Good Day Team,

The coach’s challenge for the week is to inspire and energize your team members. Each of us has a certain amount of energy that we bring to our jobs each day. That energy is affected by the people we work with and the events that take place. Since we know that we affect each other, how can we be a positive influence that encourages others to enjoy their work and inspires them to be more successful?

Here are some practical suggestions from the book “1001 Ways to Energize Employees” by Bob Nelson:

Give your team members the time and place to be creative.

Spend some team meetings brainstorming solutions to a key organizational problem.

Select one team member to come up with an idea, and then pass it onto the next team member to add his or her ideas. Continue until all team members have made their contribution.

Encourage and defend minority opinions, even if it means explaining and developing two different parallel ideas at once.

Quickly accept and implement team recommendations whenever feasible.

Spend energy on solutions, not emotions.

Take personal responsibility for fixing things. Don’t blame others.

Try easier, not harder.

Allow the freedom to fail and try again.

Have fun!

Try implementing some of these solutions with your team members this week.

Have a great week!

Kathleen

“Everybody has noted the astonishing sources of energy that seem available to those who enjoy what they are doing or find meaning in what they are doing.” Charles Garfield, President, Performance Sciences Corp.

Good Day, Team,

The coach’s challenge for the week is inspired by a quote from Albert

Einstein: “A problem cannot be solved at the level of consciousness in

which it occurs.”

The challenge this week is to consider one problem you’re currently

dealing with and find a completely different way to solve it. To

create new ways of doing things, we have to think very differently

about possible solutions. This requires us to actually “see”

differently, that is, we must be able to look at our difficulties with

a completely different perspective in order to create new solutions to

them.

One of the great benefits of working on a team is that you can ask a

team member how she or he views a situation. In asking for another’s

point of view, we gain a different perspective, and this allows us to

see something in a new way. This then enables us to also seek a

different solution.

Changing your environment can alter your perspective, too. How often

have you found yourself sitting at your desk laboring over possible

solutions to a problem, just to find that your mind is continuing to

circle around the same solutions you’ve already tried that aren’t

working? If at that moment you decide to get up and take a short walk

outside, you can easily change your state of mind and have access to

more creative thoughts. It’s as though the cobwebs have cleared, and

you can literally see the problem and possible solutions in a different

light.

Try experimenting this week with different ways to solve a problem. If

you’re able to allow an outside influence to alter the way you see a

problem, you may find the right solution.

Have a great week!

Kathleen

Good Day Team,

This week’s challenge is about strengthening intragroup connections. I’m using ‘intragroup’ as a word to describe ‘within the team’. It’s a good time to think about what you’re doing to strengthen the connections between people when you’ve recently added new people, re-organized people into new positions, and/or made changes to the way you do business.

How can you ensure that you’re being attentive enough to everyone on the team during periods of change? This can be accomplished in a variety of ways. Communication is the greatest way to make sure everyone’s on the same page. The rule of thumb here is to give people information and do it over and over again. Don’t assume that everyone knows who the newly hired or newly promoted team member is, make sure everyone knows who they are and what role they play. Don’t assume that everyone already knows about a change in your organization, or that just because you told the managers, they’ll tell everyone else. Inevitably, someone gets left out of the loop and feels excluded. Having the attitude, “They don’t need to know yet. We’ll tell them when the time comes, it will just upset them now”, also doesn’t work. There’s nothing worse than finding out about a change within your company long after the fact. Keep everyone informed and particularly during times of change, send out the same consistent messages again and again.

Try taking advantage of the change and use the time to think about new ways to do things now that the organization is changing. First, establish by word and example that this might be a good time to step back and take stock, a time to question the “usual” and a time to come up with new and creative solutions. Sometimes the transition between letting go of the old and embracing the new is a great time to re-look at the way things get done. Second, provide opportunities for others to do the same. Give your team members time and suggestions to help them see things in a new way. Third, encourage experiment and look for opportunities to brainstorm new answers to old problems. Bring people together in different ways and in different places. One group I’m working with just set up a Friday night get together so that the new members of the team can relate to each other in an environment other than work. This will encourage a greater connection and give them a new way of seeing each other.

Finally, restrain the natural impulse in times of ambiguity and disorganization to push prematurely for certainty and closure. Be careful that your efforts to build solidarity and sense of belonging don’t unintentionally squeeze out people’s natural responses to change. Timing is an important factor in any change, and you’ll find that your people will more readily embrace what’s new, if you give them time to let go of the old and transition naturally towards new beginnings.

Your challenge this week is to come up with one thing you can do this week to strengthen the connection between you and your peers. Start with your immediate team and if that works, try extending that connection out to others.

Have a great week!

Kathleen

Good Day Team,

The coach’s challenge this week revolves around managing your boss. In the January 2005 special issue of the Harvard Business Review, there is an interesting article entitled “Managing Your Boss”. The article talks about “the process of consciously working with your superior to obtain the best possible results for you, your boss, and the company.” Interestingly enough, many people don’t often think of managing up, unless it’s for political reasons. And yet, our relationship with our superiors is critical to our daily experience at work as well as our overall performance. Who writes our performance review? Who do we spend much of our time with in meetings? Who often links us to the rest of the organization? Who is our mentor?

Each of us experiences unrealistic assumptions about our bosses. We often think that the boss will magically know what information or help we need and in assuming that, we don’t ask for what we need or want. We often behave as though our bosses are not dependent on us. We fail to see how much they need our help and support. We also tend to think that they are infallible and have all the answers. When we think of how many times we’ve been afraid to tell our boss the truth, it’s surprising that most bosses get a full picture of what’s really going on. If we don’t tell them what’s going on, who will?

The challenge here is to develop and maintain a strong, healthy relationship with your boss. It requires taking responsibility first for yourself and then for the relationship. Some bosses spell out their expectations very explicitly. But most do not. Ultimately, the burden falls on the subordinate to find out what the boss’s expectations are. As a coach, I’m often surprised when a manager comes to me with a difficulty they’re experiencing with one of their team members, and I discover that neither the manager nor the team member have talked about the real issue. None of us likes to have difficult conversations consequently, more often than not, both parties avoid talking about what’s really going on. One way to deal with this is to find out how your boss likes to receive information. Some bosses don’t respond well to face to face conversations. In that case, try sending information in written form first, and then following up with a conversation. Most bosses like to be informed before they are confronted with a problem. Try finding a compatible work style with your boss. Peter Drucker, the well known consultant and author, divides bosses into “listeners” and “readers”. If your boss is a listener, you brief him or her in person then follow it up with an e-mail. If, your boss is a reader, you send the e-mail first, and then talk about it.

Here are some other helpful points for managing your boss:

* Make sure you understand your bosses preferred work style

* Always consider the context. What pressures is your boss currently under? What goals and objectives are they working towards?

* Assess yourself and your needs. Your style, your strengths, your flat spots and what you need to be successful.

* Be dependable and honest and keep a steady flow of information passing between the two of you.

* Selectively use your boss’s time and resources. Remember… you have one of them and they have many of you!

“If you forge ties with your boss based on mutual respect and understanding, both of you will be more effective”. John J. Gabarro and John P. Kotter

Have a great week!

Kathleen

Good Day Team,

The subject of this week’s challenge is “no blame”. As you may remember, I send this particular challenge out about every six months. Blaming others is so prevalent that I find it useful to remind myself and others what a waste of time and energy it is. The definition of blame is, an expression of disapproval or reproach. It usually involves one person disapproving of what another person is saying or doing. Blame often goes beyond the disapproval stage and becomes a judgment or opinion on the part of the person who is blaming. It is then left to the person being blamed to respond in some way. Their response is often negative, since by nature, none of us enjoy being disapproved of. In “The Four Agreements” , Don Miguel Ruiz, the author, has a wonderful way of addressing blame. He writes, ‘the biggest assumption that humans make is that everyone sees life the way we do. We assume that others think the way we think, feel the way we feel, judge the way we judge, and abuse the way we abuse. We are afraid to be ourselves around others because we think others will judge us, victimize us, abuse us, and blame us as we do ourselves.”

We can see that blame arises when we take things personally and then make assumptions about others. Try to see blame when it arises in you and then try not to project it out onto others. When we realize that nothing good comes from blame and that no one, including ourselves, enjoys the experience of being blamed, we can have an incentive to catch blame and stop it before it becomes our reality.

“People are always blaming their circumstances for what they are. I don’t believe in circumstances. The people who get on in this world are they who get up and look for the circumstances they want, and, if they can’t find them, make them.” George Bernard Shaw

Have a great week!

Kathleen

Good beginning of the week, everyone-

The coach’s challenge of the day is to “celebrate what you want to see more
of”. Throughout the week we often witness each other making an effort that
goes above and beyond the usual standard of a “job description”. It may be
a small gesture (over in a heart beat) or it may be one of those bigger,
more heroic gestures that makes that person’s day much tougher. Regardless
of the size of the effort, we see someone take an extra step (or 500 extra
steps)on behalf of the whole. Part of great leadership is noticing, and
acknowledging. We all have a thousand good reasons we don’t give that most
rare reward, acknowledgement- We have a meeting to go to, we don’t want a
compliment to go to someone’s head, they don’t like being the center of
attention, they’re busy right now, we just praised them last week, we don’t
want them sitting on their laurels. The bottom line is we miss an
opportunity to celebrate great work.

Aim for giving more mini doses of positive feedback right when you notice
things, in the moment. Monthly one-on-ones, annual reviews, scorecards or
periodic evaluations are all valuable formats for giving organized feedback,
but they’re not going to put the spring in our step that makes a work day
fly by. What gives us that extra boost is knowing that the people we work
with pay attention to what we do well. Acknowledging great work, however
small, inspires ownership, quality, and endurance.

“Correction does much, but encouragement does more.” Johann Goethe

“Celebrate what you want to see more of.” Thomas J Peters

Have a good week-

Kathleen

Good day Team,

The coach’s challenge of the week is to consider ‘leading from within”. Leading from within extends and builds upon empowerment and participative management. It also reflects the core of the leader’s being. In fact, it is a way of being. Tips and techniques alone do not define leading from within. Leading from within is a combination of character ethics, including keeping promises, being honest, and exercising courage. It’s also about personality, or how personally effective we are in our work and our personal lives and if our actions are trustworthy. True leaders inspire by their actions, not just by their words. Ask yourself, “If I’m not leading from my inner guiding principles and values, what am I leading from?”

Here are examples of the different approaches that are taken by leaders who lead from within and those who do not. You will see that the left column represents actions that may be required to continue to be profitable whereas the right column represents actions that have purpose or meaning. Of the two, which actions are more sustainable and inspiring?

Numbers-focused purpose (external) Higher purpose/vision (within)

* “make a buck” approach * evokes higher values

* doesn’t mean much to employees * has personal application

* cold and impersonal * inspirational

* focuses on reports * focus on bringing out the best in people

* short-term results * long-term results

* ends when number reached * continues forever

Leading from within requires self-awareness. Unless you are familiar with your inner territory, you will not understand your core strengths or your flat spots. By observing your inner world as well as your external actions, you can see how integrated you are, or how much integrity you have. Is your behavior a good example of your inner values? Do you justify poor behavior in yourself and others because you’re at work and therefore, you don’t need to behave as well as you would with friends or family? Are you inspiring others by who you are as well as what you do and how you do it? Are you acting one way towards your team members but feeling the exact opposite internally?

“Each of us must be the change we want to see in the world”. Gandhi

Have a great week!

Kathleen

Good morning Team,

It seems appropriate to acknowledge the New Year with a coach’s challenge about beginning. I have some practical observations about beginnings. 1. We tend to begin the things we like to do without any resistance. 2. We tend to put off beginning the things we don’t like to do. 3. We often ponder when to begin only to find it becomes too late to do. 4. The beginnings of all things are small (this thought comes from Cicero).

When we begin with the more difficult parts of a task, we often find that it is easier to continue on until the task is done. We all know that procrastination only makes the difficult tasks much harder to accomplish. We can use the newness of this time of year to give us the extra energy we need to tackle those things we tend to avoid. It’s a good time to think about short term accomplishments within the context of long term goals. It’s also an opportune time to take initiative in areas we’ve avoided in the past.

Try to see an area in your work where you typically procrastinate and make an effort to begin to work with it, even if it’s a small effort. Sometimes just by beginning to do something, we find that we’ve already accomplished a lot.

“The difference between getting somewhere and nowhere is the courage to make an early start. The fellow who sits still and does just what he is told will never be told to do big things.” Charles M. Schwab

And from Johann Von Goethe, “Are you in earnest? Seize this very minute. What you can do, or dream you can do, begin it. Begin it and the work will be completed.”

Have a great week!

Kathleen

Good morning Team,

The coach’s challenge of the week is about letting things be as they are and not trying to make everything perfect. This weekend I found myself rushing from place to place, struggling to do Christmas shopping, working on preparing my house for the holidays, sending out Christmas cards, making lists about people and stuff so I don’t forget anyone at Christmas, trying to fit business meetings, projects, and Holiday engagements all into the same two week period and making sure I get all the out of town family member’s packages in the mail by this week! Finally, by Sunday afternoon I just stopped and asked myself, “is this really the way I want to spend another Christmas and New Years?” Every year I do this, and every year I’m pretty much exhausted by the time January 2 rolls around. So, today I decided that my challenge for this next two weeks is to just let things develop the way they will and to try not to make everything perfect.

The Holidays usually bring lots of extra stress and pressure to all of us and yet, this is the time of year when we are supposed to be feeling, love, joy and peace. At least that’s what all the Christmas cards say! I wonder how it would be if I could just sail through the next few weeks feeling free of any major obligations and I was simply able to enjoy the spirit of the season with my family and friends.

My challenge is to let it be. Let each day come and unfold itself as it is meant to be. Perhaps I can allow myself to enjoy these days of celebration with peace and love as my guiding principles instead of getting stressed out and irritated by everything I have to get done. I hope to give more than I receive this Christmas and to enjoy it for what it’s worth; the simple act of giving to me and others a little kindness and good cheer.

“People are happier at Yuletide because they take the milk of human kindness out of the deep freeze.” Arnold Glasow

Have a great week!

Kathleen

Good morning Team,

The coach’s challenge for the week is to think globally. We are kept so busy day to day that we often don’t take time to think beyond our immediate challenge or our short term goals. The idea that we could somehow affect the greater world outside of us seems foreign. And yet, there is no doubt that the consequences of our actions and decisions are much greater than we often anticipate.

Thinking globally gives us a chance to see how we impact the larger picture of the world around us. We know that when we do something at work, it often impacts many more people than we expect it to. How often have you made a decision about something and thought you informed all the affected parties, just to find out that there were even more people who were affected that you hadn’t even thought about? This gives us an insight into the impact that our actions have that we are often unaware of. Thinking globally means thinking intentionally about how our actions reverberate throughout the environment. This includes everything from working on a community support campaign to remembering to re-cycle paper at work or in our homes. We are all connected to the world around us and each of us has an opportunity to stop and think about our impact upon it.

Have a great week

Kathleen