The ability to get lost in comparing where we are versus where (or who) we should be is so easy. True, it is a natural tendency to do so and it has never been in our faces as much as it is now. Social media, digital media, regular print, billboards, TV, and movies.
The combination of these is causing us to receive messages of inadequacy all the time. So how do you combat these messages and potential FOMO (Fear Of Missing Out)? You must track your wins!
Here are 7 reasons why you need to track your wins:
1 – No one else is going to celebrate your wins for you
2 – You begin to focus on the importance of small wins (which in reality are HUGE wins!)
3 – You build positive momentum when you track your wins
4 – You see ways to help others celebrate their own wins
5 – When you track your wins, you attract positive and uplifting people in your life
6 – You shift to a possibility mindset
7 – It is super fun!
8 – Bonus: You can look back on a positive record of your past wins which is especially inspiring in tough times.
Make sure to track your wins ASAP. Use a dedicated notebook, set aside time to reflect and record daily. If you want to take it up a notch, share your wins with an accountability buddy.
Yet to lead you must learn how to shift your emotions with skill at key moments.
This may sound like not caring, it’s the opposite. You care so much you choose to come from a place of understanding instead of ego.
Scenario –> A team pours hours of energy into a proposal for their supervisor. Deep attachment to the final product grows as a result of their devotion.
Then their supervisor asks for and made modifications so they reacted with animosity. Instead of seeking understanding and perspective, they feel like a victim.
A skillful response –> Realize your proposal and effort were essential. Your team’s work saved precious time allowing your supervisor to enhance the proposal.
This outlook empowers rather than enrages. You become the cause for project success, not the effect of another person’s actions. Start shifting your emotions.
Put yourself in the shoes of your leaders as much as possible. Encourage your team to do the same. Doing so will strengthen your ability to lead when your next opportunity presents itself.
When I coach people or conduct leadership workshops there is a lot of conversation about the importance of self-awareness as well as communication with others. A consistent theme is the ability of individuals and groups to explain the “why” or “how” of a certain outcome – essentially one simple question.
This explanation is typically met with a tremendous amount of agreement that tends to become part of the culture.
On the surface, this actually sounds like a good thing. Having a cultural understanding of the “why” and “how” appears like it would strengthen the morale of the organization. However, there is a paradox that comes with obtaining this information.
For instance, an event planning company assigns a team the goal of sourcing a specific number of vendors to choose from for an upcoming annual event. The deadline to present their results to their supervisor arrives only to reveal they have not met the goal. When asked what happened a series of explanations are submitted ranging from timing, vendor availability, couldn’t reach the decision maker, etc.
The team’s explanation makes complete logical sense, after all, not connecting with the people you need is indeed a challenge. The issue here is this explanation leads to one of two outcomes.
1st – Their explanation is acknowledged as fact and everyone moves on to figure out how to get more potential vendors.
2nd – A simple question is asked of the team once they give their explanation. That question is…
It’s a simple enough question that is not so simple to answer. The explanation provided, on a deeper level, is simply a series of excuses that are designed to satisfy the people making them.
They may or may not be true. They may or may not be exaggerated because the employee has learned which excuses are acceptable to get the focus off of the employee and on to “others.”
That’s what excuses do; they appear to logically explain the emotional tension developed as a result of not accomplishing what they set out to do.
SO WHAT you couldn’t reach the decision maker over the phone?
SO WHAT you ran out of time?
SO WHAT the vendors were booked?
By addressing each specific excuse you create on the opportunity, although tense, to demonstrate the importance of being accountable and changing approaches to obstacles. You are helping them solve their own problems instead of taking it on yourself or giving them a pass.
If you let something like this pass once, without asking the question, it will become the norm within your organization. Not only will it be normal, there are business cultures where this has become ingrained in the organization and the owner or department head has instead picked up the slack, rather than challenging the team to do more.
With that in mind, there is another layer to reveal when it comes to upholding this standard. If you are going to use this powerful questions on your team, you MUST use it on yourself first.
Good or bad leadership are both demonstrated the same way → by example.
You must always hold yourself to this same standard when it comes to producing results for yourself if you expect it to show up in your team. Our team is always going to reflect back to you who you are and how you are showing up.
Not only that, your team will mirror back your example in multiples because there are more of them, making the impact of allowing excuses for yourself that much more of an issue when its allowed on your team.
SO WHAT you skipped the gym this morning?
SO WHAT you left work early today?
SO WHAT your team didn’t hit their goals?
How you do one thing will spill over into how you do all things. Each time you hit snooze instead of going to the gym and excuse yourself for it because you stayed up too late you have allowed an excuse to satisfy you.
This will limit your ability to hold your team accountable and you will find yourself giving them a pass here and there for “little things”. Only to realize when the time comes for them to deliver to you, you are met with an excuse.
As a leader, it is ultimately up to you. You determine what is allowed and the meaning you attribute to the actions of others in your life. Because these will ultimately reveal the standards you’ll tolerate personally and professionally as well as the results you’ll settle for within your company culture.
SO WHAT will you chose?
#heyAnne #leadership #performance #highstandards
Original goal: Speak in front of an audience twelve times this year (once per month).
10 times ] goal: Speak in front of an audience 120 times this year (10 per month…gulp!)
Solution: Think bigger about what an audience means to you. Create content for webinars, podcasts, videos for social media and traditional in-person events.
Break this down to weekly and monthly based on the method you will use…
2 – Facebook live streams per week (hint: they can be brief)).
2 – Selfie style videos posted to Facebook, Youtube, Instagram or LinkedIn.
This gives you 16 streams of speaking to an audience in month one, surpassing your entire goal for the year.
1 – Traditional in-person engagement
1 – New in-person engagement
1 – Webinar or 2 if you share recorded versions
1 – Podcast (host or guest)
This strategy would actually get you 20 times the exposure and completely shatter your goal!
This gives you 60 events for the year giving you five times more than your original goal.
There is writing a job posting and – crafting one.
The way to recruit top people is simple and essential to your business.
As long as you have a clearly defined process and are willing to follow it until you find EXACTLY who you are looking for, you’ll have no problem when looking to recruit the best people for your business.
**Disclaimer, by process I mean organized steps that have produced the ideal results over time.
A process is not just posting generic job ads, returning a couple of phone calls or emails, and conducting interviews. A process is strategic, intentional, and designed with the end person in mind and built backwards.
Use these three steps to get started or to revamp your current process;
→ 1) Develop an in-depth, detailed profile of your person. This may sound obvious, until you start penciling in the details (this does not necessarily go on your job post).
– Commonly referred to as an avatar,, design your new employee: type of degree, years of experience,what type of job history, etc.
– You want to be as specific as possible. Dream a little!
→ 2) Prepare for the long-haul.
– Hiring the best takes time, the best is hard to come by which makes it more valuable when you find them.
– If it’s taking time, that’s a good thing, hang in there.
→ 3) Aggressively market your position.
– There is a ton of noise and clutter in online job boards and in order to stand out, you have to make yourself known with volume, frequency, and awareness.
– The more people who know that you are hiring the better.
– Talk to everyone you know and often and remember the best may come from an unexpected source.
Start here, review, and modify ONLY after you hire.
Making frequent changes throughout the process will only slow it down.. Hiring is an important an aspect of business, treat it as such. Hold out for the very best, and hire them when you find them.
How to understand the relationship between employee acquisition and customer acquisition taking you from good to great.
Your approach to employee acquisition, known as hiring, is one of the most important factors leading to long-term business success. In my experience, hiring is treated as a have-to rather than a get-to.
That said, to truly fire up your hiring and set you, your team, and your organization up to win over the long haul you must shift your approach. Begin to think of employee acquisition in the same frame as customer acquisition.
Imagine the possibilities if the level of appreciation we have when a customer is acquired were applied to acquiring a new employee. Going even deeper, depending on the nature of your business, the employee could last longer than the customer or client. Let that sink in.
An individual is seeking an opportunity to work, and stay, with your company. To adopt your core values, your mission, and your vision. That’s a BIG deal!
The better your employees are treated and appreciated, the more that shows up in your customer’s experience. Ironically, the opposite is not always true. Take this approach with your very next interview and see how this shift in action impacts your hiring process.