7 Leadership Mistakes to Avoid in 2016—a Forbes article review

Just as most of us do at the beginning of the New Year company leaders, take a look back at the year just completed and forward to the happenings of the New Year.  They make resolutions for the positive things they want to change or accomplish in the year ahead.

A forbes.com article from January 7, 2016, by David Sturt and Todd Nordstrom entitled 7 Leadership Mistakes to Avoid in 2016”, has put a refreshing spin on the idea of resolutions. I really like their approach of breaking bad habits instead of making “to do” resolutions.  It is almost like going through the back door to achieve what you want by not doing what is not working well.  Thinking this through, it is like putting the major resolution or goal out there and then asking:

“What barriers have been in my way of achieving this in the past?”

“Where do I need to get out of my own way?”

The article has 7 suggestions to think about that may answer these questions.

  1. Only focusing on the big picture.

Great leaders are charged with seeing and communicating the big picture. However they sometimes fail to outline small goals for their people to achieve along the way.  Most great leaders are in that position because they can see out 10, 15 or even 20 years. It is a gift that comes with being visionary leader.  Most of us are not capable of clear vision anywhere near that far!  Because it is the nature of this leader to see out that far they can have trouble seeing the smaller goals that need to be met.  This is crucial for everyone to understand how to get to the bigger vision.  It all has to fit together like pieces of a jigsaw puzzle.

Commit this year to looking at the pieces of the puzzle that make up the whole.

  1. Not Delegating the work

As the article states this one is a common problem for many leaders.  It just seems easier and faster to do it themselves.  However, as Patrick Lencioni teaches us, this can really undermine trust—the employees themselves to not feel trusted and so do not reciprocate that trust.  In addition, for succession planning the up and coming leaders must learn.  Their growth comes from building one success on top of another and prepares them to help grow the company.

I have also found that there are times when a member of the staff has vital information or a great solution yet has never been asked or does not want to go against his or her superiors. Commit this year to growing your staff and the company through appropriate delegation.

  1. Failing to applaud small wins

If every big win is an accumulation of many smaller wins how do we keep on top of all of this?  As suggested in the article, keeping a stack of cards handy to record these in the moment is a big help.  Adding to this a working file for each staff member and project lets you record in real time what will really help you later.  Applaud the small wins in real time and file them in the working files.  When it comes to performance review time you already have your time-stamped documentation!  This working file is not only for the wins but for the less positive things that need to be remembered but are not serious enough individually to make it to the personnel file.  You will love yourself at the performance management review!  By the way, sometimes ask the staff how they would like to celebrate! Commit this year to celebration as a way of life.

  1. Communicating poorly

We all know business communication is one of the most consistent issues in company management.  There are many ways to improve your communication skills–and first you have to recognize there is one.  To see this look at your results.  If there are common threads among the issues look for the root cause—many times you find it has been lack of successful communication.  There are a couple of things to remind you of here:

  1. There are different personalities and styles of communicating to deal with.  The sender has the message and the receiver has to interpret it.  Many a gap occurs here.  If you don’t know the personality temperaments and styles of your staff you might want to investigate this.
  2. The message itself must be clear. There can be no ambiguity.  If there is lack of clarity enough questions need to be asked and answered until there is no room left for lack of understanding.  Then is needs to be communicated for the variety of receiving styles.  I may feel like redundant over-communication but about the time you are totally bored with saying it the staff are just getting it!

Commit this year to consistent and persistent improvements in communication company-wide.

 

  1. Setting yourself apart

As referenced in the article, those leaders who put themselves on a throne are some of the worst leaders around.  Referring back to Patrick Lencioni, the leader needs to hold a certain level of vulnerability with the staff.  Take the time to get to know them beyond the job they do.  Every person is more than we see and needs to be recognized for it.  If the leader does not, the informal leader will and this can be asking for trouble!  Organize team building and social activities that bring the people together.  Recent theories on empowerment suggest the playing field be dramatically leveled so everyone feels the ownership of being like a partner. I have known one organization in the past for the leadership was right in the middle of the floor, visible to everyone.  It worked for them…

Commit this year to getting to know your company culture from a more personal point.

  1. Discouraging innovation

Innovation is more than just having a voice at a meeting.  The real innovations come from not only hearing the staff but giving them safe space to try on new ideas.  We all come with different histories and experiences, and no one knows which one might have a huge impact with just a small change.  When the space is there these ideas can bubble to the surface.  It must be safe space where mistakes and failures can be looked at as lessons that did not work and the values in them examined without judgment.  If you want the best they have to offer, give them some time and space.

Commit this year to give the staff scheduled safe space to try on some new ideas.

  1. Forgetting to celebrate the milestones

I heartily agree with the authors reminders here not to forget to celebrate the milestones that will occur in 2016.  As they say, there is no excuse with all of today’s technology to miss a beat here.  There is one line I do want to address: “Learn to show your appreciation appropriately,…”.  As you look at the personalities of your people really know what this means, especially for the more introverted staff members.  Those extroverts love the party and attention.  On the other hand there are some people so introverted that they avoid at all costs any celebration and recognition in public.  For these people keep it simple and in private.  You will thank yourself for handling it this way—you may have made a friend for life!

Commit this year to celebrate the milestones!

Take a look at your goals for 2016 and see if you have some other areas where the ‘don’ts’ may be more important than the ‘do’s’ in 2016.  The ‘do’s’ may be a by-product of changes without much work at all!

Here is the article:  http://www.forbes.com/sites/jasonselk/2016/01/08/7-habit-creating-tips-to-make-your-new-years-resolution-successful/

 

 

Coach Judi Harris

January, 2016

WHAT LIES BENEATH

What do I mean by “What Lies Beneath”? It is learning to mine for the real story in certain situations. We have all heard that what we see of an iceberg is only the tip. The rest of it lies hidden beneath the surface. So it can be with people and situations.

Many times in our practice here at Cirrus Business Group we get into conversations with people and their first level of complaining, of hysteria, of whatever it might be that is on their mind is not the whole story. We find that just listening and letting them ramble if they need to, or let them be quiet if that is what they need is the first step toward finding what the real story is.
I have two examples for you.

In the first case a very quiet leader, a very effective leader, was with us and she certainly had something on her mind. We were going through some coaching of each of the leaders in the organization. As we worked with here she did not reveal in her comments that anything was really going on that bothered her yet from the body language and facial expressions we could see that there was something there below the surface. So we just kept talking with her and asking questions, letting her go on with the surface stuff. After about 30 minutes she finally felt comfortable enough to open up and reveal her real thoughts and relate what she felt was really going on. We finally got to the real story behind the looks on her face and the body language. This is not atypical of someone who is of a more reserved, introverted way of being. That is just how they approach life. There was also a cultural difference in this particular situation. In her culture, being from Eastern Europe, revealing these kinds of things was not generally the first things that one did and a lot of what was felt and thought stayed buried for self-protection and it can be the cultural norm. You have to take the time to let those kinds of people feel safe so that they are clear that what you are doing is confidential, it’s not going to go anywhere. This helps in the understanding of that leader and in the long run helps the company in general.

On the other side of the story is the person who just needs to vent. This person is typically very extroverted, very demonstrative, and needs to be heard. They will be speaking—the question is whether anyone is listening! When handling this kind of person you have to just let them vent. We had a particular case not long ago where this leader had to vent and she was really upset about some things, She went on, and on, and on, and kept circling around back to the same thing until we finally said: “We’ve already heard that part before. Please tell us something new.” Once the energy of all of that went away and she could stop and breathe, we were then able to ask her some questions. What she revealed on the surface as to what the issue was, was not the issue at all. There was something much deeper that had been going on for quite some time, and in fact could have also been affecting other team players in that particular organization who also just weren’t saying anything about it. The culture was not, in their opinion, open to hearing what they wanted to say, or hearing their side of the story. At the same time as we worked with this company we learned that what the upper management was wanting was to hear from them—please talk to us! So a big gap existed between the perception of the line leaders and the perception of upper management. Again there can be cultural differences here. If the upper management comes in to lead a company from a different country may have some difference in approach that we in the United States are not used to, so those things have to be sorted out as the company moves along.

What we observed here is one huge reason to hire a group like the Cirrus Business Group to help you find out what is really going on beneath the surface. We also teach the leaders how to have those conversations, how to approach them, so that the bottom line story really comes out. The root cause is what we are trying to get to here, and most of what we see on the surface is symptoms. Treating just the symptom will not work. You have to get to the root cause through this deeper conversation. It takes time, it takes patience and it takes courage. This has to be in a safe zone and a safe place where it is clear that the conversation is highly confidential. If anything ever gets out about that conversation that you accidentally leaked you will never be able to get anyone’s trust again. This is a very big trust issue when working with these situations.

Coach Judi Harris
Visionary Catalyst
Cirrus Business Group

The Other Side of the Counter…

In this day and age of people knowing people personally, through networking, social events and even social media you don’t know who knows who, so our customer service had better be top notch: no excuses, no pointing fingers, everything above board because you don’t know who that person knows or who knows that person. We tend to judge the person by their dress, body language, language or accents, and often the look on their face in a one to one situation. Believe me, we can be very wrong. We hear about these types of interactions in some of the Christmas songs but how long does the message last? Does it go beyond the holiday season?
Let’s start with basic customer service in retail businesses. Most interactions are one on one between the associate and the customer. On the whole the interactions are good to great however we have to keep in mind how to handle those that are not. Let’s create a few examples.

Our customer comes in to buy a new pair of shoes. While most of your customers are happily hunting for something new to wear this person is very short and even snappy. “Just bring me some that are what I asked for.” He does not seem to be at all happy about shopping for shoes. You go to your co-workers and whisper about how grouchy he is and does another associate want to take care of him. You get some of the styles he is looking for and go back to find tears in his eyes. Asking whether there is anything you can do to help he says: “No. My mother just passed and I am buying shoes for her funeral.” How does that make you feel about your first reaction to him? You did not know his story.

My son works for an establishment popular in the area. He brings home stories of some of his more difficult customer interactions. I advised him of this concept that he does not know what their day has been like and to be the one to make it better if he can. He took a fresh look at how he was approaching the customers keeping in mind that at the moment with that person he WAS the store. He has become very good with his customer service even in the busiest of times making him associate of the month recently.

This can also be a two way street. We as customers do not know what kind of day it has been for the associate on the other side of the counter. I did a short time once between jobs in a grocery store deli. It was a physical job and took its toll on my back being on my feet all shift. There were times it was hard to put a smile on my face. Then a customer would come up and greet me by name with a bright smile and a sense of humor. That much interaction made my day a lot better. Learn to look at name tags and use the associates name whenever you can when doing your shopping. They may not remember you yet they will remember the kind interaction.

This also applies to co-workers and people you may supervise. I was in a leadership position once when an employee with a great quality record suddenly started making mistakes. After a few weeks I was advised to let her go. Instead I asked her if something was going on that was distracting her. Her story was she was being worked up for possible heart disease and was really worried about what the outcome would be. Knowing that I cared her quality went back up and it turned out her issue was not heart disease at all.

It is almost habitual that when we have a bad day we have all the proper reasons for it yet when someone else is having a bad day we blame them for everything under the sun! We have to keep in mind with our interactions, be they social or customer service, that everyone has a story. Things can be going on in their lives that have an effect on their daily lives. You have a story and may have some bad days because of it. How do you want to be treated? I hope with kindness and patience and the honor that is due you just for being alive today. Treat everyone with respect and kindness and you will get a lot more of it back. When you are treated poorly send out compassion—you don’t know what their story is.

Coach Judi Harris
Visionary Catalyst
Cirrus Business Group

IS YOUR BUSINESS REALLY READY FOR CHANGE?

Is your company really ready for change?  Let’s think about this for a minute.  Change is everywhere; you can’t get away from it.  I don’t care if you’re a big business or a small business.  The size of your business might have something to do with your rate of change, yet change is inevitable. Really, I think it always has been, it just seems to be happening faster here in the 21st century.

But are you REALLY ready?  Have you even thought about that?  I came across this question at a seminar in 2007 with Vision Force Academy.  Now this was about personal change, and I believe everything in your personal life applies in your business and the question came up the night before the seminar started:  “Are you ready?”.  And of course we’re all excited, there are 30 of us from around the world, and the question came up—are you ready?  We were all excited and we said: “yeah, we’re ready!  Bring it on!”, and Michael Skye looked at us and said “How do you know you’re ready?”.  Of course we came up with our instant answers, “yeah, we’re ready”, “I want to know about this”,  blah, blah, blah.  We gave him all of the answers we could come up with.  And he kept saying the same questions—how do you know you are ready?

Thinking about this from the company point of view, change is going to happen.  There have been many authors writing about it, you can read all about it on the internet, the options seem endless.  My question goes deeper than all of that.  Are you REALLY ready?  Have you thought through everything that could come up when you are going through change, whether the choice is yours or the change is mandated?  It’s going to happen.  There is a merger, there is an acquisition, or it may be your choice.  Whatever the cause, change will happen.  So again I ask—are  you ready?

Have you thought through all of the possible consequences of this change?  Do you know the styles of your people and how they might react to change?  Have you figured out which ones are going to give you the most resistance?  Have you prepared them to handle the change in ways that they can accept it?  Or are they going to go bury their heads in the sand and say:  “I don’t want to play.”

What about the ones who are really eager for it?  These people tend to go so fast that they don’t see upcoming consequences, they don’t see what they have missed, and they ride right over certain facts that may be vitally important.  There are several different styles.   The play of change is fun for some of them.  They make it a game and then their opposites show up and say :  “What are all  having so much fun about?  Don’t you know this is serious business?” There all many different ways people react to change.  Are you ready to understand and guide them? Are they ready?

Have you thought through how long it is going to take and how long some of these people are going to take to change?  How long is it going to take for them to accept it? How many people won’t weather the storm? Which ones are you likely to lose? Have you done anything with them to save them or keep them, or do you even want to?  Sometimes with these kinds of changes attrition is going to happen.  This can be good or this can be bad.  A poorly handled change causes “A” players to go find a place to work that they feel is better for them.  You need to include these players and leaders in the cause for change. Have you?  Have you really brought all of them in and said: “How are we going to implement this? Who do you thing in your department is at the biggest risk for leaving?  Who do you think is going to have the most trouble accepting change?  Who is going to stand behind us as we are moving and when we get there?  Who is going to be left at the end?”  Have you thought these questions through?  If not you may be in for some rude surprises and holes to fill.  Are you ready for all of that?  How do you know?

Most of the time we can easily see all of the benefits of the change, and, yes, there will be some hardship  But look at all of the gain we are going to make.  Along the way it can turn into a totally different path.  You will come up with things you had not expected nor intended.  Are you ready for that?  How do you know?  Are you ready to dig down deep into the hearts and souls of the people and say: “Let’s do this!  Can we do this? Can you help us?  Are you ready to do that? “

When we were at the seminar it came to this.  “Are you (am I) ready to dig down deep in your soul and really look at who you have been, who you are, who you are for other people and who they are for you?  Are you willing to take a stand for yourself and everything you believe in?”

Are you willing to stand up and weather the storms for your company’s values and traditions and what it is becoming?  Are you ready to get beat up, because you will at times feel beat up, if not by somebody else you will beat yourself up.   You will question everything.  Are you ready for that?  Are you really ready?  If you choose change, it is really important that you think about those things.  If change is thrown at you, you had better think about them really fast as you won’t have much time.  Put out some signals, some watch towers, something watching for the people for those who need assistance and support with it and lose who are at risk for leaving.  Maybe they need some coaching or some one on one time.  What is the water cooler (or smoke break) gossip?  Are your people ready for change, and are you?

If you are in the midst of it and you are a leader, how are how going to handle it?  How are you handling it?  What does it mean for you?  What does it mean for your family?  What about the families of the employees?  Do they have to readjust around longer hours, more stress, or harder work;  do you have to move?  Are you ready?  Are they ready?  These are questions that should not be slighted when looking at any kind of change, business or personal, big or small, because everybody is affected that is part of the change.  Not just them, their friends, their employees, social community and the like.  Change can change everything.

So ask your question many times, deeply—ARE YOU READY?

ARE YOU REALLY PROMOTING FROM WITHIN?

Your organization is growing—what a wonderful thing!  Needs are changing, more employees are needed, and you are continually re-focusing to keep the vision clear.  What exciting times.

However, be sure not to get tunnel vision about where you are going and what you really have as resources.

Suppose you are engaging in a new marketing campaign. You need everything from script writers to artists to web masters.  You have an existing web masters and writer. You determine that you need an artist.  So you go outside your organization looking for just the artist you need. This can be expensive when you add up the expenses to recruit, hire and train that new employee.  Meanwhile in the IT department wiling away her time is an aspiring artist just waiting for an opportunity like this.

What was the true cost of not looking within?

Try this one on.  There are two fulfillment companies with their own warehouses and delivery fleet.  Thanks to growing online ordering the companies they contract with for deliveries are expanding.  Both companies need drivers.  Company A goes outside to recruit a local driver with a CDL license.  Time and money later they finally secure a driver to train and engage in the company culture—more time and money spent.  Company B puts a notice out first inside the company.  As luck would have it there is a young father in the warehouse with a CDL license who had been turning down opportunities because he could not find a local driving position.

Who made out better here?  Admittedly the second scenario requires a bit of luck, however the answer is always “no” if you never ask.   The first scenario is very close to one I experienced in an international company I once worked for.

Do you know the hidden talents of your employees?  Have you ever asked?  I suggest you put together an employee talent survey just to know who is on the bus, even if they don’t have a seat at the moment.  That seat might be developing for them as you develop the company.

Are You Creating a Culture of Entitlement?

America was built by men and women who came to this country to stand up on their own and create new opportunities for themselves in a free society.  The founders believed that people have the right to make a life of prosperity with their own talents and creative abilities and every family had to find its way.  There were no government given entitlements.  These strongly independent thinkers would turn over in their graves today if they saw what many of the people expect.  Yet many entitlements that are not even thought of as entitlements are expected:  health insurance (now REQUIRED), vacation pay, sick pay, family leave, and the list goes on.  I am not knocking what we have yet I and others do see some issues.

My research found this from FOX news:

“FOX News

Entitlements are two-thirds of the federal budget. Entitlement spending has grown 100-fold over the past 50 years. Half of all American households now rely on government handouts.

When we hear statistics like that, most of us shake our heads and mutter some sort of expletive. That’s because nobody thinks they’re the problem. Nobody ever wants to think they’re the problem.

But that’s not the truth.

The truth is, as long as we continue to think of the rising entitlement culture in America as someone else’s problem, someone else’s fault, we’ll never truly understand it and we’ll have absolutely zero chance of altering its dangerous course.

The truth is that America’s growing entitlement culture is far more pervasive than people realize. It’s also far more top-down than people realize. Indeed, the entitlement mindset that’s infecting America starts with our leadership, and not just in Washington, either.”

Let’s look at the small business world or the family owned business.  Take the example of a company of 50 employees that has been in business over 20 years. Joe has been there since nearly the beginning of the business.  In the past few years Joe’s work has slipped to a seemingly unacceptable level.  Yet because Joe has been there so long management feels he is entitles to keep the job and is doing nothing to try to change it.

How are the other less tenured employees feeling?  They are carrying extra load because Joe just sits back and does as little as possible.  He knows no one will fire him.   “How can he get away with that when if we worked like that we would be fired?  It’s just not fair.  I think I will just go look for another job.”  Off goes the “A” player and with him or her a lot of bad mouthing about the company.  Is this type of entitlement going on in your company–there could be any number of other reasons for it happening.

Here’s another example of what we see often.  Sue is young and just learning the business.  Her learning curve is slow and she really shows little interest in the business.  She would rather party  But she is the owner’s daughter and therefore “entitled” to the job.  Again, what are the other 49 employees thinking?  Same as above.

Considering the loss of productivity because of under performance, work overload on others, turnover, rework because of mistakes and more, these are a very costly situations.

These are not the only ways a company may be creating a feeling of entitlement that is hurting the company, but they are two examples we see often in our practice.

What have you seen? Your comments are invited and please keep them related to the topic!

Negative Emotions and Memory

I have just read a study the negative emotional experiences actually enhance memory accuracy better than positive ones (Negative Emotion Enhances Memory Accuracy (Elizabeth A. Kensinger, Boston College).It is very interesting and makes a lot of sense. As a coach I have long realized that many of the issues we face come from things in the past that get triggered. I have also found that the negative triggers stay in play longer than the positive ones. Yet I believe there is more to the story.

We at the Cirrus Business Group do a good bit of work with personalities and personal styles.  All of our work and research of the many profiles has shown us that certain personalities and  styles are prone to be quite positive and optimistic while others always see the more pessimistic side of things.  Can this play into the equation?  We think so to a certain degree.

Even with negative triggers the more optimistic person may be able to recover and bounce back rather quickly.  In my life I have found that those with a more pessimistic nature dwell on that negative memory a lot longer making it into something it may not have been.  There is no doubt from the study that those with a negative memory remember is more accurately than the positive ones.  Yet our imaginations are very powerful so over time we may insert details that were not really there.

This is all fascinating to me and something to think about.  I have not yet seen a study comparing the accuracy of negative emotions and memories to personalities.  Just some thoughts a possibilities based on my years of experience with personalities and styles.  Until next time–Coach Judi

Personal Development and Business Development

As a consulting company focused on the development of businesses we have realized in no uncertain terms that a business that is focused solely on the business and not on the needs of the people is doomed to failure.  Along with the business development side of things, we at the Cirrus Business Group have a strong focus on human talent development, and this part of the business is growing rapidly with more offerings in this area.

It does not matter what the size of the business is; there is a need for personal development in every business. An entrepreneur with a strong technical skill must develop him/herself as a person and gain business skills to run the business side along with the technical side of the business.  This goes for small and micro businesses as well.  We have programs specifically designed to meet the need for this personal development.

A larger business may need team and management development along with the personal development. Learning leadership and management skills is a must, however, if the leader is struggling with the personal side of life a lot of the effectiveness can be lost.  Our coaches are trained to sort through the personal side with the coachee while also assisting the business to grow.

Most big businesses do not address this side of their business at all. Just looking at the turnover rate goes a long way to show what is missing, and exit interviews are a must.  The exit interview is where the understanding of why people leave comes from and it is often they are leaving their manager, not the company. Providing the employee at all levels with personal development opportunities can help to slow down the revolving door. When the person understands him/herself and others better, and has opportunities within the company to support their necessary life adjustments, they feel supported and will stay longer. Having a confidential personal coach for one-on-one work is a great investment.

When you look at the most successful large businesses you will find those companies are investing in their people. They see this need and fill it.  The investment in the people actually slows the turnover and saves money.  Turnover is very expensive.  When you look at the loss of experience, cost of recruitment and on-boarding, training and ramp-up time for every employee lost, especially at the senior levels, the cost of personal development and a coach seems to be a most effective way to go.  A third party coach that is not actually on company staff may be the most effective since he/she is looking from the outside in with no vested interest in the company.

We at the Cirrus Business Group have certified, trained coaches to develop the employees from the business side and the personal side. Many leaders believe the two must be kept separate.  It is not possible.  Employees are people first.

The Value of Personality Assessments

What if you knew the work style of every employee in your company? How do you think that might change the work environment and culture? If you are like most employers you have never even thought about it.

We find many times in the workplace there is conflict from clashing personalities. Sometimes people are put into positions for which they are not ideally suited.  We have all heard the stories of people being promoted beyond their capabilities.  Not every personality type is suited for leadership even if they are the best at what they have been doing. Do you thing knowing their types and inherent approach to the world would help to understand these situations? We do.  In fact we base our work on it.

There are several different assessments for learning the personality styles and temperaments. The work goes as far back as Hippocrates and is as modern as DiSC styles and the work of David Keirsey’s KTS II Temperament Sorter.  In most of them it comes down to 4 basic styles and all assessments come to the same basic characteristics for each style. There can be differences between the styles that are so strong that much conflict comes from this alone.  When one studies the personality styles of a whole company and see which DiSC style each uses one can see where the most likely clashes will happen and can see the make-up of each team and indeed the entire company.  When this information is charted and posted in a common area of the workplace all employees have the ability to see the styles of others and can understand them from a new point of view.

Does your company deserve to know this information? We think so.  Let the Cirrus Business Group come in and provide this information through the assessments and company-wide workshops.  You will see a rapid improvement of the interactions of the employees and the teams.

Intention Without Action is a Daydream

We often talk about being intentional about business change yet so many times we see businesses create plans with the best of intentions and see little or no implementation.  So what is it to be intentional?

in·ten·tion

noun

an act or instance of determining mentally upon some action or result.

the end or object intended; purpose.

intentions,

purpose or attitude toward the effect of one’s actions or conduct: a bungler with good intentions.

purpose or attitude with respect to marriage: Our friends are beginning to ask what our intentions are.

 

Intention is what we set out to do; it is not the completed goal.  The completion of the goal is in the intentional actions taken and the assessment of the results.

 

We have seen the leadership in several companies go on retreat, set the course for change and come back all charged up about the new direction of the company.  Somehow back at the office these intentions are not clearly communicated to the entire company and over time not fully carried out.  Then sets in the frustration of not achieving the desired goals and change.

 

Intentional leadership is hard work and it takes time.  It is setting the course and always having an eye on the water, intentionally watching for the need for course corrections.  Change is not easy to implement nor is it easy to maintain until the changes become the new habits. The intentional leader is watching for the bad habits to return and takes immediate action when that is observed.

 

Setting the new course and following it also needs to include celebration!  Find ways to celebrate the small successes along the way.  Celebration raises the positive vibrations in the company and lets the energy flow even better.

 

Be the change you seek—intentionally!

 

Coach Judi Harris, MBA  

Executive Coach, Cirrus Business Group

June, 2014