The upcoming Jewish holiday of Shavuot (the Festival of Weeks, which commences on Saturday evening) commemorates the Hebrews receiving of the Decalogue, or Ten Commandments, at Sinai some 3300 years ago. On that seminal date, a series of commandments were issued that would frame key elements of monotheistic thought, spiritual observance, and social interaction for centuries to come.

The Sinaitic experience was the culmination of a seven-week period that began with the Hebrews’ Exodus from Egypt (commemorated by Passover). That physical birth, so to speak, of the Hebraic nation was followed by its spiritual naissance at the foot of the mountain.

It is noteworthy that the seven-week period that separates Passover from Shavuot is a period of counting, known as Counting of the Omer. During these 49 days, the Torah proscribes a steady, upward count, leading up to Shavuot.

A Shortcut to Experience

A story is told about a reporter who was interviewing a successful bank president. He wanted to know the secret of the man’s success. "Two words”, he was told, “right decisions.” “And how do you make right decisions?” asked the reporter. The reply: “One word: experience.” The reporter pressed on. “And how do you get experience?” he asked. To which the banker replied, “Two words: wrong decisions.”

We all recognize the importance of job and life experience, especially for leaders. Experience gives leaders context for important decisions that they must make and insight into how best to lead, motivate and respond to their people. Experienced leaders have been through the wringer before and can use their past learning and decisions to guide them moving forward.

Yet, for many new leaders, experience can be hard to come by. And in today’s fast-changing, competitive environment in which more and more young people are assuming leadership roles, it can be critical for them to find ways to gain experience quickly in order to ensure that they make as few “wrong decisions” as possible, for their own sake as well as for those that they lead.

Pull Your Team Together - Part II of An E.P.I.C. Solution to Undertstaffing

In our first E.P.I.C. post, we spoke of the importance of setting clear expectations (“E”) that empower leaders and their teams to be strategic, take initiative, innovate, and deliver desired results. In this post, we will focus on the second “E.P.I.C.” component, pulling your team together and connect them deeply to the mission (“P”).

You’ve seen it many times. The bickering. The lack of healthy communication. Folks sitting quietly at their desks, hoping to stay under the radar and not be burdened with more work, let alone someone else’s work. Other folks prioritizing their wants and needs over those of the team.

Territorialism. Silos.

Using Clarity to Combat Understaffing - Part I of An E.P.I.C. Solution

When I began in July, 2010, as head of school of a 360-student, independent K-8, my administrative team and I simply did not have the manpower or the competitive advantage that so many other schools in our community enjoyed.

Staffing shortages were everywhere. We had no admissions director or marketing professional. There was no resource room, let alone anyone to staff it. Computers were formally taught only to our youngest grades, and by the librarian. Our athletics coaches were all volunteers. They even drove our kids to the games since we had no budget for bussing.

And then there was our administration. The three of us shouldered a myriad of responsibilities that extended well beyond conventional school leadership. Compounding the problem were the expectations from our board, who expected me to significantly raise the school’s academic standard after years of perceived complacency. Stress levels were high as we all tried to do more with less.

Lull Before the Storm

business, perspective, mindsetNaphtali HoffMarch 6, 2018Impactful Coaching & Consultingperspective, attitude, shift, paradigm, change managementComment

How to Lead Authentically

We live in a paradoxical world. On the one hand, we are more connected than ever before. Social media and our portable devices makes posting and reading content, liking, commenting, and sharing, easier and faster than ever. We know what our contacts are doing in real time and can “join them” virtually from the comfort of wherever we are and whatever we’re doing at that moment. Email and a host of messaging platforms also keep the virtual conversation going around the clock.

Yet, there is something about all of this connecting that leave so many of us wanting and unfulfilled.

Part of the issue, no doubt, is the superficiality of how we connect and engage. Though our networks are larger and more diverse than ever before, the quality of those connections is simply not there. So much of communication depends on the things that technology cannot replace, like non-verbals, proximity and the like.

But for many of us, a bigger issue with Networking 2.0 may be the inauthenticity and contrived realities that it fosters.

Making Work More Like Play

Tomorrow, I will deliver two leadership trainings based on the True Colors Personality Assessment. In this system, people are identified as being one of four colors: blue, green, gold or orange. The personalities differ from each other in many ways, including their approach to relationships and situations. For a more detailed description can be found here.

Of the different colors, I personally identify most with green. “Greens” are, among other things, less interested in connecting with others emotionally and engaging in small talk. Instead, they like to jump right in to solve problems and fix things. (Not surprisingly, this attitude can get Greens in trouble, particularly when dealing with more emotional, relationships-driven Blues. But that’s for another time.)

Greens are also independent thinkers, natural nonconformists that live life by their own set of standards. They are deeply analytical and tend to think about and do things differently than most of their peers. They love independence and eschew outside control. When applied to work, Greens are likelier than most to see their work as play, as in less drudgery and more fun, since they invest a level of themselves into their projects.

balance, business, fun, perspective, mindset, prioritiesNaphtali HoffFebruary 12, 2018Impactful Coaching & Consultingworkplace, play, engagement, leadershipComment

How to Break Through When You’re Stuck - Part II

In a previous post, we laid out a number of action steps that can help someone who feels stuck to break through and get things done. Here are some additional steps that can make the difference between languishing behind paralyzing inaction and crushing it with empowering achievement.

Find a mentor who is one chapter ahead of you – When you don’t know what to do next to, find someone who does. Ideally, this should be someone who just walked a mile in your shoes. They will not only be current in their thinking and approaches, but will likely be more willing to share their experiences and help you grow more quickly than you could do alone.
Get a coach – Coaches are trained to ask penetrating, elucidating questions that push aside the clutter and clear a pathway forward. Great coaches help you overcome gremlins and limiting beliefs and forge ahead with greater confidence.
Be prepared to learn – Sometimes, the difference between staying put and moving forward is the ability and willingness to learn new information or skills. Don’t assume that yesterday’s knowledge can always solve today’s problems. Figure out where your gaps are and hit the books, video, course, etc.

business, leadership, mindsetNaphtali HoffFebruary 5, 2018Impactful Coaching & Consultingbusiness, leadership, breakthrough, successComment

How to Break Through When You’re Stuck

It happens to all of us, and often at the most inopportune times.

We know that we have work to do – a job to complete, a new project to launch, some loose ends to tie up – but we just feel stuck in place. As if everything that we try doesn’t work.

We take two steps forward and one or more steps back. Or we start something and simply stop.

Or, worse yet, we don’t even know where to start.

Why does this happen?

There are many answers. One is that we get distracted. Another is that we have a loose sense of what needs to happen, but can’t figure out the specific steps to get there. Sometimes, we lose confidence in our ability to get the job done. Or, we simply don’t want it bad enough. (Of course, there are many other reasons, but these will suffice for now.)

Whatever the reason, getting stuck is a hopeless feeling. If not properly addressed, it can start to compound over time, leading to us falling farther behind and lose the trust of those around us or, worse yet, the ones that we’re charged to lead.

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