What's A Little Known Coaching Method That Can Quickly & Dramatically Improve Your Results?

Sometimes as a leader, business owner, manager, we need a raw reality check! We all need those from time to time to achieve what we desire!

We great distracted. We have so many things tugging at our attention...that may have less to do with what really needs to get done.

If fact for those of us with a ton of responsibility, there are lots of things that need to get done - but some sooner than others - timing is critical. The challenge for us?...keeping the main thing the main thing.

So how do we practically do that? In a recent conversation with an executive client, we discussed a very simple method that can be used to easily coach this issue in an highly-effective way...and in a way that is little recognized.

The cool thing is, this method does not require some highfalutin coaching engagement and...the really good news???? It's free!

Imagine doing something for free and being able to get a high financial return! :-)

Here's what I suggested - use 2 simple time management practices - time mapping and/or time tracking using a week at a glance spreadsheet or calendar tool. 

Why? Time usage is a truth teller!...and it reflects 2 critical areas of getting the right things done at the right time to achieve desired activity and results.

Area 1 >  How and what decisions are made through-out the cycle of the week.

Area 2 > How those decisions correspond and align with pre-determined, strategic targets & goals.

This may sound really strange, but hang with me here. 

If we're not achieving the results we want, the main reason is...we are choosing not to! Choices produce results.

Now, we may not be clearly conscious of this truth for a variety of reasons...we're stressed, we're working at a fast past, our busy is overriding clear strategic thinking, outside forces are managing us vs. us managing them, we're in a state of constant f.o.g. - fear, obligation & guilt causing confusion and overwhelm...the list goes on.

Here is the essential key - our decision-making drives our results. So, using time usage to help us build awareness of our decision-making is a highly useful and profitable endeavor.

Also, when doing this within tight time cycles - a day or week, we can quickly course correct so that we can rapidly improve performance and results.  Why wait a month or quarter to assess and change what can be done in shorter periods of time? Why not improve faster? It's your choice. (By the way, this also makes a useful team time management activity).

By the way, this is a helpful team time management activity to quickly improve collective productivity and results.

All in all, this is one of many practical techniques we use with our effective executive - smart management initiative. You can learn more here: The 3 Disciplines: How to Boost Your Executive Effectiveness in 60 Days

Resources You'll Want to Consider

1. We know that time management is business management, so we've created a time management skills resource page - go here

2. Read The Effective Executive by the father of modern day management Peter Drucker. Several of my clients have given this book to their senior leadership team.

3. Read Results-Based Leadership - David Ulrich...and you're thinking what else is there?? You'd be surprised

Key Point: The need for effective execution in leadership and management, which includes senior management, middle management (even C-suite leaders) is a big deal. So, we've decided to create a special development opportunity in this area. It's called The 3 Disciplines: How to Boost Your Executive Effectiveness in 60 Days. If you know you need to be more effective in achieving expected-needed results or you need to get better at strategic execution - learn more about this.

Also recent posts: 
Leadership Tip: Be An Executive | Little Known Coaching Method | Do You Take Time Management in Business Seriously?

Exciting News! // We're excited to launch our new digital arm - Manage Global. To compliment our global reach with our LinkedIn Learning courses, we're offering a compelling resource - The Smart Management Blueprint that can be accessed and implemented in any business environment, world-wide. It provides a step-by-step roadmap to simultaneously improve business and people management while developing competent managers. If you feel a need for improvement in any of these areas you'll want to learn more. Check it out here!

Leadership Tip: Boost Your Impact - Be An Executive!

Are you an effective executive? How do you know? How are you actively gauging whether you are or are not? What would those around you say? If you are an executive, you should have clear answers to each of these questions.

What if you don't have a formal executive title, but still have high levels or a large scope of responsibilities? Are you then an executive?...very possibility, you are!

Here's an interesting point - there are folks who are executives but don't see themselves as one because their title may not reflect the typical perception and understanding of an executive. In fact, many of those same folks see themselves as leaders, but not necessarily executives.

And this is important because in human behavior science, our subconscious - the source of automated behavior - responds to what we visualize...it "acts out" our self-concept - how we see ourselves.

Career Tip: Don't be defined or confined by a title.

Most of Us Are Executives
When you look at the definition of executive, we can easily conclude that many of us fit the definition. For example, a "department head" in essence is an executive - even director level....managers??

Why do I say this? Look at the basic definition of executive:

Executive: having the power to put plans, actions, or laws, policies into effect. 

Functions: administrative, decision-making, directorial, directing, controlling, managerial.

The functions listed are all behaviors in which even most 1st level managers engage. The key distinction from one type of executive to another is the scope of power, authority, and responsibility. For example, the responsibilities for an executive of a large publicly traded Fortune 500 company is different from those of ....let's say... a small not-for-profit. Yet, both hold the role and title of executive.

The point is, at its core, each role holds the fundamental expectation of achieving needed results - that is in fact being an effective executive.

So, why does this matter? 2 Issues:

>  I've observed leaders who are not as effective as they could be, who are not functioning at their full potential, contributing at their best, because they don't have the "executive factor" infused in their leadership psyche. I don't know about you but saying your leader vs. saying you're an executive kinda has a different feel to it.

> And, some carry the assumption that having the title of executive and being an effective executive are synonymous - yet...they are not.  Even hiring an executive with "previous experience" does not mean that experience was effective or will translate. They could be experienced at being ineffective. 

Asking what someone "did" is not the same as learning how effective they were at doing it.

So, as a leader, if you want to boost your value, fine-tune your performance by considering this questions, "Am I effective or How effective am I?"

And, if you want to improve your effectiveness, start by implementing the following 7 steps:

1. See yourself as an executive (no matter your official title) in replace of or in addition to seeing yourself as a leader). Seeing yourself a certain way will dictate what you expect of yourself and how you conduct yourself. Update or reframe your "self-concept".

2. Clearly define what effective means to you within your current responsibilities and expectations. 

3. Determine what's currently missing that you'll need to change to meet what you've determined is being effective.

4. Determine how you'll consistently gauge whether you're hitting the mark.

5. Seek regular input to quickly fill in your blindspots. Don't wait for formal 360 initiatives (if your organization does those) - or surprise feedback from your direct report. You'll miss too many real-time opportunities to quickly course correct. Getting regular "feedback" is a key element of being effective.

6. Clearly demonstrate that meaningful action has been taken as a response to input you've received.

7. Make sure you consistently, voluntarily communicate results to all stakeholders in a timely way. Keep people in the know. This is also a way of aligning your performance perception to theirs while keeping your focus and staying on track. Being effective also includes managing the perception of those to whom you are accountable. 

The need for effective execution in leadership and management is such a big deal...

we've decided to create a special development intensive in this area. It's called The 3 Disciplines: How to Boost Your Executive Effectiveness in 60 Days. If you know you need to be more effective (or you know of someone who does) in achieving expected or needed results or you need to get better at strategic execution - learn more about this.

A side note: being an effective leader/manager is the first of 9 building blocks in our Effective Executive's Smart Management Blueprint. If you don't know about it - you'll want to learn about this very unique step-by-step roadmap to developing competent managers while improving people management & operations. Learn more here.

Resources You'll Want to Consider

1. Read The Effective Executive by the father of modern day management Peter Drucker. Several of my clients have given this book to their senior leadership team.

2. Read Results-Based Leadership - David Ulrich...and you're thinking what else is there?? You'd be surprised3. Consider our jump-start coaching initiative. In the next few months, I'll be forming a 6-9 week coaching cycle based on both of these books. If you want to be notified when it's ready to be rolled out, just email me and put in the subject line: Interested in the Effective Executive Jump Start Group. Em: joann@manageglobal.solutions

3. Check out our Time Management Skills resource page => go here

Additional Posts
Cool Tip to Stay Laser Focused | Little Known High-Impact Coaching Method

Do You Really Care About Your Leadership Results?

Exciting News! // We're excited to launch our new digital arm - Manage Global. To compliment our global reach with our LinkedIn Learning courses, we're offering a compelling resource - The Smart Management Blueprint that can be accessed and implemented in any business environment, world-wide. It provides a step-by-step roadmap to simultaneously improve business and people management while developing competent managers. If you feel a need for improvement in any of these areas you'll want to learn more. Check it out here!

A Fantastic Twist to KPIs You'll Quickly Want to Use

Writers Note: This post is a follow up to the post "Can You Read Human Behavior Like the Beach Boys".  I recommend you read that one as well.

One of the key, distinct elements of our consulting practice is the lens from which we help leaders see and evaluate their operations. It is from a "how and why humans operate the way they do" point of view. 

Over a great number of years in the field of human performance, I have developed a keen eye regarding human behavior from which I can quickly identify an issue and equally important, determine how to resolve it, if it can (in the context of a typical business setting).

This knowledge I have coined the "human quotient" and it's what I transfer to my clients to help them work with the human aspects of their businesses more effectively... and this is what is sorely needed and dramatically missing among most business leaders and, as I've discovered over the years, their HR counterparts. Without it, decision-making is greatly handicapped and many decisions are made against the self-interest of the leader and company. Additionally, the absence of this knowledge hampers the ability to successfully manage employees for optimum operational effectiveness.

Here's an example.

In the HR, talent management world, we talk a lot about behavior competencies or the qualities desired in those we want to hire and posess in our company cultures. Yet, in many companies, those qualities are not emphasized, given much attention, or intentionally developed. 

I think the main reason why is we don't understand or appreciate the direct impact qualities have (positive or negative) on our processes, results and profits.

In fact when you think about it, it's common for qualities to only be given significant attention when they are negative and have reached the level of intolerance.

Imagine for a moment -- if there was a heightened, intentional emphasis of positive qualities. Imagine in a team or department, certain qualities were given lots of attention, talked about regularly, fostering collective awareness, support and reinforcement. 

The result? I've seen over time those qualities grow in volume, dimension and intensity, overcoming unwanted qualities...and they are fiercely protected because everyone is witnessing and enjoying their value.

And, if a new team member comes on the scene with negative qualities, one who let's say is toxic, that team member wouldn't fit and perhaps wouldn't last very long or the collective power of the group qualities would influence a change in the behavior and performance of that team member.  That's what I call "positive peer pressure".

Practical Application - A Unique Twist to KPIs
KPIs are a common theme for measuring a variety of elements in business. As it relates to our theme of qualities, we encourage our clients to incorporate KPIs related to qualities. We call them "key people indicators". 

Teams are encouraged to identify values and qualities they want their team and team members to be possess. Those are then regularly monitored. It's kinda like taking the pulse of the team to monitor its health. If there is any variance, what ever is adversely impacting the qualities are quickly and constructively addressed. Imagine addressing issues within a team quickly and effectively!

One of the biggest weaknesses of many leaders is not addressing issues regarding employee behavior quickly.

It's clear to see that qualities rule and they are fuel! Certain qualities act as fuel, they give life, in fact are the energy of performance. We commonly call this being "empowered". Qualities impact motivation, engagement and provide strength emotionally, physically and spiritually.

While some qualities empower, other qualities de-energize, can drain or suppress motivation, more specifically undermine one's life force. They are known as "disempowering".

Let's stop for a moment and make sure we're clear on what is a quality. Here's a simple dictionary definition:

Definition:

a distinctive attribute or characteristic possessed by someone or something.

"he shows strong leadership qualities"

synonyms:

feature, trait, attribute, characteristic, point, aspect, facet, side, property "her good qualities"

In the book Power vs. Force, here are some examples of qualities and their impact:

Energizing qualities: peace, joy, love, willingness, courage, acceptance, pride, desire, understanding, patience.

De-energizing qualities: Fear (it can go either way initially, but sustained would trend toward depleting), grief, apathy, guilt, shame, despair, regret, despondence, pessimism.

Every human quality has a motivational and engagement quotient as well as a vibrational  energy level that impacts ones experience, the atmosphere of a team and all the elements involved in human performance to get results. 

Those vibrational levels have been gauged and documented in the book Power vs. Force - The Hidden Determinants of Human Behavior, by David Hawkins. I write more about this in the post Can You Read Human Behavior Like the Beach Boys. It is one of the differentiating elements in our practice, and one of the reasons why our work is so unique and effective. 

This information, used over time and applied in real-time business situations, from what happens on the manufacturing floor to executive leadership, provides that refined sensibility to the human experience where:

>  it becomes easier to detect, 
> becomes easier to see the impact to the operations of a business,
> and therefore provides the motivation to quickly resolve issues.

That's why we can quickly save our clients money while helping them make more.

A simple example is working with a dysfunctional manager. Side note: if there is one present, you're already loosing money. We can determine if that manager can be coached to improvement fairly quickly. If not, we give our clients the confidence and clarity to terminate and then help them hire or promote a better option that can quickly grow to operational effectiveness, supporting profitability.

Without this knowledge and awareness, dysfunctional managers are allowed to stay impairing results and getting paid for it! Think about this for a moment. 

Keeping a dysfunctional leader is like paying someone to help you lose money.

Does this make sense? And yet, it's happening everyday.

Qualities are the non-negotiable components of what causes an employee, leader or business to be successful-- or not. And that's why it's critical that every leader and business owner sees and appraises their operations and performance of their employees with this information. Qualities are a business building resource.

Most leaders are conditioned to give attention to and 

emphasize performance over qualities.

This is a missed opportunity.

For those unattuned to human energy, qualities and behavior, the typical leader or manager when assessing performance directs their attention towards an employee's presence and activity, not necessarily the qualities exhibited while present and active. Those matter too. Both can impact the intended results and a company's P/L.

For example: Let's say you have a sales manager that directed his/her team to use specific tactics or processes known to get good results with clients. However, in the attempt to relay, teach and coach, team members are bullied, disrespected and threatened. Those leadership behaviors reflect qualities of aggression, perhaps an unhealthy ego, severe disrespect, and hostility and would certainly affect what could have been better results. 

In fact, a proven formula or process could be weakened or seen as ineffective because of who and how it's being implemented. Even a bad coach can ruin a good team.

Qualities Have Immediate, Short Term & Long Term Impact
All qualities at the outset have immediate impact for all those involved. Imagine the impact, good or bad, if sustained over a period of time. And so, we have to see qualities not only as present, but also in terms of intensity and duration and who is being affected and for how long....all of which have a financial effect.

Consider the operational impact with this in mind. Think for a moment about the positive and fairly high vibrational quality of courage. Imagine it being present in the moment....now imagine it in huge doses, strengthen over a period of time, even bolstered through exceptional challenges and circumstances.  It's safe to say, the results could be dramatic.

Now imagine a negative, low vibrational quality such as apathy being present in the moment. Now imagine it in larger doses over a period of time. Would anything get done?  If nothing else, productivity would be very low and its effect could easily spread like a heavy cloud over an entire team encouraging other unhealthy, counterproductive behaviors to arise (e.g. complaining, gossiping, infighting).

The human qualities we possess and express have direct impact on everything we do -- in fact our very existence -- and so need to be seriously considered when leading and running a business.

Unfortunately, here's what I've discovered regarding a typical leader's relationship to qualities. They are...

• undervalued or not seen as valuable at all
• their connection to achieving desired outcomes is not understood
• not emphasized enough
• seen as all or nothing vs. measure and dimension
• not understood as they relate to human behavior

As you have learned, it's to the advantage of every company that leaders at all levels learn how to see and understand the 'human' element of their business -- that is qualities, behavior and even vibrational energy.

If your leaders need to improve their human quotient - let's have a conversation. Because we are so passionate about this work, we offer a no-obligation 1 hr strategy session. You'll discover hidden dollars even from one session (and maybe reduce a bit of your stress). Just email a request.

Want to Learn More?

If you want to learn more and read case studies in detail,  I recommend 2 of our latest executive briefings: 

> Show Me The Money! Solving the Mystery of ROI to Unlock Profits & Increase Company Value - click here to access This is one of the best, easy to read discussions on how to connect human behavior to profits (a critical knowledge point for all leaders).

// JCS Business Advisors helps business owners and leaders rapidly improve operations and business management through our 5 Step Predictive System // Our Core Focus // email: joann@jcsbusinessadvisors // Ph: 888.388.0565 // Schedule a complimentary advisory call

Subscribe to this blog (see top right) or Subscribe to our monthly Smarter Business Building E-brief

It's Time To Stop Perpetual Bad Practices With Employee Training

You're sitting at your desk contemplating a call you just received from the Director of Dept. "A". "We have a problem," you heard from the other end of the phone, "One of our managers is really struggling to get the production out of his team we need. It seems as if no one really wants to work with him. What can we do? We need this fixed now.  Isn't there a training or something we can send him to?"

As you think through the conversation, you let out an audible sigh, "Here we go again."  This seems to be a continual challenge and not just with this department, but a few others. You think to yourself,  "We've sent a few managers to off site management seminars, but for sure we've not seen the substantial, meaningful skill development we really wanted. Clearly something needs to change."

Yes, in fact something really does need to change -- it's time for a reboot! Many of us have experienced being at our computer when it becomes clogged and stalled from all the activity we've done -- to the point it's barely functioning. In some cases, the only way to clear the activity so that it can function properly again is to reboot. That's the way I feel about talent management -- particularly in the area of training and development. We need to clear out the way we've been doing things and come at it fresh.

We all know the scenario shared above is very common for many in our industry (human resources) and for the leadership of our companies. And when I say we really need to reboot, I say that with deep conviction and a bit of frustration. I've been in this industry for many years and have observed the same approach and type of thinking to those kinds of phone calls.  It must stop!

I could go into the reasons why, but for this post I'd like to focus on what needs to change. Please read carefully...

In short, there needs to be a fundamental shift in...

=>  what decision-makers need to know in understanding behavior 

=>  how it aligns with business processes and strategies

=>  and how to achieve that alignment to get the desired outcomes

This is a desperately needed leadership / decision-maker competency.  (When I reference decision-maker, I am including anyone who is responsible for making decisions in managing talent and approving the funds to do so.) This competency I consider the ability to adequately diagnose and prescribe the appropriate procedures/tools/resources to effectively and profitably address the concern.

What's unfortunate is most don't know how to and/or have been trained to see learning or "miscellaneous training resources" as the only solution or prescription because that's what they've been exposed to -- that's all they know. It's a huge perpetual bad practice in our industry!  

The challenge is compounded when leaders outside the human resource department rely on the department to "have the answers".  They see them as the human management experts. In many cases it truly is the blind leading the blind.

"In so many cases a training or "bandaid" is prescribed when surgery is what is truly needed."

This reminds me of one of my favorite quotes from Abraham Maslow, "If you only have a hammer, you'll see everything as a nail." Many human resource departments and desision-makers are only functioning with a hammer, "Let's send them to a training or create a e-learning course."

So much money is wasted because of the inability to adequately diagnose what's happening in our organizations and prescribe appropriate solutions, exacerbated by not embracing effective options. Money is thrown at problems without properly understanding them. This practice is extensively described in Chapter 11 of the book Working With Emotional Intelligence, by Dr. Daniel Goleman.

Tweet: Money is thrown at problems without properly understanding them.

With all this in mind, here are a few key tips to address this and a video recommendation that further explains them.

1. Determine if there needs to be knowledge gained or behavior changed.

Sometimes learning something new, gaining knowledge about a certain topic is absolutely necessary and a learning seminar, workshop or e-learning module is a good way to achieve that -- or it's a good start.

If on the other hand behavior change is desired, a capability that needs to be gained or skill developed  please know that this will require more time, commitment and both personal and peer attention. 

This is best achieved via individual and/or group coaching in conjunction with acquiring relevant knowledge. In our practice, we call this approach coaching roundtables (integrated, experiential training -- learn more here)  Achieving desired behavior change must include constructive accountability over a period of time.

2. Check your learning to application ratio in terms of attention and spending.

Do a review or audit of how you/your company have approached learning and development this year. Has there been more time, attention, planning and money applied to the learning piece vs. the application side?

For most companies this truly is an out of balance ratio. I'd say 90/10.  At minimum it should be 50/50. With my clients we look at 40/60 or 30/70 (attention to application should be equal to or more than the learning side). This may vary depending on timing, need, subject or skill.

In diagnosing and prescribing you want to see a progression of progress in your results: 

Knowledge => turned into = >Know-how (becoming capable) => turned into a => Skill (something done really well)

Important point: Being capable precedes being skilled. A skill is not necessarily something one knows how to do, it's something one knows how to do well... and that takes time! One can be capable of something without necessarily being skilled at it.

As our industry continues to evolve to meet the new challenges in our 21st economy, we must take a step back, approach our work from a fresh perspective and absolutely stop the perpetual bad practices that have been going on for years in this area. How we work with training and developing our talent must change!

If you just implement the 2 tips above -- that could make a significant difference. Here are some additional resources:

Video - Training & Decision-making - Talent Talk Youtube Channel

You can always email me for a no cost / quick consult as well: joann@jcsbusinessadvisors.com