Wednesday, July 21, 2010

Team Player Tops Job Skills

Marisa Keegan, Fistful of Talent blog, wrote this statement about the age-old debate of whether it’s best to hire for attitude or skills:

“[I]f you’re like most companies out there who think you care about what your customers want, I’m challenging you to see your company through your customers’ eyes.  Are you really giving them the service that will keep them coming back for more?  If not, it’s time to re-evaluate your hiring practices and maybe it’s time to ... start hiring for attitude instead of talent.”

In the September issue of Guitar Player there is a poll on the top attributes bands (think, businesses) are looking for in band members (think, employees).  Here are the results:

TEAM PLAYER 53.55%
Good Personality 23.50%
Chops 10.66%
Ambition 6.01%
(Remaining stats are specific to the music industry.)

Repeatedly, there is growing evidence that being a team player trumps hiring for skills.

Yes, you need to ensure every team member is competent at their job but don’t stop there.  Mike Faith, CEO of Headsets.com, states “We place attitude and personality over skills nearly all the time.  We can train skills, but changing personality is a pretty tough job.”

It is much more important to find the person who will enhance the team building and culture of ownership you have in place in your department or organization.  Why?  Better-fitting team players improve internal operations but, more importantly, they help bottom line results by turning customers into corporate cheerleaders that drive repeat business and referrals.

Take a look at your customers - or lack of them - as they are an indication of what is going on with your team.

Until next time...Lead like you mean it!
Marjorie

Posted on 07/21/10 at 09:47 AM
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Friday, July 09, 2010

Getting Your Ideas Heard

Depending on how large your team is, it might take some time for you to find your “voice” and get heard by other team members.  It may seem even more daunting if you are new to the team.

When you were recruited – either to the company or a particular department team – you were probably told, “We want you to bring fresh ideas to the group.” In theory, it sounds good.  In reality, “bring fresh ideas” is code for CHANGE.

Not many folks like change; especially when it comes from someone unknown.  Some peers may have heard of your reputation and results but, most likely, none worked with you directly to vouch for your credibility.

What ends up happening is:
1. You are frustrated because team members don’t see your value.
2. They are frustrated because you don’t have their historical perspective.

How to Get Heard

If you are a new team member:
• seek background information on the issue before speaking.
• be willing to take on the challenge in spite of naysayers.
• question policies, procedures, service levels, etc because long-term team members may have become complacent over time.

If you are a senior team member:
• be open to listening to new ideas from outside your department or organization.
• focus on team goals rather than defending your own position or biases.
• make a sincere connection with the new person to get to know them.

In Everyone Communicates, Few Connect, John Maxwell writes: 
“Connecting is the ability to identify with people and relate to them in a way that increases your influence with them.”

Where does change begin?  With people.  The key to making changes by getting heard is to find common ground.  And, that happens when all team members strive to make genuine connections.

You can make a difference for the people on your team.  When you connect with them, the team accomplishes great things.

Until next time...Lead like you mean it!
Marjorie

Posted on 07/09/10 at 03:02 PM
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Tuesday, July 06, 2010

Do You Talk Gibberish?

I recently stumbled upon Dan Rockwell on Twitter (@leadershipfreak) and read his blog on: “G” is for Gibberish.  It struck close to home so here it is:

“Have you listened to a leader saying the same thing over and over again? I have. I’ve been that person. If you’re a talkative leader, you’re producing gibberish. Don’t argue with me, just listen.

Gibberish
1. Rapid chatter like that of monkeys. (OUCH!)
2. Incomprehensible talk; nonsense

Why we talk too much?
1.  Talking too much is a strategy to keep others from talking.

2.  Talking too much indicates you’re self-absorbed or arrogant. After all, why should you have to listen to people who don’t know as much as you do?

3.  Talking too much may express fear. For example, doctors know that talkative patients are nervous.

4.  You may talk too much because you are under the mistaken idea that talking equals power.

I talk too much when I feel strongly about a topic. Passion fuels my tongue. Furthermore, my mouth goes into overdrive if I’m trying to convince you to agree.

Two Ways to Kill Gibberish

Are you wondering if you’re a chattering monkey producing gibberish? If you have to wonder, you are. Those who don’t produce gibberish know they don’t, it’s obvious. It may surprise you to know that if you’re a chattering monkey those around you know. Here are two suggestions for killing gibberish.

The solution to gibberish is simple.
1. Stop talking. It’s funny but there is a corollary between opened ears and closed mouths. Opening your ears frequently closes your mouth. Covey wisely says, “Seek first to understand then to be understood.”

2. Shift your strategy. Realize that producing gibberish doesn’t convince or persuade. It irritates. Your most powerful persuasion tool isn’t your mouth it’s your ears. Making people feel understood through listening is foundational to persuasive influence.”

Until next time...Lead like you mean it!
Marjorie

Posted on 07/06/10 at 02:54 PM
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Thursday, July 01, 2010

Stuck? Admit it and Ask For Help

Sometime, a leader really gets stuck, and doesn’t see a way out. We all occasionally get into a spot where the path to unstuck-ness eludes us. We just can’t see that first step that is necessary to move beyond whatever barriers are in our way (even when the barrier is ourselves). And we’re often too proud to ask for help.

Once you are willing to admit that the answers aren’t coming to you without help, consider the following:

1.  Ask a “stakeholder”. Who can you request some assistance from? Consider your mentor, a manager, peers, employees, or a friend. How about a customer? Depending on the nature of your stuck-ness, one or more of these might be appropriate.

2.  Find a support organization within your company. Human resources, the strategic planning department, organizational development, and IT are a few of the possible resources that might help with specific issues.

3.  Take a time out. When you aren’t under the immediate pressure of time, it often helps to let things simmer. A time out, even a real vacation away from the office, can help you come up with ideas that get you beyond stuck.

Every single one of these ideas requires you to admit that you don’t have all of the answers. All three of them require the assistance of others.

Many of us need the assistance of our own ongoing “board of directors” to help us think through things on a regular basis. I belong to two Mastermind groups – one with colleagues who do what I do, one with colleagues who do different things. They both serve a purpose, and I need them both to get unstuck at times.

So I’m curious. What’s worked for you to become unstuck?

Until next time...Lead like you mean it!
Marjorie

Posted on 07/01/10 at 02:41 PM
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Thursday, May 27, 2010

Don’t Negotiate Your Dreams

You may not know this but I coach, train, and mentor new Gen Y managers and leaders inside organizations.  (This is you if you were born 1977-1997.) As a first-time manager, you are in a tough position as you:

(1) Figure out your personal leadership style
(2) Figure out the strengths and challenges among your team members
(3) Figure out how to work with your boss and deliver results
(4) Figure out what it takes to WOW your customer in every interaction

That’s quite a list to figure out.

I bring this up because of comments from recent college grads who are NOT finding the management positions they have been trained for.  In this economy, they are finding it difficult to even find an entry-level position.  The dreams they had just a few short weeks ago are fading as closed doors keep them in a state of inertia.  These folks are not even being given the chance to get a “list” to figure out.

These are very bright people have said to me, “I’ll do whatever it takes to make it.” Yet, after more probing, you find that they will do whatever it takes to make it—EXCEPT WHAT IS NECESSARY TO MAKE IT!

To do “whatever it takes” means there is SACRIFICE involved in your decisions and actions.  Sacrifice is that condition where you let go of something of lesser value for something of greater value.  It. will. not. be. easy.

Letting go requires you to:
* Be uncomfortable
* Change current habits
* Think differently
* Face your complacency

While it may not be EASY to realize your dream of leading people, there is a SIMPLE solution to help get you closer to that place.  Here it is—Design YOUR Personal Success Environment.

Ask yourself:  What do I need to eliminate that is sabotaging my success?  What steps must I take on a daily basis to realize my dreams?

Until next time...Lead like you mean it!
Marjorie

Posted on 05/27/10 at 10:35 AM
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