Let's keep this really simple.
At the end of the day. . .in a few quiet, contemplative moments, true leaders should ask themselves the following questions. If you can satisfactorily and positively answer these questions. . .you are probably a really good leader.
The four questions are:
"What did I learn today?"
"What did I teach today?"
"Who did I thank today?"
"What good did I do today?"
Strong, honest answers are the leader's measure of their true productivity for the day and their barometer of future success.
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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs on Amazon Kindle.
Wednesday, April 23, 2014
Thursday, April 17, 2014
How to Cure Middle Manager Malaise
Truly. . pity the mid-level manager. . . typically, not compensated all that well and usually expected to be both an hands-on worker and people leader.
This position is, however, critical to the success of the team. It is unfortunate then that often these positions turn faster that a windmill in Kansas. . .and that the person in the position often isn't very effective. In a worst case scenario, I've witnessed middle managers sabotage both strategies and tactics with these key phrases:
No matter what high-level morale and brand building initiatives there are, middle manager indifference, apathy or lack of understanding can sink them. Here, then, are ways to cure mid-manager malaise.
Hire the Right Person. Don't hire a person simply because they are doing a great job in the current position. . .hire a person who is doing a great job AND who wants to manage people. The problem with many occupants in mid-level management is that they took the job simply as a promotion and a way to earn more money. Be sure that the successful mid-level management candidate wants to lead the workforce.
Tell Them Why They are Important. Certainly we (should) believe the team is important. Hopefully you think you are important. The CEO is important. Often, however, we neglect to loop the mid-level manager in on why they are important.
And they are - otherwise you wouldn't spend the money for the position. If you a need a few clues as to why they are important - here goes: they are responsible for part of the workforce, they are integral connectors from top-level management to teams, they often see first hand what is going on and can be strong solution builders. The list goes on.
Communicate Like They are Important. Often corporate communication goes like this. Top management communicates key initiatives or tactics in person to the next level. By the time the communication is passed on to the mid-level manager it is often in the form of a dreary e-mail, mind-numbing conference call or a webinar/video that has all of the excitement of gravel (Seriously, if you think people aren't snoozing on the receiving end - you need a reality check).
Nothing beats face-to-face communication - if at all possible, make it happen.
Treat Them Like They are Important. As much as possible, involve them in decision making, team meetings and corporate events. If it becomes too expensive, create "local" events just for them. It is a professional growing opportunity for both the mid-level manager and. . . you.
The sincere expression of gratitude, the honest request for input and the desire for each individual to be an important functioning team player goes a long way toward curing middle manager malaise.
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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs on Amazon Kindle.
This position is, however, critical to the success of the team. It is unfortunate then that often these positions turn faster that a windmill in Kansas. . .and that the person in the position often isn't very effective. In a worst case scenario, I've witnessed middle managers sabotage both strategies and tactics with these key phrases:
- "I don't know - they really don't tell us anything."
- "The company insists it be done this way. . .it is very frustrating."
- "You'd have to ask management." (Note the irony that this statement comes from, in fact, a manager.)
No matter what high-level morale and brand building initiatives there are, middle manager indifference, apathy or lack of understanding can sink them. Here, then, are ways to cure mid-manager malaise.
Hire the Right Person. Don't hire a person simply because they are doing a great job in the current position. . .hire a person who is doing a great job AND who wants to manage people. The problem with many occupants in mid-level management is that they took the job simply as a promotion and a way to earn more money. Be sure that the successful mid-level management candidate wants to lead the workforce.
Tell Them Why They are Important. Certainly we (should) believe the team is important. Hopefully you think you are important. The CEO is important. Often, however, we neglect to loop the mid-level manager in on why they are important.
And they are - otherwise you wouldn't spend the money for the position. If you a need a few clues as to why they are important - here goes: they are responsible for part of the workforce, they are integral connectors from top-level management to teams, they often see first hand what is going on and can be strong solution builders. The list goes on.
Communicate Like They are Important. Often corporate communication goes like this. Top management communicates key initiatives or tactics in person to the next level. By the time the communication is passed on to the mid-level manager it is often in the form of a dreary e-mail, mind-numbing conference call or a webinar/video that has all of the excitement of gravel (Seriously, if you think people aren't snoozing on the receiving end - you need a reality check).
Nothing beats face-to-face communication - if at all possible, make it happen.
Treat Them Like They are Important. As much as possible, involve them in decision making, team meetings and corporate events. If it becomes too expensive, create "local" events just for them. It is a professional growing opportunity for both the mid-level manager and. . . you.
The sincere expression of gratitude, the honest request for input and the desire for each individual to be an important functioning team player goes a long way toward curing middle manager malaise.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, April 10, 2014
Transitioning to a New Job: The Workout
Recently, I joined a new gym. I am struck by the parallels of adapting to a new gym environment and adapting to a new job.
The importance of exploration. . .finding and knowing. The first thing I did at my new gym was explore. Where was that piece of equipment for the abs? Where are the free weights I want to use? Where is the drinking fountain? To just launch into a new routine without knowing where all of the pieces are is inefficient.
When I started my last job, I was fortunate that I had a period of similar exploration. I could find the sales numbers. . .do some analysis. . .talk to people about how things work. As opposed to just diving in and working like I used to. . .this period of exploration allowed me to be more efficient. Take time to find and know where the tools are that you need to do your job.
The adaptability of muscles. I worked out at my former gym for years; my muscles became used to a certain routine, and even more granularly, the way certain weight machines worked. Now, in a new gym, even though the weight machines are comparable, my muscles need to re-adapt themselves to the nuances of a new routine.
Same is true in the workplace. Your brain, your work muscles adapt to a certain routine. When you change jobs, while you still have the basic skill set, realize that you need to adapt to the nuances that are slightly different and require new ways of thinking and doing.
Easing on into the workout. I know that since I need to adapt, I am going to do a lighter workout. I'm not going to go full throttle like I did at the old gym because, frankly, in the adaptation process I may injure myself.
Same is true in a new workplace. Give yourself a break. Don't run full throttle into a job - you'll get injured. Smartly ease into it while you adapt. . .and others adapt to you.
Investing time in getting to know people. One of the things I'm enjoying about the new gym is the time I'm taking to meet people and enter into conversation. I suppose one could look at that like a waste of time: talking to people instead of really working out. It's not a waste. By engaging with the existing membership, I'm establishing relationships and learning how things work.
In the past, I've been guilty of entering a new job and isolating myself for the purpose of just getting work done. Truth is, getting to know people and establishing working relationships is getting work done. . .both now and for the future.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs from Amazon Kindle.
The importance of exploration. . .finding and knowing. The first thing I did at my new gym was explore. Where was that piece of equipment for the abs? Where are the free weights I want to use? Where is the drinking fountain? To just launch into a new routine without knowing where all of the pieces are is inefficient.
When I started my last job, I was fortunate that I had a period of similar exploration. I could find the sales numbers. . .do some analysis. . .talk to people about how things work. As opposed to just diving in and working like I used to. . .this period of exploration allowed me to be more efficient. Take time to find and know where the tools are that you need to do your job.
The adaptability of muscles. I worked out at my former gym for years; my muscles became used to a certain routine, and even more granularly, the way certain weight machines worked. Now, in a new gym, even though the weight machines are comparable, my muscles need to re-adapt themselves to the nuances of a new routine.
Same is true in the workplace. Your brain, your work muscles adapt to a certain routine. When you change jobs, while you still have the basic skill set, realize that you need to adapt to the nuances that are slightly different and require new ways of thinking and doing.
Easing on into the workout. I know that since I need to adapt, I am going to do a lighter workout. I'm not going to go full throttle like I did at the old gym because, frankly, in the adaptation process I may injure myself.
Same is true in a new workplace. Give yourself a break. Don't run full throttle into a job - you'll get injured. Smartly ease into it while you adapt. . .and others adapt to you.
Investing time in getting to know people. One of the things I'm enjoying about the new gym is the time I'm taking to meet people and enter into conversation. I suppose one could look at that like a waste of time: talking to people instead of really working out. It's not a waste. By engaging with the existing membership, I'm establishing relationships and learning how things work.
In the past, I've been guilty of entering a new job and isolating myself for the purpose of just getting work done. Truth is, getting to know people and establishing working relationships is getting work done. . .both now and for the future.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs from Amazon Kindle.
Thursday, April 3, 2014
Feeling Boxed In? How to Get Out!
Whether in our personal lives or work lives, I think it's fairly safe to say that at one point we have all felt "boxed in." It's that awful feeling of entrapment with no way out.
The latter phrase is key, because you have the power to realize that there are almost always alternatives to explore. Visualize yourself, standing in a box-like room - closed in completely by walls. Now, start to envision the doors that enable you to get out - they may not be so obvious at first, but the longer you think about them - the more viable they become.
The door of creative options. Often we get so stuck in the rut 'n' routine, that we forget there is a myriad of creative options that we haven't explored. Maybe you've look at a problem one way, but it's much more productive, and solution-inducing, to look at it from another perspective. Maybe you've always done something one way - but doing it another way will be much more enabling.
The door of ability. We sometimes become our own prisoners with these words, "Well, I could never do that." "That's just not something I'm comfortable with." Essentially, you are entrapping yourself: instead of believing in your abilities, you are giving power to what you believe are your inabilities. To be able to go through the door of ability, you challenge those notions - and by challenging them, you start to see the solutions.
The door of willingness. Again, we become our own prisoners with a laundry list of things that we won't do. "I am not going to go the extra mile to make peace with that person - screw 'em." "If they think I'm going to take on that project - they'd better think again." "I'm very comfortable with what I'm doing and I don't see any reason to do anything different." You may as well lock the door and throw away the key. The people who are the most successful are not the ones who are the most rigid; the most successful are the ones that are the most willing.
The door of relationships. It's almost a certainty that if you're feeling boxed in - you also feel isolated. Reach out. Peers and team members are there to help you. Friends are there for the purpose of discussing options. Relationships are one of the strongest ways to move forward.
The door with the time-lock code. There may be a door available to you - it just may not be available right now. I'm a huge believer in timing and in that belief structure is the very real idea that not everything is ideally timed to our own personal agenda. Sometimes you need to wait, but in the virtue of patience is the real idea of hope; start to strategize your way out.
Sometimes in the darkest hours, when we need to see the most pathways to success. . .we often see none. Continuously think of doorways you can step through that will enable you to successfully lead.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, IPads, tablets and PCs on Amazon Kindle.
The latter phrase is key, because you have the power to realize that there are almost always alternatives to explore. Visualize yourself, standing in a box-like room - closed in completely by walls. Now, start to envision the doors that enable you to get out - they may not be so obvious at first, but the longer you think about them - the more viable they become.
The door of creative options. Often we get so stuck in the rut 'n' routine, that we forget there is a myriad of creative options that we haven't explored. Maybe you've look at a problem one way, but it's much more productive, and solution-inducing, to look at it from another perspective. Maybe you've always done something one way - but doing it another way will be much more enabling.
The door of ability. We sometimes become our own prisoners with these words, "Well, I could never do that." "That's just not something I'm comfortable with." Essentially, you are entrapping yourself: instead of believing in your abilities, you are giving power to what you believe are your inabilities. To be able to go through the door of ability, you challenge those notions - and by challenging them, you start to see the solutions.
The door of willingness. Again, we become our own prisoners with a laundry list of things that we won't do. "I am not going to go the extra mile to make peace with that person - screw 'em." "If they think I'm going to take on that project - they'd better think again." "I'm very comfortable with what I'm doing and I don't see any reason to do anything different." You may as well lock the door and throw away the key. The people who are the most successful are not the ones who are the most rigid; the most successful are the ones that are the most willing.
The door of relationships. It's almost a certainty that if you're feeling boxed in - you also feel isolated. Reach out. Peers and team members are there to help you. Friends are there for the purpose of discussing options. Relationships are one of the strongest ways to move forward.
The door with the time-lock code. There may be a door available to you - it just may not be available right now. I'm a huge believer in timing and in that belief structure is the very real idea that not everything is ideally timed to our own personal agenda. Sometimes you need to wait, but in the virtue of patience is the real idea of hope; start to strategize your way out.
Sometimes in the darkest hours, when we need to see the most pathways to success. . .we often see none. Continuously think of doorways you can step through that will enable you to successfully lead.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, IPads, tablets and PCs on Amazon Kindle.
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