3Q Self-Assessment for Delegation

Delegation Assessment

  1. I explain the goal for delegation clearly and succinctly.                               Yes             No
  2. I ask for input and ideas about how the goal will be achieved?                  Yes             No
  3. I schedule a follow-up check-in shortly after the delegation is given.      Yes             No

Would you like some help with this?

  • Check my blog topics and search for options.
  • Call and let’s talk.

Chad 330-329-3137

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Constructive Conversations With FOUR

A model for approaching difficult coaching situations with confidence.

Framing – Elevating the conversation from a focus on personal failure to personal improvement

  • Sharing the Big Picture context for the conversation
  • Sharing the Purpose for the conversation
  • Sharing the Desired Outcomes for the conversation

 “Bob, your meeting today really took a right angle turn and missed the outcome it was intending to achieve.  Could we schedule a time to meet and discuss possible alternatives for assuring success the next meeting?  When is a good time for you during the next few days?”

Openness – Being open to considering new ideas and options

  • Staying open to learning and change as options are discussed
  • Holding judgment at bay
  • Resisting being the expert and know-it-all

 “Time for preparation is an issue and one we will have to deal with as we move forward.  What ideas do you have about carving out time for meeting planning and preparation?”

Understanding – Reflecting understanding of what others hold important

  • Listening for others ideas and option, then reflecting them in your words
  • Holding personal filters, limiters and choices at bay
  • Adjusting your strongly held beliefs and preferences to encompass or shift them in the moment

“Keeping the purpose and agenda posted is a good idea and one I hadn’t considered.  I’m going to try that as well, to see if it helps better focus the meeting on the purpose and outcomes to be achieved.”

Reciprocity – Meeting each others needs over time

  • Keeping the give and take of a long term relationship in mind
  • Helping others and helping yourself over time
  • Looking for and making opportunities to support and help

 “Meetings are typically a time waster unless we find better ways to make them productive.  I think some of our ideas are good ones for sharing with everyone and refining as norms for meetings in the future.”

 Need a hand?  Give a call  330-329-3137

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3Q – Self-Assessment for Prioritizing

How good are you at Prioritizing your daily work?

  1. I prioritize based on both Urgency and Importance of daily tasks.   Yes      No
  2. I link and align my daily priorities with the Business Plan priorities.   Yes       No
  3. I allow flextime (10% to 25%) in my day to deal with Urgent and Important priorities that arise.   Yes     No

 Would you like some help with this?

  • Check our blog topics and search for options.
  • Call and let’s discuss possibilities that are unique for you and your work preferences.

 

 

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Increasing Your Influence With FOUR

FOUR is an acronym for Framing, Openness, Understanding and Reciprocity

Skills that (when used together) result in Win/Win outcomes for working with others.

In todays world of global connections, fast changes and high expectations, your ability to work effectively with others to deliver the “best” solution for your client is vital for your success.

You all need to be on the same wavelength, have the same priorities, and all be committed and supportive of one another.

To combat these obstacles and assure that everybody is on the same playing field, understanding the same rules of play, and having clarity for how to make a goal, FOUR was created.

Framing is the sharing of the Big Picture or high level vision such that the playing field on which you are all players is clear, clean and understood.

Openness to others opinions, ideas, input and options for what the Big Picture actually looks like and what the rules of the game are is a necessity requiring withholding judgment and truly listening to what others have to say.  It is also asking good questions and behaving in such a way that others feel valued and encouraged to contribute their ideas and input.

Understanding is the ability to reflect back what others have shared in an understanding manner.  They need to believe that you really do understand their point or view, priorities, and feelings regarding the task at hand.

Reciprocity is the give and take over time that results in sustainable performance together.  It manifests itself as offering in-process options and alternatives focused on others desires and outcomes even in the face of not achieving your personal goals in the moment, but contributing to the ultimate big picture vision you both have for the future.

Although the FOUR skills are all required to make true collaboration and partnering take place, they are not necessarily sequential in nature and can be applied as needed and when necessary to achieve or maintain collaboration.

Interested in learning more?  Give us a call at 330-329-3137.

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Time Management Self-Assessment

3Q Self-Assessment for Time Management 

  1. I prioritize my work daily.   Yes   No
  2. I link my daily priorities to weekly and monthly goals.   Yes   No
  3. I control the volume of emails accumulated in my inbox.   Yes    No

Would you like some help with this?

  • Check my blog topics and search for options.
  • Call and let’s talk.
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Leadership Basics

Three Tenets of Leadership

Have a Vision for Change – Without a vision for how something could be different or better, there is no need for leadership.  Leaders lead others into new and different futures.

Leadership is all about experimentation, learning, risk and dynamism.  Management is all about efficiency, effectiveness, consistency and maximizing stasis.

Engage Followers – Without followers a leader is alone and stands little to no chance of making any changes that will stick.

Some faux-leaders think they can make change happen by themselves and then realize the change only lasts as long as they are present because unengaged doers neglect and ignore the change when the faux-leader is not present.

Create Focused Energy – When one or many followers are engaged and committed to achieving a vision for change they begin making things happen.  The leader must harness and align this energy such that work and behaviors stay focused on the collective outcomes agreed to for the vision.  Otherwise, chaos reigns and conflicts abound.

How are you doing as a leader?  Want some additional thoughts and ideas for enhancing your capabilities – give a call or email us for ideas.

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