrinsic reward.” That is, the monkeys performed because they found it gratifying to solve puzzles. They enjoyed it, and the joy of the task served as its own reward.

What Motivates People?

Twenty years passed before psychologist Edward Deci, now a professor at the University of Rochester, followed up on Harlow’s studies. In 1969, he ran a series of experiments that showed students lost intrinsic interest in an activity when money was offered as an external reward. Although rewards can deliver a short-term boost, the effect wears off. Even worse, rewards can reduce a person’s longer-term motivation to continue a project.

People have an inherent tendency to seek out novelty and challenges, to extend and exercise their capacities, to explore, and to learn. Unlike drives (for thirst, food and sex), these needs are never completely satisfied. Even after we attain degrees of competency, autonomy and relatedness, we still want more. Motivating without Micromanaging Most managers want to motivate people to peak performance, but their approach often backfires. In their fervent desire to teach people what they know to be true, some managers enthusiastically over-manage.

Over-management can manifest as micromanagement. When you tell staffers what to do, how to do it, when to do it and why your way is better, you undermine their ability to think for themselves. They begin to feel powerless and controlled, and they many even start to doubt their competency.

Motivational Conversations

Boost employee commitment by conducting a motivational outlook conversation. Ask your people to identify what motivates them to do their work. Your goal is to help them identify motivating factors that have maximum impact and create optimum energy.

1. Most people identify several reasons for working: from the external (money or status) to the internal (finding meaning, acting on one’s values and ideals, aspiring to a higher purpose). Fowler adds the following:Alignment: I value developing people. She also cites negative motivational outlooks: 2. Imposition: I have to; it’s my job. 3. Externalization: It’s what I’m paid to do. 4. Disinterest: I’d rather be doing something else.

Motivational conversations help people discover different reasons for doing their work. Once they pinpoint their current motivations, they can work toward finding their internal motivations—ideally, those that relate to their values.

You can develop the qualities of positive leadership by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action? Does your organization provide executive coaching for leaders who need to be more conscious, and tap into the intrinsic motivation of followers? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a positive leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture mindful conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman Consulting Psychologist and Executive Coach| Trusted Advisor to Executive Leadership Teams Mindfulness & Emotional Intelligence Workplace Expert Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com


Visit Maynard's Blog: http://www.workingresourcesblog.com

Connect with me on these Social Media sites.

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Categories: 

ENVISION YOUR FUTURE OR LEAVE IT TO FATE?

This past weekend I spoke to a group of franchise owners in St. John's Newfoundland which resulted in treating the weekend like any other day of the week. I know some people that, like myself, would have no problem traveling and working on the weekend; comparatively however I know some people that would never invest any of their personal time doing anything that relates to work.

 

Managing our time boils down to making decisions based on our priorities, both personal and professional. For me for example, the reason I am quite happy to travel and work on a weekend is because I place a higher priority on my professional objectives (which is to serve my clients), as I believe if I serve my clients well, it will in turn serve my personal objectives which is to support my family. Interestingly however if there was a special event or circumstance that impacted my family, my priority of objectives might reverse.  

 

We are in a constant state of prioritizing personal and professional objectives.  

 

In prioritizing our objectives we can all face conflicts. When does a personal priority override a professional priority that may on the surface have equal or greater influence? The answer exists in being clear on our own desired future state. 

 

What does your vision of your future look like?  

 

Setting goals is a good way to set objectives, but deciding upon what and where you intend to be in 3 to 5 years time is a more powerful component to ensuring you are making the right decisions at the right time.

 

Here are some questions to reflect upon in order to formulate your own personal vision:

  • Where do you intend to be personally in 5 years time (i.e. family, lifestyle)?
  • Where do you intend to be in your career in 5 years time (i.e. position, business ownership)?
  • Where do you intend to be financially in 5 years time (i.e. discretionary cash, retirement funds)?
  • How much free time do you desire to have in 5 years time (i.e. time with family, time with friends)?

With the answers to these questions, consider what your life will look like. What does that ideal future look like? How much time will your chosen profession or pursuit provide you?

 

Forming a clear vision of where you expect to be will provide clarity, minimizing conflicts between your business and personal objectives and allowing for more rapid and robust decision-making. On the other hand you can avoid giving your future any thought and leave it up to fate? 


Categories: 

Edge Walkers and Resonance

Edge Walkers

Come to the Edge

“Come to the edge.
We might fall.
Come to the edge.
It's too high!
COME TO THE EDGE!
And they came,
And he pushed,
And they flew.”
- Christopher Logue

I’ve learned over the years that my most effective executive coaching leadership clients know the “why” of what they are passionate in achieving. They get excited in my office telling me inspiring stories of their hopes and struggles. They have a growth versus fixed mindset, and are optimistic and forward thinking.

One of my CEO executive coaching clients confided in me this week that he was struggling to convince several of his senior executives on changing their company culture. The data from a recent company engagement survey indicated that far too many employees weren’t engaged with the mission and vision of the company.

The CEO wanted to execute a new cutting edge strategy for the company, but was encountering a lot of resistance from some executive team members fearful of change. We engaged in a pretty fierce coaching conversation about how to help his leaders develop a more growth-oriented mindset with global compassion. They needed to learn how to create resonance, and embrace the new strategy and change.

At our next coaching meeting, the CEO reported that his senior executives found the new strategy provided resonance and were on board.The members of the executive team thought that if he was so passionate about his belief in creating a new culture and strategy, that they began to pay attention to their own habits and patterns of behavior that were counterproductive to creating a high performance culture.

Resonance

“When nothing is sure, everything is possible.”― Margaret Drabble

Resonance is defined as the following:

Awareness
Alignment
Attunement
Integration

Resonance is the true alignment of energy in relationship with someone or something else. It gives us clarity for how we show up physically, emotionally, mentally and spiritually in our life. It calls us to become more of who we really are, to show up whole and open our eyes a little wider to the world.

Resonance inspires and moves us – powerfully, passionately and purposefully – to fulfill our potential. It enables us to embrace life completely.

With a greater understanding of resonance, we can create powerful connections and effectively drive transformation and conscious change in our personal lives, professional careers and even global organizations.

Developing resonance is foundational for your ongoing success. And best of all, when developed energetically, changes made in your life are not only profound – they are sustainable.

 “The breezes at dawn have secrets to tell you
Don't go back to sleep!
You must ask for what you really want.
Don't go back to sleep!
People are going back and forth
across the doorsill where the two worlds touch,
The door is round and open
Don't go back to sleep!”– Rumi

Emotionally intelligent leaders know that creating a positive workplace culture and climate where emotions are appropriately expressed increases engagement and moves things forward.  In order for people to be fully engaged, they need to feel they are following leaders who inspire them emotionally.

You can develop a more positive mindset by working with an executive coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put mindful leadership into action? Does your organization provide executive coaching for leaders who need to be more positive? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a resonant leader who helps individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture resonance in the workplace. You can become a more positive leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 
 

Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman

http://www.youtube.com/user/drmaynardbrusman

http://google.com/+maynardbrusman

 

 

Categories: 

Developing Executive Presence - Leading with Intention, Connection and Inspiration

Executive Presence

Whether you call it charisma, confidence or compelling leadership, executive presence is the new corporate “it” factor.

We’re talking about more than making a great first impression. Presence is multifaceted, builds over time, and is reflected in everything you say, feel and do.

In today’s competitive business environment, executive presence can make or break your ability to influence others during periods of uncertainty and change. It encourages people to seek you out and opens doors.

The concept of presence is nebulous for most people, but we all have it to a degree—and we know it when we see it in others. But most of us are unsure of how to increase our presence and develop it in others. Many people assume it’s about showmanship, charm, unabashed confidence and smooth speaking skills, but this only scratches the surface.

Fortunately, a spate of new books do a good job of covering the topic. Three of the best ones are:

1.  Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire,by Kathy Lubar and Belle Linda Halpern (Penguin Group, 2004)

2.  The Power of Presence: Unlock Your Potential to Influence and Engage Others,by Kristi Hedges (Amacom, 2012)

3.  Executive Presence: The Missing Link Between Merit and Success, by Sylvia Ann Hewlett (HarperBusiness, 2014)

Specific Criteria

Sylvia Ann Hewlett, founder and CEO of the Center for Talent Innovation, surveyed 4,000 college-educated professionals (including 268 senior executives) to find out what coworkers and bosses look for when evaluating executive presence.

Three criteria proved critical:

1.  How you act (gravitas): 67%

2.  How you speak (communication): 28%

3.  How you look (appearance): 5%

Gravitas signals intellectual expertise, but also confidence and credibility. Senior executives picked projecting confidence and grace under fire as presence’s most important qualities.

You communicate authority through your speaking skills and ability to command a room, the top presence picks by senior leaders. Eye contact matters enormously, according to executives surveyed, as do voice, bearing and body language.

The 5% importance attributed to appearance is misleading. Standards of appearance for leaders matter, but those being judged for executive presence already meet entry-level requirements. After that, polish and grooming contribute most.

Research from Harvard Medical School and Massachusetts General Hospital suggests that colleagues size up your competence, likability and trustworthiness in 250 milliseconds, based simply on looks.

First impressions matter, of course, but after that, it’s up to you to fill in the rest of the story by exuding executive presence. Your ongoing choices and actions (or lack thereof) have a considerable impact on your presence. Improvement requires you to shift your mindset, develop new behaviors and leave your comfort zone of safe habits.

An Inside Job

Presence comes from within. Your mindset creates the platform from which you speak, act and express emotions.

Begin by paying attention to how you “show up” and go about your day. How do you:

·   Connect with people?

·   Express your feelings?

·   Listen?

·   Behave?

·   Inspire others?

Next, clarify your intentions:

  • Which core values and guiding purpose truly matter (for you, for the company)?
  • Who do I intend to be (as an individual, as a member of the company)?
  • How do I intend to contribute?
  • What will I do now? What will I do next?

Intention, Connection, Inspiration

At the core of leadership is connection with others. The relationship you have with your subordinates determines how effectively you’ll influence them toward desired outcomes.

If you foster trust and empathy in your relationships, you’ll no doubt build higher-quality connections. But authentic connections can be tricky: Access to others is granted, and not automatically. A leadership position may ensure obedience (if you’re lucky), but it doesn’t guarantee trusted connections.

Winning over hearts and minds requires a nuanced approach to each individual. There are no timesaving ways to accomplish this, nor should you do it simply because “it’s good for business.”

Making individual connections is the only way to have a finger on the pulse of corporate culture and keep communication lines open.

The PRES Model of Leadership Presence

The three previously mentioned books offer different models for developing presence, albeit with some overlap.

Lubar and Halpern developed the “PRES” model in Leadership Presence:

·   P = Presence:the ability to be completely in the moment and flexible enough to handle the unexpected

·   R = Reaching Out:the ability to build relationships with others through empathy, listening and authentic connection

·   E = Expressiveness:the ability to express feelings and emotions appropriately by using all available means (words, voice, body, face) to deliver one congruent message

·    S = Self-Knowing:the ability to accept yourself, be authentic and reflect your values in your decisions and actions

These elements build upon each other and contribute to establishing overall presence. There are interior and exterior aspects for each component. Presence starts with mindset and radiates outward towards others.

Also important is what the PRES model is not:

·   Being Present—not pretentious

·   Reaching Out—not looking down

·   Being Expressive—not impressive

·   Being Self-Knowing—not self-absorbed

Self-knowledge separates leadership presence from self-centered charisma. You need to understand your values and ensure your actions conform to them (words and deeds). Only then can you inspire others to act similarly.

You can develop the qualities of positive leadership by working with a professional coach.The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action?Does your organization provide executive coaching for leaders who need to be more conscious, and tap into the intrinsic motivation of followers? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a positive leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture mindful conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman

http://www.youtube.com/user/drmaynardbrusman

http://google.com/+maynardbrusman

 

Categories: 

FIVE THINGS YOU SHOULD STOP DOING

 

I interact weekly with the business owners and executives and if there is one thing that I've gleaned from these interactions is that despite the company size, industry, market, geographic location, or history, there are similarities between the challenges these individuals face.

 

The most common challenges include: 

  • Competing priorities
  • Balancing time between family and work
  • Lack of necessary funding
  • Misalignment in leadership or management vision
  • Inability to meet stakeholder needs
  • Lack of predictability in customers and the market

To most, these challenges represent the barriers or obstacles to achieving success. An attempt to manage these challenges however can often lead to poor habits or ineffective behaviors that can be debilitating to ensuring we maximize our effectiveness as a business leader, and our sanity as a human being.

 

Here are five things you should stop doing in order to be a more effective business leader:

 

Stop beating yourself up.

Running a successful business, division or department requires drive, passion, and enthusiasm. Unfortunately, these attributes can also result in holding others to a very high (and often unrealistic) standard. There are very few that are wired like you, therefore you can't beat yourself up as a result of the weaknesses in others; find the best in the people you surround yourself with and exploit it.

 

Stop trying to solve other people's problems. 

A few weeks ago my wife told me she couldn't get my son's shoe-laces untied to remove and transplant the lace clips to his new shoes. My problem-solving mentality kicked in, and despite my wife's request, I attempted and failed to untie the laces (shredding them to the point that they no longer functioned). You don't become a business leader without having a "problem solver" mentality; but this mentality can influence your desire to solve other people's problems. Developing others requires letting them solve their own problems, albeit with a little encouragement. Encourage others to solve their own problems as a means of helping them to grow.

 

Stop allowing others to delegate to you. 

Do you have employees or peers that like to dump their problems or issues on you? It may seem counter-intuitive, but allowing others to delegate their priorities to you will not help you or them. Instead, encourage others to tackle their own priorities and challenges by asking questions and providing encouragement. Challenging others to think beyond the bounds of their role forces them to think "outside of the box" and become more creative.

 

Stop majoring in minor things. 

Jim Rohn put it best when he said "a lot of people don't do well simply because they major in minor things."  Business leaders and executives have to be diligent in how and where they invest their energy, effort and time. After all, if you are chasing menial or tactical issues that are occurring on a daily basis, who is focusing on the growth and strategic objectives of the business?

 

Stop responding after hours. 

We all do it - respond to emails, phone calls, and text messages after hours, but what message does this send to others? You are not a 7-eleven. If you choose to work in your spare time, that's your prerogative, but responding to the emails and messages from others during your downtime, that is unless the building is burning down, reduces the empowerment and accountability of your staff. Monitor but avoid responding to after-hours requests and watch others find solutions that you might never have considered. 

 


Categories: 

Does Your Head Overrule your Heart?

Does Your Head Overrule your Heart?

 “Great leaders move us. They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision or powerful ideas. But the reality is much more primal. Great leadership works through the emotions.” ~ Daniel Goleman, Richard Boyatzis and Annie McKee, Primal Leadership (Harvard Business Review Press, 2013)

Most of my executive coaching clients are highly analytical, but struggle in their ability to fully connect with their people emotionally. They frequently come to see me for coaching to work on “executive presence“ which can mean different things, but often involves developing the emotional intelligence competencies of self-awareness and empathy.

In business, we’re highly respected for our sharp minds, to the extent that we frequently ignore and squelch our emotional voices. But even the most analytical personalities experience emotions.

Peter Bregman addresses this issue in “Don’t Let Your Head Attack Your Heart,” a July 2014 Harvard Business Review blog post:

“We are trained and rewarded, in schools and in organizations, to lead with a fast, witty and critical mind. And it serves us well. The mind can be logical, clear, incisive and powerful. It perceives, positions, politics and protects. One of its many talents is to defend us from emotional vulnerability, which it does, at times, with jokes and quick repartee.

The heart, on the other hand, has no comebacks, no quips. Gentle, slow and unprotected, an open heart is easily attacked, especially by a frightened mind. And feelings scare the mind.”

It’s no wonder that leaders become entrenched in a comfort zone of data, facts and ideas. But safe isn’t always smart. Truly inspirational leaders express their emotions and are quick to pick up on others’. Most, however, avoid expressing their feelings, fearing they’ll appear weak or out of control.

You can develop the skills of emotionally expressive leadership by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put emotionally expressive leadership skills into action? Does your organization provide executive coaching for leaders who need to be more conscious, and tap into the intrinsic motivation of followers? Emotionally expressive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I an emotionally expressive leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture mindful conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman

http://www.youtube.com/user/drmaynardbrusman

http://google.com/+maynardbrusman

Categories: 

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