When you get stressed out, how do you deal with it?
Our reader poll today asks: When you get stressed out, how do you deal with it? I go exercise. 24.38% I take time off from work. 5.48% I throw myself into my work and push through it. 28.86% I meditate. 13.31% I do something else.24.12% I never get stressed out. 3.85% Find a productive outlet. While many of you have productive places to release stress (exercise, meditation, time off or some other activity), an alarming portion of you (29%) simply push through the stress. This can work in the short term, but over time, the cumulative effects of this stress can be tremendous. Whether it’s health issues, relationship challenges, decreased performance, irritability or some other damaging effect, your desire to “push through” can have catastrophic effects. Find an outlet for your stress. Channel it into something productive (outside of doing more work). Your health, your family and your team will appreciate your new habits and you’ll perform better, be happier and be healthier in the process. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
How to See Your Projects to Completion
Most of the major initiatives we pursue are conducted as projects. What do you do when those projects go up in flames? There are seven common reasons our projects go bad and the ways to avoid them. Today’s post is by Mike Figliuolo, Managing Director of thoughtLEADERS. Projects go off the rails all the time. Some statistics I’ve seen say only 1 in 8 projects can truly be declared as successes. Why are we so horrible at executing projects especially when we have all these “tried and true” project management methodologies? There are seven deadly killers of projects. Any one of them can undermine your project’s success. The good news is we teach people how to avoid these issues as part of our Project Management Reality course (CLICK HERE to learn more). For the benefit of all my readers, I’ve outlined these seven killers below along with ways to overcome them. Team Disengagement The team is just checked out. Low morale. Disinterest. Apathy. Their work products are late or low quality. To mitigate: ensure your project is listed on their personal goals, get their manager to commit them to the project, and show them how the project benefits them personally/professionally.
How to Coach Your Team Like an Executive Coach
Expert tips on exactly what to say to lead your team, motivating inspiring and facilitating their efforts to great results. Today’s post is by Keren Eldad, author and TED speaker. Over the course of several years as an executive coach, I’ve been asked many times from company leaders for some pointers on how to take what they have learned in coaching back to coach their teams. Here’s the catch: they only ask for these pointers after a coaching series, making it relatively easy to help. Before the coaching series, most executives are convinced that they already function as “coach,” and that they do so very well. In my experience I have found that most leaders see themselves as inspiring and accountable from the get-go. However, through coaching, assessments and anonymous 360s, a different picture often emerges – not of a coach, but of a manager who controls and commands. These managers often find that those methods – while still prevalent and pervasive – are not effective to productivity, and in fact mostly lead to toxicity, gossip, lack of accountability, a lack of engagement, a fear of speaking up in the organization and in most cases I have witnessed: a talent retention problem. Embracing a leadership focused on coaching is far more empowering and effective. In the words of Adam Grant: “coaching might be more essential than mentoring to our careers and to our teams. Whereas mentors dole out words and wisdom, coaches roll up their sleeves and get their hands dirty. They don’t just believe in our potential, they get in the arena to help us realize our potential.”
How would you describe the “back office” functions at your company (finance, procurement, legal, HR, etc.)?
Our reader poll today asks: How would you describe the “back office” functions at your company (finance, procurement, legal, HR, etc.)? They occasionally add value and respond in a reasonable time. 29.78% They add value in every interaction and are highly responsive. 25.56% They are extremely frustrating and overly bureaucratic. 19.38% They rarely add value and tend to slow things down. 17.98% They make my life a nightmare, and I can’t get anything done. 7.3% Improving the back office. Eighty percent of you report your back office functions like procurement, finance, legal and HR only occasionally add value (30%) or even worse, rarely add value or make your life extremely difficult (55%). That’s alarming. But blame resides in two places. One place is with the back office. If you’re in one of these functions, remember these other groups are your customers. While policy and procedure has a place, responsiveness to their needs helps business performance. If you’re more interested in process and bureaucracy than you are in getting things done, it’s time to rethink your priorities. The other half of the blame is with those who consume back office services. Going to them with short timelines, ill-formed requests and excessive requests for exemptions doesn’t make their lives easier. You need to plan your requests better. Give them time to respond (they have a lot of customers!). Respect their rules and processes. The answer lies somewhere in the middle here (and 26% of you have found that sweet spot). It’s a partnership — treat it as such. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only […]
New Ideas of Executive Presence
Rob Salafia, thoughtLEADERS Principal, sat down with Jim and Jan of The Leadership Podcast to discuss his personal philosophy on executive presence. In continuation of our new collaboration with The Leadership Podcast, Rob explains his personal thoughts on executive presence in this short form “chalk talk.” These chalk talk series are bitesize sessions on a common (but challenging) leadership issue. Rob dives into his explanation about what executive presence is, further explaining that it comes down to layers of experience, not your personal experience, but rather how others experience you or your impact on others. The group then discusses whether there are ways to assess progress in development of your executive presence and Rob dives into his personal philosophy on executive presence and how he utilizes different factors to define and frame out the different components of executive presence so people can build upon them and improve. Stay tuned for more of these brief Chalk Talks featuring Rob, as well as many more members of the thoughtLEADERS team.
Five Ways to Ensure Overachieving Isn’t Undermining Your Success
How to let go of the ‘can’t rant’ and other ways to stop sabotaging your own success Today’s post is by Keren Eldad. Overachievement is a concept that’s seemingly become a gold standard on how to become a “superstar” in business, career goals, and life overall. Just Google search “how to overachieve” and the web will dutifully deliver over 355,000 resources to help propel your prosperity. In today’s fast-paced business climate, masses have surrendered themselves to overachievement in pursuit of business and career success. Not just ordinary success, but rather the kind that exceeds expectations courtesy of excessive “above and beyond” effort put forth. Some relent to a life of overachievement willingly and enthusiastically as they yearn to earn, while others grievously succumb to a multitude of pressures (both external and self-inflicted) and work themselves to extremes in order to achieve and maintain an enviable stature and lifestyle overall. While overachievement certainly has it’s tremendous share of virtues, having induced profound innovation, breakthroughs, productivity, and abundance for individuals, organizations, industries, and economies at large, there’s oft a dark side to this extreme approach to advancement. For some, yes, dreams come true, but throngs of others miss the mark despite best efforts. This often happens because they’re aiming for achievements instead of at a deeper understanding of themselves and of what they want. It’s a silent story shared by many who present a happy, accomplished and enviable image: one of putting on pretenses and internally writhing with angst and anxiety, of never having enough, of insecurity, doubt and dissatisfaction—a state I have coined the ‘Superstar Paradox. The paradox is when pursuing the illusory things we think we want actually produces undesirable results like strain to keep up low self-worth and general unhappiness—and those consequences actually impede our ability to attain what […]
How global is your immediate team?
Our reader poll today asks: How global is your immediate team? Very — We have many team members from all corners of the world. 18.5% Somewhat — We have a few team members from other parts of the world. 17.6% Not very — We have very few people from other countries on our team. 17.1% Not at all — We’re all from the same country. 46.8% A worldly perspective. While the vast majority of you (80%) have little international representation on your team, a healthy chunk of you do have colleagues from other countries. In an increasingly global economy, you can’t ignore the impact of having a diverse, global perspective. If your team isn’t very worldly in composition, explore opportunities to bring in those global perspectives. Invite colleagues from other countries to join your project teams. Schedule knowledge/culture sharing calls. When out of town colleagues are visiting, go out of your way to include them in team meetings and meals. The better you’re able to see the world through other people’s eyes, the better you’ll be able to meet global competitive pressures. Plus, it’s fun meeting new people from far-off lands! Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
Balance is the Key Your Looking For
Achieving balance with your work is a difficult task. There are busy periods and slow periods. Many times we seek to make the busy ones less busy and the slow ones busier by adding work. If that approach isn’t working for you, perhaps it’s time to embrace the highs and lows. Today’s post is by Mike Figliuolo, thoughtLEADERS’ Managing Director. Sometimes life is frenetic. Sometimes it’s slow. We all want to achieve “balance” in our lives but it’s difficult to do so through all those ups and downs. We falsely believe “balance” is a Goldilocks thing – not too busy, not too bored, but juuuust right. We try to manage the busy periods to make them less busy. We make the slow periods busier. We do all this in a futile effort to get our lives into that range of “just right” but it never seems to play out. Why? It doesn’t play out because we mistakenly believe we have control over our lives. Control is an illusion. The sooner you accept that, the sooner you’ll be able to achieve a sane sense of balance. But it’s not balance as you might be thinking about it. It won’t be in that “comfortable range” every day. To achieve the balance I’m talking about, you have to look at balance differently and therefore approach it differently. First, the busy periods will always be busy. Second, the slow periods will always be slow. Third, control is an illusion and you can only do so much to manage those busy and slow periods.