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FUTURE SUCCESS IS CONNECTION AND IMPACT

Allan Anderson • Apr 21, 2024

4-MINUTE READ


All too often, as leaders, we believe that our primary job is to have ALL THE ANSWERS! Yet, the truth is, at least for leader-making leaders, their focus is more on asking the right questions.



While it is imperative that leaders become proficient in asking the right questions of their colleagues, direct reports, etc. there are times when we really do have to have answers. For instance, when employees ask questions like, “Why are we doing this?” or “How does this impact the world for good?” the leader must be able to share an accurate answer.

So what is the secret to knowing the answer or even how to answer?

Well, that is precisely what our colleague and friend, Daniel James, from Story 19 Consulting, is going to help us navigate through at the Future Ready Summit. And thankfully he shares a few examples of what this looks like practically here.

Pulling for you,

Alan Andersen


HAVING KEY ANSWERS


Daniel James

Expert in optimizing your productivity and innovation through impactful communication.


Expertise:
- Defining Leadership’s Voice
- Delivering Impact & Healthy Culture
- Executive Coaching


There was a time in schools, on the field of play, and at the office, the question was, “what do I need to do?” But, as with all cultures, we are evolving, and a new question is blooming: “Why do I need to do this?” People in the workforce are transitioning to an impact-based outlook on the value of their role. How does my job impact the team, the bottom line, and my future? How does my company impact society? Future Ready Leaders are now in the position to have to answer these questions.


Impact


          Communicating impact starts with understanding your own Ultimate Impact. Your Ultimate Impact is the primary effect you want to have on each individual you lead, the company as a whole, and the legacy to which you are tied. The foundation of your leadership communication should be connected to that Ultimate Impact to create consistency, authenticity, and believability.



          If your communication can come from your Ultimate Impact it becomes much easier to create an impact for the people you lead. Each meeting has an impact, each KPI can become an impact story, each job description has a tangible impact on success. We have historically spent so much time on WHAT needs to be done that we forget to make time for the SO WHAT each task provides. Successful connections start with the So What leading to a far more impactful What.


Cascading


          If, as an individual leader, you are successful in creating an impact that has a tangible local effect. The challenge for the broader company is to empower every leader to create that impact, to ensure each team member knows their impact. If this philosophy cascades down throughout an organization you are more likely to see a global effect. A leader wears many hats, but the ability to teach other leaders, to unite them in a connection that makes team members feel valued leads to an important element of culture.


Are you nimble enough today for the change tomorrow will bring?


          Heraclitus, a Greek philosopher, said, “Change is the only constant in life.” Within the business culture, we are in the midst of a substantive change in the way we must connect as leaders. I have been fortunate enough to partner with Alan Andersen of the Shandel Group and Mikaela Kiner of Reverb People (as well as the author of the recently released book Female Firebrands) to host The Future Ready Summit on February 5th, 2020. We will dive into leader making leaders, connecting to future leaders, and the impact of a healthy inclusive culture.

 

If you are ready to take your leadership to the next level, join us at the Future Ready Summit to become a Future Ready Leader.



TAKE THE TIME TO INVEST IN YOURSELF BY INVESTING IN OTHERS

By Shandel Sutherland • 21 Apr, 2024
3-MINUTE READ As a leader, what are you missing that would help you achieve “the next level'? Chances are it is a person. Even more likely it is a person who is in the next room or down the hall from you at this very moment! Yet, we sit stressed and maxed out as they sit underutilized and bored. They desire meaning, mentoring and challenge, while we desire initiative and productivity. Still, both parties sit in their comfortable and familiar rut. This is a very poor utilization of assets and leaves huge profits on the table. THE ART OF INVESTING Think of your time as you would your money. A wise person thinks in a long-term manner about their money and how to spend and/or invest it for the greatest ROI (return on investment.) Consider the focus, time, and energy you devote to making, saving, and investing money for a specifically defined purpose. Now, that is exactly how you need to approach the time you invest in the people in your sphere of influence; and it is an art. A skill that must be learned and then uniquely applied according to each individual who can share in accomplishing the goal. STEPS ON INVESTING IN OTHERS 1. You must have clarity about what you are trying to accomplish. What outcomes you want to focus on and why does it matter? Is the vision compelling enough to get others involved and want to share in the ownership? 2. Focus on the few things only you and you alone can do. What are the unique strengths that you bring to the vision that no one else possesses on the team? What are the other things or tasks you are currently doing (and yes, we know you can do them well) but others could do just as good if not better? Make a list and identify the ones that steal the most time. 3. Find people that have the strengths and abilities to do the tasks you have identified. Before you approach them, work through all the fears you have about delegating, letting go, and giving up control. You may need your coach for this portion. 4. Connect with the person you would like to delegate your tasks to and make sure you have plenty of time to talk it out and get buy-in. Share your vision and your goal of investing in the person's professional and personal growth by passing on these specific tasks. Press for push back, find all the holes together, make sure you have healthy conflict to vet out all their fears and share your concerns as well. 5. Train the person on how you currently do the task. A: Show/tell them how to do it. B: Do it with them. C: Observe them as they do it for you. D: Coach them as they do it without you. E: Trust them as they do it alone. F: Check in often and create space for continuous improvement. You have just invested in one of your people and they are feeling empowered and trusted. Equally as important, you have just opened up a huge amount of time to operate in your strength and talent which you alone do best. It is now time to do it again and again until you are only operating in your strengths! What do you think about investing in yourself by investing in others? Your Coach,  Shandel Sutherland

HOW'S YOUR TEAMWORK?

By Shandel Sutherland • 21 Apr, 2024
3-MINUTE READ Teamwork is a method that aligns employee mindsets in a cooperative and usually selfless manner towards a specific business purpose. Today there is no business or organization that doesn’t talk about the need for and value of teamwork in the workplace. Some things cannot be accomplished by people working individually. Larger, more ambitious goals usually require that people work together with others. Because of this, teamwork is a desired goal of many businesses and organizations today. People who have well developed teamwork skills easily form relationships with mutual respect among diverse types of people. They understand the strengths and weaknesses of others and place a high priority on the success of their department and/or organization. People with strong skills in teamwork support team decisions and share responsibility with team members for successes and failures. How do you develop your own skills in Teamwork? • Show respect for all other people and display sincere interest in them as individuals. • Work on improving or enhancing your communication skills. • Give positive feedback as often as possible. • If you have a difficult relationship with someone, work to improve it through self-awareness and respect for differences. • Be enthusiastic about your ideas but don’t be overbearing or domineering when you express them. Try not to interrupt other people and listen to their ideas carefully before you disagree. • Discuss your ideas with your teammates until you agree. • Be willing to step back from a disagreement and cooperate. • Teach yourself not to be defensive. Think of negative feedback as opportunities for improvement, not personal affronts. • Be tolerant of others. Recognize that others’ viewpoints are as important to them as yours are to you! Self-observation Ask someone you trust to help you identify times when you come across as overbearing, domineering or intolerant of others. Keep a log of your behavior over the next month or so. Then, try to answer the following questions as you look at your notes: • Are there patterns to your actions? What are they? • Do you interrupt often in meetings or conversations? Do you interrupt certain people more often than others? • Are you particularly sensitive or domineering on certain topics or with certain people? • How does your behavior make those people feel and/or react? If you discover you would like to build your teamwork skills or the skills of your team, we would be glad to be part of the process. Your Coach,  Shandel
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