Posts Tagged ‘career advice’

The Abundance Mindset

April 3rd, 2019

“Abundance is not something we acquire, it is something we tune into.” – Wayne Dyer

It is all too easy to get caught up in the world of ‘not enoughness’. In an age where we are constantly being told that we need more, should aim for more, deliver more, earn more and want more is it any wonder that not having enough, doing enough or being enough is one of our greatest social cripplers and fears.

The real danger of this scarcity mindset is the paralyzing effect it has on us. Not only can you find yourself living in the interim moment – I am here, but when I am there everything will be bigger, brighter and better – but you can also easily fall into the trap that there won’t be enough to go round unless I fight for it. And herein lies a major issue for the way we manage our careers, our teams and our businesses.

Viewing our career through a scarcity lens can sabotage both your success and your progress. Scarcity people believe that there may not be enough pie to go round or that their share will be smaller than everyone else’s. Abundance people simply believe that you can make more pie.

People with a scarcity mentality tend to see the world (including the workplace) in terms of win-lose. Whilst it often is not about being malicious it manifests in negative workplace cultures and individual outlooks. People with this mindset typically hold onto knowledge, resources, people and staff with a tight reign. They find it difficult to share recognition, power or profit. They keep things close and small because they can control or influence situations with ease. As a result teams fracture, silos form and careers are damaged.

Conversely people with an abundance mentality see the world in terms of win-win. They are genuinely happy for the successes, well-being, achievements, recognition and good fortune of other people. They go out of their way to help others and contribute to their success because in doing so they believe they can all – both individually and collectively – achieve more. People with an abundance mentality operate from a strong sense of worth and security. They typically adopt a bigger outlook on life and the world and consequently generate new opportunities and possibilities. Not only do they have the ability to unite people, they connect ideas, remover barriers and roadblocks and engender healthy workplace cultures where contribution and recognition are valued.

Stephen Covey is credited with coining the term ‘Abundance Mentality’ in his book The Seven Habits of Highly Successful People. He notes that scarcity people are always comparing and competing and believes it s a sure fire recipe for unhappiness. Abundant thinkers feel rich before they become rich – and not just monetarily but in all things of value – time, relationships, attention, experience and happiness.

Take a moment to think about some of the attitudes and behaviours around you today:

If we want to expand our possibilities and grow our opportunities we need to shift our thinking away from scarcity to abundance. In doing so we maximise our potential for success and fulfillment.

I believe that there are two critical strategies for developing an abundant mindset:

  • Know your own strengths and play to them: Your talents and strengths are unique to you and nobody can take them off you or away from you. The more clarity that you have around what they are and how to best apply them, the more you can rely on them to power your career.
  • Position yourself for recognition: This is not about endless self-promotion. Rather it is about building up your portfolio of accomplishments and positioning yourself for more opportunities and achievements. To do this successfully you need to seek feedback and input from your leaders, team and mentors both from within and outside your organization.

Scarcity separates and abundance unites. We all want to be part of a winning game where opportunities abound, successes are shared and achievements are celebrated. Cultivating the right mindset and environment for both our teams and ourselves is what will position us all for success.

By observing some of the behaviours around you, do you see more of an abundance or scarcity mindset?

Comment your observations below, I would love to hear your thoughts.

The Bounce Back Factor

February 19th, 2019

Yesterday is not ours to recover, but tomorrow is ours to win or lose.’ – Lyndon B. Johnson

We’ve all experienced times where we feel we’ve blown it. It might be choosing the wrong hire or job, a failure to act, a slip of the tongue, an emotional outburst, or just a dumb decision when you think you should have known better. The reality is we all make mistakes, but they don’t have to signal irreversible damage or the end of our career. It is how we react and what we choose to do after that sickening moment we realise our error that determines just how big it turns out to be.

Understanding how we view these mistakes and failures is critical to if and how high we bounce back.  When societies, businesses and individuals choose to view failure as experience rather than losing they are setting themselves on a course that is rich in new learning, networks and opportunities. They provide themselves and others with the confidence, clarity and energy to move forward and not remain stuck where they are.

Still the memory of our mistakes can sting for a while and recovering from them is neither inconsequential nor unimportant. If it was we would continue to make them with little regard for the consequences they held in both our immediate and long-term futures.

The reality is over the course of our lives and careers we will make mistakes. If we don’t, we are either playing it way too safe or not playing at all. Our bosses, peers and team members will also make mistakes. Again, how we choose to react will play a part in how big they become. As Alexander Pope wrote nearly three centuries ago ‘To err is human, to forgive divine’. Whether it be forgiving ourselves or those around us, we need to ensure that we are focused on the future and not in the messiness of the mistake.

Developing an inner strength and resiliency to move forward is critical. Without it we further compromise our position and opportunity for future success for those associated with our actions and ourselves. Martin Seligman, an American Psychologist who is well regarded for his work on positive psychology and resilience found that people who recover from setbacks and failure often view it as a temporary, localised and changeable event. Conversely those who struggle to move beyond their mistakes and failure learn to accept their scenarios as something they have no control over and consequently develop a ‘learned helplessness’.

Resiliency brings security. In a world that is characterised by constant change and uncertainty our ability to feel comfortable and move with the changing times, recover from setbacks and navigate the unknown is a critical skill for both personal and professional success. Our lives and careers today require us to be nimble, responsive and adaptable in both the good and not so good times. Anticipating risk, limiting fallout and the ability to ‘bounce back’ are essential skills for today’s leaders. Without it we not only risk our own career but also the performance and abilities of our teams by failing to see the opportunities that lie in front of us.

So how do we learn to think and act constructively rather than react in an emotionally destructive manner following a period of failure?

  1. Own It: To move beyond our mistakes we firstly need to own them by admitting to ourselves that it is our error. Denying responsibility holds us back, creates defensiveness and tends to protract the pain and period of time needed to resolve the issue. It also helps us avoid the blame trap.
  2. Acknowledge It: Whilst our first reaction is to want to hide away there will no doubt be some people who will need to know and who are impacted by your mistakes. Acknowledging our mistakes with honesty, integrity and transparency is also a powerful leadership example to set for those around us.
  3. Manage Your Emotions: Don’t sit on them or in them! Supressing them or dwelling on them prohibits any positive forward thinking or movement. Not only does it hold you back, it also drags you back.
  4. Mitigate The Risk: Invariably there are three immediate courses of action to choose from: Undo, Redo or Make Do. Understanding what your options are will help you to focus on what the next best course of action is to take.
  5. Understand Why: To learn from our mistakes we need to understand how and why they have occurred. It will help us to spot the early signs of reoccurrence, what actions we can take to avoid it and if possible what can be done to eliminate it.
  6. Repair It: Where possible we need to take the necessary actions to repair the damage that has arisen from our mistakes – with projects, with brands and with relationships.
  7. Forgive Yourself: More often than not we are our own harshest critics as our failings leave us feeling overwhelmingly disappointed, vulnerable and ashamed. We need to remind ourselves that ‘we did wrong, not we are wrong’. Continuing to berate ourselves keeps us reliving the moment and stops us from moving forward and learning from our mistakes.
  8. Fail Forward: Learning how to acknowledge, recover and learn from them allows us to grow as individuals and leaders. It helps us build and maintain the skills and relevance required for all that we do in life and in our careers.

Jazz great Miles Davis once said ‘When you hit the wrong note, it’s the next note that makes it good or bad’. When we as individuals and leaders know how to play those next notes and manage our responses to mistakes and failure, we can in turn support the mistakes and failures of those we lead. When we do this we are building and empowering a strong, bright and resilient future for both ourselves and the teams and businesses we lead.

As always I would love to hear your thoughts.

Leading With Intent

February 5th, 2019

“What I really love about ‘Intentional Living’ is that it causes you to start. It doesn’t allow good intentions to stay as merely intentions. It says you’ve got to turn those into good actions.” – John C Maxwell

Most of us have been guilty of allowing ourselves to think dreamily about the future – moments spent fantasizing or talking about ‘the day’ when we buy the dream house; take that overseas holiday; finally get to work on something that we love or be in a position to really influence and add value to others. Or maybe we’ve heard it uttered in the corridors by others ‘Some day I will earn enough to do X’ or ‘Some day I will step out and do X’.

The reality is though things don’t just happen just because you think it. You don’t magically find yourself standing at the departure lounge waiting to board the flight for that once in a lifetime family holiday without saving or planning; or find yourself working on exciting, innovative projects just because you turned up at the office. Success comes to those who are intentional. Regardless of whether you are starting your ideal role, changing career direction or simply buying your dream car, it has come about because there has been a purposeful decision made coupled with action (often lots of it) taken to see it become a reality.

As leaders, it is imperative that we are leading intentionally and not just talking about what we intend to do. That means leading firstly ourselves with purpose, clarity and confidence and then leading our people – and not just the outcomes. Failing to do so not only sees us risking disengagement, misalignment, conflict and productivity but also sees our own leadership credibility called into question. Nobody wants to work with or for somebody who is only full of great intentions, instead they want to work with and for people who know how to turn intent into action and in a way that has meaning to them.

Creating value and impact for individuals is a key ingredient of intentional leadership. To do this we need to engage meaningfully, create opportunity, support learning and growth and reward and acknowledge individual contributions. We need to also do this in amongst the myriad of our other core responsibilities. However unless we carve out dedicated time to do this our role as a leader will remain nothing more than a great intention. AND people can and will see through it!

As the well renowned leadership expert John Maxwell notes, you know when you are leading intentionally and on the road to success because it’s all uphill. That doesn’t mean the road is always fraught with obstacles or difficulties but rather it is one that requires consistent, deliberate and disciplined behaviours and choices. There’s no coasting to success. You can’t just hang around at the office for days or weeks on end and think ‘something good might happen to me today on this road to success’. If you wait around you coast and when you coast you go down hill never up.

So what are the habits and traits of leading with intent? I would encourage you to take a moment to reflect on the following 6 characteristics and how you might seek to embody them in your role as a leader

Intentional Leaders:

  1. Assume responsibility for who they are and where they are: Ultimately we are all responsible for the path we are on and where we are along that path. Leaders who assume personal accountability are much more likely to achieve success, unite teams or enact change if required.
  2. Are clear about their leadership purpose: They recognise what their core value is and know that it is more than a checklist of tasks to do today, next week or this financial year.
  3. Care about their people: They know what high impact looks and sounds like for the individuals on their team. They care enough to offer challenge, opportunity, growth and recognition; and will challenge behaviours and values that compromise the integrity of their team and what they are aiming to achieve.
  4. Challenge the status quo: Chase what could be and not merely what is. Fresh opportunity, increased productivity, relevance and fulfillment do not come from simply standing still or doing what we have always done but rather from seeking new and improved ways of doing things.
  5. Build trust: For leaders, trust is two fold. You need to be able to engender it and you need to be able to give it. Without both, success is almost always compromised.
  6. Celebrate the milestone achievements: Whilst leading with intention requires us to look over the horizon, it also means recognizing success along the way. Recognising that success is a series of building blocks is critical if we are to maintain purpose and momentum for what we do.

Living and leading intentionally doesn’t mean that we always have to be pushing, striving or seeking out the next big thing. Let’s face it; we would be exhausted if we did those things 24 hours a day, 7 days a week and 365 days a year. Sometimes taking time out to re-energise and re-engage needs to be an intentional act. What we do need to do is get crystal clear on what we want and why and to then start closing the gap between intent and action. It means being realistic about how we do it and what offers the most impact. To do this we need to know that our actions (and reactions) not only matter but also are what will be remembered.

As always I would love to hear your thoughts below.

When Less is More

December 4th, 2018

“You can’t be your best self if your life is cluttered with the non-essential” – Greg McKeown

Busy.

It’s a word that is used every day by almost all of us. For many of us, our lives seem to not only be busy but getting busier with every waking minute and week that passes by…. especially at this time of the year!

It’s all too easy however to find ourselves caught in a sea of ‘busyness quicksand’ that leaves us both unproductive and stuck. Stuck with unforgiving diaries that see us stretched too thin. Stuck feeling like our time is constantly being hijacked by everyone else’s schedule. Stuck with problematic team members. Stuck in unfulfilling careers and doing things that simply aren’t us.

When you feel ‘stuck’ you are more often than not, running flat out, burning lots of energy and going nowhere fast. Finding yourself on the hamster wheel is exhausting, unfulfilling and unsustainable. The tricky thing is that by the time you realise you are on it; you are already spinning so fast that jumping off seems impossible and downright dangerous. The key to jumping off the wheel is recognising that it is nothing more than a routine – a routine that you firstly created and one you can absolutely change.

Greg McKewon, author of the book Essentialism: The Disciplined Pursuit of Less, makes a powerful case for achieving more by doing less. In his book he talks to the need to firstly understand and then adopt the discipline – and it is a discipline – of discerning what is absolutely essential and then eliminating what is not. In doing so you not only ensure that you are focused on making the greatest possible contribution to what is truly important for you, but you also take back the control for your own choices about where you invest your precious resources time and energy resources.

For many of us when we decide to simplify things, we approach it like we do when we de-clutter our wardrobe. We firstly wait until it is at bursting point when we can’t fit anything else in; or when everything is so worn out we ‘retire’ items to the bin. We then set about filling it back up with similar things that are just shinier and newer rather than thinking about what it is that we actually need.

As McKeown notes, mastering the art of Essentialism is two fold. Firstly it is a mindset, followed by some key actions (which he refers to as Exploring, Eliminating and Executing). The attached model is a great demonstration of the way people with Non-Essentialist versus Essentialist attitudes think and act – and what they ultimately get.

It is not just a matter of sitting down and taking a bunch of the non-essential things off the list or out of the diary. Equally important is determining what the essentials are and prioritising them in the calendar.

None of us want to get to the end of our lives wishing that we had been brave enough to take the leap – what ever that leap may be – to live the best version of ourselves. In McKeown’s words, avoiding this sad end ‘requires not just haphazardly saying no, but purposefully, deliberately and strategically eliminating the non-essentials which means not just getting rid of the obvious time wasters, but cutting out some really good opportunities as well’.

So a few suggestions for adopting the Keeping It Simple approach:

  • Understand you hold the power of choice
  • Conduct an audit on what is truly essential for you, your career or business and your life
  • Master the art of saying No
  • Own your space (diary) – both personally and professionally
  • Check in weekly: Is this the right routine? Does it need tweaking?
  • Diarise your own quarterly review

Whatever you have on your plate at the moment, got there because you said yes to it. What we keep on our plate and how we manage it is up to us.

As always I would love to hear your thoughts below.

Avoiding the Energy Crisis

November 21st, 2018

“Your energy is a valuable resource, distribute it wisely.” – Jay Samit

None of us are surprised to hear that when your energy levels are low, your work suffers. In fact most things suffer. Motivation wanes, productivity falls and efficiencies slow. Equally, failing to channel your energies in the right direction can also be just as problematic – distractions and frustrations abound with lots of energy expended for very little result.

As a consequence we often find ourselves facing mounting pressures and increasing demands – to which many of us typically respond by simply working longer hours. If I just do more, work harder, things will improve and I will get ‘through it’. When we don’t just simply ‘get through it’ we start to question our capability, purpose and impact. And, so begins a vicious cycle that if we aren’t careful can have severe ramifications for our health, career and relationships.

The problem with simply working longer hours is that you can still run out of them because there are only a fixed number in each day, week or year. Unlike time, energy though is a renewable resource that can be topped up when we know how. Knowing what depletes our energy and what refuels it is the key to developing healthy, sustainable work habits and supporting ongoing success.

As we race towards the end of the year, I would encourage you to think about how you manage and distribute your energy reserves. In doing so, you will not only enhance your opportunity to engage in meaningful work, you will maximise your efficiency.

Take a moment to consider where you sit on the above graph. Regardless of which quadrant you sit in, you need to understand why you are in that position.

If you are fortunate enough to sit in the ‘Fulfilled’ quadrant, you need to be clear about why you feel that way, what has helped you get there and what you need in order to stay there.

Conversely if you find yourself in one of the other three quadrants you need to determine why and what actionable steps you can immediately take to help you maximise both energy and productivity. Taking the time to critically reflect on the position you find yourself in opens up the pathway to higher level learning, deeper engagement and provides the platform for informed and confident decision making. It is also a critical exercise if you are to create a career and business you love.

Start by asking yourself these five simple questions:

What do I do and why? Nothing is more empowering than feeling aligned to your core purpose, talents and capabilities. The reality is that when you are inspired by what you do you are more actively engaged in your work and your business and you produce better results. Your purpose becomes your generator.

What daily habits fuel my energy? Of equal importance, is the ability to recognise those everyday habits that generate or rob us of our energy. Am I looking after myself physically, mentally and emotionally? Have I created healthy sustainable habits that will last beyond January and support optimal health in all areas of my life?

Am I bored or stuck in a rut? There is no doubt that routine kills energy. We all have things that we need to do but understanding how we can shake things up is important. Pushing the boundaries of our comfort zone more often than not also brings new knowledge, new networks, new opportunities and lessons that light a spark and fuels a passion for what we do.

Do I understand how my role and my skills add value to the business? We all like to know that our contribution is valued and how it impacts the overall success of our team and business. Initiating a conversation to understand what your value is or ways to increase it demonstrates a strong sense of accountability and desire to play an active role in both your own direction and that of the business you work for.

What relationships do I need to dedicate time and energy to? Too often one of our major blockers or causes of angst is between our key stakeholders and / or team members. Taking the time to understand individual work and communication styles is a critical part of not only developing our influencing and leadership skills but also to ensuring timely and effective outcomes.

As leaders, we face never ending pressures to do ‘more with less’ – less resources, less money and less people. Even with these ongoing pressures, most of us recognise the need to invest in our own and our employee’s knowledge and skillsets. However we also need to consider how we build and sustain capacity for ourselves and our people. Healthy behaviours and productive practices start with us.

As always I would love to hear your thoughts.

Mastering the Art of Delegation

October 24th, 2018

“The best leaders are the ones have enough sense to pick good men to do what they want done and self restraint enough to keep from meddling with them while they do it.” – Theodore Roosevelt

We all know that our success is greater than us as individuals. However when it comes to letting go, entrusting others and delegating it can be easier said than done.  Building teams and surrounding ourselves with those who are not only willing and able, but who also value quality and pursue excellence is what we as leaders all aspire to do. But are we our greatest challenge? Are we limiting our success by not mastering the art of delegation?

Make no mistake, you can make or break your leadership success by the way you delegate… or in your failure to delegate. Great delegation not only saves time, money and frustration, it also provides you with an opportunity to build capability and capacity in your people. It is a balancing act that not only requires you to understand how to delegate but what level of delegation to adopt.

Recognising how and why you delegate (or not) is quite possibly the key to working out how to do it properly. For most people, they simply don’t do it because it takes a lot of effort up-front. When you are capable of carrying out the task or project in your sleep and it is relatively straightforward for you to complete, it is very tempting to adopt the mindset of “It’s just quicker and easier if I do it myself’. The big question though is ‘Would it be a good use of my time?’ If you do this for all the little things that you are more than capable of, you will very quickly find yourself not only operating at a lower level but also missing opportunities for yourself and your team because you are too busy to see them.

The second reason that many people fail to delegate is that they find it difficult to relinquish control. How often have you felt the wave of disappointment with the results of what you have delegated? The results don’t match what you had expected or aren’t in line with the way in which you would have done it. Sometimes this is due to the person carrying out the task but sometimes it is also the fault of the person giving the task or project. Understanding what level of delegation is appropriate for the project and to what person is key.

At the heart of effective delegation is communication and clarity. As leaders, you firstly need to be very clear about what you must do versus what you entrust to others. Gaining buy-in or desire from others to want to support and be involved is the next critical step to ensuring quality outcomes are achieved. People are much more engaged and committed to delivering on a responsibility when they have been bought through a process of agreeing to it. By investing in time to explain, discuss and agree the critical outcomes, responsibilities and timeframes you are creating robust frameworks for success.

Understanding who to delegate what to and the extent of freedom to deliver is possibly one of the hardest aspects to mastering the art of delegation. It is also a fundamental driver of organizational effectiveness and the growth of your people, as well as your own success.

To do this effectively you need to understand the capability of your people and what you require in order to remain ultimately accountable as the manager. I would encourage you to think about the 6 levels of delegation below and where they may best apply to you, your current team and projects. Each level progressively offers more autonomy and ownership for the person(s) involved.

  1. Instruction: ‘I need you to do exactly this…A,B,C’
  2. Investigation: ‘Can you please gather me information on XYZ and come back to me for a decision’
  3. Investigation and Decision Making: ‘Once you have all of the information, let’s sit down together to discuss and decide next steps’. A higher level of this could include the additional step of being advised what help is required from you as a leader.
  4. Analysis and Recommendation: ‘What is your view of the situation and recommendation for proceeding?’
  5. Recommendation and Sign Off: ‘Let me know your decision and why before checking back in with me to proceed’
  6. Manage and Inform: ‘Happy for you to do what you think is best, just keep me in the loop or report back to me by X time’

Underpinning the success of all levels is the communication and support frameworks that surround them. Open, transparent and timely communication is critical if people are to feel empowered and supported in what they need to do. Opportunities to ask questions, collaborate and discuss outcomes at any point will not only empower individuals but also motivate and drive commitment to the project and the results.  Without these frameworks in place you run the risk of ‘upward delegation’, which occurs when people run into trouble and they shift their responsibility back to you.

As leaders we all have an obligation to not just deliver on our core responsibilities but to maximise results and opportunities for our business and our people. For those who learn to master the art of delegation, they learn to do this not just for others but also for themselves.

What are some of the biggest challenges you find when delegating? As always, I would love to hear your thoughts.

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