LeadershipTips

During a crisis it is essential for leaders to consult with a lawyer before releasing information. Once a lawyer is consulted release all of the information allowed as soon as possible. Avoid withholding any information you can legally provide, attempting to hide information can only harm the organization during a crisis, there is no benefit.

Give individuals on the front lines the authority to do what it takes to make customers happy, so their issues are solved the first time. Employees closest to the customers are most in tune with customer pain points and how to solve them. Harvest this information for continuous customer service recovery and improvement.

As you develop and progress throughout your career, it can be useful to track your accomplishments or your career achievements. This is not the same thing as your LinkedIn profile, CV or resume, although tracking your career achievements can influence those materials. Keep your mentors and advocates informed of your development and accomplishments. This can be done digitally through a saved document that is updated, a blog, or a personal website.

When addressing mediocre performance with a low or low solid performer, it’s critical to recognize whether the individual is unwilling to change or is requiring additional skills to change. Prepare for a conversation with the individual based on specific examples of their performance or behavior.

What is your impact? What do you want to be known for? What are you passionate about? What are your special skills or talents? What do you want your legacy to be? Are you taking steps to pursue what is most important to you?

Don’t focus on how things “should” be. This is a trap that can create unrealistic expectations and undermine happiness. Let go of the control over how an experience should go and enjoy the moment.

Execute your responsibilities to the best of your ability. Your work is a reflection of your personal accountability. Identify ways to go above and beyond in your work to exceed the expectations of your leader and team, and positively affect the organization’s results.

Remind yourself daily why you do the work you do. What is the end benefit of your efforts? You may not even come in contact with the people you impact, but your work does make a difference in their lives. Focus on finding meaning in your work.

When you are facing an obstacle it can be helpful to question yourself with a focus on gratitude:

• What is one thing that is positive or good about this situation?
• What is the hidden opportunity, or what can I learn from this situation?
• Does someone have it worse than me right now?

After you’ve completed the results rollout process, review the additional data you collected. Then, develop an action plan:

• List the team’s prioritized actions.
• Determine a timeline for implementation for each action.
• Identify the person responsible for successful implementation of each action.
• Provide the team with the draft 90 Day Action Plan for one last review and opportunity for feedback before implementation.
• Implement the action plan.

A mentor can provide trusted advice, encouragement, and feedback about your career progress. Before seeking out a mentor, consider your goals for this relationship. How much time are you willing to commit to working with your mentor? You will only get out of mentorship what you put into it.

Set at least one professional development goal for the next 90 days. What skills do you need to strengthen? What actions can you take to strengthen those skills? Are there any upcoming opportunities or additional responsibilities you can take advantage of to support your development plan?

When individuals or teams aren’t reaching the intended results, schedule a reflection session to review the actions taken and areas that can be improved to achieve success. Then, develop a plan for the individual’s or team’s next steps.

As you reflect on your day, note any moments that make you ‘tick,’ or that generate an emotional response from you. Whether or not you managed your reaction, consider keeping a journal to track all of these moments. By tracking these situations, you will notice patterns in behaviors that caused you to react emotionally, and recognize what helps you remain in control of your emotions.

The most successful organizations are those that offer employees “freedom within fences.” The standards and expectations are collaboratively set, based on the organization’s goals. Then, leaders and employees creatively operate within the fence. This type of structure is not about control. Progress is monitored and direction is provided for how to achieve success.

The organization’s executive leader determines the champion to own each of the goals and its achievement. The focus of the champion is always on how to reach or surpass the target. This is the person responsible for reporting out results at regular intervals and for identifying areas of success. The champion also facilitates discussion of strategy implementation and any needed changes or adjustments. These discussions and decisions always revolve around hitting the goal and increasing performance.

When team members are included in the hiring of new employees, they take ownership of recruiting and retaining new individuals on the team. Being chosen to interview potential new peers instills a sense of pride in your team and they will feel accountable and be invested in helping that new employee succeed.

Avoid excuses and do whatever is necessary to overcome obstacles and meet your deadlines.

When you realize you’ve made a mistake, make amends humbly and immediately. The more time you let pass, the worse the situation can become.

During performance conversations, address specific actions and behaviors you’ve observed. Avoid talking in generalities.

List what makes you feel valued. What gives you a sense of pride? Do more of those things.

Put your goals into bite-size pieces that are attainable in 90 days. A 90-day plan is the roadmap to success.

Identify the most important task aligned to your goals each day and finish it first. “By creating less activity, we actually create more urgency. The key is choosing the right activity and making sure it’s implemented to the fullest degree.” -John Kotter

We/They is the act of passing blame to others. Increase ownership behavior and eliminate we/they by visualizing your supervisor in your back pocket.