Take the work out of networking - get results and enjoy the experience.
The term "networking" is used in many contexts in business. In a broader sense it means "connecting" and in the human sense “people connecting with people". As economies become global, networking becomes even more critical in promoting and effecting business success.
Wednesday, December 17, 2008
Wednesday, December 3, 2008
Dwarfing Santa
As the countdown to the holiday season gathers momentum work commitments speed up, family expectations heat up, calendars become full and choices must be made! At least, that is the smart thing to do.
Sometimes though, the Santa season tends to invoke a frenzy of eventful activity that sensible people wouldn’t entertain any other time of the year! The resultant emotive activity has the potential to wear out the most energetic of people before the actual family events take place.
As a result some may take on personalities akin to the seven dwarfs. Some starting off as Happy, some party resistors are Bashful, too much indulgence send them Dopey, as a result becoming Grumpy, Sleepy and if sufficiently worn out they become Sneezy and have to see Doc!
Throw Snow White into the mix and they are all in a decidedly poor state to meet and influence new people at the myriad of cocktail events and certainly in a dangerous mood to mix with family. This includes mixing with family who are close and loving as well as those they must see and don’t particularly want to.
Now you may be wondering what the Seven Dwarfs and Snow White references have to do with Santa? You are right, not much. They are just as out of place as bad moods and bad behaviour, when the intention of the season is peace and love. Bad behaviour has the effect of dwarfing Santa and that is a bad look in anyone’s terms, one that is often talked about for generations.
So why do perfectly sensible people behave badly and how can you ensure you are not one of them? After all, it is far more useful to be a good elf than a bad dwarf.
It is usual that the lead up to events of a festive nature evokes excitement as well as dread and can set up a potential emotional and all too familiar pantomime.
There are however, ways to ensure you are more likely to enjoy the performance rather than feel performance anxiety… it is all a matter of perspective.
The top 3 ways to enjoy the performance are:
Sometimes though, the Santa season tends to invoke a frenzy of eventful activity that sensible people wouldn’t entertain any other time of the year! The resultant emotive activity has the potential to wear out the most energetic of people before the actual family events take place.
As a result some may take on personalities akin to the seven dwarfs. Some starting off as Happy, some party resistors are Bashful, too much indulgence send them Dopey, as a result becoming Grumpy, Sleepy and if sufficiently worn out they become Sneezy and have to see Doc!
Throw Snow White into the mix and they are all in a decidedly poor state to meet and influence new people at the myriad of cocktail events and certainly in a dangerous mood to mix with family. This includes mixing with family who are close and loving as well as those they must see and don’t particularly want to.
Now you may be wondering what the Seven Dwarfs and Snow White references have to do with Santa? You are right, not much. They are just as out of place as bad moods and bad behaviour, when the intention of the season is peace and love. Bad behaviour has the effect of dwarfing Santa and that is a bad look in anyone’s terms, one that is often talked about for generations.
So why do perfectly sensible people behave badly and how can you ensure you are not one of them? After all, it is far more useful to be a good elf than a bad dwarf.
It is usual that the lead up to events of a festive nature evokes excitement as well as dread and can set up a potential emotional and all too familiar pantomime.
There are however, ways to ensure you are more likely to enjoy the performance rather than feel performance anxiety… it is all a matter of perspective.
The top 3 ways to enjoy the performance are:
- Plan to be wise and you will be – a sage is a good listener with an open rational mind. Focus on the other person and their message. No matter how well you think you know a person, you will change the relationship for the better.
- Plan to enjoy people and you will – There is no benefit to you or anyone else by coming to an event with past prejudices or dread about some person or issue. Just be your best rational self and remember as you show respect you may very well get it.
- Plan to be curious and you will be calm – Adopting a perspective of curiosity ensures you think and behave from your rational brain. You become interested in others, their stories, their perspective and you potentially connect with them in a genuine and open manner. You may even learn something about them that you actually appreciate.
These steps contain simple powerful suggestions to help you remain rational in a potentially emotional situation and to be fully present. This ensures you enjoy a blissful performance as a good elf.
Showing you how to be present is my present to you. Your presence is your present to yourself and others.
Until next time, be emotionally resilient and enjoy the holiday season!
Noelene Dawes
Wednesday, October 29, 2008
Heroes Emerge From Pressure Cookers
As the pressure cooker that is business reality heats up you feel the squeeze. As the actual or perceived effects of the economic downturn edge closer to your sector and those around begin to squirm, you begin to feel things going beyond warm. As you try not to get distracted, external forces are demanding your attention and the pressure builds.
Leaders are born of these environments… isn’t it exciting? Could you be the one who transforms through this time, being stronger, more skilful and leveraging your experience for future positive positioning?
Of course, you may say that it all depends on market forces, how your organisation is impacted and in turn how safe your position is. Sensible risk assessment practice dictates these to be useful considerations. However, if you are feeling the squeeze and want to take control consider the following…
Written leadership history, local leadership knowledge and your own experience will tell you that it is from this very environment (one of uncertainly) that leaders written about tomorrow emerge today. These leaders must have the emotional resilience, the will and skill to think and act rationally, decisively, with certainty and empathy.
I am sure you have heard it said that “It is not what happens to you, it is what you do about it”. My perspective is that this statement must be amended to add “And, provided you learn the lessons from the experience you will lead yourself to another level and be a hero, a role model for others”
There is a theme that runs through the experience of every person or team I work with as a coach and mentor, one that keenly complies with the common cycle of growth of the human psyche.
The origin of my fascination for this aspect of personal leadership growth sits within the research domain of one of my heroes, Joseph Campbell, who coined the phrase “the Hero’s Journey”. An American literary professor (come anthropologist) of the 1950s, Campbell was fascinated by the myths and legends across all societies and the common theme that connected them.
Borrowing from Campbell’s work of genius, I offer a summary of how I see the experience of how your leadership growth may occur:
My role is to help you identify and interrupt the pattern to allow you to be clear about where you are heading, assess the risks and navigate the obstacles. Once you are guided through a complete cycle and actually get the learning, you get a new perspective on guiding yourself to and through the future.
Where are you right now? What step do you need help with and how best can I help?
Until next time, examine some more free resources via the links provided, be emotionally resilient and enjoy business life!
Noelene Dawes
Leaders are born of these environments… isn’t it exciting? Could you be the one who transforms through this time, being stronger, more skilful and leveraging your experience for future positive positioning?
Of course, you may say that it all depends on market forces, how your organisation is impacted and in turn how safe your position is. Sensible risk assessment practice dictates these to be useful considerations. However, if you are feeling the squeeze and want to take control consider the following…
Written leadership history, local leadership knowledge and your own experience will tell you that it is from this very environment (one of uncertainly) that leaders written about tomorrow emerge today. These leaders must have the emotional resilience, the will and skill to think and act rationally, decisively, with certainty and empathy.
I am sure you have heard it said that “It is not what happens to you, it is what you do about it”. My perspective is that this statement must be amended to add “And, provided you learn the lessons from the experience you will lead yourself to another level and be a hero, a role model for others”
There is a theme that runs through the experience of every person or team I work with as a coach and mentor, one that keenly complies with the common cycle of growth of the human psyche.
The origin of my fascination for this aspect of personal leadership growth sits within the research domain of one of my heroes, Joseph Campbell, who coined the phrase “the Hero’s Journey”. An American literary professor (come anthropologist) of the 1950s, Campbell was fascinated by the myths and legends across all societies and the common theme that connected them.
Borrowing from Campbell’s work of genius, I offer a summary of how I see the experience of how your leadership growth may occur:
- You are called to serve – offered a position or perhaps a crisis to manage
- You at first refuse the call – perhaps you think “That is not for me’ or “Let someone else do it”
- You finally accept the call – “Okay I will do it”
- You receive a gift – get the job, perhaps status and resources
- You encounter the supreme ordeal – the pressure is on and you feel the squeeze “Why did I do this to myself?”
- You use the gift – you do the job using all the resources you have, delegate and/or not, take a higher perspective and/or get bogged down, behave appropriately and/or inappropriately etc.
- Achieve your quest – achieve objectives and breathe a sigh of relief
- Get the real gift – reflect on the errors and wins, learn from the experience and grow in leadership skill
- Get a new call!
My role is to help you identify and interrupt the pattern to allow you to be clear about where you are heading, assess the risks and navigate the obstacles. Once you are guided through a complete cycle and actually get the learning, you get a new perspective on guiding yourself to and through the future.
Where are you right now? What step do you need help with and how best can I help?
Until next time, examine some more free resources via the links provided, be emotionally resilient and enjoy business life!
Noelene Dawes
Friday, September 5, 2008
A Vision of Values
The terms vision and values may have differing affects on different people depending upon experience. These perfectly innocent words have been bandied around business organisations to such a degree, that eyes can glaze over from the memory of vision and values exercises often going nowhere and having little positive effect.
Even where the terms remain positive, there is often frustration with identifying what a personal vision is and what values support that vision. These terms are often too nebulous to grasp and sometimes may leave an empty feeling given the inability to verbalise an inspiring phrase or carry it around in a back pocket!
Put aside any prejudice and you will find them to be useful allies in the pursuit of purpose both great and small.
Here’s the thing… each term on its own can seem empty, just rhetoric or a motherhood statement. Combine them and you have engagement.
In a business sense vision may be usefully defined as “an observable outcome evidenced by specific criteria, sometimes set in a specific timeframe”. Although this can serve as a useful guideline for a personal vision, the perfectly formed nature of the definition can constrain rather than free your imagination.
Not withstanding the importance of specifics, for some it may be more useful to think of your personal vision as a state of being, being engaged in doing something, or having achieved something. Bottom line though, unless you are engaged and invested in the outcome motivation is absent.
Enter values… simply put values are deep-seated emotional feelings; they are often difficult to express in words. Values embody what is important to you and are supported by your beliefs.
Your values powerfully affect whether you truly align with your vision, and if not considered can prevent you from achieving it.
Vision plus values equals engagement!
It is important to note that it is useful to form a vision that you can strive for and ultimately reach, but will also be experiencing in some way each day. For example, a valued vision built around contributing to world peace is off track if you are continually in conflict with those around you! You must live as the person you want to become.
There is nothing more powerful to move you from pressure into emotional resilience and ultimately achievement than the perspective of a valued vision. This becomes a prime navigational tool to ensure today’s behaviour becomes tomorrows dream, your valued vision.
My business valued vision is to be recognised as the expert in helping leaders move from pressure to emotional resilience.
My personal valued vision is to continue to inspire and be inspired through useful contribution.
In the snippets of useful information I write you will find the thread of my experience, creativity and modus operandi. Should you be ready to activate the fullness of your talent best arrange a meeting with me soon!
Until next time, examine some more free resources, be emotionally resilient and enjoy life in business!
Even where the terms remain positive, there is often frustration with identifying what a personal vision is and what values support that vision. These terms are often too nebulous to grasp and sometimes may leave an empty feeling given the inability to verbalise an inspiring phrase or carry it around in a back pocket!
Put aside any prejudice and you will find them to be useful allies in the pursuit of purpose both great and small.
Here’s the thing… each term on its own can seem empty, just rhetoric or a motherhood statement. Combine them and you have engagement.
In a business sense vision may be usefully defined as “an observable outcome evidenced by specific criteria, sometimes set in a specific timeframe”. Although this can serve as a useful guideline for a personal vision, the perfectly formed nature of the definition can constrain rather than free your imagination.
Not withstanding the importance of specifics, for some it may be more useful to think of your personal vision as a state of being, being engaged in doing something, or having achieved something. Bottom line though, unless you are engaged and invested in the outcome motivation is absent.
Enter values… simply put values are deep-seated emotional feelings; they are often difficult to express in words. Values embody what is important to you and are supported by your beliefs.
Your values powerfully affect whether you truly align with your vision, and if not considered can prevent you from achieving it.
Vision plus values equals engagement!
It is important to note that it is useful to form a vision that you can strive for and ultimately reach, but will also be experiencing in some way each day. For example, a valued vision built around contributing to world peace is off track if you are continually in conflict with those around you! You must live as the person you want to become.
There is nothing more powerful to move you from pressure into emotional resilience and ultimately achievement than the perspective of a valued vision. This becomes a prime navigational tool to ensure today’s behaviour becomes tomorrows dream, your valued vision.
My business valued vision is to be recognised as the expert in helping leaders move from pressure to emotional resilience.
My personal valued vision is to continue to inspire and be inspired through useful contribution.
In the snippets of useful information I write you will find the thread of my experience, creativity and modus operandi. Should you be ready to activate the fullness of your talent best arrange a meeting with me soon!
Until next time, examine some more free resources, be emotionally resilient and enjoy life in business!
Sunday, August 10, 2008
The Point Of Pressure
Pressure is a perfectly useful stimulus for change, in fact nothing moves without it. How useful or perfect it is depends on your position and perhaps, whether you perceive it as positive or negative, are witnessing the response of others to pressure, or experiencing it firsthand!
World financial markets are a classic example. The media is full of factual information and sensational stories. How affected you are may depend on your exposure to the stock market and/or level of debt, need for cash and risk profile.
As an observer, media reports are simply words read by someone who values knowledge of current market trends. Should you be imminently adversely affected however, you will be more likely to be experiencing pressure.
For some it may be crisis management. However, it is more likely to be more drawn out, a feeling of constant worry, struggle and often overwhelm. The problem may be immediate, the consequences perceived as long term and negative.
This situation is a useful metaphor for ongoing corporate change… the perspectives are the same, the circumstances slightly different. In the case of corporate change, fear of loss, failure and of the future gets in the way of optimistic outlook and motivation to get on with business as usual. Any negative change in circumstances, if perceived to be big enough, will bite.
It is challenging to appreciate the pressure a colleague or staff member feels. Further to this, two people sharing exactly the same experience will most certainly feel different levels of pressure and respond quite differently.
To experience pressure is natural, the absence of pressure suggests the absence of growth. It is your response that counts.
Leading yourself and others whilst under pressure is when your ability to influence, make decisions and communicate with others is tested. If you deal well with pressure, you may find it challenging to understand when others do not. However, unless you dwell in a cave 24/7 you will not be able to avoid the perils of dealing with the pressure that others experience.
The experience of pressure can be described as “A real response to a perceived adverse stimulus”.
Ask yourself these questions to assess the effectiveness of your response, or your people’s response, to pressure.
As you approach these questions, imagine the context of being under constant pressure:
How far toward the positive or negative you respond to these questions determines your level of emotional resilience.
Given your answers, what is your pressure point, that is, the point that pressure tips the scales and causes a negative reaction in you or your team?
The whole point I am making is that the loss of momentum caused by the adverse pressure experience costs individuals, business and communities momentum, masses of money, time and illness. Not to mention how dreary life at work becomes when people are constantly in a bad mood!
Assess your exposure to the risk of pressure on your business, and then call me when you are ready for positive intervention.
Until next time, be emotionally resilient and enjoy life in business!
World financial markets are a classic example. The media is full of factual information and sensational stories. How affected you are may depend on your exposure to the stock market and/or level of debt, need for cash and risk profile.
As an observer, media reports are simply words read by someone who values knowledge of current market trends. Should you be imminently adversely affected however, you will be more likely to be experiencing pressure.
For some it may be crisis management. However, it is more likely to be more drawn out, a feeling of constant worry, struggle and often overwhelm. The problem may be immediate, the consequences perceived as long term and negative.
This situation is a useful metaphor for ongoing corporate change… the perspectives are the same, the circumstances slightly different. In the case of corporate change, fear of loss, failure and of the future gets in the way of optimistic outlook and motivation to get on with business as usual. Any negative change in circumstances, if perceived to be big enough, will bite.
It is challenging to appreciate the pressure a colleague or staff member feels. Further to this, two people sharing exactly the same experience will most certainly feel different levels of pressure and respond quite differently.
To experience pressure is natural, the absence of pressure suggests the absence of growth. It is your response that counts.
Leading yourself and others whilst under pressure is when your ability to influence, make decisions and communicate with others is tested. If you deal well with pressure, you may find it challenging to understand when others do not. However, unless you dwell in a cave 24/7 you will not be able to avoid the perils of dealing with the pressure that others experience.
The experience of pressure can be described as “A real response to a perceived adverse stimulus”.
Ask yourself these questions to assess the effectiveness of your response, or your people’s response, to pressure.
As you approach these questions, imagine the context of being under constant pressure:
- Do you know and do what is important?
- Are you directed towards an outcome with realistic expectations?
- Do you quickly grasp a situation?
- Do you effectively manage emotion?
- Do you feel influential and in control?
- Are you realistically optimistic?
- Are you open to input from others?
- Do you illustrate empathy whilst responding appropriately?
How far toward the positive or negative you respond to these questions determines your level of emotional resilience.
Given your answers, what is your pressure point, that is, the point that pressure tips the scales and causes a negative reaction in you or your team?
The whole point I am making is that the loss of momentum caused by the adverse pressure experience costs individuals, business and communities momentum, masses of money, time and illness. Not to mention how dreary life at work becomes when people are constantly in a bad mood!
Assess your exposure to the risk of pressure on your business, and then call me when you are ready for positive intervention.
Until next time, be emotionally resilient and enjoy life in business!
Results Through Change
You can read this title in several ways, putting emphasis on different words. Similarly to the myriad of ways you can interpret a message, people sense different messages in change, depending on their experience and their approach.
My approach is of course to do with the behaviour of people, you, your peers, those you report to and those who report to you.
“The only person who likes change is a wet baby!” a quote written some years ago by my friend, Catherine DeVrye, expert on customer service. As with many corporate technologies, napkin technology has changed. Babies now are less likely to directly feel the consequences of being soiled. As a result, napkin change is delayed although it is still necessary since other senses clearly detect the reality as the weight becomes heavier!
So what seems like progress in one sense may just be a cover up! This may seem like an erky subject… but… it may be a perfect metaphor since some of you may sense change as equally on the nose!
The problems of change in business are many and varied but none so challenging as the variety of responses people have to it.
Consider the following…
- How on board are you with change?
- How do you best respond to other people’s responses to change?
- What are you most concerned about during the impending change?
- What is your concern for the future after the change?
- What strategies do you have to lead yourself and others?
During change there may be a response similar to grief, perfectly natural yet challenging to manage. It is critical you acknowledge where you and others are in the process in order to recognise how to move through the phases so you can help others through and achieve a positive result.
Elisabeth Kübler-Ross introduced the five phases of grief, and she suggests they apply to a myriad of change events. Kübler-Ross observed that people may not experience all phases but will experience at least two.
The stages as I apply them to corporate change are:
- Denial – surely this can’t be happening, not to us, not now!
- Anger – how ridiculous, how futile!
- Bargaining – I’ll stay if…
- Depression – it’s all too hard!
- Acceptance – well I guess this is really happening! How can I make the best of it?
People need to be first listened to then encouraged and guided to a new perspective. One that allows them to find opportunity based on their ultimate outcome and personal motivators.
Some will more easily feel optimistic and opportunistic about change. However, this does not mean they escape the process, including having to deal with those who are feeling the negative effects, which can be equally frustrating and challenging.
Consider the following for a new perspective…
Change is so frequent in business today it takes some fancy footwork to not change… best use the energy to go with it.
Universal law dictates there are always positive and negative aspects to all things… have reasonable expectations.
You can only lead yourself and others through a challenging experience once you feel emotionally resilient… you can then evaluate effectively, decide rationally and perform effortlessly.
In order to lead another… you must appreciate and understand how they feel and where they stand.
It is not possible to lead someone across a chasm… until you have made the leap yourself.
Change takes you to the precipice of the chasm where your leadership is tested.
Once you have a clear outcome, a strong purpose and the emotional resilience to fuel your leap… you fly. In doing so you create a flight path for others!
Until next time, be emotionally resilient and enjoy life in business!
Wednesday, July 2, 2008
Results… Your Leadership Legacy
What will remain of your Leadership long after you move on?
Who is it that you would name as the one Leader you have had that inspired you?
What specifically did that person do to achieve that memorable status?
The role of a Leader is to get results for the business through the people you Lead. One aspect is inseparable from the other.
The more people you Lead the more critical your propensity to deal with pressure.
Whose pressure? In a previous posting I used your ability to deal with your own pressure as the subject. Let’s now look at your ability to deal with the pressure those you Lead experience.
Pressure is not real it is perceived! As a Leader you may have that worked out. So how well do you manage the pressure that others experience, those to whom you delegate and so on down the line?
The notion of “Pressure” is one that I notice is an issue that pervades the daily environment of players in the corporate world. My focus on this subject has sparked a great deal of interest from people around the globe.
Having asked for input from my LinkedIn network “What is your biggest Leadership challenge when the pressure is on?”; raising the issue in my Ezine; and in my most recent keynote speech; I received a myriad of comments with startling similarities. I even received input from a former officer in the Royal Marines, now Leading teams into Polar Regions.
These findings are amongst information I will discuss in an upcoming eBook I am writing on the subject. Those of you who contributed will receive a complimentary copy, many thanks.
Bottom line… two major aspects topped the list…
1. Taking a wider perspective in order to light the way.
2. Not being drawn into the pressure others are experiencing.
But how… a comment from a local esteemed colleague suggested “Having sufficiently invested in the emotional bank account of those you Lead during a business as usual environment so that they will easily follow you when the pressure is on”. Thank you Stuart!
Whether you have a few or many people reporting to you, or your Leadership is a dotted line of influence Leadership, it is vital to your results to have the ongoing ability to influence others with integrity and authenticity.
Sound like a motherhood statement? Perhaps, but… if you want to leave a legacy of results and emotionally resilient people who view you as one of the best Leaders they have had, you are wise to take it seriously!
How well do you know your people? Ask your self, for each individual you Lead and influence…
Until next time, be emotionally resilient and enjoy life in business!
Who is it that you would name as the one Leader you have had that inspired you?
What specifically did that person do to achieve that memorable status?
The role of a Leader is to get results for the business through the people you Lead. One aspect is inseparable from the other.
The more people you Lead the more critical your propensity to deal with pressure.
Whose pressure? In a previous posting I used your ability to deal with your own pressure as the subject. Let’s now look at your ability to deal with the pressure those you Lead experience.
Pressure is not real it is perceived! As a Leader you may have that worked out. So how well do you manage the pressure that others experience, those to whom you delegate and so on down the line?
The notion of “Pressure” is one that I notice is an issue that pervades the daily environment of players in the corporate world. My focus on this subject has sparked a great deal of interest from people around the globe.
Having asked for input from my LinkedIn network “What is your biggest Leadership challenge when the pressure is on?”; raising the issue in my Ezine; and in my most recent keynote speech; I received a myriad of comments with startling similarities. I even received input from a former officer in the Royal Marines, now Leading teams into Polar Regions.
These findings are amongst information I will discuss in an upcoming eBook I am writing on the subject. Those of you who contributed will receive a complimentary copy, many thanks.
Bottom line… two major aspects topped the list…
1. Taking a wider perspective in order to light the way.
2. Not being drawn into the pressure others are experiencing.
But how… a comment from a local esteemed colleague suggested “Having sufficiently invested in the emotional bank account of those you Lead during a business as usual environment so that they will easily follow you when the pressure is on”. Thank you Stuart!
Whether you have a few or many people reporting to you, or your Leadership is a dotted line of influence Leadership, it is vital to your results to have the ongoing ability to influence others with integrity and authenticity.
Sound like a motherhood statement? Perhaps, but… if you want to leave a legacy of results and emotionally resilient people who view you as one of the best Leaders they have had, you are wise to take it seriously!
How well do you know your people? Ask your self, for each individual you Lead and influence…
- What is their outcome/vision for themselves career and personally?
- How does their current position support their outcome /vision?
- What drives or motivates them on a daily basis?
- What do they worry about?
- What do they not want in their work?
- How do they respond to pressure? Or, how emotionally resilient are they?
Until next time, be emotionally resilient and enjoy life in business!
Wednesday, April 30, 2008
Manage Processes - Lead People
A leader's audit on personal influence.
When you think of a true leader, who stands out in your mind? Why is that?
When you think of a true leader, who stands out in your mind? Why is that?
There is a Fine Line Between Pressure and Pain!
Pressure has the potential to start you up and close you down!
Pressure is an essential ingredient in getting you engaged, focused and in action. Without it enthusiasm and motivation can easily wane. In my experience the upside of pressure is easily overlooked in a world where the negativities of pressure are topical.
Pressure is not good or bad it just is. It is your response to pressure that counts. This affects your ability to use your talent and influence to rise above challenge, make appropriate decisions and influence others through the resultant implementation of those decisions.
As I write this I am considering you reading this in a normal frame of mind on a “business as usual” day. Therefore as you sit and read this you most likely agree so far and feel you respond well to pressure. I wonder if you would have the same response if you were feeling pressure now, since Leading when the pressure is on may seem easy in theory before or after the fact? Try this…
Imagine a continuum of pressure, get a pen and paper and draw this as a straight line from left to right. Consider carefully and subjectively plot the points at which you:
Emotionally Resilient people rise to the top regardless of the situation. They make rational decisions in emotional situations. This is key to Leading when the pressure is on.
Practical strategies integrated with personal management systems provide a compass in the densest situations. All you need is a strong motivation to positively enhance your skills and to call me!
What question would you like to ask me about Leading when the pressure is on? Click here to ask a question (name and email address are optional - if you include them I will provide a personal response).
Until next time, be emotionally resilient, play with pressure, and enjoy life in business!
Pressure is an essential ingredient in getting you engaged, focused and in action. Without it enthusiasm and motivation can easily wane. In my experience the upside of pressure is easily overlooked in a world where the negativities of pressure are topical.
Pressure is not good or bad it just is. It is your response to pressure that counts. This affects your ability to use your talent and influence to rise above challenge, make appropriate decisions and influence others through the resultant implementation of those decisions.
As I write this I am considering you reading this in a normal frame of mind on a “business as usual” day. Therefore as you sit and read this you most likely agree so far and feel you respond well to pressure. I wonder if you would have the same response if you were feeling pressure now, since Leading when the pressure is on may seem easy in theory before or after the fact? Try this…
Imagine a continuum of pressure, get a pen and paper and draw this as a straight line from left to right. Consider carefully and subjectively plot the points at which you:
- Get fired up
- Keep focused
- Trigger emotionally driven frustration
- Tip into overwhelm
- What do your positive pressure points allow you to do?
- How do they assist you to positively influence?
- What can you now do better from becoming aware of this?
- What are the negative behaviour patterns that result from the negative pressure points?
- What is this costing you in time, energy, influence?
- How would addressing that allow you to improve your bottom line result?
- How aware are you of the pressure points of those you Lead and actively influence?
Emotionally Resilient people rise to the top regardless of the situation. They make rational decisions in emotional situations. This is key to Leading when the pressure is on.
Practical strategies integrated with personal management systems provide a compass in the densest situations. All you need is a strong motivation to positively enhance your skills and to call me!
What question would you like to ask me about Leading when the pressure is on? Click here to ask a question (name and email address are optional - if you include them I will provide a personal response).
Until next time, be emotionally resilient, play with pressure, and enjoy life in business!
Tuesday, April 15, 2008
Influence is not a digital technology it is an analogue art form!
When it comes to influence you are always on, it is just a matter whether the tone, volume and content you are using resonates well with people.
In my experience, most people only think of influencing as something you do with intention… However, it is how you influence when you just do what you do that determines how effective you are when influencing with intention.
People who influence others to action are Leaders by the nature of the action their behaviour inspires.
Think now of someone who inspires you to action. This may be someone you know well or someone on the world stage. Note the reasons you admire them then consider the observable behaviour that led you to believe in them. This person may not necessarily have the title “Leader” in their resume it may have been bestowed on them by others.
Often those who find themselves with “Leader” as a title may be uncomfortable with the idea, associating the title with superiority and standing out. However, Leadership is not about being a Hollywood star it is about being a North Star, being a compass for others on the same journey. A compass is effective in any conditions, under pressure, in poor light or in a raging storm. Like a positively influential Leader it can be relied upon to give true and consistent direction.
It is only possible to enhance your influence by first identifying how you influence.
Consider these questions:
Remember, your influence is constantly on; it is just a matter a degrees toward the positive or negative.
Check the “Solutions for Leaders and Leadership Teams” diagnostic on my new home page. You can easily find potential problems and solutions that I can help you with by clicking on one of the three focus areas.
In my experience, most people only think of influencing as something you do with intention… However, it is how you influence when you just do what you do that determines how effective you are when influencing with intention.
People who influence others to action are Leaders by the nature of the action their behaviour inspires.
Think now of someone who inspires you to action. This may be someone you know well or someone on the world stage. Note the reasons you admire them then consider the observable behaviour that led you to believe in them. This person may not necessarily have the title “Leader” in their resume it may have been bestowed on them by others.
Often those who find themselves with “Leader” as a title may be uncomfortable with the idea, associating the title with superiority and standing out. However, Leadership is not about being a Hollywood star it is about being a North Star, being a compass for others on the same journey. A compass is effective in any conditions, under pressure, in poor light or in a raging storm. Like a positively influential Leader it can be relied upon to give true and consistent direction.
It is only possible to enhance your influence by first identifying how you influence.
Consider these questions:
- Where is your influence having the positive effect you desire and how do you know?
- Where is your influence falling short and how do you know?
- What do you observe others doing or not doing as a result of your influence
- How is your influence benefiting others, helping you achieve your objectives and the objectives of the organisation?
Remember, your influence is constantly on; it is just a matter a degrees toward the positive or negative.
Check the “Solutions for Leaders and Leadership Teams” diagnostic on my new home page. You can easily find potential problems and solutions that I can help you with by clicking on one of the three focus areas.
- Individual Decision-Making
- Influence For Leaders
- Facilitated Group Decision-Making
Thursday, March 13, 2008
Are you heading for a business health crisis?
Wherever you reside on this planet it is likely your news media is full of stories about the immediate and long-term community health crisis.
The focus is on what to do at a high level and no one seems to be able to fix the issues on the ground.
With an increase in the ageing population, rising obesity levels and increasing stress related illness; just to name a few issues; I am wondering where the discussion about individual proactivity is in all this?
Unless the issues are tackled at both a global and individual activity level, positive sustainable change is unlikely.
You are most likely aware of how your moment-by-moment decisions and resultant actions affect your health. Will you wait until the impact is strong enough to need medication or indeed hospitalisation, before you act? And… are you aware of the real consequences on you and your lifestyle if ill health manifests in its full capacity?
I am sure you see how easily this correlates to business issues and business practice! It is crucial to be clear about your business outcomes and practice the necessary detailed activity to achieve them.
Activity that takes you off-track and wastes time may seem small in the moment but has massive impact in the future.
Interestingly, my focus on emotional resilience encapsulates both personal and business aspects. Since without a positive personal state and good health, as well as clear personal business processes, you are unlikely to achieve your outcomes and enjoy doing so.
What seemingly insignificant negative habitual action can you decide to change and act on right now? How will changing that make a difference in you positively pursuing your business outcomes?
My Proactiv8or® learning system addresses these specific issues. It has application for both corporates and individuals. The newly released self-paced system is now available from my website.
Until next time, be emotionally resilient; make great decisions and Proactiv8 in 2008!
The focus is on what to do at a high level and no one seems to be able to fix the issues on the ground.
With an increase in the ageing population, rising obesity levels and increasing stress related illness; just to name a few issues; I am wondering where the discussion about individual proactivity is in all this?
Unless the issues are tackled at both a global and individual activity level, positive sustainable change is unlikely.
You are most likely aware of how your moment-by-moment decisions and resultant actions affect your health. Will you wait until the impact is strong enough to need medication or indeed hospitalisation, before you act? And… are you aware of the real consequences on you and your lifestyle if ill health manifests in its full capacity?
I am sure you see how easily this correlates to business issues and business practice! It is crucial to be clear about your business outcomes and practice the necessary detailed activity to achieve them.
Activity that takes you off-track and wastes time may seem small in the moment but has massive impact in the future.
Interestingly, my focus on emotional resilience encapsulates both personal and business aspects. Since without a positive personal state and good health, as well as clear personal business processes, you are unlikely to achieve your outcomes and enjoy doing so.
What seemingly insignificant negative habitual action can you decide to change and act on right now? How will changing that make a difference in you positively pursuing your business outcomes?
My Proactiv8or® learning system addresses these specific issues. It has application for both corporates and individuals. The newly released self-paced system is now available from my website.
Until next time, be emotionally resilient; make great decisions and Proactiv8 in 2008!
Thursday, February 28, 2008
Are you investing or spending your time
It’s February, Your New Year’s Resolution…How’s it going?
Want to know the secret to making it happen? First let’s take a light look at what my research suggests are some possible reasons for failure.
Want to know the secret to making it happen? First let’s take a light look at what my research suggests are some possible reasons for failure.
True Colours Emerge Amongst Chaos
Today’s business environment is rife with chaos. Whether it is an isolated episode such as a temporary crisis or the standard environment, you can turn this challenge into opportunity, it’s all about perspective.
Thursday, February 7, 2008
Doing What Thrills You!
Three clues to be more you and achieve your audacious aspirations!
No wonder some goals are not achieved! Most people are looking for that elusive magic formula for effective goal setting and achievement. When the answer is right above your nose!
If how you planned last year saw you fall short of your aspirations, best use your brilliant brain to do some self-analysis and ask yourself why?
Clue 1… You are the key to your activity; the answer is in the memory of your experience. You can plan all you like, but if the necessary activity does not involve doing what thrills you in some way everyday, you will either not reach your audacious aspirations or you will feel empty having done so. Track back in your memory for clues to what you will and will not do.
Clue 2… Planning is about the future, activity to make it happen is now. My resident philosopher Ian Dawes once said, “Everything looks easy when it is a long way away”. My friend Tim Noonan* says his focus is “living an awesome life”. What a great aspiration, it fits both what he wants for the future and what he does each day.
Clue 3… It is all about being engaged in the goals you set. Use your intellect and think them through, your intuition to know they are right for you and then your instinct to feel they fit with you.
I believe we are aspiring to be our better selves, the way to that better self is to live a better self every day.
When you live in the spirit of being your best, you are more likely to make the necessary decisions to propel yourself forward, do what is necessary and be more appreciative at the end of each day. Actually, you will also be more appreciated because you will achieve more daily and people will be happier being around you.
Be more you and do what thrills you!
No wonder some goals are not achieved! Most people are looking for that elusive magic formula for effective goal setting and achievement. When the answer is right above your nose!
If how you planned last year saw you fall short of your aspirations, best use your brilliant brain to do some self-analysis and ask yourself why?
Clue 1… You are the key to your activity; the answer is in the memory of your experience. You can plan all you like, but if the necessary activity does not involve doing what thrills you in some way everyday, you will either not reach your audacious aspirations or you will feel empty having done so. Track back in your memory for clues to what you will and will not do.
Clue 2… Planning is about the future, activity to make it happen is now. My resident philosopher Ian Dawes once said, “Everything looks easy when it is a long way away”. My friend Tim Noonan* says his focus is “living an awesome life”. What a great aspiration, it fits both what he wants for the future and what he does each day.
Clue 3… It is all about being engaged in the goals you set. Use your intellect and think them through, your intuition to know they are right for you and then your instinct to feel they fit with you.
I believe we are aspiring to be our better selves, the way to that better self is to live a better self every day.
When you live in the spirit of being your best, you are more likely to make the necessary decisions to propel yourself forward, do what is necessary and be more appreciative at the end of each day. Actually, you will also be more appreciated because you will achieve more daily and people will be happier being around you.
Be more you and do what thrills you!
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