FearAbility™ or CourageAbility™ 12 of 12
By Michael | August 13, 2010
Succeed and Learn From Failure
“You can’t have any successes unless you can accept failure”.
~George Cukor
Dear Leaders,
Our FearAbility™ and CourageAbility™ series comes to an end with our final topic being “succeed and learn from failure”. The word “failure” raises blood pressure in some and motivates others. Why?
No one likes to fail; simply stated it just does not feel good and we’re trained to be successful. Yet without failures and issues we wouldn’t be able to thrive and grow as quickly as we do.
For those of you involved in making or implementing any type of change in your profession do you track your success rate? When issues exist, do you conduct an analysis of went awry? Even when successes have been experienced there’s almost always opportunity to be even stronger.
While conducting your post review of changes:
1) think out of the box
2) take time to reflect what could be done differently to inspire success
3) LISTEN. What are you hearing and feeling?
We started our series by saying it’s not easy being a leader. It takes:
-Courage and commitment
-A willingness to step out of our comfort zone
-The need to readily adapt to change
-An obligation to develop our skill set and the skills within our organization
We’d like you to select one leadership behavior you will change starting today as a result of the FearAbility™ and CourageAbility™ series. (And we’d love to hear from you if you’d like to share).
Remember, courage and commitment are required for being a strong leader and by leveraging the fear and courage you feel you can be even more inspired and effective!
Sincerely,
Michael W. Kublin and Jan Mayer-Rodriguez
“Nothing fails like success because we don’t learn from it. We learn only from failure”.
~Kenneth Boudling
“There is no failure. Only feedback”.
~Robert Allen
“Failure is an event, never a person”.
~William D. Brown, Welcome Stress!
“I don’t know the key to success, but the key to failure is trying to please everybody”.
~Bill Cosby
“One fails forward toward success”.
~Charles F. Kettering
“Failure is only the opportunity to begin again more intelligently”.
~Henry Ford
The 12 FearAbility™ or CourageAbility™ Factors:
- Have and live your dream.
- Document your goals.
- Commit to your goals.
- Understand your strengths and the strengths of others.
- Communicate.
- Address conflict.
- Develop others.
- Delegate.
- Develop a skill.
- Remain controlled.
- Give rewards.
- Succeed and learn from failure.
“Fearing a shortage of qualified managers as business picks up, some companies are bolstering leadership-development efforts.”
Wall Street Journal August 2, 2010
To find out more about our programs to increase your organization’s success Click Here
“Executive coaches report steady demand for their services despite the recession. Individual and corporate clients say the one-on-one counseling is critical for career success, especially during tough economic times”.
- Sarah E. Needleman, WALL Street Journal Aug 25, 2009
(click here read more)
Our unique individual and team programs, called Journeys™, inspire leaders of all levels to be confident and attain greater results personally and professionally.
Topics: Leadership Tips | No Comments »
FearAbility™ or CourageAbility™ 11 of 12
By Michael | August 5, 2010
Reward and Recognize
“Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can’t miss”.
Lee Iacocca
Dear Leaders,
Other than being paid fairly, the second major “want” for employees is the need to feel valued and recognized for their contributions which is the 11th topic in our CourageAbility™ and FearAbility™ series.
We all want to be appreciated and recognized when we’ve done a good job. As a leader, we sometimes overlook this, or we may have good intentions but don’t make it a priority and it drops to the bottom of our “to do” list.
Issues regarding rewards include:
- Given too often
- Given on a limited basis
- Given inconsistently
- Not linked to vision, mission and goals
Rewards can be given in a variety of modes and do not all need to be financial to be motivating to the contributor. Yes, they can be monetarily related, but given tight budgets recognition may also be provided via newsletters, townhalls, employee of the month certificates, cross training opportunities, delegation responsibilities, and simple verbal and written “thank-yous”.
One complaint we’ve heard in the past is being recognized for minimal contributions. People know when they or a peer deserve to be recognized; if the effort is negligible the reward is hollow and not meaningful.
We heard a story about someone being recognized as the key contributor for the month and they had no idea what they had done “special”. This caused confusion and embarrassment when they were asked why they received the award. The intent is for the receiver of the reward to feel good about their contribution and appreciated for their efforts.
Another dissatisfier is providing recognition inconsistently. We recommend establishing criteria and reviewing team accomplishments on a monthly basis, or minimally, quarterly. True accomplishments will easily be linked to your vision, mission or goals enabling you to clearly state why the recognition is deserved.
Remember to recognize all individuals or teams that have supported the effort; this may include rewarding others not under your span of control. A fairly regular complaint revolves around only one individual or team being recognized for supporting and completing a goal, yet several individuals/teams were key contributors. This leads to ill feelings and resistance to wanting to work as a team again.
We also suggest encouraging individuals to recognize each other at team meetings. This will assist you with being informed of contributions you may not have been aware of, and allow you to more formally reward efforts that meet your reward criteria.
In a nutshell, consistently reward for value added, clearly state what the value was, and celebrate the successes of teams and individuals!
Sincerely,
Michael W. Kublin and Jan Mayer-Rodriguez
ANNOUNCEMENTS
A new 12 session
“You get what you reward. Be clear about what you want to get and systematically reward it.”
- Bob Nelson
“It is the American way to reward ability”.
- Judd Gregg
“What every genuine philosopher (every genuine man, in fact) craves most is praise — although the philosophers generally call it ‘recognition’!
—William James
For those that did not read the first article in the series, here’s a recap for the intent behind the series:
Being a leader is not easy. It takes courage and commitment, the willingness to step out of our comfort zone, the need to readily adapt to change, and the obligation to develop our skill set and the skills within our organization.
To some this is fearful. Dealing with the unknown or facing a known weakness creates discomfort. Another way to look at it is that courage and commitment are required to become a stronger leader. Embracing both the fear and courage emotions we feel can actually be inspirational!”
The 12 FearAbility™ or CourageAbility™ Factors:
- Have and live your dream.
- Document your goals.
- Commit to your goals.
- Understand your strengths and the strengths of others.
- Communicate.
- Address conflict.
- Develop others.
- Delegate.
- Develop a skill.
- Remain controlled.
- Give rewards.
- Succeed and learn from failure.
To find out more about our programs to increase your organization’s success Click Here
“Executive coaches report steady demand for their services despite the recession. Individual and corporate clients say the one-on-one counseling is critical for career success, especially during tough economic times”.
- Sarah E. Needleman, WALL Street Journal Aug 25, 2009
(click here read more)
Our unique individual and team programs, called Journeys™, inspire leaders of all levels to be confident and attain greater results personally and professionally.
Topics: General | No Comments »
FearAbility™ or CourageAbility™ 10 of 12
By Michael | July 30, 2010
Remain Controlled
“Leadership is a matter of having people look at you and gain confidence, seeing how you react. If you’re in control, they’re in control.”
Tom Landry
Dear Leaders,
Self control is important. The ability to manage our feelings instead of allowing our feelings to manage us is beneficial for everyone, especially so for leaders. This leads to our 10th topic in our Fearability™ or CourageAbility™ series: Remaining Controlled and Composed.
It requires courage to look at our emotional responses and understand how we as leaders can improve our interactions and relationships with our staff, customers, and situations.
Having the ability to feel and then respond with purpose, while remaining composed, is what we strive for daily and during difficult situations. If a person lets us down and we are angry, we need to have the skill to respond appropriately rather than blowing up or raising our voice.
We suggest reviewing and becoming knowledgeable with our emotions so we can use them to our advantage. This means being familiar with an entire spectrum of feelings including happiness, anger, sadness, loneliness, rejection, shame, peace, etc.
The more control and awareness we have the better leaders we can be now and in the future. An example may be when someone did something we didn’t expect and we overreacted. Some of us have yelled and screamed which rarely serves us well and more often than not puts us in disfavor with those that witnessed it.
Once the composure is “lost”, the damage is done and may not be recovered from even when composure is restored. We all have hot buttons and we all know individuals that seem to have a “gift” to light those buttons up. To excel in leadership we need to be in control of our emotions at all times. (It’s certainly easier when times are calm and steady but may challenge us in difficult and turbulent/crisis situations).
Some common items that lend themselves to control issues include:
- Surprises
- Unexpected change
- Incorrect/incomplete information
- Insubordination
- Deadlines, date changes
- Lack of commitment, buy-in or urgency
- Lack of team effort
We first must understand our feelings and our desired but perhaps unhealthy responses, and then calmly think about what response would serve us better. This may require postponing a response which is fine (rarely do we HAVE to have an immediate response).
If regrouping is required, make an excuse that you must attend a meeting or make a call, take a break, or step away from the situation but commit to providing a response by “X” time. Ex. Within the hour, the next day, etc
If you don’t have the ability to get away from the situation, drop a pencil and take your time picking it up and take some deep breaths, or take a phantom phone call. Both buy you a few minutes to regroup and regain the control you desire.
Remaining calm under pressure is an appreciated leadership trait, especially during times of change. What technique do you use that enables you to be composed and in control? Let us know!
Sincerely,
Michael W. Kublin and Jan Mayer-Rodriguez
“The greatest remedy for anger is delay”.
- Seneca
“If you lose your temper, you’ve lost the argument.”
- Proverb
For those that did not read the first article in the series, here’s a recap for the intent behind the series:
Being a leader is not easy. It takes courage and commitment, the willingness to step out of our comfort zone, the need to readily adapt to change, and the obligation to develop our skill set and the skills within our organization.
To some this is fearful. Dealing with the unknown or facing a known weakness creates discomfort. Another way to look at it is that courage and commitment are required to become a stronger leader. Embracing both the fear and courage emotions we feel can actually be inspirational!”
The 12 FearAbility™ or CourageAbility™ Factors:
- Have and live your dream.
- Document your goals.
- Commit to your goals
- Understand your strengths and the strengths of others.
- Communicate.
- Address conflict.
- Develop others.
- Delegate.
- Develop a skill.
- Remain controlled.
- Give rewards.
- Succeed and learn from failure.
ANNOUNCEMENTS
RECOMMENDED READING:
Emotional Intelligence 2.0 by Travis Bradberry, Jean Greaves
ISBN 0974320625
To find out more about our programs to increase your organization’s success Click Here
“Executive coaches report steady demand for their services despite the recession. Individual and corporate clients say the one-on-one counseling is critical for career success, especially during tough economic times”.
- Sarah E. Needleman, WALL Street Journal Aug 25, 2009
(click here read more)
Our unique individual and team programs, called Journeys™, inspire leaders of all levels to be confident and attain greater results personally and professionally.
Topics: Leadership Tips | No Comments »
FearAbility™ or CourageAbility™ 9 of 12
By Michael | July 22, 2010
Develop a Skill
“Today, many companies are reporting that their number one constraint on growth is the inability to hire workers with the necessary skills”.
Bill Clinton
Dear Leaders,
As we continue our Fearability™ or CourageAbility™ series, the 9th topic is the need to Develop A Skill.
We’ve already talked about developing skills in others; now we’ll discuss developing ourselves.
If someone asked you what your greatest skill or trait was, how would you respond? Here are some things to consider:
What do you do that adds the greatest value?
What is your “magic dust”?
What differentiates you from your colleagues?
How sharp are your technical skills?
Do you hone your skills as change occurs?
How do you contribute to making your team strong and whole?
How do you strengthen business partner relationships?
Are you a mentor or do you have a mentor?
Do you know what motivates you?
What type of task or assignment excites you?
What type of task or assignment do you resist?
What does your feedback tell you about becoming stronger?
We don’t always take the necessary time to assess our skills and contributions. We may have been strong in our prior position, but are we doing all that we can to better enable us for career advancement? Some think that development is the responsibility of their company. Why limit it to that? In today’s economy we need to keep our skills sharp. After all, we were all initially hired based on our skill-set; it’s up to us to remain marketable and have a competitive edge.
Invest in yourself! Know what makes you a key contributor and keep those skills strong; simultaneously identify 2 things that need strengthening and begin now!
Sincerely,
Michael W. Kublin and Jan Mayer-Rodriguez
“Of all the things that can have an effect on your future, I believe personal growth is the greatest. We can talk about sales growth, profit growth, asset growth, but all of this probably will not happen without personal growth”.
- Jim Rohn
“Knowing yourself is the beginning of all wisdom”.
- Aristotle
“There is only one corner of the universe you can be certain of improving, and that’s your own self”.
-Aldous Huxley
For those that did not read the first article in the series, here’s a recap for the intent behind the series:
Being a leader is not easy. It takes courage and commitment, the willingness to step out of our comfort zone, the need to readily adapt to change, and the obligation to develop our skill set and the skills within our organization.
To some this is fearful. Dealing with the unknown or facing a known weakness creates discomfort. Another way to look at it is that courage and commitment are required to become a stronger leader. Embracing both the fear and courage emotions we feel can actually be inspirational!”
The 12 FearAbility™ or CourageAbility™ Factors:
- Have and live your dream.
- Document your goals.
- Commit to your goals.
- Understand your strengths and the strengths of others.
- Communicate.
- Address conflict.
- Develop others.
- Delegate.
- Develop a skill.
- Remain controlled.
- Give rewards.
- Succeed and learn from failure.
ANNOUNCEMENTS To find out more about our programs to increase your organization’s success Click Here
“Executive coaches report steady demand for their services despite the recession. Individual and corporate clients say the one-on-one counseling is critical for career success, especially during tough economic times”.
- Sarah E. Needleman, WALL Street Journal Aug 25, 2009
(click here read more)
Our unique individual and team programs, called Journeys™, inspire leaders of all levels to be confident and attain greater results personally and professionally.
Topics: Leadership Tips | No Comments »
FearAbility™ or CourageAbility™ 8 of 12
By Michael | July 15, 2010
Effective Delegation
“Surround yourself with the best people you can find, delegate authority, and don’t interfere as long as the policy you’ve decided upon is being carried out”.
Ronald Reagan
Dear Leaders,
The 8th topic in our Fearability™ or CourageAbility™ series is Effective Delegation.
Delegation frees time and provides an opportunity to develop others. Sounds good doesn’t it?
As leaders, we frequently spend too much time doing the task ourselves; we are working in the business instead of on the business. As leaders we need to step back from the tactical work and spend more time on creating strategies and developing others.
There are numerous reasons for not delegating tasks and sharing responsibilities. The most common are not trusting that the job will get done to our satisfaction, discomfort with assigning a boring task, or feeling guilty that the workload will be too great.
Here are some tips to help:
Plan your delegations
Assess the strengths of your delegate, match the assignment accordingly and assign a due date.
Provide clear and documented instructions.
This prevents misunderstandings and if the task is new to your delegate, they can refer back to your instructions.
The best delegators provide the “what and when”, and leave the “how” to the individual which is more empowering and motivating.
Assess how long the task would take you and build in extra time for your delegate and obtain buy-in that the deliverable date is realistic.
Ensure your delegate has the appropriate resources they need to be successful. Inform staff, co-workers, business partners, etc of your delegated role.
Follow-up and monitor the progress; you may be needed to add clarity to the task or be nothing more than a sounding board.
Acknowledge the contributions of your delegate and provide constructive feedback for areas of growth.
Effective delegation will increase morale, build your talent pool and strengthen trust within your organization, ultimately growing results and improving your bottom line!
Sincerely,
Michael W. Kublin and Jan Mayer-Rodriguez
“The first rule of management is delegation. Don’t try and do everything yourself because you can’t.
Anthea Turner
”Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.”
–General George Smith Patton, Jr.
For those that did not read the first article in the series, here’s a recap for the intent behind the series:
Being a leader is not easy. It takes courage and commitment, the willingness to step out of our comfort zone, the need to readily adapt to change, and the obligation to develop our skill set and the skills within our organization.
To some this is fearful. Dealing with the unknown or facing a known weakness creates discomfort. Another way to look at it is that courage and commitment are required to become a stronger leader. Embracing both the fear and courage emotions we feel can actually be inspirational!”
The 12 FearAbility™ or CourageAbility™ Factors:
- Have and live your dream.
- Document your goals.
- Commit to your goals.
- Understand your strengths and the strengths of others.
- Communicate.
- Address conflict.
- Develop others.
- Delegate.
- Develop a skill.
- Remain controlled.
- Give rewards.
- Succeed and learn from failure.
ANNOUNCEMENTS
A new 12 session
Leadership Journey Program
begins August 4th
ENROLL TODAY!
To find out more about our programs to increase your organization’s success Click Here
“Executive coaches report steady demand for their services despite the recession. Individual and corporate clients say the one-on-one counseling is critical for career success, especially during tough economic times”.
- Sarah E. Needleman, WALL Street Journal Aug 25, 2009
(click here read more)
Our unique individual and team programs, called Journeys™, inspire leaders of all levels to be confident and attain greater results personally and professionally.
Topics: Leadership Tips | No Comments »
FearAbility™ or CourageAbility™ 7 of 12 – Developing Others
By Michael | July 8, 2010
“The growth and development of people is the highest calling of leadership.”
- Harvey S. Firestone
As leaders we not only need to keep our skills sharp but we also need to Develop Others which is our 7th topic in our Fearability™ or CourageAbility™ series.
Most companies and organizations are going through times of change – is your staff prepared for what they may be facing? Do they have the skill-set required to remain valuable and support revised vision, mission and goals to ensure success?
True leaders help others be independent and successful beyond their wildest dreams. This is accomplished by coaching, developing and leading others to where they’ve never gone before and wouldn’t go by themselves. And it means giving them the feedback, tools, and training opportunities they need to succeed (which may require individuals paying out of pocket).
The individuals closest to the customer are the ones we as leaders need to help the most. They are the ones that provide the most impact to the bottom line and also are closest to the processes and skills that are ineffective and realize it first.
If we coach and develop others properly we as leaders and managers can react quickly and without hesitation supporting the true vision and ultimately increasing success.
Developmental items to consider include:
-Ongoing development planning (addressing both strengths and deficiencies)
-Timely and consistent feedback
-Regular one on one coaching (minimally monthly)
-Building organizational bench-strength
-Talent assessment
-Talent retention
-360′ feedback
-On the job training
-Effective delegation
-Cross training
-Leveraging “magic dust” (the strengths and likes of others)
-Setting stretch goals
-Mentorships
The true success of leadership is measured by our ability to help others be financially, physically, emotionally, and spiritually independent, and by providing them with the ability to do the same for others. How successful are you?
Sincerely,
Michael W. Kublin
mkublin@peopletekcoaching.com
Jan Mayer-Rodriguez
jan@peopletekcoaching.com
“I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.” - Larry Bossidy
For those that did not read the first article in the series, here’s a recap for the intent behind the series:
Being a leader is not easy. It takes courage and commitment, the willingness to step out of our comfort zone, the need to readily adapt to change, and the obligation to develop our skill set and the skills within our organization.
To some this is fearful. Dealing with the unknown or facing a known weakness creates discomfort. Another way to look at it is that courage and commitment are required to become a stronger leader. Embracing both the fear and courage emotions we feel can actually be inspirational!”
If you are not receiving PeopleTek’s tip directly, click here to be added to our distribution roster.
For more information about PeopleTek visit our website ww.peopletekcoaching.com
Or contact:
Mike Kublin -
email mkublin@peopletekcoaching.com
phone 1.888.565.9555 x711
or
Jan Mayer-Rodriguez
email jan@peopletekcoaching.com
phone 1.888.565.9555 x712
ANNOUNCEMENTS
A new 12 session
Leadership Journey Program
begins July 21st
ENROLL TODAY!
PeopleTek presents at
ITSMF 2010 Conference
Join us in Louisville, KY Sept 19 – 22
“Good leadership consists of showing average people how to do the work of superior people.”
- John D. Rockefeller
The 12 FearAbility™ or CourageAbility™ Factors:
1. Have and live your dream.
2. Document your goals.
3. Commit to your goals.
4. Understand your strengths and the strengths of others.
5. Communicate.
6. Address conflict.
7. Develop others.
8. Delegate.
9. Develop a skill.
10. Remain controlled.
11. Give rewards.
12. Succeed and learn from failure.
To find out more about our programs to increase your organization’s success Click Here
“Executive coaches report steady demand for their services despite the recession. Individual and corporate clients say the one-on-one counseling is critical for career success, especially during tough economic times”.
- Sarah E. Needleman, WALL Street Journal Aug 25, 2009
(click here read more)
Our unique individual and team programs, called Journeys™, inspire leaders of all levels to be confident and attain greater results personally and professionally.
Topics: Featured Leader | No Comments »
FearAbility™ or CourageAbility™ 6 of 12
By Michael | July 1, 2010
Understanding and Managing Conflict
”Successful leaders manage conflict; they don’t shy away from it or suppress it but see it as an engine of creativity and innovation . . . “
Ronald Heifetz and Marty Linsky
“Without conflict there is no leadership”.
Michael W. Kublin
Dear Leaders,
Our 6th topic in our Fearability™ or CourageAbility™ series is the need to understand and manage CONFLICT.
While the “Without Conflict There is No Leadership” quote is controversial, we can assure you that levels of healthy conflict are very good. The best leaders are those that know they need to stretch others and help individuals and teams be the best they can be. Without healthy conflict this won’t occur. In fact if you are not experiencing any conflict you may want to ask yourself “why”.
We have recently observed some entrepreneurs and found that they are constantly asking others to “push the envelope”. They know this is good for everyone, and although some individuals don’t like it, strong leaders know they must take others where they’ve never gone before. Believe us, this will create conflict!
When many people hear the word “conflict” they think of negative situations. It may be, or in its simplest form, it may mean a disagreement or difference of opinion which can be inspirational and lend itself to creativity and growth.
Problems arise when differences are not managed, ill feelings surface, morale diminishes, and productivity suffers.
Kenneth Thomas and Ralph Kilman indicate there are 5 modes in which conflict may be managed. Some styles sound like they may be “better” than others but in reality there is no right or wrong style and all five modes are useful when used in the appropriate situation.
The 5 Conflict Modes Are:
Competing – This is a power oriented mode and is assertive and uncooperative; the individual pursues his or her own interest at the expense of the other person.
Accommodating – This is the opposite of competing and is unassertive and cooperative. The accommodating person neglects their own concerns to satisfy the concerns of others.
Avoiding - Avoiding is unassertive and uncooperative. The individual does not pursue their own concern or those of another person.
Collaborating - This is the opposite of avoiding where the individual is both assertive and cooperative and works to satisfy all of the concerns of everyone.
Compromising – This falls between competing and accommodating and is both assertive and cooperative, a mutually acceptable solution is reached, and both parties make concessions to resolve the issue.
WHEN TO LEVERAGE EACH STYLE
The COMPETING mode is most effective when quick, decisive action is required and for important issues that may be unpopular or are vital to the organization. Examples include discipline, cost cutting, legal requirements, and enforcing company rules and policies.
ACCOMMODATING is useful when preserving harmony is essential, for allowing others to learn from their mistakes (where the risk is minimal), when you realize you can learn from others and that their position is likely a better solution or that the issue is much more important to the other person than it is to you.
AVOIDING is useful when there are more pressing issues, when others are addressing the situation and don’t require your intervention, when gathering more information is more important than having an immediate response, when you have no chance of satisfying your own concerns, and to let people cool down and reduce tension and then readdress the concern at a later time.
COLLABORATING is useful when there are important issues on both sides which can not be compromised, must be integrated into a solution, and when there is a need to work through hard feelings that are impacting interpersonal relationships.
COMPROMISING is useful when there are time constraints and solutions must be obtained quickly, when your issue is moderately important, when two opponents of equal power are strongly committed to differing goals but must reach a solution (ex. labor contracts), and as a back-up when collaboration or competition fails.
An effective leader:
-Stretches others and takes them where they wouldn’t go without their guidance
-Is aware of their preferred conflict style but readily uses all styles
-Recognizes the conflict styles of others
-Understands effective conflict management and when and how to get engaged
-Assesses if they are over or under using a style and determines how that may be impacting their leadership skills and abilities
Take the time to review your preferred style(s), assess how incorporating the use of other styles could make you a stronger leader, and remember that by stretching yourself and your team, results will improve!
Sincerely,
Michael W. Kublin and Jan Mayer-Rodriguez
“If you are going to be viewed as a leader in your organization and survive and thrive at work into the next century, you must develop your own conflict approach and develop a reputation for leadership in conflict management and consensus building.”
- Lynne Eisaguirre
For those that did not read the first article in the series, here’s a recap for the intent behind the series:
Being a leader is not easy. It takes courage and commitment, the willingness to step out of our comfort zone, the need to readily adapt to change, and the obligation to develop our skill set and the skills within our organization.
To some this is fearful. Dealing with the unknown or facing a known weakness creates discomfort. Another way to look at it is that courage and commitment are required to become a stronger leader. Embracing both the fear and courage emotions we feel can actually be inspirational!”
The 12 FearAbility™ or CourageAbility™ Factors:
Have and live your dream.
Document your goals.
Commit to your goals.
Understand your strengths and the strengths of others.
Communicate.
Address conflict.
Develop others.
Delegate.
Develop a skill.
Remain controlled.
Give rewards.
Succeed and learn from failure.
If you are not receiving PeopleTek’s tip directly, click here to be added to our distribution roster.
For more information about PeopleTek visit our website www.peopletekcoaching.com
Or contact:
Mike Kublin - email mkublin@peopletekcoaching.com
phone 1.888.565.9555 x711 or
Jan Mayer-Rodriguez – email jan@peopletekcoaching.com
phone 1.888.565.9555 x712
ANNOUNCEMENTS
A new 12 session
Leadership Journey Program
begins July 21st
ENROLL TODAY!
PeopleTek presents at
ITSMF 2010 Conference
Join us in Louisville, KY Sept 19 – 22
To find out more about our programs to increase your organization’s success Click Here
“Executive coaches report steady demand for their services despite the recession. Individual and corporate clients say the one-on-one counseling is critical for career success, especially during tough economic times”.
- Sarah E. Needleman, WALL Street Journal Aug 25, 2009
(click here read more)
Our unique individual and team programs, called Journeys™, inspire leaders of all levels to be confident and attain greater results personally and professionally.
Topics: Leadership Tips | No Comments »
FearAbility(TM) or CourageAbility(TM) 5 of 12
By Michael | June 24, 2010
“Communication is the real work of leadership”.
- Nitin Nohria
As we continue our Fearability(TM) or CourageAbility(TM) series, our 5th topic is
COMMUNICATION.
Do you have a clear understanding of how your leader, customers, and shareholders wish to be communicated with? Do your staff and peers have a clear understanding of how YOU want to be communicated with? Does everyone know what is expected of them in terms of what should be communicated when?
Keys to being an effective communicator:
-Know that both over-communicating and under-communicating are problematic
-Provide timely and well intended feedback
-Be an active listener
-Pick the best channel of communication
Picking the right channel of communication is a key skill for all leaders. To do this well you have to understand the richness of the channel and the type of message best suited for that channel.
Channels of Communication (in order of richness)
- Face to face. Why is this the richest? Think about tone of voice, posture, gestures, eye contact, and body position.
- Telephone. What items do you retain here? Which do you lose?
- Computer/email/instant messaging. These modes limit you to text sharing only. Some people try to use smiling faces, phrases in parentheses, italics, or bold type to denote their emotional perspective, but the message, or its importance may not be correctly understood.
- Memos/letters. This is pretty much one size fits all – everyone on distribution gets the same message.
- Bulletins/flyers/general reports. This is meant for the widest possible audience and you have no knowledge as to who read them.
Given this, all channels of communication serve a purpose dependent on what’s being communicated. We recommend that you know your audience and the message, identify the intent, list the main points and then choose the channel of communication that is the best fit. We also suggest anticipating questions and being prepared with responses.
Some key questions to help you prepare include:
What is going to happen?
Why is it going to happen?
How is it going to happen?
When is it going to happen?
Who is it going to impact and how?
How will concerns be addressed?
Taking the time to choose your ideal communication channel and preparing for questions (and maybe even resistance) will allow you to deliver your message with clarity and confidence. Let us know if this helps!
Sincerely,
Michael W. Kublin
mkublin@peopletekcoaching.com
Jan Mayer-Rodriguez
jan@peopletekcoaching.com
“The single biggest problem in communication is the illusion that it has taken place.”
- George Bernard Shaw
For those that did not read the first article in the series, here’s a recap for the intent behind the series:
Being a leader is not easy. It takes courage and commitment, the willingness to step out of our comfort zone, the need to readily adapt to change, and the obligation to develop our skill set and the skills within our organization.
To some this is fearful. Dealing with the unknown or facing a known weakness creates discomfort. Another way to look at it is that courage and commitment are required
to become a stronger leader. Embracing both the fear and courage emotions we feel
can actually be inspirational!”
For more information about PeopleTek visit our website
www.peopletekcoaching.com
Or contact:
Mike Kublin – email mkublin@peopletekcoaching.com
phone 1.888.565.9555 x711 or
Jan Mayer-Rodriguez
email jan@peopletekcoaching.com
phone 1.888.565.9555 x712
For more information about PeopleTek visit our website
www.peopletekcoaching.com
Or contact:
Mike Kublin – email mkublin@peopletekcoaching.com
phone 1.888.565.9555 x711 or
Jan Mayer-Rodriguez
email jan@peopletekcoaching.com
phone 1.888.565.9555 x712
A new 12 session
Leadership Journey Program -begins July 21st
PeopleTek presents at
ITSMF 2010 Conference
Join us in Louisville, KY Sept 19 – 22
“To listen well is as powerful a means of communication and influence as to talk well”.
- John Marshall
The 12 FearAbility(TM) or CourageAbility(TM) Factors:
1. Have and live your dream.
2. Document your goals.
3. Commit to your goals.
4. Understand your strengths and the strengths of others.
5. Communicate.
6. Address conflict.
7. Develop others.
8. Delegate.
9. Develop a skill.
10. Remain controlled.
11. Give rewards.
12. Succeed and learn from failure.
To find out more about our programs to increase your organization’s success
Click Here
“Executive coaches report steady demand for their services despite the recession. Individual and corporate clients say the one-on-one counseling is critical for career success, especially during tough economic times”.
by Sarah E. Needleman, WALL Street Journal Aug 25, 2009
PeopleTek was founded on the belief that within all of us are the traits and characteristics
required of successful leaders creating successful organizations. Our unique individual and team programs, called Journeys(TM), inspire leaders of all levels to be confident and attain greater results personally and professionally
Topics: Leadership Tips | No Comments »
FearAbility™ or CourageAbility™ 4 of 12
By Michael | June 18, 2010
Understanding Your Strengths and the Strengths Of Others
”You need to find people that compliment your skills in the key positions within your company.”
- Michael Lake
The fourth topic in our Fearability™ or CourageAbility™ series revolves around understanding our strengths, and equally important, understanding and leveraging the strengths of others.
Many of us know what our strengths are, know where we have opportunities to grow, and enjoy the feeling of being appreciated and adding value to our organization. Those that solicit regular feedback and validate their feelings become even more self aware and confident and can focus on maintaining their strengths and lessening their growth areas.
But what about your colleagues, team members, and subordinates? How aware are you of their strengths? Do you surround yourself and build your team based on filling voids or do you prefer to seek talent and behaviors similar to yours?
It takes courage to let others “take the wheel and drive”; we as leaders need to understand the strengths within our teams, take a step back, and let others do what they do best.
This means facing our fears and apprehensions, understanding we can’t be everything to everyone, having a willingness to let go, and enabling others to excel. Letting go takes tremendous courage. We’ve done so many tasks for so many years (some came easy to us, others did not), did them because we felt we had to, and now have the opportunity to let others shine and leverage their strengths.
Most of us have completed leadership assessments (ex. Myers-Briggs, DiSC, Team Dimensions, etc) where our preferences are identified. It’s amazing to see just how clear the preferred roles and associated strengths are for each individual.
How successful would your team be if everyone had the same strengths and similar weaknesses? Clue: Remember that overusing a strength may result in becoming a weakness, and that no style is right or wrong, good or bad.
Build a network, get connected to the key people in your organization who are critical to your mission and goals and ensure the team members also understand one another’s strengths. Understanding individual and team strengths and linking them with goal achievement will lend itself to growing your bottom line.
Know the strengths(s) of each of your team members and leverage them to inspire success at both the individual and team levels. Try it!
Sincerely,
Michael W. Kublin
mkublin@peopletekcoaching.com
Jan Mayer-Rodriguez
jan@peopletekcoaching.com
“Success is achieved by developing our strengths, not by eliminating our weaknesses”.
- Marilyn vos Savant
“Our strength grows out of our weaknesses”.
- Ralph Waldo Emerson
For those that did not read the first article in the series, here’s a recap for the intent behind the series:
Being a leader is not easy. It takes courage and commitment, the willingness to step out of our comfort zone, the need to readily adapt to change, and the obligation to develop our skill set and the skills within our organization.
To some this is fearful. Dealing with the unknown or facing a known weakness creates discomfort. Another way to look at it is that courage and commitment are required to become a stronger leader. Embracing both the fear and courage emotions we feel can actually be inspirational!”
If you are not receiving PeopleTek’s tip directly, click here to be added to our distribution roster.
For more information about PeopleTek visit our website
Or contact:
Mike Kublin - email mkublin@peopletekcoaching.com phone 1.888.565.9555 x711
or
Jan Mayer-Rodriguez
email jan@peopletekcoaching.com
phone 1.888.565.9555 x712
| ANNOUNCEMENTS |
1. Have and live your dream.
2. Document your goals.
3. Commit to your goals.
4. Understand your strengths and the strengths of others.
5. Communicate.
6. Address conflict.
7. Develop others.
8. Delegate.
9. Develop a skill.
10. Remain controlled.
11. Give rewards.
12. Succeed and learn from failure.
To find out more about our programs to increase your organization’s success Click Here
“Executive coaches report steady demand for their services despite the recession. Individual and corporate clients say the one-on-one counseling is critical for career success, especially during tough economic times”.
- Sarah E. Needleman, WALL Street Journal Aug 25, 2009
(click here read more)
Our unique individual and team programs, called Journeys™, inspire leaders of all levels to be confident and attain greater results personally and professionally.
Topics: Leadership Tips | No Comments »
FearAbility™ or CourageAbility™ 3 of 12
By Michael | June 11, 2010
Commit To Your Goals
“Reality forms around your commitments. The achievement of your goal is assured the moment you commit yourself to it”. - Max Steingart
Dear Leaders,
As we continue in our 12 part series on FearAbility™ or CourageAbility™, our third topic is on being committed to taking action on your goals. Here’s a good way to get started:
Verify the goals you set are SMART (specific, measurable, achievable and actionable, realistic and with time frames)
Remove fear; understand what’s causing you discomfort, feel it, process it, and then face it head on
Ensure the goals you set are YOURS; don’t try to live someone else’s dream
Review progress weekly, if not daily. Don’t beat yourself up if you’re not on target; rather determine other courses of action that may work better for you
Don’t judge anything you did as “wrong” if you missed your goal or target; change how you’re addressing that goal
Celebrate your successes! Even small milestones can be motivating; as you make progress towards achieving a goal do something for YOU
Did you know it’s not uncommon to have a fear for achieving your goal? Some feel an uncertainty and lack the confidence to understand and embrace how their life/career may change. They’d rather resort back to their comfort level and the “known”. Winners know they will feel discomfort and don’t let it impact their behavior or detract them from their objective.
Others have a fear of being viewed as a failure if they do not attain their goal and as a result resist being committed to a goal. While we all experience failure at times, those that make commitments feel the fear but do it anyway.
Still others listen to the “chatter” of others who may disagree with the goals that were set. This can sink us quicker than quicksand! Please don’t let anyone else’s dreams become yours. Their fears will feed into yours and we quickly and willingly let go of what we desire most. We work with a lot of people who say their dream is to become rich only to let someone else tell them what they plan to do to get it won’t work. How do they know?
What would it take for you to get excited and motivated to achieve your goals? Don’t be ashamed of your reason to attain your goals as that will impact your commitment. Your goals could be a promotion, wealth beyond our wildest dreams, security for our family etc.
Determine what you really want, make a plan, commit to it, and go for it!
Sincerely,
Michael W. Kublin and Jan Mayer-Rodriguez
For more information about PeopleTek visit our website www.peopletekcoaching.com
Or contact:Mike Kublin
email mkublin@peopletekcoaching.com
phone 1.888.565.9555 x711
or
Jan Mayer-Rodriguez
email jan@peopletekcoaching.com
phone 1.888.565.9555 x712
“Crystallize your goals. Make a plan for achieving them and set yourself a deadline. Then, with supreme confidence, determination and disregard for obstacles and other people’s criticisms carry out your plan
- Paul Meyer
ANNOUNCEMENTS
A new 12 session Leadership Journey Program begins June 23rd
ENROLL TODAY!
“No matter how carefully you plan your goals they will never be more than pipe dreams unless you pursue them with gusto
- W. Clement Stone
“Man is a goal seeking animal. His life only has meaning if he is reaching out and striving for his goals”.
– Aristotle
“Life takes on meaning when you become motivated, set goals and charge after them in an unstoppable manner”.
- Les Brown
The 12 FearAbility™ or CourageAbility™ Factors:
- Have and live your dream.
- Document your goals.
- Commit to your goals.
- Understand your strengths and the strengths of others.
- Communicate.
- Address conflict.
- Develop others.
- Delegate.
- Develop a skill.
- Remain controlled.
- Give rewards.
- Succeed and learn from failure.
Click Here
“Executive coaches report steady demand for their services despite the recession. Individual and corporate clients say the one-on-one counseling is critical for career success, especially during tough economic times”.
- Sarah E. Needleman, WALL Street Journal Aug 25, 2009
(click here read more)
PeopleTek® was founded on the belief that within all of us are the traits and characteristics required of successful leaders creating successful organizations.
Our unique individual and team programs, called Journeys™, inspire leaders of all levels to be confident and attain greater results personally and professionally.
Topics: Leadership Tips | No Comments »