"I am the master of my fate; I am the captain of my soul."
William E. Henley
A couple of years ago I found myself at a crossroad in my career. I had a job that I hated, but was making more money that I could have ever dreamed of. For some, the money part would have made the rest more manageable, but for me I felt like I was not living my purpose and passion. I was simply not happy at that point on my career. I knew that it was time for me to make decisions concerning the future direction of my career, but I also knew that I needed the guidance of someone more experienced than I was. I contacted my mentor, Keith; explained my situation and asked for his advice.
Always willing to listen, he advised me that I need to create a blueprint for my career. Sensing my confusion, he explained that your career blueprint is similar to any other type of blueprint. Simply put, you look at what the end should look like and you begin to work backwards. Initially, I did not understand but he explained that I should picture myself at the end of my career and envision what that looks like (What I will be doing or what job or role I will be retiring from). Next, he told me to look at where I was currently and basically to fill in the middle, working my way backwards. It finally clicked. Just like we write down goals and plan for the future, often we need to map out a career blueprint to help us figure out where we want to go from here.
That advice and most importantly, creating that blueprint, helped me realize what I needed to do and what steps I needed to take to get there. What started out as a crossroad actually became the path that will lead my success.
Monday, March 29, 2010
Friday, March 26, 2010
Real Leadership Tips; Change Starts with Us
Clearly, it was not by accident that when Gandhi set out to be a change agent in the world, he looked inward and started with himself first. As leaders, how many of us look inward in order to make an impact outward?
Prior to my first position in leadership, I was a customer service representative who made a lot of mistakes. I was young (no excuse) and I did not take my job seriously. Instead of focusing on meeting my performance goals, I focused more on being popular and hanging out with the “in crowd.” Clearly not leadership material.
It wasn’t until I was passed up for a position doing the job I was currently doing in a interim role that I realized that I needed to take a closer look at how I was performing. If I didn’t start taking my job seriously, not only would I find myself in a position that could leave me without a job, but I would continuously be passed up for opportunities to advance.
I would have no one to blame but myself. It was only after I began to take my job seriously, became accountable for my actions and my performance and looked inward to see what changes I needed to make that things started to change for me.
We all have the ability to be the change we want to see in the world; whether that world is the workplace, classroom or elsewhere, it must first start with us.
Prior to my first position in leadership, I was a customer service representative who made a lot of mistakes. I was young (no excuse) and I did not take my job seriously. Instead of focusing on meeting my performance goals, I focused more on being popular and hanging out with the “in crowd.” Clearly not leadership material.
It wasn’t until I was passed up for a position doing the job I was currently doing in a interim role that I realized that I needed to take a closer look at how I was performing. If I didn’t start taking my job seriously, not only would I find myself in a position that could leave me without a job, but I would continuously be passed up for opportunities to advance.
I would have no one to blame but myself. It was only after I began to take my job seriously, became accountable for my actions and my performance and looked inward to see what changes I needed to make that things started to change for me.
We all have the ability to be the change we want to see in the world; whether that world is the workplace, classroom or elsewhere, it must first start with us.
Thursday, March 25, 2010
Workplace Bullying or Simply Ineffective Leadership?
Recently, I responded to the question, “Is bullying in the workplace on the rise?” Below is how I responded to the question as well as a list I came across outlining 25 tactics commonly used by workplace bullies.
I believe workplace bullying is on the rise and agree with the previous responses. In fact, it is becoming such a concern that bills are being introduced (Healthy Workforce Act) to address the issue.
Workplace bullying is a form of harassment that companies must address as they would any other harassment concerns. Leaders who bully are liabilities for the companies they work for, not only due to the possible legal ramifications, but the impact it has on the overall organization. Like many, I have had the misfortune in the past of either working for or with someone who views bullying as a leadership trait when in reality it is a tactic that demonstrates insecurities, inflated egos, fear, inexperience and a need for power or control.
Below are additional insights I found to be interesting:
Research by the Workplace Bullying Institute suggests that the following are the most common 25 tactics used by workplace bullies.
1. Falsely accused someone of "errors" not actually made (71 percent).
2. Stared, glared, was nonverbally intimidating and was clearly showing hostility (68 percent).
3. Discounted the person's thoughts or feelings ("oh, that's silly") in meetings (64 percent).
4. Used the "silent treatment" to "ice out" and separate from others (64 percent).
5. Exhibited presumably uncontrollable mood swings in front of the group (61 percent).
6. Made up own rules on the fly that even she/he did not follow (61 percent).
7. Disregarded satisfactory or exemplary quality of completed work despite evidence (58 percent).
8. Harshly and constantly criticized having a different standard for the target (57 percent).
9. Started, or failed to stop, destructive rumors or gossip about the person (56 percent).
10. Encouraged people to turn against the person being tormented (55 percent).
11. Singled out and isolated one person from coworkers, either socially or physically (54 percent).
12. Publicly displayed gross, undignified, but not illegal, behavior (53 percent).
13. Yelled, screamed, threw tantrums in front of others to humiliate a person (53 percent).
14. Stole credit for work done by others (plagiarism) (47 percent).
15. Abused the evaluation process by lying about the person's performance (46 percent).
16. Declared target "insubordinate" for failing to follow arbitrary commands (46 percent).
17. Used confidential information about a person to humiliate privately or publicly (45 percent).
18. Retaliated against the person after a complaint was filed (45 percent).
19. Made verbal put-downs/insults based on gender, race, accent or language, disability (44 percent).Age is another factor.
20. Assigned undesirable work as punishment (44 percent).
21. Created unrealistic demands (workload, deadlines, duties) for person singled out (44 percent).
22. Launched a baseless campaign to oust the person; effort not stopped by the employer (43 percent).
23. Encouraged the person to quit or transfer rather than to face more mistreatment (43 percent).
24. Sabotaged the person's contribution to a team goal and reward (41 percent).
25. Ensured failure of person's project by not performing required tasks, such as sign-offs, taking calls, working with collaborators (40 percent).
I believe workplace bullying is on the rise and agree with the previous responses. In fact, it is becoming such a concern that bills are being introduced (Healthy Workforce Act) to address the issue.
Workplace bullying is a form of harassment that companies must address as they would any other harassment concerns. Leaders who bully are liabilities for the companies they work for, not only due to the possible legal ramifications, but the impact it has on the overall organization. Like many, I have had the misfortune in the past of either working for or with someone who views bullying as a leadership trait when in reality it is a tactic that demonstrates insecurities, inflated egos, fear, inexperience and a need for power or control.
Below are additional insights I found to be interesting:
Research by the Workplace Bullying Institute suggests that the following are the most common 25 tactics used by workplace bullies.
1. Falsely accused someone of "errors" not actually made (71 percent).
2. Stared, glared, was nonverbally intimidating and was clearly showing hostility (68 percent).
3. Discounted the person's thoughts or feelings ("oh, that's silly") in meetings (64 percent).
4. Used the "silent treatment" to "ice out" and separate from others (64 percent).
5. Exhibited presumably uncontrollable mood swings in front of the group (61 percent).
6. Made up own rules on the fly that even she/he did not follow (61 percent).
7. Disregarded satisfactory or exemplary quality of completed work despite evidence (58 percent).
8. Harshly and constantly criticized having a different standard for the target (57 percent).
9. Started, or failed to stop, destructive rumors or gossip about the person (56 percent).
10. Encouraged people to turn against the person being tormented (55 percent).
11. Singled out and isolated one person from coworkers, either socially or physically (54 percent).
12. Publicly displayed gross, undignified, but not illegal, behavior (53 percent).
13. Yelled, screamed, threw tantrums in front of others to humiliate a person (53 percent).
14. Stole credit for work done by others (plagiarism) (47 percent).
15. Abused the evaluation process by lying about the person's performance (46 percent).
16. Declared target "insubordinate" for failing to follow arbitrary commands (46 percent).
17. Used confidential information about a person to humiliate privately or publicly (45 percent).
18. Retaliated against the person after a complaint was filed (45 percent).
19. Made verbal put-downs/insults based on gender, race, accent or language, disability (44 percent).Age is another factor.
20. Assigned undesirable work as punishment (44 percent).
21. Created unrealistic demands (workload, deadlines, duties) for person singled out (44 percent).
22. Launched a baseless campaign to oust the person; effort not stopped by the employer (43 percent).
23. Encouraged the person to quit or transfer rather than to face more mistreatment (43 percent).
24. Sabotaged the person's contribution to a team goal and reward (41 percent).
25. Ensured failure of person's project by not performing required tasks, such as sign-offs, taking calls, working with collaborators (40 percent).
Tuesday, March 23, 2010
Never Forget Where You Came From
Recently, I completed the draft of my book, “Doing the Opposite: Insights for New Leadership Success”. Part of the approach I took was to interview several leaders and business executives, gathering their input and advice to be included in the book.
One of the executives I wanted to mention in my book is deceased, but his widow was willing to share insights as to the type of leader her husband was. As we wrapped up the interview, I asked her one final question, “Your husband was obviously very well respected and he accomplished many firsts in his career, but what is the one factor that contributed the most to his success?” She responded, “He never forgot where he came from”.
She shared with me how he grew up in economically challenging times and although his family did not have much, he appreciated what they had. He faced many adversities in his life, whether it was as a star college athlete in the 50’s, fighting for civil rights or climbing the corporate ladder… yet he never forgot where he came from.
Sometimes we get so caught up in the titles we hold, the positions we are looking to secure and difficulties we are facing that we don’t always take time to look back and remember where we came from. Sometimes, they hold the key to where we are going.
One of the executives I wanted to mention in my book is deceased, but his widow was willing to share insights as to the type of leader her husband was. As we wrapped up the interview, I asked her one final question, “Your husband was obviously very well respected and he accomplished many firsts in his career, but what is the one factor that contributed the most to his success?” She responded, “He never forgot where he came from”.
She shared with me how he grew up in economically challenging times and although his family did not have much, he appreciated what they had. He faced many adversities in his life, whether it was as a star college athlete in the 50’s, fighting for civil rights or climbing the corporate ladder… yet he never forgot where he came from.
Sometimes we get so caught up in the titles we hold, the positions we are looking to secure and difficulties we are facing that we don’t always take time to look back and remember where we came from. Sometimes, they hold the key to where we are going.
Thursday, March 11, 2010
Customer Service Through the Customers Eyes
Recently, my brother went to the eye doctor for a routine eye exam and found out that he needed glasses. After the initial shock wore off, he headed to a vision store to get his prescription filled. He recently started a new job and with that came a new insurance card. After shopping around the store and selecting the frames he wanted to purchase, he gave his insurance card to the sales clerk. With a few key strokes on the computer the clerk came back and informed him that his benefits were not effective until 2012.
Knowing that there must be a mistake, my brother informed the clerk that he just signed up for the insurance less than a month ago and that he had never used the insurance before. The clerk suggested he contact the insurance provider and investigate the problem on his own.
One of the qualities I admire most about my brother is his passion for customer service. He has worked in various customer service related capacities during his career and like me, appreciates it when he receives exceptional service. Obviously this was not the case in this situation. As we discussed what the clerk could have done in this situation, we came up with a short list that may have resulted in a different outcome.
1. When in doubt, assume that your customers are telling the truth
2. Go the extra mile, pick up the telephone and investigate on behalf of the customer
3. Don’t make the customer do the job that you were hired to do
4. Act like you care; it takes very little to show understanding and empathy for others
5. Value your customers; if you don’t, the store down the street will
It doesn’t matter if the product you are purchasing involves glasses, a car or even something as small as a candy bar. Customer service and delivering a quality experience is the one factor that determines if you will have a customer for life or if they will head straight to your competitors.
If you have a customer service experience you would like to share, let me know.
Knowing that there must be a mistake, my brother informed the clerk that he just signed up for the insurance less than a month ago and that he had never used the insurance before. The clerk suggested he contact the insurance provider and investigate the problem on his own.
One of the qualities I admire most about my brother is his passion for customer service. He has worked in various customer service related capacities during his career and like me, appreciates it when he receives exceptional service. Obviously this was not the case in this situation. As we discussed what the clerk could have done in this situation, we came up with a short list that may have resulted in a different outcome.
1. When in doubt, assume that your customers are telling the truth
2. Go the extra mile, pick up the telephone and investigate on behalf of the customer
3. Don’t make the customer do the job that you were hired to do
4. Act like you care; it takes very little to show understanding and empathy for others
5. Value your customers; if you don’t, the store down the street will
It doesn’t matter if the product you are purchasing involves glasses, a car or even something as small as a candy bar. Customer service and delivering a quality experience is the one factor that determines if you will have a customer for life or if they will head straight to your competitors.
If you have a customer service experience you would like to share, let me know.
Tuesday, March 9, 2010
Is Denial the New Leadership Standard?
Like many people, I have been closely following the news concerning Toyota and the complete mess they seemed to have brought on themselves. I am also finding myself becoming very irritated by the actions and prior inactions of the executives at Toyota. The other week, a segment on ABC News highlighted a test that was conducted to prove that there is an electrical problem causing the cars to accelerate. On Monday, Toyota executives held a press conference stating that they had conducted their own experiment and that the findings featured on the news segment were wrong. To take that a step further, Toyota not only conducted the test on their own line of vehicles but also did so with other manufactures vehicles. I see several factors wrong with this scenario, but most of all I see that Toyota’s real problem continues to stem from ineffective leadership within their organization.
Here are five things companies and those in leadership positions should not do when being faced with a PR nightmare, diminished consumer confidence and a tarnished image:
1. Spend more time denying that a problem exists and looking for others to blame verses spending time accepting responsibility and correcting what is wrong.
2. Fail or wait extended periods of time to acknowledge that a problem exists and minimize it when others begin to criticize you.
3. Not listening to your customers or following up on their feedback; several months, multiple complaints’ and even death occurred before Toyota acknowledged that they were aware of a problem.
4. Feel that just because your ship is sinking, you might as well take others down with you. Obviously Toyota’s competitors are experiencing an increase in vehicle sales because of this situation, but it is not necessary to conduct a test using their vehicles when your cars are the ones with the issue.
5. Focus on sales and profits in the midst of a disaster. I think this statement speaks for itself.
As with any organization, a company is only as good as the people who are leading it. There are several key competencies that effective leaders possess, but denial is not one of them.
Let me know what you think.
Here are five things companies and those in leadership positions should not do when being faced with a PR nightmare, diminished consumer confidence and a tarnished image:
1. Spend more time denying that a problem exists and looking for others to blame verses spending time accepting responsibility and correcting what is wrong.
2. Fail or wait extended periods of time to acknowledge that a problem exists and minimize it when others begin to criticize you.
3. Not listening to your customers or following up on their feedback; several months, multiple complaints’ and even death occurred before Toyota acknowledged that they were aware of a problem.
4. Feel that just because your ship is sinking, you might as well take others down with you. Obviously Toyota’s competitors are experiencing an increase in vehicle sales because of this situation, but it is not necessary to conduct a test using their vehicles when your cars are the ones with the issue.
5. Focus on sales and profits in the midst of a disaster. I think this statement speaks for itself.
As with any organization, a company is only as good as the people who are leading it. There are several key competencies that effective leaders possess, but denial is not one of them.
Let me know what you think.
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