Coach John G. Agno is your own cultural attache; keeping you abreast of what's effective in leadership. People learn better and are positively motivated when supported by regular coaching.
PERSONAL COACHING Leadership onboarding coaching helps the executive adapt to the employer's culture, create rapport with their team and develop productive ways to achieve necessary goals.
SELF ASSESSMENT CENTER Leadership skills and style testing. Know how you motivate and coach people to gain success at work and in life.
WHAT IS LEADERSHIP? Leadership is an interactive conversation that pulls people toward becoming comfortable with the language of personal responsibility and commitment.
LEADERSHIP TIPS “The crux of leadership development that works is self-directed learning: intentionally developing or strengthening an aspect of who you are or who you want to be, or both.” Primal Leadership by Daniel Goleman, Richard Boyatzis & Annie McKee (Harvard Business School Press)
“Everyone thinks of changing the world, but few think of changing themselves.” Leo Tolstoy
As people become more self-aware, they are usually amazed at the abilities of the conscious mind to choose, handle situations with deliberation, and behave appropriately for different occasions.
On the flip side, the unconscious mind is a powerful force driving our behavior. Within our unconscious lie veiled assumptions and beliefs that formulate what is called default behavior. The dictionary defines default as the “failure to perform a task or fulfill an obligation,” which means that default behaviors are reactive responses that occur when we fail to consider the appropriate response.
Becoming aware of our personal reactive tendencies is crucial if we want to make sense of our toxic behaviors, understand why we have permitted these gremlins to continue, and develop a plan for taming them.
Effective leaders know that what people value deeply will move them most powerfully in their work.
Because these leaders are aware of their own guiding principles, values, vision, assumptions and beliefs, they practice the art of not automatically defaulting to a behavior that is inappropriate for the situation. Instead, they focus on appropriate situational behaviors.
Unless we are conscious of our default behaviors, we will automatically return to them. We can make choices about our behaviors only when we are aware of them.
Here is a mental model worth memorizing and using:
Every now and then a person runs across a great book that really helps improve the quality of life. This is such a book! Written by top coaches of executive women, Barb McEwen and John Agno, the goal of When Doing It All Won’t Dois to develop solutions and strategies to help women’s lives be easier, richer, happier, and saner.
It’s based on the premise that doing it all won’t do. If you are a woman who is weary and stressed and taking on too much and struggling to juggle it all, this book is dedicated to helping you find the enjoyment and satisfaction you expected with your success.
Well-organized with real solutions and a helpful workbook section, this book focuses on developing your signature talents to do what you do best, developing a formula for success, and prioritizing your values and goals. A great read!
With the rise in virtual work teams, flexible work arrangements, and personal electronic devices in the workplace, the opportunities for cyberloafing—using the Internet for non-work activities—are plentiful and creating serious problems for many businesses.
A new study from the School of Business at the University of Wisconsin-Madison examines two key personality traits—conscientiousness and emotional stability—that affect the likelihood of cyberloafing and looks at certain workplace conditions that may increase employee engagement.
The following suggestions for organizations seeking to reduce online distractions as a means of increasing productivity:
Screen candidates for conscientiousness and emotional stability during job interviews.
Create appropriate human resource practices and effectively communicate with employees so they feel people are treated fairly.
Have a policy that personal devices and non-work e-mail can be checked during breaks or only as needed throughout the day to minimize distractions.
“Both conscientiousness and emotional stability are strong predictors for job performance, and their presence would suggest a reduced likelihood of cyberloafing,” says Maria Triana, associate professor of management and human resources. “But we found that even a conscientious employee with a strong work ethic will engage in cyberloafing if they feel there is a lack of justice or fair treatment in the workplace. That means it is important for organizations to focus not only on those personal traits, but in creating a work environment where employees believe they are treated fairly and equitably.”
The research found that conscientious individuals seek to fulfill their obligations, are normally centered on task accomplishment and are less likely to be distracted and cross the line into cyberloafing. Emotionally stable people have less need to spend time and energy regulating their emotions, have more capacity to allocate resources to tasks at hand and are less likely to lose focus.
Another workplace condition the research considered was the level of employee empowerment. When empowerment is high, people generally have a good attitude about work and are more likely to be satisfied.
An analysis by Korn Ferry (NYSE:KFY) shows that public companies with a higher rate of return (ROR) also employ professionals who exhibit higher levels of self-awareness.
A blind spot is defined as a skill that the professional counted among his or her strengths, when coworkers cited that same skill as one of the professional’s weaknesses.
The frequency of such blind spots was then gauged against the ROR of those companies’ stock. The analysis demonstrated that, on average:
• Poorly performing companies’ professionals had 20 percent more blind spots than those working at financially strong companies.
• Poor-performing companies’ professionals were 79 percent more likely to have low overall self-awareness than those at firms with robust ROR.
“Self-awarenesscan directly translate into better choices, and result in more fulfilling careers,” said Global Vice President of the Korn Ferry Institute, Joy Hazucha. “On the other hand, those with low self-awareness tend to scramble the messages they receive concerning improvement, interpreting them as a threat rather than an opportunity. They often have an ‘I am what I am’ mentality and continue doing things the way they always have.”
Hazucha says a person’s level of self-awareness can be increased through 360-degree performance appraisals paired with effective coaching. This in turn drives improved performance and greater work satisfaction.
“Feedback helps leaders to identify their blind spots,” said Hazucha. “We have known that feedback was important for personal improvement, but this shows that it also pays off in the organization’s performance. A collective focus on personal improvement leads to improvements in the organization.”
Korn Ferry released the third report in its “Succession Matters” series. An in-depth, global, executive study used as the basis of the report shows that a full half of respondents do not feel their organizations have a solid pipeline of “ready now” leadership candidates.
“It’s not enough to develop leaders generically and expect them to take on the specific challenges of a company’s strategic direction,” said Noah Rabinowitz, senior partner and global head of Leadership Development at Korn Ferry. “Development needs to be inextricably linked to business goals and strategy.”
One of the issues, according to Jim Peters, senior partner and global head of Succession Management at Korn Ferry, is timing. “Organizations are not planning effectively, they are not starting succession deep enough down in the leadership pipeline. This is hugely detrimental,” he said.
According to the study, only 54 percent of respondents feel that their organizations are providing potential leadership candidates with new challenges and assignments, with only 53 percent saying their organizations identify candidates who are “ready now” for promotion to specific roles.
“Often times, leaders spend a good part of their careers participating in standard development programs that aren't customized to their specific needs, which significantly hinders the fulfillment of their true potential being reached,” said Rabinowitz.
To determine readiness for a more advanced role, Korn Ferry recommends live simulation assessments, where leaders face a unique, pressurized environment and decision-making scenarios that they would face in their new role.
“Simulated assessments clearly show a leader’s current state of readiness and provide a real taste of what a role will demand of him or her,” said Stu Crandell, senior vice president of Global Offerings at Korn Ferry and the Korn Ferry Institute.
“When you know the development gaps that still need to be filled, you can target development, often through coaching, to specifically address those issues within a set timeframe,” said Crandell.
About the study
Commissioned by Korn Ferry, Hanover Research conducted a global survey in August/September 2014 across 54 countries around the globe, from organizations ranging in size from 500 to more than 50,000.
Tens of thousands of new leaders are promoted into jobs managing people for the first time every year.
Since no one steps into leadership knowing everything they need to be successful, authors Tacy M. Byham, Ph.D. and Richard S. Wellins, Ph.D. created a step-by-step resource, Your First Leadership Job: How Catalyst Leaders Bring Out the Best in Others, that explores the mindset, toolkit and practical advice first-time leaders should employ to become better and more productive leaders. It draws on the authors’ unparalleled research, experience and lessons learned helping companies select and develop thousands of leaders each year. The book covers a number of topics:
Leadership is a Choice
The authors help those considering leadership positions make the right career choices. “Contrary to popular belief, a step up to a leadership position may not be the right decision for many,” states co-author Wellins. “Both research and experience show that individuals pressured into taking a leadership role were three times more likely to be dissatisfied and twice as likely to consider quitting than those who voluntarily sought the position.”
Transitioning into a leadership position carries with it a unique set of challenges. Leaders in Transition research identifies a transition into a first leadership role as one of life’s most stressful—landing on the “awake-all-night” continuum somewhere between personal illness and managing teenagers.
The top challenges new leaders face identified in the book related to that transition include: 1) shifting mind-set from individual contributor to getting work done through others; 2) earning the right to lead; 3) developing a wider, broader network; and 4) translating strategy into action. For each top challenge, Your First LeadershipJobprovides first-time leaders with a clear path to navigate the challenges flawlessly.
The Catalyst Leader
Byham and Wellins paint a clear picture of what it takes to become a remarkable leader. They call this person a catalyst leader, who ignites energy, passion and commitment in others. The traits of this new breed of leader are critical to a new leader’s success in the current VUCA (Volatile, Uncertain, Complex and Ambiguous) business environment. “Catalyst leaders represent the gold standard—energetic, supportive, forward-thinking mentors who spark action in others,” states co-author Byham. “They help people and organizations grow by intentionally pursuing goals that stretch their skills and test their mettle. And, catalyst leaders are opportunity creators—they open doors of opportunity for others.”
More than half of a new leader’s day is spent in conversations. They may be communicating a change, gathering data or collaborating to solve a problem. The best conversations help colleagues feel understood, valued, trusted and motivated. Byham and Wellins identify “interaction skills” as the essential foundation for these conversations and include tips on how to build those skills and make each conversation count. They point out that leaders with strong interaction skills have more engaged teams (89 percent), lead teams to exceed their productivity goals (83 percent) and are three times less likely to have turnover.
Managers said a new test, administered online, has reduced turnover and allowed Delaware North Cos., a hospitality company, to more accurately select applicants who best fit the job.
“Now we understand better what makes a great reservation sales applicant,” said Andy Grinsfelder, vice president of sales and marketing for the Buffalo, N.Y.-based company’s parks and resorts division.
Pre-hire assessments have been used for years, but never have such tests been deployed so widely at companies across the U.S. The automation of the job application process, combined with powerful data tools and inexpensive online software, have led to falling costs, more accurate results and a surge in use.
Companies aren’t settling for people with minimum skills; they want applicants who stand out in ability and workplace temperament, a new recruiting standard they say yields longer tenure and higher productivity.
A shift to online job applications in the early 2000s that allowed employers to streamline the recruiting process—historically labor-intensive. Taking stock of “candidates’ data now takes minutes.
"Now, Discover Your Strengths" by Marcus Buckingham & Donald O. Clifton, Ph.D. in 2001 helped you to identify your innate signature talents so that you can build them into leadership strengths. Now there is newer (2007) business bestseller book called "Strengthsfinder 2.0" that utilizes the same self assessment.
You can find these books at your local bookseller or purchase them online.On the inside of the book jacket cover there is a unique code number to take the online Strengthsfinder.comself-assessment.
When you receive your top five "signature talents" report, you need to keep them in front of you so when a situation arises, you may refer to your top five signature talents and decide which to put into action when facing your new leadership situation.
Traits....like smart, funny creative, dishonest and introverted...end up playing a big role in our mental representations of one another.
Chances are good that if I asked you to tell me about your spouse, your boss, or anyone else you know well, you would start rattling off a list of trait terms, rather than talking about their goals, beliefs, hobbies, or the groups to which they belong.
People don't really have traits--if what you mean by traitis that people have stable and predictable tendencies to behave in certain ways all the time.
Take someone who is extroverted. He or she may be more gregarious and talkative than others, but probably only in certain situations. For instance, s/he may be extroverted (or clever, funny, warm, or engaging) with their friends, but less so with work colleagues or strangers.
Also, a person's "typical" behavior will change as a function of where he or she is, whom the person is with, and what he or she is trying to do. This, of course, is one of the reasons it's relatively easy for two people to have very different impressions of you, depending on the situations they see you in.
Unfortunately, we tend not to take context into account when observing someone's behavior. The situational forces that affect--and sometimes completely control--someone's behavior may not be considered.
For example, when in power, people focus more on the potential payoffs of their risky behavior and much less (if at all) on the possible dangers. This may come as no surprise, but powerful people are more likely to act like selfish jerks. For example, the highest-status cars cut off other drivers (by going before it was their turn) 30% of the time, compared with only 7% for the lowest-status cars.
Successful leaders are adept at identifying and leveraging their strengths and those of their team. A strength is both what you love to do and what you are good at. Telling others your unique strengths is the first step to leadership transparency and authenticity.
How to discover your strengths is to take some leadership self-assessments and to ask others with whom you have worked closely. Today, there are a number of books available online or at your local bookstore that help you discover the foundation of your signature strengths.
Once you buy the book, you will get a unique code to take a self-assessment online. The website will then send you a list of your top five strengths with a full report of definitions. These strengths are unique to you and therefore should be used as the foundation of your leadership throughout your career.
Seeing ourselves clearly does many things:
• It allows us to control impulses and select the most appropriate behaviors.
• It shows us how to avoid reacting in negative and potentially self-limiting ways.
• Knowing our strengths and limitations makes us more understanding of others.
• Gaining an understanding of issues reduces conflict in ourselves and in others.
Being aware of the affect of your personality and default behavior on the people in your life helps you to engineer a better communication and leadership style.
There is one last point to make regarding discovering and leveraging your life signature talents. That is a strength, taken too far, can be a weakness. An example is "competitiveness" when taken to the extreme; means winning at all costs. Or when someone who is extremely "analytical" overuses this strength, it can lead to needing more information constantly before making a decision (analysis paralysis).
Here are some business bestseller books that you can read to learn how to be an effective leader.
"Now, Discover Your Strengths" by Marcus Buckingham & Donald O. Clifton, Ph.D. in 2001 helped you to identify your innate signature talents so that you can build them into leadership strengths. Now there is newer (2007) business bestseller book called "Strengthsfinder 2.0" that utilizes the same self assessment.
You can find these books at your local bookseller or purchase them online.On the inside of the book jacket cover there is a unique code number to take the online Strengthsfinder.comself-assessment.
When you receive your top five "signature talents" report, you need to keep them in front of you so when a situation arises, you may refer to your top five signature talents and decide which to put into action when facing the new leadership situation.
When you compare how people categorize themselves with how their counterparts categorize them, the correspondence is disturbingly low—not much better than flipping a coin.
Not realizing how others see you leads to bad decisions and spoiled relationships. And when others sense that you’re clueless about your personality, it can undermine your general stature and credibility.
If self-awareness is so important, why do so many people lack it?
One reason is because other people often don’t serve up clear signals. Some of this reflects politeness and white lies (“Your presentation looks great!”). Other skewed signals stem from tactical motives, like ingratiation (“Of course you’re the best manager in the division, boss”).
This warped and ambiguous feedback then runs up against two of our own internal tendencies: We often make self-flattering assumptions, and we expect others will agree with us: “I think I’m a good, effective, talented person…and so others must see me that way, too.” Repeat something like that enough times and it can become a force field, deflecting the occasional true signal that does head your way.
One effective way to raise self-awareness is to gather anonymous assessments from peers and colleagues, with the results collected into an overall report that doesn’t identify who said what.
Take a Small but Concrete Step
Do something—one thing—that can initiate a process that might lead to greater self-awareness.
If you’re on your own, you might enlist the help of an executive coach who can facilitate not only gathering data but also making sense of the results.
Contact an executive coach. Talk to a role model about their self-awareness and how it has mattered to them. Reach out to a trusted confidant and to tell you how others see you.
How can you use pattern recognition to sharpen your focus and alert your business mind to prepare for transformations?
First and foremost, you need to identify patterns that are present in certain events and trends that affect your business. Then, adjust your decisions accordingly.
Your mind is essentially a window of possibilities. It can be creative and innovative, but sometimes it fogs up and must be cleaned by clearing out old views and replacing them with fresh ones.
Recognizing Patterns
When preparing to transform a business, look for patterns prior to beginning that could help you determine which actions to take.
These patterns may be within your business, or they may occur outside it. Train your brain to scan for possibilities brought on by external changes. Is there a pattern to this activity? What are the media and industry analysts paying attention to? What trends are happening?
Then, note the patterns that are occurring inside your business. Perhaps you'll notice a pattern in the demands your customers are making. Go through your customer support feedback. What are customers asking for? Is it something you can support, change or alter?
As you can discern from customer complaints, connections may be made one at a time, while unfolding into an overarching pattern. This pattern can be shaped into a realized action plan, thanks to the time, teamwork, open minds, and creativity.
As opportunity assessments are conducted and information is uncovered on the path to transformation, business leaders must allow flexibility when the need arises to veer from the path in order to maximize possibilities.
Q: Last year, we sold more professional services than expected. Now it looks like our services revenue will be higher than that generated from software product sales by the end of the year. What key success factors should we watch to maintain our company profits?
A: Managing professional services tends to be highly predictable with a steady positive cash flow. Whereas, managing a product business can result in very unpredictable swings in monthly revenue generation.
The fluctuation in revenue is one reason why product sales generally carry higher profit margins than the steady cash flow generated from service fees.
Set and monitor product and service line gross profit margins
Professional services have become a commodity in most industries and this has resulted in competitive pricing. So, I would suspect that your concern about maintaining gross profits of the past, when product sales dominated your business, is very real now that operations are more services oriented. When the majority of your revenue came from high margin product sales, you could afford to provide lower margin professional services to train new customers and implement product solutions. Now that services are exceeding product sales, your overall gross profit margins are, most likely, dropping.
Maintaining a profitable balance between services and product revenue can improve overall company profitability. Proprietary equipment or software sales allow for slightly higher margin service fees when the customer is locked into your product. Conversely, product-educated service providers can steer prospects toward buying your proprietary high margin products. Everyone sells what they know will work best for the customer.
Test business strategy by knowing what customers think of you.
If you think your business is now and will be more service-driven than product-driven, it is time to rethink your business and pricing strategy. Very large companies in the information technology industry, like IBM, are successfully moving from product-driven to services-driven businesses. Having your product customers outsource their management and maintenance services to your company may prove to be a long-term win-win arrangement.
Once you decide on what drives your business, services or products, it is time to check to see how your customers and potential customers see your company. Customers’ buying decisions are based upon their perception of the best value available. Value is comprised of service, quality and price. Note that it’s “perceived value” that counts.
Perception is how others view us. You have a great deal of control over that perception; in how you and your employees present your company in person, advertising, correspondence and brochures, and what you deliver in product or services. If you clearly understand your company’s technical and marketing strengths relative your competitors, you can deliver a consistent and powerful message. A key success factor is to periodically test to see how your customers’ perceptions have evolved---to always know what they really think about your firm.
Periodically analyze what your customers want to buy from you.
When you and your employees are delivering products or services to customers, you receive “grazing rights” within your customer’s place of business. These grazing rights give you the ability to look for new opportunities where your firm can provide something that your competitors can’t readily deliver.
Once you have defined what that new service or product might be, informally ask your customer contacts if they would be interested in buying such a product or service from you. If their answer is “yes,” explore what it would take to structure your organization, your operations and your company’s image around these new strengths.
Developing and delivering new customer-driven products and services can lead to consistently profitable revenue growth.
