Introducing the Entrepreneur Scan

back hand scan

When you have a business, it is only natural that you try to examine it. We all know that the more information you have about something, the more significant your chances of making correct decisions for the business.

Entrepreneurs scan their business often, even though many already know their ventures like “the back of their hands.” When you think about it, the cliché “knowing the back of your hand” is a bit false.

back hand scan

In fact, only a few of us know how the back of our hands really looks. We just think we do because we see it every day. However, we also take that view for granted, and very few of us can honestly say that we have memorized every detail of the back of our hands.

The Business Case

How does that connect with how entrepreneurs look at their businesses? Well, most entrepreneurs nowadays want to believe that they know every detail of their ventures. But the truth is, very few do. You see, there are disadvantages to being the boss.

You have to be the Chief Everything Officer. Yet, in reality, there are plenty of details that can slip by while you handle other, more pressing matters.

Heard It Thru the Grapevine, Or NOT

For one thing, the boss always seems to be out of the grapevine. The boss hardly ever gets wind of any trouble that goes on in the workplace. It also means that there may be some problems that the boss will not be able to know unless the entrepreneur scans his environment.

So how should entrepreneurs scan their environments? Well, a good idea is not to act like a drill sergeant and start shouting down your employees to get the answers you need.

For one thing, it shows that you mistrust your employees and this would only keep you out of the loop, as it were. Another thing is that you cannot expect to get the information you want this way. With intimidation, you only get the information you want to hear, not the information you need.

You should let your employees feel that they can trust you. Be one of the team. However, be sure that you do not cross the professional boundaries that exist in every workplace. [for more on building team trust click here]

You should show your employees that you are the kind of person whom they can come to for any problem. Remember that any small issue of your employees can affect the way you do your business.

Further, you need a systematic accountability process. You must inspect what you expect.

Now, you know the proper way entrepreneurs scan their businesses through the employees. But there are, of course, other factors to consider so that your business is the best it can be.

Look Inward

You also need to assess yourself. What kind of entrepreneur are you? What are your strengths and weaknesses? How well do you handle the business and everything else that the world throws at you?

Remember that sometimes, we are not the best judge of our character. We tell ourselves a story about who and what we are. That becomes our sense of identity. But what we do and how others perceive us becomes our reputation. It is the reputation you must change, not your identity.

Most entrepreneurs scan their characteristics by getting an outside opinion. This opinion, of course, should not be biased to be helpful to you (your spouse is not a good source). You need to have someone tell you to your face all of your faults and give you credit for your abilities.

Look Outward

Entrepreneurs should also scan their environment. What are the potential markets available for their business? What threats out there can affect their business? Entrepreneurs examine the situation around them because it is one factor that they cannot control.

All you can do when something in the environment, whether opportunity or threat, takes place is to adapt to it. The change means that you have to be able to prepare for any contingency. It is necessary to plan to succeed. But you know that, right?

Entrepreneurs scan the market for any signs of behavioral changes that could mean the collapse of their business. Why do you think that chips and sodas develop different flavors all the time? People change all the time. One example is a change of preference. If a market gets tired of your product, you would be in considerable trouble.

Be Sure to Adapt

You need to adapt your product to the trends of the present. Anticipate future changes and do your best to prepare. However, you also need to remember your past. Sometimes, people dislike changes that a company or product goes through and, as a result, takes their business elsewhere. Ensure the continuing legacy of a good product if you think you have one.

Leading Change: An Old Model Reveals New Ideas

Overcoming change

Business leaders know the challenge it can be to lead change. When there is a new announcement about something changing, you can often hear the groans that arise.

Overcoming change

Work teams of all kinds resist change. Understanding ways to overcome the resistance can be a leader’ s best answer in times of change.

As I’ve mentioned before, managing change can be very darn difficult. Within the body of change management that is so readily available, much has been written about overcoming resistance to change. I have found one particular explanation for ways to overcome the resistance, that makes things crystal clear.

In the 1960’s David Gleicher put forth a comprehensive explanation of the theory of change. Others after him altered his work slightly but gave credit to him as the creator of this view. Here’s what Gleicher said.

Three factors must be present for meaningful organizational change to take place. A formula for overcoming resistance to change looks like this:

D x V x F > R

These factors are:

D= Dissatisfaction with how things are now;

V= Vision of what is possible

F= The First, concrete steps that can be taken towards the vision;

By multiplying these three factors, if the product is greater than Resistance, then change is possible.

Because D, V, and F are multiplied, if any one of the factors is absent (zero) or low, then the product will be zero or low and therefore not capable of overcoming the resistance.

To ensure a successful change it is necessary to use influence and strategic thinking in order to create a vision and identify those crucial, early steps towards it. In addition, the organization must recognize and accept the dissatisfaction that exists by listening to the employee voice while sharing industry trends, leadership best practices and competitor analysis to identify the necessity for change.

Let’s Unpack the Factors

Dissatisfaction –  When dissatisfaction with the current state is present, change can be easier. We deal with these kinds of change every day. If the temperature is too cold, we turn on the heat. If it’s too hot, we turn on a fan or an air conditioner to cool us. In these simple examples, resistance to change is practically zero because the dissatisfaction is so high.

In a job setting the dissatisfaction is harder to identify and measure. If your team’s computers are getting old and outdated, they perform poorly. Sometimes they freeze. The need for change can be obvious. So you offer a chance to upgrade technology. Resistance might be low.

However, when you change a computer system seeking some other goal, the work team may resist that change. When the perception is things are working well, a change can see a greater resistance because dissatisfaction is low.

Vision –  The leader’s ability to paint the best vision picture can be one of the greatest strengths. People can and do rally around a good vision for the future; a look at what could be. You can be operating with very little dissatisfaction, but have a vision for something greater and still overcome resistance to the change.

Mergers and reorganizations come to mind. The leadership sees an opportunity for something much greater so an announcement is made about reorganizing or merging entities. The natural response from the staff is resistance. Yet when the vision is presented well, with great conviction and quantifiable gains for everyone, the resistance can be overcome.

Forgetting to add the proper vision when driving change can create the zero value in this DVF>R equation, thus making resistance too great to overcome.

First Steps – Being able to reduce resistance can actually be easier than we think. Taking solid, specific first steps toward the change can create the momentum you need to break through the resistance and effect change.

The first steps are often forgotten as critical to successful change. The big transformation project gets mapped out, but the first steps are merely buried in the details with little if any focus and intention.

Successfully managing change requires focused effort to get the first steps right. Again, having zero impact with first steps could negate the whole equation, keeping resistance high, keeping change from happening.

Conclusion

When you are faced with a leadership challenge for change, think about this simple formula. Review the three elements present in your own situation. Do what you can to enhance and control the factors so that your ability to eliminate resistance is effective.

Once the resistance goes way or at least gets minimized, you have a much greater chance of making change happen.

Think about your own experience managing change. Test this theory and review where the gaps occurred. I think you will find the model holds true. Focus on the three components described here and you will greatly increase your own effectiveness leading change.

What do you do to overcome any resistance to change? Share, leave a comment.

Originally posted on DougThorpe.com

If you enjoyed reading this article, please recommend and share it to help others find it!

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Stuck Right Now? Here’s How to Get 3 Levels Beyond

Are you feeling stuck? It’s like walking in quicksand. You can’t make any forward progress.

We’ve all been there before. This feeling is a common event in most people’s lives. As the chapters of life unfold, there are moments when everything seems to just get stuck and you start to lose the vision of the way ahead. Some may think of this as drifting through life.

The future vision is missing, lost, or forgotten. You just want to make it through another day. You, my friend, need to know there is more waiting for you. Here are three steps to get past feeling stuck.

The Shift

First, you need to make a shift. There needs to be a disruptive force or series of events that can shake things up. Mostly this is a shift that needs to happen in your mind; the way you are thinking needs to change.

I see so many people every day who are stuck in their mindset. Their head is filled with negative, limiting thoughts. “I can’t do that”, “I am too weak”, “I don’t have that skill”, “I don’t know that subject”.

You may also need to shift the people who are around you, especially if they serve to enforce those negative thoughts. If you speak a limiting thought and they agree with you, they are not being any help. Find some new friends.

Start growing away from old, bad thoughts. Read new books, watch some TED talk videos, open your mind to new ideas. Get a refresh!

By engaging a shift mindset, you can begin to pull out of the muck where you are stuck.

The Lift

As the shift builds momentum, you will get a feeling of lift. Just like the wind passing over the wings of a bird or an airplane, there is lift. The whole body rises into flight.

Pressure and stress will ease. Old burdens will fall away and you will feel a growing energy.

Lift creates a move to new direction. You sense a freedom of thought, action, and purpose. You are renewed.

The Gift

As you rise above the old state of mind, you achieve a newness; a renewed sense of purpose. You get a fresh look at the world ahead. Empowered by the new energy you will become a gift to those around you.

As a manager and leader, your fresh view of things can become contagious. Your smile and energy will impact others. You can help them begin their own shift out of ‘stuckness’.

If you need help embarking on a life change like this, I’d be happy to explain my coaching programs. I’ve helped hundreds of seasoned professionals get unstuck.

Great Leaders Don’t Set Out to Be a Leader

Seldom does an individual sense the call of leadership at an early age; as in “I’m going to be a fireman” or “I’m going to be an astronaut”.

“I’m going to be a leader” is not usually the designated path. People with innate skills and passions to make good leaders start out with a desire to make a difference. As the graphic says, “it’s not about the role, but always about the goal.”

Leader-role

I spent my early years pursuing a military career. It wasn’t because I liked war; quite the contrary. I wanted to make a difference by serving my country.

Without exception, the other military personnel I met and worked with had the same sense of purpose. They never wanted to GO to war, but they not afraid of the potential outcome should a war develop.

The Servant Leader

Since its inception, the servant leadership movement has been growing. Being a Servant Leader flips the script on traditional organization theory.

Instead of being a CEO at the top of the company pyramid with all the implications of power and authority, the true Servant Leader chooses to sit in that spot, but approach the job with a whole different mindset.

“The servant-leader is a servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.

Servant leaders worry about the growth of the people who report to them. They expect growth of the enterprise through the well-being of the people on the team.

This is radically different from autocratic and benevolent dictator led organizations.

Servant leaders manage by asking questions like:

  • How are you doing (and mean it)?
  • What are the hurdles in your way?
  • What can I do to help?

Opportunity

Great leaders emerge from the dedicated effort to make a difference. As they go about their work, the sense of commitment, direction, and drive are recognized by those around them.

Opportunities open up. Others begin to say “I want that person on my team”.

Why do you think it is that CEO’s with good records move across whole industries to take on new challenges? The proven skills that come from the commitment to make the difference become hot commodities.

New Managers

As a young, first-time manager, your primary focus should be to define the difference you can make. You may have been selected to be a unit manager without ever first wanting the job.

New leader

Now that the role is yours, stop thinking about how to be a better manager and start thinking about the difference you can make for your team.

Leadership will emerge.

As you set about making the decisions needed to make the difference, your natural leadership tendencies will begin to take shape. Day by day, your leadership skills will evolve. Experience will become your best teacher.

When challenges arise (and they will), you can seek advice from those more senior, get a mentor or coach, and grow into the role.

Stay centered on the purpose for your role; the difference you can make.

For more ideas on ways to become a better manager, check out my new book “The Uncommon Commodity

I’ll show simple, common sense ways to build your management and leadership skill sets and grow your ability to make a difference.

Find a Coach or Mentor

For every new level in your career progression, you will need to grow into the role.  I firmly believe rising executives have  abit of fear in knowing they need something more to fit a new role they’ve been given.

mentoring

Few are the leaders who find an easy fit in a new role.

If you are wondering how best to achieve the growth you need, consider enlisting a mentor or engaging with a leadership coach.

Find someone who has been there before. Consult with them to plot your personal growth into the next role.

As you find leadership responsibilities being heeped upon you, take pride in being given that opportunity.

Likely you said you wanted to make a difference. Now the chance is yours.

When You Lose, Are You Bitter or Better?

bitter or better

Here’s the scenario: life throws you a curve ball. Things don’t go your way. You suffer an embarrassing moment in front of colleagues, your spouse or your kids. You lose the deal, the game, the promotion, or the moment. The other guy wins. You failed. What are your responses?

Yes, I believe there is more than one. Of course, you’ll have an immediate response. However, the sting of losing can linger near term, long term and for life. How do you react?

I’ve certainly lost out a few times. It’s a natural part of a competitive commerce model. The chance to win or lose is all around us.

The key question is a very simple one… Do you become Bitter or Better?

Bitter

Do you get bitter over the issue? Will you allow anger or other negative emotions to rule the little place in that video library of your mind?

Every time the mention of that moment comes up, will you lash out, thinking or making very vile comments, turning red, and huffing off to simmer in the juices of self-pity all over again? Do you let relationships suffer over that moment?

Sometimes people make a vow to “never let that happen again”.

Staying bitter over the issue has no real positive effects at all. In fact, being bitter has been proven to impact your health. Blood pressure, ulcers, and a host of other factors can build over time as we stew over the bad thoughts and bitterness caused by losing moments.

Those who study emotional intelligence will tell you the way you shift out of being bitter and the speed at which you do it is an indicator of your emotional intelligence scale.

Better

Or are you the kind of person that will make it better? By better, I am talking about assessing the whole truth of the circumstance openly and objectively. Then finding a nugget of gold with which you may prosper by changing some area of your life and thinking:

  • your technical/professional knowledge
  • your behaviors
  • your emotions;

By making one or all of these choices, the next time something similar arises, (and it will), you can respond in a much more positive way.

John Maxwell says “Experience is not good learning. Only informed learning from experience teaches us new things.”

Being better also means forgiving any person or group who may have been the source of the bad moment. That little mental video I mentioned should not include the replay of the look on someone else’s face when they “got you”.

Let it go. Be BETTER!

By the Way

If you have found some difficulty in working through these kinds of moments, perhaps a coach and mentor can make a difference. Finding an objective third party to hear your story may help shed some different light on the matter. You might have a blind spot when it comes to certain things that have happened to you before. A coach can help reveal ways to move forward with a better perspective. If I can help, click on the image below to schedule a call.

coaching call

Leaders: Feeling Isolated? Maybe You Dug the Moat

lonely island

When I hear executives or entrepreneurs say they feel isolated, like standing on an island, I often ask how did you get there? Sometimes you may be the one who dug the moat providing the divide between you and everyone else.

A Story

I know a very successful executive who runs a thriving subsidiary enterprise that contributes about 30% of the parent company’s gross revenue. Yet this executive constantly complains about being isolated, undervalued, misunderstood, and neglected by peers. The peers will tell you this person is a pain to deal with. So who put whom on an island?

Isolation can be caused by your own behavior toward others. You may say you need help, but when help is given you find ways to undermine the effort. How silly is that? Or you may find ways to annoy others merely by being so self-effacing that you become the lone voice no one wants to hear.

There is no doubt that being in charge can cause a natural loneliness, but you never have to be alone. When assistance is volunteered, find ways to accept the help. Sure, you can discuss the exact impact an outside source may have on your business, maybe even negotiate for something slightly different, but in the end, graciously accepting the help can ease the sense of loneliness.

Influence

One of the most valuable characteristics a leader must have is the ability to influence others; in positive ways. If you repel those around you, you are not being much of a leader. You might be an effective manager, but a leader? No.

Real leaders draw others in by inspiring a sense of purpose. The accomplishment of business or organizational goals becomes a secondary effect of good leadership. When dynamic leadership is working, no one feels stranded on an island, and certainly not YOU.

Sure, you may have to make tough decisions, taking hard stands on certain issues. However, if the people around you have bought into you first, then understanding the decision you made becomes easier for people to accept.

The Fix

If there is a moat, deep and wide around you, the ditch needs to get filled in. Start building bridges with others. Repair relationships with your peers and colleagues who could otherwise support you. Ask for candid feedback. When the answers start to come, don’t deflect! Embrace the input and adjust your approach.

I also knew about an executive who was ahead of his time in terms of writing out goals and objectives for himself. Yet he struggled with peer-to-peer relationships. He hired a coach. He was proud to show the coach his list of goals, the chief of which was impacting his team so he could become “the best boss ever”. The coach wisely observed “I don’t see any goals about your relationships with your peers. Why not be the best co-worker ever?”

In companies with two or more employees, the interaction with those around you can make or break the effectiveness of your unit and the company as a whole.

coaching call

No man is an island,
Entire of itself,
Every man is a piece of the continent,
A part of the main.
If a clod be washed away by the sea,
Europe is the less.
As well as if a promontory were.
As well as if a manor of thy friend’s
Or of thine own were:
Any man’s death diminishes me,
Because I am involved in mankind,
And therefore never send to know for whom the bell tolls; 
It tolls for thee. 

~John Donne 1620

“No man is an island”. Why should you want to put yourself on one?

 

One Hurdle Some Leaders Can’t Overcome

people skills

Cracking the code on effective leadership includes a wide range of attributes and considerations. With all the combinations of factors making a great leader, there is one set of personality traits that I find the most challenging for some clients to adjust.

people skills

You seldom hear the words “introvert” and “leader” in the same sentence. The common perception is that great CEOs are very outward going, good public speakers and powerful networkers; things that introverts are not known for doing.

In fact, a poll conducted by USA Today cited 65 percent of executives who believed introversion to be a barrier to leadership.

Interestingly, the same article highlights that roughly 40 percent of leaders are introverted — they’re just better at adapting themselves to situational demands. Bill Gates, Warren Buffet and Charles Schwab are just a few “innies.”

Social Proof

The use of a 360-degree review is common when beginning a coaching assignment. The 360 gives the coach and the coachee a baseline from which we can work. The presence of an introverted executive gets called out in 360 reviews time and again.

The one prevailing observation is that those who report to this kind of manager are hungry for more personal interaction.

As an example, I know one very successful executive who is quite introverted. He is widely respected in his field of expertise, yet those who report directly to him confess a need to “know him better”.

What does that mean? His people say he seldom shares personal info. They have no idea about his view of the world beyond the exact tasks they work.

He is known for being very hard to read. Even coaching with him was difficult because it took a long time for him to really open up about his inner concerns for the changes he thought he wanted to make.

As you might guess, the walls he keeps guarding are the primary factors we needed to focus upon. None of his other desires could be achieved without first breaking through the outer skin that protected his deep introversion.

Busting the Barrier

What I’ve found effective is to discuss the subtle difference between being personable rather than personal.

While some may think this is a detail too insignificant to talk about, I’ve found introverted managers and leaders tend to thrive once they embrace the nuance.

Here’s why it works. First, being personal is a threat to the deeply introverted individual. Voluntarily divulging details of one’s life outside the workplace is a bridge too far. Yet this is exactly the material that fellow workers want to understand.

It’s not about prying into their boss’s life, but rather it’s about getting to know them as a person. From the employee’s view, it’s about answering the question, “can you even relate to me?”

Next, because of the former, the introverted leader tends to shy away from asking relatable questions of his/her employees. Exchanges are all business. That comes across as cold and calculated, nothing more.

As cliché as it sounds, we all still work with people; it’s a relationship thing. By becoming aware of the hunger most employees have for hearing their boss relate to them, the introverted manager must find ways to feed this beast.

This principle applies to all people in positions of authority. You must be able to relate to those who may be following you.

  • Simple, relatable questions are:
  • How was your vacation?
  • How was the weekend?
  • Did you see that game?
  • How is ___________ doing with ______________? Fill in with family members dealing with life changes; illness, moves, step changes, etc.

Then as you get answers, tie it to something in your life. Respond with “Yes, I remember when ____________ was ______________.”

Slowly begin adding your own life experiences to the mix. Let the momentum for having more personal interactions build.

Soon colleagues will feel more comfortable around you. Also, don’t shy away from making statements like “Well, here’s what I am thinking.” You can open up by sharing thoughts. You have thoughts, right? As business unfolds and interactions happen, share your thoughts specifically.

By doing so, you reveal the world inside your head and inside your heart. That makes you far more relatable.

coaching call

Originally posted on DougThorpe.com

If you enjoyed reading this article, please recommend and share it to help others find it!

Call To Action

If you want to increase your influence as a manager, business owner, or community leader and learn some valuable life hacks, then subscribe to my private mailing list.

Click here to subscribe right now!

Leaders: Looking for Advice? Where Do You Go?

managing up the organization

Leaders are looking for advice. Business people often need it. New challenges and ever-changing priorities leave us looking for fresh ideas.

advice

Businesses operate at such a fast pace that owners and leaders are looking for advice wherever it is available. More often than not, you may reach toward the wrong resources. Un-tested advisors and questionable sources can send you down the wrong rabbit holes.

There are so many demands upon entrepreneurs and senior management of companies. Each organization is confronted with challenges and opportunities, both real and perceived. Without new ideas, it is tough to tackle all the obstacles and feel that substantial progress is being made.

It Is Lonely at the Top

From the owner’s seat, the need exists for comprehensive business ideas and growth strategies. Problem-solving solutions are valuable commodities. Couple these with the ever-present need for leadership development among senior executives and finding improved management skills, you have a serious thirst for new thoughts and ideas.

Top management regularly needs the creative inspiration to take the company to new heights. Cutting-edge executives (the very top and those about to take the mantle) need seasoned advice and inspiration.

The Go-To Ways We Find Answers

Here is where senior leaders and managers tend to go to get ideas, strategies, and help; in the order commonly used. The lower numbers represent the early choices. The higher numbers are where you should be reaching.

1. Hearsay and third hand – the “low lying fruit”, easy to find in abundance. Examples are comments heard at parties and networking functions, uninformed sources, friends of friends, high participation networkers, random research, and surveys.

2. Special Interests – narrows the expertise just a little more. These sources include websites containing educational material as a way to sell services, surveys, and their feedback.

3. People Selling Stuff – the Internet and social media is flooded with teaser offers to look like good information; vendors who distract you, using expressions like “funding to grow your business”, online marketing firms, Internet solicitors and sellers, website consulting

4. Internal Management – your own team should be reliable sources but can be risky at times. These are the people you work with, Mid-managers and supervisors, and Corporate leadership

5. Niche Experts and Consultants – moving up the chain further towards more reliable information: Trainers, Freelance consultants, niche solutions like banking, insurance benefits, human resources, etc. Then there are technology consulting firms and researchers.

In general, consultants are ranked lower on this scale for two reasons. First, the consulting field is over-crowded with sole practitioners who have lost jobs and cannot find work elsewhere.

Selecting a consultant is tricky business, not always much better than choices 1, 2 and 3 above. Plus, the better, more proven consultants quickly advance themselves to the higher ranking categories below; senior business advisors or outright gurus.

6. Educational Programs – better still might be dedicated educational platforms like speakers, seminars, panels at forums, workshops, trade conferences, webinars, and material published or broadcast in the media.

7. Books and Articles – sounds old school, but still valuable inspirations and information; books that withstand the test of time, articles excerpted for meetings, blog material posted online, self-published books by people with credible platforms, online articles and blogs, reputable authors already recognized as experts, and lastly cutting-edge books with original material (think Seth Grodin and Simon Sinek).

8. Advocacy Groups – these are everywhere. Some have long tenure, others not so much. Evaluate the reputation as you know it. Yet these can be rich resources for counsel and advice.

  • Business clubs
  • Chambers of commerce
  • People with whom you work in community and charity leadership roles
  • Boards of directors
  • The Better Business Bureau
  • SCORE
  • Small Business Development Center
  • Trade industry groups
  • Associations
  • Community alliances
  • Professional alliances
  • Consortiums of business
  • Cross-industry cooperative initiatives

9. Mentors – having a trusted advisor serving in a mentoring relationship can be a rich and rewarding experience for valuable ideas and wisdom. These are some of the better-known sources:

  • Peer advisory groups such as Vistage, Silver Fox Advisors
  • One-on-one coaching
  • Peer-to-peer CEO roundtables
  • Corporate heir apparent training or high potential programs
  • Programs such as Shark Tank, Fox Den, Ted Talks
  • Leadership programs

10. Senior Business Advisors – these are the professional service firms, including lawyers, accountants, marketing, public relations, quality management.

11. Major Business Gurus – top of the heap, proven thought leaders with wide, effective audiences who have used their advice and prospered. These experts have proven track records with many years in strategic advising, consulting or mentoring. The price point might be high, but the results are often 5x to 10x the investment.

Choose Wisely My Friend

With the field so full of choices, you must select wisely where you look for ideas, Then you must carefully decide which information to use for your next big decision.

Question: Where do you turn to look for inspiration and clear thinking about new ideas? 

coaching call

Author’s Note: Portions of this article were produced by permission from Hank Moore, a colleague of mine at Houston’s Silver Fox Advisors.

Hank Moore is that rare 1 out of 100,000 senior business advisors, a Big Picture strategist, with original, cutting-edge ideas for creating, implementing and sustaining corporate growth throughout every sector of the organization. His Business Tree™ is a trademarked approach to growing, strengthening and evolving business while mastering change.

Who’s Going to Lead Them?

leadership

Better than anticipated results have recently been reported for the US job market.  According to a recent Houston Chronicle article, “Employers added 223,000 jobs last month, more than economists expected and an uptick from April’s hiring rate of 159,000.”  The US Department of Labor released more data.

leadership[perfectpullquote align=”right” bordertop=”false” cite=”” link=”” color=”#d98310″ class=”” size=””]“Never before have we had an economy where the number of open jobs exceeds the number of job seekers,” said US Secretary of Labor Alexander Acosta.[/perfectpullquote]

With the lowest unemployment rate in over 18 years and the rise in new opportunities, the competition among employers for qualified candidates is strong. And, with a growing job force, the need for qualified leaders grows too. There is an ever-increasing need for qualified managers with effective leadership skills to guide businesses to achieve the results they expect.

Next Man/Woman Up

Sadly, we are plagued with a business mindset that resorts to promoting the best performer when there is an open manager seat. And, without effective leadership coaching, the person who gets this job either sinks or swims. If they sink, the company loses in many ways. If they swim awhile, they might even get promoted further. All of that without effective leadership training.

In the small business and entrepreneurial realm, we see people with great product and service ideas start companies, but fail within the first 5 years. Why? Generally, because the great thinkers aren’t always the best managers and leaders. The bright idea may only go so far without strong leadership muscle. “If you build it they will come” doesn’t work very often either. Without leadership that can sustain forward progress and growth for the enterprise, the business folds.

Leadership Coaching Naysayers

In another article circulated on LinkedIn, the author questioned the impact of leadership coaching, calling it the “buzz du jour.” He argued we all can’t be leaders, citing an army of generals and no soldiers. The basic word picture is true, we don’t need everyone equipped to lead at the highest levels. Yet we must equip leaders who are put into those positions so that the outcome potential for the organization is realized.

Back to my First Statement

I’ve known too many professionals and business owners who land on great opportunities but quickly hit the ceiling of their own ability to lead. We know this phenomenon as the “Peter Principle.” Or, the observation that in an organizational hierarchy, people tend to rise to “their level of incompetence.”

As people are promoted, they become progressively less-effective because good performance in one job does not guarantee similar performance in another. Named after the Canadian researcher Dr. Laurence J. Peter (1910-90) who popularized this observation in his 1969 book The Peter Principle: Why Things Always Go Wrong.

The perceived incompetence for senior managers is seldom about technical ability. Rather it is about the ability to manage and lead a larger team, balancing people issues with business growth and change. John Maxwell calls the Peter Principle “The Law of the Lid”. Leadership coaching can help raise the lid on leadership effectiveness.

Don’t Invest in Coaching, Invest In Results

Busy executives and business owners don’t need reasons to spend money, they need results. Leadership coaching can help you get the right results:

  • Find new ways to better utilize direct reports
  • Improve communication
  • Foster higher levels of team trust
  • Provide sound advice for change management initiatives
  • Uncover blind spots in a person’s leadership ability
  • Raise executive presence

In addition to all of those opportunities, solid leadership coaching also provides the Executive with a private and confidential sounding board for ideas, fears, doubts, and concerns.

“It’s lonely at the top” is a very real and present danger for leaders. You can’t share just anything with anyone. Having a coach to hear the thoughts keeping you awake at night can be very freeing.

On that note let me stress, coaching is not psychotherapy. That is reserved for other licensed professionals. Coaching is about looking forward to a future state you plan to achieve, not looking back at one’s past.

coaching call

The Choice Is Yours

Whether you believe in coaching or not, someone is going to have to lead the next wave of our growing workforce. Why leave it up to chance?

Before you choose an executive coach, there are things you should consider. Learn more about what to look for from your coach. Click Here.

Originally posted on DougThorpe.com

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How Does EQ Impact the Bottom Line?

iceberg

The CEO was fed up. If she got one more complaint about the VP of Operations she was going to fire him.  It was obvious when he was in a bad mood because he yelled at his people and slammed doors.  The team was easily upset and often distracted which affected their productivity. The outbursts from the VP influenced how the team dealt with customers.  Clearly, the ripple effect of the VP’s bad moods negatively impacted the company’s bottom line.

iceberg

Human behavior is like an iceberg.  We see how people behave but we don’t always understand what drives the behavior.  Using Emotional Intelligence is like putting on your scuba gear to check out what is hidden beneath the surface.  Once you know which emotions are influencing your behavior, you can use those emotions more effectively.

What is EQ?

Emotional intelligence (EI), also known as Emotional quotient (EQ) and Emotional Intelligence Quotient (EIQ),[1] is the capability of individuals to recognize their own emotions and those of others, discern between different feelings and label them appropriately. EQ can be used to guide thinking and behavior, and manage and/or adjust emotions to adapt to environments or achieve one’s goal(s).

In his book Primal Leadership, Daniel Goleman cites research indicating that leaders whose styles had a positive emotional impact on their teams generated measurably better financial results.  Teams with higher engagement have lower turnover, above average productivity, higher customer loyalty and higher profitability.

Ways to Improve

Below are some ways in which you can cultivate and increase your EQ:

  • Self-awareness.
    This is the ability to label, recognize, and understand your own emotions. Self-awareness requires us to tune in to our feelings and not avoid our negative emotions such as anxiety, fear, and sadness. Recognizing our own emotional states and how they affect our thoughts, behaviors, and decisions is the key to cultivating self-awareness.
  • Emotional regulation.
    Emotional regulation has to do with our ability to control strong emotions by not acting on raw feelings in an impulsive or destructive manner. Developing the ability to sit with unpleasant feelings and to give ourselves the time and space to decide how we may alleviate or reduce negative feelings cultivates self-confidence. Emotional regulation also helps us develop the ability to consider various solutions to a particular situation or problem. Not reacting solely to an emotionally charged state results in better decision-making outcomes.
  • Empathy.
    When we empathize with others, we develop deeper, more intimate relationships. Empathy is the ability to recognize how and why people feel the way they do. Empathy allows us to anticipate how our actions and behaviors influence other people as well as our own. Developing empathy skills enhances our experiences, relationships, and general understanding of ourselves, other people and the world around us.
  • Social skills.
    This is a very broad term. In general, having strong social skills means having the ability to communicate in a clear, concise, and courteous manner. In a nutshell, good social skills are the summation of all of the components of EQ: self-awareness, emotional regulation, and empathy.

The Fix

If you want to positively impact your bottom line, find a coach or trusted advisor who can provide assessments and suggestions for improving EQ for yourself or someone on your team.

Editor’s Note: This article was submitted by Cheryl Smith Bryan, an ICF Certified Coach, and advisor. Cheryl has served as a board member of the Houston Chapter of the International Coach Federation, a committee chair for the Women’s Energy Network and a mentor for at-risk children. She has been quoted in local and national business publications and has made presentations to a number of industry and professional associations. Visit her blog HERE