I'm not a robot; how am I supposed to do that?

A new concept was introduced into the American workforce some decades ago.  That is:  Leave your emotions at the door.  Better yet, leave them home.  I question this concept: If a worker is concerned about an ailing spouse he should never be distracted?  If a colleague is going through bankruptcy, that won't ever reflect in her attentiveness?  When someone is struggling with a nasty divorce, his morale should never be affected?  Many organizations are finding that this isn't a realistic expectation. 

Many employers, bosses or supervisors don't want feelings in the workplace and certainly don't want the negative impacts they could have on the workplace.  But, the truth is, organizations benefit from certain emotions. Passion helps the organization succeed. Excitement is encouraged because it boosts morale.  Energy and happiness are good because they increase productivity.  But when an employee exhibits fear, frustration, or disappointment they might be told to "leave it at the door".   

As leaders, we often don't realize that a person's fears can lead them to make careful decision-making.  We overlook the possibility that a person's frustration could stem from valuable past experience.   And, do leaders stop to consider that when someone seems disappointed it could be because they care deeply about an issue? 

The workforce is made up of people and people have feelings.  Instead of discouraging them, acknowledge and nurture them.  Find out what's causing those emotions. Make it a part of the
conversation.   This could lead to powerful sharing of ideas, rationale, and possibilities.  

Help Wanted: Only Imperfect Leaders Need Apply

Many words are commonly used to describe a leader: 

• good communicator, 
• passionate, 
• decisive, 
• knowledgeable, and 
• competent 

We seldom use words like flawed or imperfect.  But all leaders are flawed and imperfect.  And that's okay.  They don't have to know everything or be skilled at everything.   Many times I've heard people say,  "the person I report to has never done my job.  He doesn't even know what I do."  

I say, 'he doesn't have to be an expert at your job to provide you with leadership.  You need to be an expert at your job NOT your boss.  If he's giving you the support, direction, feedback, and resources you need, he IS doing his job'.  

Leaders get to make mistakes too.  In fact, no one has to be error-free in order to advance to a leadership role.  If that were the requirement, none of us would ever get promoted.  It's because of those mistakes that leaders are able to learn lasting lessons, improve, and share their experiences.  I've said it before, I'll say it again..

We learn more from wins than from losses.  We develop more from mistakes than from successes.  Failure is not final.

If you feel like you're not getting what you need from your leader, it might be time for a courageous conversation.   Explain to your leader what you need from him/her.   Ask what he/she expectations of you.  Discuss work and leadership styles and share which ones will allow you to be most productive (i.e. autonomy versus continual supervision;  solo assignments versus team projects). 

Throughout the conversation, make it clear that there is something in it for your leaders, too.  For example, let them know you are most productive when you have independence.  Or, share that you can save them time and money if you have clear directions upfront. 

In essence, it's your leaders job to lead, not to be perfect.  And, it's your job to do your job AND make sure you ask for the leadership you need.

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In The Words of Elsa, from Disney's Frozen...

A colleague of mine recently told me that she is concerned about how potential employers view her when she applies for jobs. She seems to view herself as unemployable because of some physical limitations from which she's still recovering.  The notion that employers couldn't value her seems to come from one central place; she had stopped valuing herself (at least professionally).

I shared my story with her in return.  I have vertigo, which affects my equilibrium.  Balancing while standing still is tough for me because I feel like I'm moving even when I'm not.  I have a few coping mechanisms.  I rock back and forth, or shift my weight from side to side.  I also tend to lean against things (like a wall or podium) to keep me steady.  My colleague was shocked to hear this because I'm a professional speaker and need to stand in front of large groups all the time.  I told her that when I first started noticing signs of vertigo I was concerned that I wouldn't be able to do my work as effectively anymore.    I was worried that occasionally loosing my balance and stumbling, would make me appear... well... drunk.  She chuckled.  I'm sure it seems absurd that something so minimal could be perceived as a threat to my career.  

I explained that I view her situation the same way.  Just because she might have to make some minor adjustments to the way she works or to her work environment, doesn't stop her from offering a great deal to an employer.  In fact, most people probably won't notice her limitations; just like they don't notice my vertigo. 

She discovered that the only thing crippling her was her mind. I told her...
Let It Go!

www.yourenhance.com

Don't become an entrepreneur!

People often ask me about my decision to leave corporate America and pursue entrepreneurship.    They tell me it seems so interesting and exciting.  They say they ‘might like to do something like that someday.’  Well, I’m not sure what ‘something like that’ entails; because there is nothing quite like this journey of entrepreneurship. 

 

Every overnight success is at least a decade in the making. 

When colleagues, friends, or associates ask how I got started, I tell them.  I used an early retirement fund to start my consulting practice.  My last day with my employer was only a few hours. I left mid-morning and before I arrived home I had set up a full week of meetings with prospective clients. I had been studying and networking with them for months.   Once I started spreading the word about my offerings, people who knew me and had seen my work started engaging my services.  From there came referrals and repeat business.  I watch people's eyes sparkle as I share my abbreviated story.  While complete truth, it may make it seem so easy to start and sustain a business. 

Don’t do it.

I usually ask the inquirer, why they would want to be a business owner.  Many of them tell me they want to be their own boss.  I tell them don’t do it.  Don’t become an entrepreneur.  I explain that I took this direction with my career because I wanted to purse my passion – I knew exactly what I wanted to do and how I wanted to do it; I wanted to be able to have a greater impact on the lives and careers of others than I was able to as an employee;  and I wanted to leave a legacy and help others do the same.  

 When future entrepreneurs tell me they don’t know what they want to do they just know they don’t want to keep working where they are working I say, don’t do it.  There is no passion in that.   Business ownership is not an escape, it’s a deliberate pursuit.  Don’t go in, unless you have a burning desire, I tell them. 

Some people admit they want to call their own shots.  I say don’t do it; not for that reason.  You can't call the shots at the bank when you’re applying for a business loan.  You won’t call the shots with your clients when they decide whether or not to renew your contract.  You are not calling the shots when business is slow or your bid is rejected.  You will be greatly disappointed if you enter into independent employment with this expectation. 

Pursue Your Passion.

When folks say they want to make their own schedule, I tell them don’t do it.  Having a flexible schedule is really no reason to leave the security and reliable pay that a salaried position provides.  And in reality, the schedule is very demanding-- no so much flexible-- in the early years.

Instead of chasing some version of someone else’s dream, or trying to escape a rut, pursue what you truly love.  Only then will you make the right choices and be devoted to them.

The Mighty Redwood Falls And So Could You.

A Redwood tree stands in the forest for 400 years. Then suddenly it crumbles to the ground. Why? It was destroyed from inside... by insects.... eating away at it over time.

Your thoughts actions inactions or attitudes could be destroying you from within. An internal infestation.  How does this relate in the workplace? Consider a few hard to take realities of the business world:

• You will be tested
• You will experience failure
• All your ideas won't work or be accepted

What can you do to combat these harsh truths?

There are also a number of mind traps (victim mentality thoughts) that keep people from progressing.  Do you ever say or think any of these?:

I inherited this dysfunctional team.
My boss doesn't like me.
They don't listen to me or value me.
I'm bored.
This is unfair.
My situation is different.  No one else knows my struggles.
They are trying to get rid of me or sabatoge me.

You may think life or your situation is unfair, but one thing is for certain:  life is equally unfair to each of us... if we choose to see it that way.

What steps will you take to influence what you can influence?

It's time for a paradigm shift. Join us for the event in August.

BEE-attitudes and BEE-haviors.

Now that summer is officially here, I've been seeing lots of bees.  They are busy doing what bees do.  Every bee has a role.  He knows and performs that role without prompting and without fail.  

We as professionals should be as diligent as bees.  Here's what we should strive to BE:

1. BE Highly self-aware—possessing a firm

understanding of both their strengths and

weaknesses

2. BE Uniquely humble—often underestimating

their own abilities to the point that they

seem to lack confidence

3. BE Hungry for feedback—often seeking out

comment and acting on it before it is even

properly offered

4. BE Learning-oriented—quick-moving and  

ultra-motivated, they must often be slowed

down so they can take stock of their actions

5. BE Impatient for results—ruthless in the

pursuit of success, ruthless about helping others                                  www.yourenhance.com

be successful

The event you don't want to miss!

All for one. Mentor for all!

Mentoring programs are a great way to encourage collaboration, promote cross functional learning, build future leaders, and prepare people for advancement. 

Here are some proven strategies and considerations to make  sure your organization's program runs smoothly:

Discuss time commits to mentors and mentees.  Everyone should know expectations of how frequently they will meet, and for how hong.

Explain expected results.  This means all parties involved will know what they are responsible for doing.  And what they should expect their partner to do or provide.  

Invite interested parties to apply for both roles.  Those who want to be mentors can also apply to be mentees.  The best mentors also have mentors. Encourage this. Build life-long learners and pay it forward as well.

Procedures are important.  Cover logistics such as the best places to met, who should initiate the meetings and what kinds of things are appropriate and inappropriate to discuss.   Each meeting, the mentor and mentee should identifying action items and next steps based on those desired results.  

Utilize special interest groups - if your organization has affinity groups, interest groups, or other culture-specific clubs, those are great sources to find mentors, and build mentoring relationship.

Encourage flexibility and use of technology.  Meetings won't always happen face to face, nor do they need to.  Encourage mentors and mentees to meet virtually, and even exchange instant messages.

Evaluate.   Annually, look at desired results identified by mentor and protégé and determine it goals were met. 

Here are a few other important mentoring tips if you are looking for a mentor and wish to be a mentor:

• Have a formal mentor but also find informal relationships.   A protege may have his own manager, tenured colleagues or other influencers as informal mentors.  If someone says "I already have a mentor", that's great!  Still talk to them about the benefits of the formal program.

• Leverage diversity by pairings those who are different.  If a mentor and mentee have very different career paths, family lives,  and past experiences, that can be an invaluable for both of them.  

Learn more about this and other leadership, talent management and performance topics at the leadership essentials conference

www.yourenhance.com