Shifting the Leader’s Mindset from Me to We

Too many new leaders also “have it all wrong,” at least in terms of how they view their new roles. They think of leadership as the next step in their ascent, one that represents an increase in responsibility and authority but not one that necessarily demands change in their core thinking and approaches. In truth, to assume a leadership post is to enter into a whole new professional arena.

Before assuming this new position, accomplishment was all about you and your performance. You worked hard to achieve success and hoped that you would get noticed and promoted. Time and effort were invested in self-promotion, with the understanding that your success would translate into the next step that you desired. Once you become a leader, however, achievement is measured by your ability to grow others, to make the people who work for you more capable and more confident. The game is no longer about you winning. It’s your team that must win for your term as leader to be deemed a success.

Tips for new sales leaders to hit the ground running

New sales leaders face a unique challenge. They rise from the ranks of top salespeople — the ones making the sales — to then be the one who must coach others to close more sales. They also pivot from being part of a group — often having five to 50 peers — to a more rarified air with fewer peers and no same-level colleagues to lean on.

Often, this shift occurs with little-to-no formal training, with the only insight on proper protocol being that which the previous leader did or failed to do. From metrics to staffing to accountability, the upwards move to sales leader is unlike anything these sales professionals have ever done.

Why you must know your "Why"

In a moving video talk, comedian Michael Jr. describes the power of knowing your “why.” In it, he showed an audience a clip from a different event, in which he asked a member of that audience to sing the opening stanzas from “Amazing Grace.” The gentleman, a music teacher, began in a deep baritone and sang the refrain flawlessly.

After praising his performance, the comedian asked the teacher to do it again, but this time painted a scenario of true appreciation, such as a family member being released from prison. Not surprisingly, the second performance far outshone the first. This time, the song was performed with added feeling and emotion. The words were more animated and the tone was deeper and richer. Michael Jr. concluded that, “When you know your ‘why’ then your ‘what’ has more impact, because you’re working towards your purpose.”

Leadership expert Simon Sinek calls this “the golden circle.” He says that it’s not enough to know what you do and how you do it. At our essence, we are most motivated by knowing why we do things. And it’s through that awareness that we can best connect with and sell to others.

Why principals should “loop” students back in

One of the big questions facing school leaders right now is what things will look like when the new school year begins. No one fully knows whether teachers and students will be able to fully or partially return to their classrooms and, even for those who can enjoy “business as usual,” the atmosphere at school is likely to be filled with uncertainty, unease, and lots of distancing.

While it can be difficult to build and maintain a learning atmosphere under such conditions, it may be even more challenging for teachers to develop the nurturing relationships that are so critical to student development, particularly after having endured so much uncertainty already in the previous half year. To expect teachers to connect with their charges and be able to support them during the formative first weeks may be too tall an order for many and could set students up for an even more challenging year.

How to Help Your People Become Unconsciously Competent

We all want our people to do good, competent work. We also want them to work quickly, without having to think extensively each time about what it is that they’re doing. In other words, we want them to develop to a level of unconscious competence.

Researchers have identified four stages that people progress through as they develop their skills in various areas. Initially (stage 1,) individuals are unaware of how little they know about their knowledge or skill deficits. They are unconscious of the scope of their incompetence and are consequently unlikely to take meaningful action to increase their capacity.

Preserving you: Preventing teacher burnout

Think of the first time you encountered teacher burnout. Where you were. What was going on at the time. The feelings. The experiences. The surroundings.

I'll tell you what it was for me. I was a new teacher in an Orthodox Jewish independent high school. I was fresh. I was idealistic. And I was going to change the world.

Each morning, my colleagues and I would convene in the teacher's lounge. On occasion, we would play a game.

Typically speaking, one doesn’t think of teacher lounges and games; there were no chess or Scrabble boards to be found. The game that we played had no name. I have named it in arrears the “make the calendar disappear” game.

Leading for maximal productivity

Since rolling out my “four-step” productivity plan, I have seen the need to include an added step that focuses on leadership. After all, if we are going to get more from our people, we need to use our leadership position to motivate others, create a healthy work environment and engage others in meaningful work.

The five components of this final step (step No. 5, and I do mean final this time) are:

Build workplace passion
Manage stress
Understand and leverage your leadership style
Set them up for success
Lead from the values up

Stay positive and be grateful

It's so easy to get down. 😟

To focus on what's not working and what we're missing. 📉

Especially with the utter disruption and pain that is #covid19. 😷

All of us do it, at least on some level.

Sustaining for maximal productivity

The next and final step (step No. 4) towards increased productivity is to aim to ensure that our new productivity process is sustainable and doesn’t quickly fizzle out. So often, we get excited about a new process but lack the tools, commitment and/or mindset to see it to completion and long-term integration.

The goal of this post is to empower you to keep going in the face of expected setbacks and maintain the requisite level of well-being required for succeeding over the long haul.

The five components of this step are:

Decline/question as many non-critical meetings and tasks as possible; learn to say no
Focus on excellence, not perfection
Break often but briefly
Self-care (sharpen saw) -- sleep, exercise, nutrition
Use your commute wisely; read often

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