To Be a Great Leader, You Must Inspect What You Expect

Inspect Expect
Inspect what you expect and article from @dougthorpe_com

Inspect what you expect.

This is an old saying that I learned decades ago.

What does it mean, exactly? And what does it have to do with leadership?

Well…

Have you been guilty of spouting a directive then letting it die a natural death? We’ve all done it at one point or another—whether accidentally or intentionally, we’re all guilty.

When a leader sets out a goal or directive, that goal can only be achieved with good monitoring, or, inspection.

Whether you run a big business, a team, or are working on a small project, in order to achieve any sort of success, you have to be mindful of these simple words: inspect what you expect.

Here’s my story.

The Military Way

Great leadership principles you need to know. Leadership powered by common sense

The “inspect what you expect” principle takes many forms.

During my days as a second lieutenant, we conducted regular health and welfare inspections.

While the military inspects a lot of things, this was unique. Those of you who have served in the military know why.

Those of you who don’t: buckle your seatbelts.

To achieve the best results, you must inspect.

One early morning at 3:30 a.m., the entire cadre (all of the managers and supervisors) of our training unit surrounded a barracks where a portion of our troops lived.

We suspected drug activity coming from this barracks.

This “health and welfare inspection” was actually a search and seizure mission.

We burst into the barracks and surprised all of the soldiers sleeping there. They were ousted from their bunks and told to stand at attention beside their footlockers while we searched the premises.

Sure enough, we found a stash of drugs and some paraphernalia tucked inside one of the footlockers.

Our target was achieved.

We could have preached and threatened the law about drugs, but we had to inspect what we expected.

This principle also applies to the success of most businesses.

Why?

Because even the best strategic planning simply won’t matter without proper execution.

A great leader must push forward to make things happen. They cannot stand still; they must be in constant motion, pushing towards a goal to reach success.

They must be focused.

Every plan and strategy associated with a goal must always be monitored and inspected to ensure proper execution and achievement.

Good project management comes from inspecting what you expect.

Have you heard of Six Sigma or DMAIC?

“Six Sigma”

Six Sigma is a specific set of tools and techniques used to to help businesses improve their processes.

Inspecting what you expect is an integral part of Six Sigma. It is also an integral part of overall good project management.

For process improvement, a concept known as DMAIC is applied.

DMAIC

DMAIC is an acronym for Define, Measure, Analyze, Improve, and Control

…or, simply inspecting what you expect.

With DMAIC, you analyze results as they occur, checking them against expected outcomes.

If you find yourself off the mark, adjust and do it all over again. In other words, you are staying alert—at all times—to the things happening around you that affect your process and your progress.

The devil is in the details.

There is so much more to being a great leader than stating your plans and giving directives.

Great leaders walk the floor.

If you’re not walking the floor, you’re not being a good leader. You’re doing it wrong.

Leaders who don’t walk the floor find that things are not happening as they expect. Always remember: the devil is in the details.

You have to constantly be checking in, seeing what’s going on—walking the floor. You have to constantly ensure the appropriate measures are being put in place to achieve the right outcome.

You have to constantly test and review events and circumstances.

For example: if your business enforces things like safety or regulatory compliance, your role as a leader is to inspect and review events and circumstances. You have to check work every single day to ensure proper compliance.

If you don’t, people could get hurt.

Three easy steps to inspect:

1. Expect

Set expectations; specific expectations.

When issuing a directive, always be clear about your expectations. Be as specific as possible.

Volumes, dollars, incidence rates, hours, cost saves, the list goes on. The expectation you give will determine the outcome.

2. Be Consistent

Constantly inspect, and keep your inspections consistent. Keep communication open and be consistent in everything you do. Be open and don’t beat around the bush. Share your results.

3. Stay Visible

People need to know you are engaged and involved in the review process. Don’t get stuck behind your office door. Show your team you are active in the process. Be around them. Answer their questions. Motivate them.

Remember: you are the leader guiding the vision to the final outcome. Be available to talk it through with those who have questions. Walk the floor.

If your team is spread out geographically, remain visible with the right frequency of check-in calls and team meetings.

Let your team know that part of executing the mission is routine reviews.

So…do you inspect what you expect?

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5 Ways Managers Can Get More from Their Teams

You and I both control one big thing in our daily lives. That ‘thing’ is the effort we choose to spend. As managers and leaders, we want to get more effort from our team.

We all choose what level of effort is used, whether it is effort at work, at home, in the gym, on the golf course, fishing, playing sports, or building relationships,

The various levels of effort we spend depend usually on what we think is required. How many of us get behind the wheel of our cars and miraculously arrive at our destinations with little if any thought or conscious effort to do so? As scary as that thought may be, it is true.

There are certain things we do every day that receive the minimum effort required. Other things we feel more effort is needed so we ‘work a little harder.’

The same is true with everything we do at work. Whatever the job requires, you make intentional or unintentional choices about applying the best level of effort.

Learning about Discretionary Effort

Going the extra mile is called discretionary effort. You voluntarily choose how much extra you give.

For those of you who are gym rats, you know about discretionary effort. As an example, it’s the extra rep at the end of a long set. It’s the extra plate on the weight stack. You choose to try more, applying all your remaining strength to get it achieved.

fitness and effort

The Leaders and Managers Opportunity

As managers and leaders of business, how can you inspire your people to give that little bit extra? Just like a good sports coach gets a little more out of his athletes, you too can become the coach your people need so they are willing to give that discretionary effort too.

Here are five ways you can up your game as a leader.

First, answer their questions. Every employee arrives at work with basic questions. They need these questions resolved in order to fully apply themselves to the work. Giving the ‘extra’ effort requires all the questions are answered completely.

I’m not talking about obvious questions, but sometimes intangible ones. For instance, here’s the list of core questions employees ask:

  • Do I even want to be here? The people question.
  • Do I believe in the purpose for this team? The why question.
  • Do I believe in the plan we have to execute our roles?
  • What is the practice or process? Do the tools, systems, and procedures work?
  • Will my performance be recognized?
  • What is the payoff? Not just monetary, but the sense of accomplishment.

If you can work with your team to have critical questions like these answered affirmatively, then you will see the increase in discretionary effort employees use.

manager answering questions

Next, you need to be trustworthy. Leaders must work to create an environment of trust. It starts at the manager’s desk. You cannot dictate nor demand trust from your team if you are not trustworthy yourself.

The way you build trust for yourself involves these key things:

  • Be real, don’t fake it
  • Stand by your word
  • Be relatable, work to connect with your team, not as friends, but as co-workers

More Ways to Get More for Managers and Leaders

The next opportunity involves creating a vision. Because your people wonder about the purpose of the team (see above), you have to be the one creating the vision. Too many managers rely on the bigger picture statement from above about purpose and vision.

NO! If you got put in a manager’s seat, YOU need to create your own vision for what the team can and should be doing. YOU need to define what it means to win. It is YOUR job to paint that picture for your team.

After you can share the proper vision for your team, your employees will find ways to help make it happen. Everyone wants a purpose. Great Leaders inspire that.

Next, provide an accountability framework. As small children, we all want to know where the boundaries are. An absence of boundaries actually creates insecurity.

It happens at work too. That is to say, if your hiring process is reasonably effective (not perfect but good enough), the people you hired will want to do the right thing. However, if you fail to show them that, they get unsettled, confused. Just like small children they may act out. If you have that happening, it’s your fault.

Build the right structure for monitoring, evaluating, recognizing good performance, and helping those who are falling behind.

Inspect what you expect.

Anonymous

I use and teach a process known as the Big 5. It’s a beautifully simple way to have employees get on the same page. It provides you with coaching moments to help guide your people. For more on the Big 5 method click here.

Lastly, have some fun. Yes, that may sound weird. But people respond better if the effort they choose to spend gets recognized. There is no better way to recognize good performance than celebrating your wins.

Above all, use the milestones in a project to have small celebrations of victory for achieving that. In addition, if you pulled a series of all-nighters getting a project out the door, celebrate!

Don’t lose an opportunity to have fun with the good work people are delivering.

There you have it

Five ways to inspire your team to choose to spend discretionary effort at work. By following these ideas, you too can get more from your team while improving team trust and developing an environment of rewarding experience for your people.

How great would it be to have employees that honestly say “I love working here?” This is how you can do it.

If you’re still not clear on exactly how you too can get more from your team, give me a call. We’ll explore your exact situation in more detail.

Leadership 2020 and Beyond

What else is left to say about this year, 2020? Regardless of who you talk to, everyone endured something during the past 10 months.

2020 was going to be such an interesting year. It was the start of a new decade and an easy catch phrase for business planners and institutional thinkers. I can recall dozens of programs starting more than 10 years ago that had a title something like “Vision 2020”, an obvious play on words.

Yet once the calendar page flipped, we all encountered weirdness like never before. I actually don’t want to list any examples. You each have your own list. We all do.

The Season

Yet I do feel compelled to do some sort of wrap-up article to begin the process to close out this craziness we called 2020. Because it is Christmas, I want to fold in my seasonal message too.

First, as I often have, let me say “Happy Holidays” to all my readers and followers who do not observe the Christmas event. I respect your beliefs and practices. Whatever I may say here is not intended to insult nor sway you from your faith, beliefs and values.

However, I do want to use the traditional meaning of the Christmas story to relay some thoughts about leadership going forward; advancing into a fresh, new year.

The story I am referring to is that one. Yes, the Babe in the manger. A young husband and his pregnant wife. They each had received special messages from heavenly couriers. They followed the law of the land at that time and the instruction from above which they didn’t understand but knew to be important.

If you follow the whole story, there are odd similarities to the challenges we face today. Governmental authorities were managing peoples’ lives, directing a census. Unrest between tribes of citizens roiled into occasional demonstrations in the streets. There was uncertainty all around.

At the center of the story is a message of hope. A promise. A gift.

hope
Hope for tomorrow

More conventional tradition over the decades has turned that giving spirit into a practice of giving physical gifts, wrapped in beautiful paper and bows. Much like the scene in the manger, those who expect to receive the gifts wait with great anticipation. They wait until the perfect time for the present, the gift to be revealed.

Now We Wait

We are waiting. Waiting for 2020 to be gone. Waiting for long-promised vaccines to ease our fears of the disease. Waiting for things to get back to normal, whatever that was.

man waiting and thinking
Waiting and thinking

We wait simply perhaps for things to be different. Here in the U.S., the recent election has shifted the tide and created a kind of change. A slight majority are happy. A big minority are not. All of us still wait.

Besides the need for cures, fixes and new direction, I believe we are waiting for hope. We are hungry for hope. We new something new to hope for.

However, hope doesn’t simply appear. Hope comes from having a vision. A vision gives direction. It crystallizes a story about the way forward.

Vision that provides hope to a group of people comes from LEADERSHIP.

While hope may be the thing we need, leadership is the action we need. My friends, the world is in dire need of solid, practical leadership. Not a leader with an agenda, propped up by some special interest, but a leader with the good of the people at heart.

We need leadership that does not buckle to political persuasion or popular ideologies. We need leaders who can get things done.

The need for Leadership is everywhere

The leadership gap I see is not just at the political level. It is in homes, in neighborhoods, in communities, churches, synagogues, mosques, and temples. We need leadership in our schools and colleges. It’s also needed in businesses of all sizes.

Small team gathering

You might say, but I know people in those areas who are great leaders. Sure, but are there successors? Is there someone available to keep things going?

You must also be very careful about pointing to a person in a seat of authority and confusing that with leadership.

The power of the position does not define leadership.

Just because someone has been promoted into a position, it doesn’t make them a leader. Leadership comes from intentional effort to grow and learn the skills and principles of solid leadership.

Also, to the small business owners out there, you need to build your leadership tool kit if you want your companies to grow beyond where they are now. Your great idea is not enough to become a big success. You have to build teams and grow the business.

Back to Hope and Leadership

How do we get past 2020? At the center of this whole theme is the need for hope. Leaders need to cast new visions. Clearly we may never return to the old normal. There will be a new normal. Leaders have to create the vision for what those opportunities can be.

Where there is no vision, the people perish

Proverbs 29:18

It’s been written about for centuries. Without a vision, we lose our way. Organizations crumble. Communities suffer. Whole populations struggle.

Real leaders can fix that.

Just as I write this closing, a voice in my head from a mentor friend is saying “but leaders have to execute too.” Yes, they do. Once a vision is established, then the heavy lifting of making that hope become reality is the final test of good leadership.

To my original point…. we need that. We need hope for a brighter tomorrow. Just like the gift given to mankind in the manger over 2,000 years ago. We need true leaders who can help make it happen.

Will you consider being a leader, right where you are? Can you stand up and be counted for guiding and directing your home, your church, your community? Your business?

#HopeFest360

There is a big event happening January 1st. The team of authors at Bizcatalyst360 has joined forces with over 6 dozen voices from around the world to lift you up with their positive messages of hope and healing for the new year. This Epic (free) virtual Event will be broadcast from sunrise to sunset on New Year’s Day 2021. Here’s your opportunity to join our global community as together,  we imagine the possibilities. I am honored to have been invited to be one of the speakers.

Dennis J. Pitocco, BC360° Publisher & Editor-in-Chief, said, “The future holds the promise of a new beginning. Together as a force for good, we are here to make a positive impact as we begin to mold a new earth. We hold the magic — the magic-fairy sparkle-dust — that is so desperately needed right now to move out of transition into transformation. It is time for us all to shine so that others may draw hope, strength, and courage from our light, and learn to let their own light shine as a beacon of hope and healing”

About HOPEFEST 360°
Reserve your free ticket(s) now to join our ultimate wave across the universe as we broadcast on YouTube across all time zones from sunrise to sunset on New Years Day.

VISIT https://www.bizcatalyst360.com/hopefest-360/

For now, Merry Christmas and Happy New Year.

Be SMART About Your Goal Setting

SMART goal setting for new year
SMART Goals Explained Graphic Square
Coach peers round laptop saying SMART Goals

Go straight to the SMART Goals Special Report .PDF here >>

Who is this SMART Goal Setting Guide for?

Whether you’re interested in goal setting tips for you, your business, or to gain a deeper understanding of goal setting to help your clients, this SMART goal setting & Action Planning GUIDE can help.

Starting with an overview of the SMART Acronym and a helpful SMART graphic, this guide goes deeply into each element of SMART goal setting. It includes examples and more to help both you and your clients set well-rounded and SMART Goals and Actions!

So, What is a SMART Goal?

A SMART Goal is simply a goal where the SMART criteria have been met. SMART goals are Specific, Measurable, Actionable, Realistic and Timebound. A SMART goal is also easier to achieve, and track progress for, because it’s well-rounded and clearly defined.

SMART Goals Stand For:

  • Specific             (being clear and specific makes goals and actions easier to achieve – and start!)
  • Measurable     (helps you know when a goal or action is complete and measure progress)
  • Actionable       (ensures you have direct control over the actions needed to achieve the goal)
  • Realistic           (avoid overwhelm and unnecessary stress and frustration by making the goal realistic)
  • Timebound      (helps us stay focused and motivated, inspiring us with a date to work towards)

SMART Acronym Graphic

SMART Goals Explained Acronym Graphic - Horizontal

A Little SMART History

The SMART Goals acronym began as a set of criteria for management to set better goals within organizations. But the SMART acronym is so powerful (and catchy) that it began to be used in personal goal setting too.

When were SMART Goals created?

The first reference to SMART Goals (according to Wikipedia) is in 1981 in a magazine called Management Review.

Who created SMART Goals?

George T. Doran is the creator or SMART Goals. He wrote a paper: There’s a S.M.A.R.T. way to write management’s goals and objectives. In this paper he discussed the challenges of documenting goals and objectives for management within organizations. Of interest to coaches is that George believed it was the goal combined with the action plan that was most important. In this paper George T. Doran’s SMART Acronym was:

  • Specific
  • Measurable
  • Assignable – identify who will do it
  • Realistic
  • Time-related

Interestingly, the A (Assignable in George’s acronym above) is the only letter that has substantially changed in the switchover to personal goal setting. In personal goal setting “Assignable” doesn’t make sense as the goal is already assigned. And because taking action is so important, I have chosen A – Actionable as the replacement A in the SMART criteria.

Variations on the SMART Criteria
There are many minor variations on the SMART criteria. The “Specific” and “Measurable” criteria are almost always consistently used, while the “A” and “R” may vary. The “T” is usually some version of timebound.

Some other SMART Criteria examples include:
Other A’s – Assignable (original definition for use in setting management objectives), Achievable, Attainable, Agreed, Action-oriented, Ambitious, Aligned with corporate goals.
Other R’s – Relevant, Resourced, Reasonable, Results-based.
Other T’s – Time-related, Time-limited, Time-based, Time-oriented, Timely, Time-sensitive.

SMART Goal Setting

SMART goal setting is an art! We start with a vision or an idea and gradually refine it, making it more specific and measurable so that it becomes a goal we can take action on. A coach sits on the outside asking questions to help the client refine and hone their ideas so that their goals become actionable, achievable – and SMART!

How to Set SMART Goals Example
All too often people set goals that are not SMART. Here is an example of how you might take a non-SMART Goal and make it SMART.

Starting Non-SMART Goal: Get more sales!

Consider: With the goal Get more sales, how would you know when you’ve achieved that goal? How would you measure progress/know you’re on track? Where would you start?

Let’s look at how the SMART criteria can help:
Make it Specific – Double the sales of my healthy eating eBook.

Make it Measurable – Increase the gross annual revenue from my healthy eating eBook from $10,000 to $100,000. We have added a $ amount and made it clear we are measuring gross revenue. This allows us to break down the goal and track progress.

Ensure it is Actionable and within your control. One way to do this is to think about specific actions you could take that will directly impact the goal. Here are 4 example actions within your control:
1. Create a new, more exciting front cover.
2. Create a marketing action plan.
3. Ask 25 people to read and review it on Amazon.
4. Increase the price from $9.95 to $12.95.

Make it Realistic – Increase the revenue from my health eBook from $10,000 to $25,000 (reduce the amount to make it more realistic and achievable).

Make it Timebound – I would like to complete this goal by October 31 of next year.

The Final SMART Goals Example now reads:
Increase the gross annual revenue of my healthy eating eBook from $10,000 to $25,000 by October 31 next year.
TIP: Whilst SMART may seem like an acronym to follow one step at a time, as above, when you apply it you’ll find yourself jumping around. Be prepared to change your goal as you hone, refine, and understand it more deeply!

SMART goal setting is a process – and an art.
Coach Pointing for make goals S - SPECIFIC

SMART Goals are Specific

Have you ever struggled to get started on a task because you don’t really understand what it is, or the task seems too big and fuzzy?

Well, you’re not alone! Many people struggle with getting started on their goals – simply because they haven’t made their goals specific enough.

But it’s well worth the effort: The more specific goals are, the easier they are to achieve! When we’re clear on what we want, it makes it easy to make decisions and take action because we know exactly what we’re trying to do.

 I always wanted to be somebody, but I should have been more specific. Jane Wagner

How making goals SPECIFIC makes them EASIER to achieve:

 TIP: SMART is not just for Goals! In order for you to be most effective both your goals and actions should be SMART. After all, actions are really just small goals!
Client squinting trying to size up with hands for M - MEASURABLE

SMART Goals are Measurable

How will you KNOW you’ve achieved your goal unless you can measure it?

If you can’t prove you’ve completed the goal then it’s not measurable – which means it’s not a SMART goal. Measurability is a very important part of making your goals specific.

SMART Goals Examples

If your goal is to “Get more people signed up for your newsletter”, how will you know you’ve succeeded unless you know where you are now, and what you’re aiming for? Instead, your goal could be to “Double your newsletter subscriber list from 250 to 500 people”. This also allows you to track progress and adjust your action plan if it looks like what you’re doing isn’t getting the results you need.

More SMART Goals Examples:
Change “Follow-up with prospects” → “Phone 5 warm leads from last weekend’s workshop”.
Change “Decrease my website bounce rate” → “Decrease my website bounce rate to 40%”.
Change “Run more workshops this year” → “Run 3 free workshops and 3 paid workshops in the next 12 months”.

3 TIPS to Make Goals SMART – and Measurable

  1. One way to find your measure is to ask “Why am I doing this? Why bother?”. This will help you identify why you’re doing it – and to identify the measures you need to be sure your goals are successfully completed.
  2. Your measure could be a financial amount, a percentage increase or some kind of count. Note that for some goals and actions, the only measure is a “yes” or “no” to completion of the task. Ie. your new website is live, or you have registered your business name.
  3. If you don’t know how to prove to someone that the goal is complete, then your goal measure is not specific enough. The “acid test” for measurability is to ask “How do I prove I’ve completed this goal?” So rather than “Create a new product” your measurable goal could be “The new product is available to buy on your website”. And rather than “Finish my book”, your measurable goal is “The final manuscript has been sent to the editor.” Clear – and provable!

Measurability is important for Actions too (actions are really just small goals!)

SMART Action Examples
Change “Write an article” → “Write a 750 word article for LinkedIn on how to set boundaries with your boss”.
Change “Follow-up with your prospects” → “Phone each of the prospects (from the free seminar I ran) by the end of Friday this week”.
Change “Practice coaching” → “Ask 50 friends and family if you can give them a free coaching session (and book a time with those who say yes)”.
Coach with Folder and Pen setting SMART Goals for A - ACTIONABLE

SMART Goals are Actionable

We can’t control fate – or other people. For a goal to be SMART it must be actionable by us, and within our control. Otherwise it’s not a goal, it’s a wish!

Actionable Goals

Actionable goals are those you can DO something about ie. where there are a number of actions – within your control – that lead to achievement of that goal.

SMART GOALS EXAMPLE: Your goal is not to “Get potential clients to see what you offer as excellent value” (you have no control over what people think of you), but to “Write a document that lists my unique selling points and the benefits of my service to potential clients”. This goal is now actionable.In addition, two follow-on actions could be, to “Add these selling points and benefits to the ‘Why coach with me?’ page on my website”. Another could be “Pick the 3 most powerful points and send them to my graphic designer to add to the back of my business card”.

Also Make Your Goals Action-oriented…

Making a goal action-oriented also encourages you to write ACTIVE and not passive goals.

SMART GOALS EXAMPLE: Your goal is not to “Have a giveaway with newsletter sign-up on your website” (this is vague and passive and while loosely actionable, it is not action-oriented and does not inspire action). But your goal could be to “Write a one page special report on 7 ways to take better care of our feelings and add it as the newsletter sign-up gift for your website”.
Coach hugging laptop to make R - REALISTIC Goals

 Even if you’re on the right track, you’ll get run over if you just sit there.  James Allen

SMART Goals are Realistic

It’s important to feel GOOD about your goals. When we set ourselves a goal that’s out of our reach we often end up feeling overwhelmed, we self-judge, and sometimes we give up altogether. Truly SMART goals feel great!

This means it’s important to factor in existing commitments and lifestyle when setting goals. SMART goals and actions need to be challenging enough to inspire you. AND they need to be realistic enough that you believe you can achieve it. It’s all about setting yourself up for success.

4 TIPS to Make Goals SMART – and Realistic

  1. POSSIBILITY: Is it physically possible to complete the Goal or Action in question? While stretch goals can be inspiring even if they’re unlikely – this is rarely true if they’re impossible!
  2. CHUNKING DOWN: Struggling with a big action or goal? Break it down.
    • For Goals ask: “What would be a great stepping stone?”, “What goal could I set that would prepare me or give me knowledge or experience that will help me achieve this bigger goal?” and “What could I achieve in a month, 3 months or year that would get me closer to my dream?”
    • For Actions ask: “What could I start or spend a chunk of time on?” and “What would be an easy first step, preparation action, request for help or action to remove an obstacle?”. You can break out the first step into an action or set yourself a target of working on something for a chunk of time like 1 day or 3 hours
  3. COMMITMENT: Make your action doable, ie. the right size so that you can commit to it 100%.
    NOTE: Commitment is important – although it doesn’t necessarily mean the goal or action will get done. Sometimes life gets in the way and opportunities or problems arise which prevent us from achieving what we set out to do. However, people CAN commit to achieving it.
  4. SCORING: One way to check-in as to how Realistic your goal is, is to score how likely you feel you will achieve your goals (out of 10). If your score is LESS THAN 8:
    • Your goal or action may be TOO challenging or large.
    • You may not feel connected enough to WHY you’re doing it.
    • You may lack self-belief (which is an obstacle in itself)
    • There may be some other obstacles you haven’t fully acknowledged or addressed yet.
TOP TIP: When estimating, think carefully how long the action will realistically take.

This is because we tend to underestimate how long tasks will take, especially if we haven’t done it before.

A good rule of thumb (from my Project Management days) is to double your first thought of how long the action or goal will take. And if you haven’t done it before, try tripling or even quadrupling your estimate. It sounds extreme, but this is a great way to reduce stress – and surprisingly accurate.

Create a RANGE of Goal Achievement Levels

One way to make a goal realistic, is to create a RANGE of goal achievement levels. Having a goal completion RANGE is a great way to take the pressure off, while still inspiring yourself with a stretch goal.

  • Minimum – This should be relatively EASY to achieve. Set a level that is EASILY achievable this year. After all, life sometimes does throw unexpected things our way – positive opportunities, charming distractions and painful experiences!
  • Target – This is your IDEAL level. What would be a good level to aim for? What would be enough of a stretch to be interesting, but not so much of a stretch that you find yourself switching off or avoiding it?
  • Extraordinary – This is your STRETCH level! What would be amazing, brilliant, wonderful? Put in a measure here where you would say, “Wow, that is fabulous!” NOTE: Be sure that your measure here is POSSIBLE, even if it is not PROBABLE.
Goal RANGE Achievement EXAMPLES: The range you use could be DATES, for example:
– Minimum level could be completed by – December 31
– Target level could be completed by – September 30
– Extraordinary level could be completed by – June 30
Your range could also be NUMERIC – a $ amount, percent or a count. For example:
– Minimum = 250 Facebook likes, 1 new client a month, $1000 in sales/month
– Target = 500 Facebook likes, 3 new clients a month, $2000 in sales /month
– Extraordinary = 750 or more Facebook likes, 5 new clients a month, $5000 in sales/month
Coach with pen and diary adding deadlines to their Goals for T - TIMEBOUND

 If you have built castles in the air, your work need not be lost; that is where they should be. Now put foundations under them. Henry David Thoreau

SMART Goals are Timebound

WHY? SMART goals and actions are always Timebound ie. they have a date by when you plan to complete them. Without a date there’s less incentive to work toward our goals – what are we aiming at? We’re all so busy! How are we going to fit more activity into our lives? How do we know how to prioritise our activities unless we have a deadline to know this goal/action is important to us?

Also, an action plan to achieve a goal will be very different in terms of effort, solutions and help required if the deadline is a month from now, as compared to a deadline of one year from now. Setting a date allows people to work backwards and figure out an appropriate action plan.

A date also gives us the opportunity to visualise completion. It allows you to imagine that time in the future when you have completed it- and that helps you commit to the goal!

With annual goals we often have an automatic “deadline” of December 31. And sometimes a date is fixed or imposed on us, for example if we’re booked to deliver a workshop on a specific date. And sometimes we must choose a date, so we have something to aim at.

3 TIPS to Make Goals Timebound

  1. Pick a date that inspires you, but that’s not so challenging that you feel overwhelmed.
  2. Different dates may also represent the relative priority or urgency of different actions. Fore example, a goal or action with a completion date of March 31 is likely to be higher priority than a goal with a completion date of September 30.
  3. For each goal, you can give yourself a RANGE of completion dates (Minimum, Target and Extraordinary) as detailed under the “Make it Realistic” above.

5 Final Tips to Be Smart about HOW We Set Our Goals

It’s not just about setting goals using the SMART criteria. We need to BE smart about our goals. Here are 5 final tips to help you and your clients both set – and achieve – your goals.

  1. Work hard, but know when to rest. Forgive yourself – for what you don’t yet know, for your mistakes and what might get in the way.
  2. Be kind to yourself! Know that we tend to over-estimate what’s achievable in a shorter time-frame, and under-estimate what we can achieve over a longer period.
  3. Anytime the goal isn’t working for you, change the goal! The best goals flex when they need to.
  4. Remember that SMART is for Actions too!
  5. More important than hard work – determination and perseverance are essential qualities for achieving bigger goals! Keeping going when the going gets tough is what sets you apart from the crowd. These qualities also build self-confidence, resilience and make you proud of yourself!

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Wrap-up

Goals can be fun and inspiring. What the SMART criteria do is help us clearly define our goals so they’re easier to get started. SMART also makes it easier to take action, stay motivated – and ultimately succeed!

I have always loved goal-setting – and SMART goal-setting in particular! So I hope this SMART Goal-Setting and Action Planning Guide helps you and your clients set smarter and more inspiring goals – and have more fun working towards them!

Finally, remember this:

GOALS are there to INSPIRE YOU, not to beat yourself up with! Now that’s SMART!

If you liked this article about SMART Goals, you may also like:

© 2020 Simplicity Life Coaching Ltd.

About the author: Emma-Louise Elsey is the CEO of Simplicity Life Coaching Ltd. (The Coaching Tools Company.com and Fierce Kindness.com are divisions of Simplicity Life Coaching Ltd.) She is a certified Life Coach, NLP practitioner, and recovering perfectionist who loves meditation, questions, quotes, creating coaching tools, and writing.

Since qualifying as a coach in 2004 she has worked with many successful professionals and business owners. For inspiration and to help you with your businesses, there are many more Free Coaching Tools & Templates including coaching questions, coaching exercises, business admin templates for new coaches and forms to help with your workshops.

Article (or Graphic) by Emma-Louise Elsey, professional life coach and founder of The Coaching Tools Company.com. Reprinted with permission from “The Launchpad” newsletter and blog – for people who love coaching. Get more helpful articles for coaches, coaching tips, free resources, and more. Visit The Coaching Tools Company [link to the original article] to learn more.

Categories: Clarity & FocusCoaching Ideas & InspirationCoaching TipsCoaching Tools & ResourcesGoal-SettingSMART GoalsThe Coaching Tools Company

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Leaders – Stop Solving Everything!

problem-solving team

If you have responsibility for a business, a company, or a team, STOP solving everything. Please stop solving everybody’s problems.

That sounds like a crazy person talking, right?

Here’s what I mean. It is likely you climbed the business ladder by solving problems. As a sole-contributor on a team, you helped make things happen. Whether it was customer service, design engineering or framing a house, you did it well. You made things happen; you solved problems.

Small transactional events or separate work moments were completed because you knew how to do that. Then one day, you got promoted.

Yes face picture
Person getting promoted

Either your old boss left or there was an opening somewhere else in the company for a supervisor, so you got the job. Why? Because your performance was appreciated and recognized. But it was still based on solving problems.

Then, as a new manager, you realized you could solve other people’s problems. Perhaps it started within your own team, but people came to you with their problems and you “fixed” them. It came naturally. So you did it more and more.

Now you’ve gotten several more promotions and you’re still solving everyone’s problems.

It’s time to start leading and stop solving problems.

Lead People, Don’t Solve Their Problems

Still sound crazy? Let me break it down a little further.

Real leaders do many things. One big thing they do is develop their people. They help people grow. Growth can be professional, technical, or personal, but there is growth.

Solving everyone’s problems cuts short the opportunity to help people grow by learning how to solve their own problems. It’s like the old saying:

“Give a man a fish, you feed him for a day. Teach him to fish, you feed him for a lifetime.”

Solve someone’s problems, you helped them for a day. Teach them to solve problems and you set them up for life.

If you, as a leader, are not helping people learn to think critically or work their way through their own problems, you are just enabling a weak version of what your people could otherwise be. Please stop doing that.

It Applies to Entrepreneurs Too

Even in a smaller business, if the owner does all the problem solving, your business will stay small and stuck solving problems. But if you teach your people why and how you solve problems, you can grow your company.

I talk to too many business owners who feel stuck in the day to day. Usually, it comes down to having to make every decision and solve every problem.

On one hand, there is a period of time in the life of a new company when that situation makes sense. Yet if the business has any growth at all, the owner must give up some of that constant hands-on approach. There is a need to have others on the team capable of solving transactional problems.

Save the big picture thinking and key strategies for the owner, yes. While doing that, teach and mentor your staff to make their own decisions.

Doesn’t that take more time?

You may be saying “I don’t have time to do that sort of detailed effort. We need stuff done.” I get that. And yes, I’ll agree, certain moments in the heat of battle just have to get done.

“FIRE!” When someone in the office yells that, you have to move quickly to get out. There’s no time for teaching. Hopefully, your teaching was done during a fire drill for your building.

As the leader, you have to use problem-solving in the moment as the focus for teaching and learning during one-on-ones, or small group meetings. Don’t just do a post-mortem on a situation, but walk people through how and why you would do what you would do to solve the problem.

As you do that though, don’t just talk it down to them. Make it interactive. Tease it out of them with questions. Questions like:

What else could be a factor here?

Have you thought about anything else?

What do we know about x, y, and z?

If X happens, what will Y do?

The list is endless.

The questions are the natural way your brain thinks about solving the problem. By using questions to reframe the matter at hand, you help your people see how you process the problem. You’re modeling the problem-solving behavior so they can absorb and adapt to it.

Back to the time issue. Hiding behind time constraints is a convenient excuse for not helping your people grow. You are no different from the great leaders you may have known.

You both have 86,400 seconds in the day. It’s how that time gets used that makes the difference between good and great leaders.

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Coaching and Mentoring – Diving Deeper

mentoring

It’s been said that leaders who radically impact their teams are themselves good coaches. Taking on the mentoring and coaching role often does not come naturally to someone in a leadership position.

One technique at the center of executive coaching is the art of asking good questions and/or reframing the response the coachee gives.

If you want to up your game coaching your team, here are three very important phrases to use.

professional business mentor looking at papers and working with young colleagues in office
professional business mentor looking at papers and working with young colleagues in office

3 Big Questions and Observations

They come by way of a referral found on LinkedIn. The source is John Bethel. Here are 3 of John’s coaching questions/phrases I have borrowed to regularly use while coaching leadership teams, friends, and family;

1. It occurs to me that…am I close?

When feeding back your perspective on the information they’ve shared with you. “It occurs to me that you see the value in following up with the prospective client but you are concerned that you’ll come across as too aggressive. Am I close?”

2. That’s one option…have you thought about others?

When the coachee has offered only one solution to a challenge they are facing, you can say, “Ok, that’s one option…” (then pause and wait). On the receiving end, this meant that I needed to think through other options before committing to only one.

3. Could this be a convenient story you are telling yourself?

This was often used by John to challenge me on why I was avoiding acting on something critical. “That may be true or that may be a convenient story you’re telling yourself. Think about this for a few minutes before responding. How does this story benefit you?”

The Power of Questions

By asking questions, you, as the coach/mentor demonstrate many things. First, if the question extends the discussion, you assist your mentee with exploring more. It promotes critical thinking in your mentee.

Supervisor mentoring a direct report

If you simply hear a situation and quickly give an answer, you are cutting off the mentee’s ability for self-discovery. Self-discovery is far more enduring than quick problem-solving.

I’ve often observed my leadership clients in action with their teams. As team members pose questions to the boss, I watch for my clients jumping straight into problem-solving mode rather than coaching mode.

My question to them at that moment is “Are you leading or problem-solving?” By leading the staff member through the thought process to find their own answer, the team leader/executive is helping to nurture growth in the subject.

On one hand, problem solving is usually what got someone promoted into a role. But if they truly want to build stronger teams, they must agree with taking on a more developmental role, coaching and mentoring their direct reports rather than continuing to merely solve problems.

Being Truly Thankful

Happy Thanksgiving

This week we celebrate Thanksgiving. Yes, I’m writing from my home in Texas and yes Thanksgiving, at least the one I’m talking about is American.

In preparing this piece, I looked back at my annual Thanksgiving messages. I was struck by what I thought was simple prose at the time, but turned out to be more prophecy. (On my blog page, use the search box above and type Thanksgiving to see what I mean).

In the past I have written about social conditions, political conditions, the need for leadership, and of course family.

Somehow the events of 2020 make everything pale in comparison.

The Top 10 for 2020

If you will allow me, here is my Top 10 list of things to be thankful for in 2020.

10. We still live in a free country where opinions are able to be expressed despite growing tension about doing so. I fear we’re losing that ability to come together to discuss and honor opposing opinions. So I pray we change that soon.

9. We have a diverse economy that can sustain pandemics. It may take a hit, but we don’t sink the ship.

8. I have friends and colleagues to remind me to be humble.

7. I still have the ability to learn; learn to be a better coach, a better teacher, and a better person.

6. I have clients who seem to appreciate what we do together. I never take that for granted.

5. I have you to read and follow this blog and my podcasts. Your feedback keeps me on my edge and hungry to do more.

4. I have a valuable network of mentors who help me grow. You know who you are. You challenge me and keep me strong.

3. I have some very special friends who are loyal, supportive, caring, and honest. That’s the most important part, honesty.

2. I have a beautiful family; my wife Susan, my kids, and grands. You all keep me on my toes. I love you tremendously.

1. I thank my Lord and Savior for His unconditional love.

Some may take offense. I don’t intend to be offensive. I’m sharing my list. You can share yours in the comments below.

Giving thanks

The Leader’s Obligation

As I think about this list, the big question that emerges for me is this “How will I show up?” For all the things people do for me and with me, will it matter?

It better.

You see I believe I need to show up better each day. I need to do that for myself. But more importantly I need to do it for those who are counting on it.

If I roll out of bed and decide to ‘mail it in’ one day, who gets hurt? They do. The people who are counting on something from me.

That is what leadership is about. If you lead people, they are expecting something. You better show up and deliver.

If you’re not ready or willing to do that, you need to step away from your leadership role. If you’re just there for the payday, step away. If you only want the recognition, step away.

Step away and let someone who wants to serve others take the role. The people deserve that. We need those kinds of leaders, everywhere.

Will you show up? And be that kind of leader? I hope so. My pledge is to be there. Will you be alongside?

Leaders: Can You Get Too Focused?

The other day I was running errands and stopped at my bank. I went inside, did my business, and went back to my car. As I sat there checking emails, I was surprised by my passenger door opening with a young lady standing there.

She looked up at me, shrieked, and said “Oh my God!”

I looked at her then noticed that across the parking lot behind her was a vehicle exactly like mine with her husband sitting in it startled with a surprise too.

She apologized and gently closed my car door, exiting to her vehicle.

I shouted at her husband, asking him if he wanted to keep her. He said “Yes, I do.”

I said “Well, she’s all yours. Have a nice day!”

As we both drove away, I was thinking about FOCUS.

Clearly that young lady was very focused on something. So focused that she ignored the distance between her car and mine, simply letting the “impression” of a similar car influence her choice for opening the door.

I too was very focused on emails form my phone and ignored her approaching my car until it was too late and she had swung open the door.

It made for a good laugh, but could have been far worse.

Leader Focus

As leaders, we can get so laser-focused on an idea we lose sight of other opportunities or we ignore facts and circumstances that could impact our outcome.

When was the last time you got focused like that?

I have the odd opportunity to work with leaders on both ends of the business spectrum. I coach executives in some of the largest companies on the globe, like ExxonMobil and UPS. I also coach entrepreneurs and sole proprietors who are busy building new companies.

Yet the similarities I see are common to both. Running an organization requires thoughtful, dedicated leadership. Good management is not enough. You have to demonstrate real leadership. (I’ve written about the differences between management and leadership HERE).

Leaders can get blinded by ideas that create an intense focus on going one way or another. Once choices are made, nothing will persuade them to change direction. That can have a disasterous effect.

It’s one thing to be committed to a decision. Sure, the team wants you, their leader, to be certain on which way you want to go.

However, putting your head down once the decision is made can be problematic.

It’s a Tricky Balancing Act

I realize it can be tricky to be decisive yet open to other input. I do believe there are ways you can still make solid decisions and stay sensitive to things happening around you.

Here are some of the best ways I’ve seen work.

First, keep your team engaged. Just because you made the decision doesn’t mean your team should be shut off from reporting changes. For some reason I’m thinking about the submarine Captain and his crew. You’ve likely seen the war movies, you know what I mean. The Captain shouts an order but the crew is reporting back information they see on their monitors.

Next, have a reporting mechanism that works. In Six Sigma process improvement, there is a model known as DMAIC. It is an acronym for Define, Measure, Analyze, Improve and Control.

DMAIC is the core of continuous imporvement of your process. By following these steps, you gain insights that you might not otherwise pay attentiion to.

Lastly, maintain communication with your team. Engage them for their valuable input. Even once the “ship” is underway, you have to allow course corrections to maintain a successful voyage. (Watch Greyhound with Tom Hanks to know what I mean here).

The Leader’s Challenge

The next time you make a big decision, don’t forget about keeping your eyes open for situation and circumstance around you changing. Don’t let your focus be so blinding that external factors get missed of overlooked.

The Naked Truth About LinkedIn Jail

Now I have a ‘record’. LinkedIn booked me in their user-jail for about two weeks. What it meant was, I could not send any connection requests to anyone unless I knew their personal email.

Now mind you I am not a spammer. I’ve been a faithful user on LinkedIn since 2005. Yes, I have over 17,000 connections, but that was built over 15 years of regular faithful and, I might add, compliant activity.

I’m careful with what I do there. I respect and honor the “code.” No junk posts, political or otherwise. All business. Yet for some reason, the algorithms kicked in and flagged my account. It took me three tries at appealing the decision. Here’s the storyline in summary.

I got flagged and shut down about 10 days ago. I was aware others have had this happen, so was alert to the steps needed to fix the problem. They say it is just temporary. LinkedIn will let you back in if you just fall on your sword.

First, I checked my pending invitations. The number was zero. I flush that queue every week, keeping nothing pending more than 7 days. Next, I stopped inviting anyone. Also, I turned off all my connected devices.

Mind you I am using the paid subscription to Sales Navigator, a platform that by definition is for sales prospecting. And it’s not cheap. You don’t prospect just those folks you know.

Finally I wrote my letter of contrition, begging forgiveness and reinstatement.

BANG! “No” they said. I was “an egregious violator and this sentence was for life.”

Wow, color me starting to get angry. How could they? After all I’ve done for them! Please allow me to elaborate.

The Back Story

In 2008, when I started Jobs Ministry Southwest, I was the first organization in the Greater Houston area to create a class for LinkedIn. I had met with the regional sales rep of LinkedIn. We collaborated and my effort was sanctioned.

I developed a presentation that when first launched had over 400 attendees at a 2 hour workshop. All of these folks were in career transition and needed help finding jobs. I was advocating they get busy on LinkedIn. My seminal effort was titled “12.5 Ways to Get Ahead Using LinkedIn”.

Later, it spawned a live, hands-on workshop series I led that was hosted by Belhaven University in their computer labs. Hundreds attended. The series caught the national attention of a tech writer at Fortune magazine. That was 2010.

I and my series appeared as part of a cover story on Fortune featuring the meteoric growth of LinkedIn. My organization made Linkedin a cornerstone teaching of ways to land a new job. Over a 5 year period, we coached over 4,500 professionals.

Today, I still evangelize the use of LinkedIn. I am an officer of Silver Fox Advisors, a regional association of business professionals whose main focus is helping small businesses grow. Working there, I coach the use of LinkedIn for my fellow members as well as many of the small business owners we serve.

I inlcuded all of this history in my third and final appeal to get released from jail.

Apparently, the gods found favor and sent me notice of the restriction being released. But there was a stern warning that any future violation would result in permanent restriction without the possibility of release or parole. God love Microsoft.

The Fix

If you want to stay on the straight and narrow path with LinkedIn, here are my tips (from an actual ‘Linkedin felon’ no less).

First, keep your invitation count low and reasonable. I’d say no more than 5-10 per day. NEVER reach out to a level 3 contact. Stay within your level 2 circle of connections so you can point to the actual name you have in common. Use that name as a reference. Thus you create a warm contact.

Now, in the spirit of full disclosure, LinkedIn still technically counts this a violation. If the person to whom you sent the invite hits the “do not know” button, you’re screwed. It takes a special, extra click of the mouse for someone to flag your invitation with “do not know” rather than merely rejecting it, but apparently, people are getting more hostile about doing just that.

Next, watch the build-up of stale unanswered invitation requests. You can delete old ones that have not been answered. Here’s how to fix that.

Per the letter I received from LinkedIn: Invite people from the “Add (member’s name) to your network” link OR click the “Connect” button on their profile. From there you can add a personal note to explain how you know them and why you’d like to connect. The personal note option isn’t available when you import your address book or add email addresses from the “Add Connections” feature.

Oh and be sure you are displaying a photo on your profile. People may not recognize your name, but they may remember a face. If you’ve uploaded your photo, be sure your settings allow it to display across all situations and platforms.

That’s it, plain and simple right? Don’t believe it. The mysterious algorithms have their ways. BWAH_HA_HA_HAAAAA Be watchful.

By the way, you can see my profile on LinkedIn here.

Cover illustration by Sally Thurer, NYTimes

What is Trust Anyway?

You and I share many different things. As leaders, we share common needs, goals, and attributes. Depending on who you talk to, you and I score at different levels depending on the topic we choose to ask about. However, there is one key area frequently cited as a critical factor in determining whether a leader is effective or not. That factor is TRUST.

Business leaders don’t consciously go about their day specifically trying to build trust. This would be like having ‘building trust’ on your to-do list. Let’s see, go to the bank, check; wash the car, check; build trust, wait, what? No, that’s silly.

They will let their decisions and their actions impact the level of trust bestowed on them by others. Age-old wisdom says trust is earned. Children are taught at an early age. Leaders know it too.

A Manager’s Challenge

Anyone who has ever assumed management duties understands how critical trust can be in persuading a team to perform. The collective efforts of the team can be hurt if individuals on that team have doubts about the boss.

There is usually some kind of default mindset at work between employees and the employer. Workers often start out not trusting the boss. Sadly, too many bosses start out not trusting their teams either. It truly is a two-way street.

Experts found that trust, social connectivity, and a general sense of well-being are all intertwined. There are scientific studies revealing that two sections of the brain involved in sensing trust.

Based on perceptions of trust, the participants (in the study) reported positive interactions with the “close friend” to be more rewarding than interactions with a stranger—and were more likely to interact with this player. This illustrates our innate human desire to connect with others and create close-knit bonds even if these ties are based on blind trust or lead to [other bad outcomes].

Brain imaging of the participants showed that two specific brain regions were actively engaged when someone thought they were trusting a close friend. Increased activity of the ventral striatum and medial prefrontal cortex were correlated with positive social value signals when participants made decisions based on a belief they were playing with a good friend.

But science aside, what makes trust so hard to build? Think about all of your own experiences with friends, co-workers, bosses, and leaders. You likely watched three levels of interaction that factored into how deeply you felt you could trust the other person.

Technical Ability

In a work setting, the team leader must demonstrate a certain level of technical ability to begin earning trust from the team. New, first-time managers struggle with this because they might have been promoted in recognition of their skills in one area, but they lack comprehensive knowledge of the whole team’s scope of responsibility.

Lacking that technical knowledge, they are deemed incapable of performing as team lead, so trust is denied.

New bosses moved in from outside the department suffer this same kind of gap. Until they can prove they know their stuff, the team will be reluctant to give the trust that might be needed for respecting the ‘new guy’.

I once was a department head of a large administrative group supporting a $5 billion asset portfolio at a large regional bank. I had several teams reporting to me, responsible for 5 different lines of business. One day, while walking through the department, one of the administrators stopped me and asked a fairly technical question. I paused and began coaching him on the topic, explaining the process and the calculations he needed for the problem he presented. He seemed shocked. I asked why? He said, “I didn’t think the Big Dog would know this stuff.” To which I grinned and replied, “How’d you think I got to be the Big Dog?”

Cultural

The next level is what I will call cultural trust. After technical trust is established there is still a void at the cultural or corporate level. The key question here is whether you demonstrate consistent, reliable actions and behaviors.

No one can trust someone or something that acts inconsistently. Roger Ferguson, founder of ISI HR Consulting and creator of “Big Five Performance” talks about this corporate trust as whether a leader is known to be trustworthy, delivers as promised, and is generally known to be a person of character.

Being consistent in the way you act and interact creates a level of trust that grows with each passing day. As soon as you make a serious deviation from the pattern you start, trust takes a step backward. This is why it is so critical for leaders to be mindful of the direction they want to go, centered on core principles, and committed to consistent behavior as a leader.

Personal

This is the most intimate of trust levels. This is the deep, one-on-one trust. This kind of trust with individual employees has people thinking “I don’t care what others say, I know what I believe about this boss, and I am very good with it.” Further “I will follow them wherever they want me to go.”

Why would someone be willing to say that? Because the other two levels have been satisfied and now opportunities to deal personally with the person have proven to be reliable and solid. The pattern is there, the details are there, and, even more importantly, the experience is there.

Complexity

This is why trust cannot be won overnight. It has to be earned. All three levels have to be engaged. You cannot make it to the gold ribbon level of personal trust without first achieving the other two levels.

Think about personal relationships. These same three levels are at work. Anyone who starts dating someone runs the same sequence of steps trying to test for trust. When you are the person wanting to earn someone’s trust, you have to be faithful to build these stages, carefully and thoughtfully.

More relationships crater over breakdowns in trust at one of these three levels. Repeated disappointment is the reason for the eventual failure of any relationship.

We just don’t want to be around people we cannot trust. Certainly not for any meaningful reason.

Leadership Lessons

For team leaders and executives at all levels, I teach a program called Team Trust. In it, we explore ways that teams and their leaders can use a proven, reliable, and repeatable process to build trust, eliminate unneeded distractions, and improve performance.

There are core disciplines that can be deployed to improve team performance by building trust at all levels of the organization.

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