Leadership Gaps are Critical to Address NOW!

Ostrich-head-in-sand3It is time to get your head out of the sand and address leadership gaps. Most companies are way behind with pent up need from years of recession driven penny pinching for training/leadership development needs. Coupled with the mass exodus of baby-boomer leaders, the need to invest in the development of leaders in your organization has never been more important.

Many senior leaders, eager to exit and turn over the reins, are frustrated and troubled when they realize there are no “ready” internal candidates. 86% of executives surveyed identified their leadership shortage as “urgent” and/or “vitally important”. Most professionals are initially hired and brought into organizations as technical experts or individual contributors and, if they perform well, get promoted into management positions. However, high performers don’t magically transform into effective leaders. The capacities list required for effective leadership is long and complex. Emotional intelligence, credibility, the ability to positively influence, coach, lead change/teams, facilitate effectively in conflict and earn trust are challenging skills to master. Great leaders are not born, they are molded – by experience, mentoring/coaching and skill development training.

In my coaching experience, it’s a rare professional that can’t benefit from leadership, coaching and team development skills. Times have changed, and so have the demands, expectations and skills required for leadership success.

Senior executive involvement (aka sponsorship) is necessary for any leadership development program to succeed. Expecting managers to execute organization change without adequate resources and change management skills is magical thinking. And, few companies today have internal HR or on-staff training professionals with experience, credentials and the required skill set to lead an effective leadership development program. This is a time to bring in outside expertise.

Here’s the kicker; the millennial generation (those being asked to take the place of retiring baby boomers) are projected to make up 75% of the workforce in 2015. Yet 2 out of 3 company leaders surveyed see themselves and their organizations as “weak” in their ability to develop millennial leaders. Millennials are strongly influenced by innovation, purposeful work, future growth opportunities and having balance between work and their social needs. In contrast, traditional old school managerial thinking dictates learning by the school of hard knocks and “be grateful you have a job.” In today’s workplace, the old paradigm simply doesn’t work. Millennials respond best to a boss that supports their career development with training, targeted feedback/coaching and new opportunities. And they are not afraid to change companies to find it.

My strategy suggestions:

o Think big picture. Develop a business plan with HR for learning, training and leadership development. Allocate a reasonable budget per leader for this support—typical allocations run between $2 to 10K per leader. Have internal HR professionals work directly with managers to specifically identify cross training, mentoring and alternative development opportunities and expectations.

o Re-vamp the performance review process to include top down alignment of coaching/mentoring and leadership development plans. The expectation of leaders at all levels (emerging, mid and senior) should be a priority goal of developing those under them.

o Invest in experts; those with real experience, value and credentials excited to share their experience. An expert can customize an in house training program to address company specific leadership expectations, core values, team/culture challenges and collaborate to identify coaching, mentoring or training options most appropriate for your organization and budget.

o Walk the talk – and stay in touch with the staff throughout the development process. How you behave, recognize and reward-including who gets promoted and mentored (or not) really does matter.

Maureen Moriarty (aka Workplace Coach), Path to Change, offers Executive Coaching, consulting and training for leadership and team development.
Contact info: 425 736 5691 or Maureen@pathtochange.com

Smarts Are No Longer Enough

At Google, GPA’s are no longer the gold standard for hiring. Laszo Bock (Senior Vice President of People Operations at Google, went on record in a New York Times interview, “GPA’s are worthless as a criteria for hiring and test scores are worthless…we found that they don’t predict anything.”

This is a hiring paradigm shift that is true in many organizations today. Soft skills are at the the top of Google’s hiring attributes which include: leadership, humility, collaboration, adaptability and loving to learn. My coaching experience with many hiring managers across a wide variety of business, confirms these are important to most companies.

Most tech professionals face a big challenge when it comes to career success. Excelling in math, problem solving, computing and analytics are no longer enough, they must also demonstrate they have “soft skills”, team and leadership abilities and emotional intelligence. Consider this quote from Google Executive Eric Schmidt “The smartest people in the room sometimes can’t really communicate very well,” adding, “We select not just for intelligence but for the ability to communication with each other and as teams, nobody is a solo actor at Google any more.”

My coaching guidance around Google’s 5 Top Hiring Criteria:

1. Leadership. Google defines emergent leadership as the ability to step in and lead when faced with a problem, while also being able to step back and relinquish power as a team player. This is the dance of leadership–sometimes you lead and sometimes you follow. What matters is your assessment of which approach is the right solution for the team (and business) and your ability to influence, persuade and help others engage.
2. Humility. This is a big challenge for superstars. Hanging on to “ownership” and promoting ones work, idea, process and/or product is often a slippery slope —it can be tough to let go. Many tech professionals wrap their identities up with their ideas and view any debate or challenge to their work or credit as threatening. Most tech companies prefer open minds to creatively explore (with their team) the best way forward or the next “new thing.” They need smart people to do it but when their corresponding egos prove problematic to team and collaboration they can decide the smarts they are getting aren’t worth the pain. High achievers can fight too zealously when their skin is in the game (aka, “My idea, I’m the genius”) My tip: identify solutions without attachment. Granted, confidence and being able to persuade others to get on board is critical to influence. But its a fine line between communicating a point of view and allowing your ego run and bite you because others perceive you as arrogant or not a team player.
3. Collaboration. You know it already–there is no “I” in team but do you behave that way? You simply can’t succeed in business today without the ability to work effectively with peers–all kinds and styles of peers. Every 360 review I conduct validates this. Collaboration is a give and take equation—sharing information while demonstrating respect for the opinions and expertise of others. Creative exploration of best solutions to complex problems requires collaboration. If this is your challenge area, invest in my coaching to develop your skills or risk your advancement potential.
4. Adaptability. In our today’s business reality of continual and constant change, its no surprise that adaptability is at the top of the list. Hiring managers want to hire (and promote) people who are flexible –not rigid. Creatively problem solving requires intellectual flexibility. Bulldozing change won’t earn you a reputation for adaptability. During stressful times, demonstrate emotional adaptability (embracing change vs. fighting it).
5. Loving to learn. Demonstrating you are a continual learner is a HUGE career advantage. A wise university leader once told me, “Our objective is to teach our students to learn, to develop a life long love of learning.” This turns out to be smart hiring prep, Bock affirms Google wants people able to “process on the fly” to draw smart conclusions from independent information. Being curious with a passion for learning is essential to career success.

It’s no longer good enough to have technical skills or academic smarts to get hired or promoted. You need more, as it turns out, much more, to succeed. On the plus side, these 5 attributes can be developed. But I never said it would be easy – having a coach for this kind of work is the best investment you can make in your future success.

Leaders- Caution! Choose Change Chits Wisely

If you are a workplace leader or manager, change is part of the job.  How you manage change with your staff matters to the leadership success equation.

What do staff expect from their leaders?  Research claims primarily – order, direction and protection.  Staff wants leaders to maintain fair and consistent norms. Yet effective leadership often means changing norms and even mandating change to meet objectives.  This can be a paradox and clearly a challenge for leaders.

I regularly coach leaders with their day to day “people” challenges – helping them manage change is a part of my daily coaching conversations.

Tips from the Coach:

  • Too much change is bad.  People do not have an infinite capacity to absorb change.  Choose your change chits wisely, strategically and frugally.  We mere humans have a finite amount of energy chits each day.  What do you want staff to spend their precious time and energy on?  If you are going to create a policy or process change—make sure its relevant and worthy of the challenges creating it may cause.
  • Don’t hold onto the past or deny inevitable change.  If the company change train has left the station without you on it—you keeping staff stuck.  Staff watches the boss to see how the boss responds or “reacts” to change.
  • Deal with problems!  Complaints regarding the boss avoiding problems and not dealing with them effectively–is the #1 complaint I hear from staff.  Staff count on the boss to resolve conflict and take care of obstacles to success.
  • Don’t put your direct report in the uncomfortable position of having to fend for themselves when it comes to answering unreasonable demands from your peers or theirs.  It’s a boss’s role to deal with problematic obstacles and challenges that impede staff success.
  • Don’t add to the drama factor.  Regulate your emotional reactivity to bad news.  If the boss gets upset, so does staff.  No one can spread the negative emotional “flu” virus like a boss!

Help is available for the people challenges of leadership—invest in yourself this year with leadership development.  Contact me:  360 682 5807 or info@pathtochange.com

 

 

 

People Leave Managers Not Organizations

My many years of experience as a workplace relations/leadership expert have proved to me the wisdom of the adage, “People leave managers not organizations.” I hear the behind the door frustrations and challenges of those who report into a bad boss. The economy is improving and I predict there will be a lot of talented individuals that will leave organizations due to their frustration with a bad boss.

I am an optimist at heart. I personally haven’t met, at least not in my coaching practice, a boss who truly wants to be known as the “bad boss.” Most are mere mortal humans that have some or a combination of these challenges:
• They are blind (or arrogant) to their problematic behaviors that promote distrust or a lack of engagement
• They lack the emotional and interpersonal intelligence to succeed in the role
• They were never been taught simple but practical effective techniques for handling dicey workplace scenarios like how to deliver challenging feedback, intervene with conflict, lead change effectively or lead a high performing team.

The good news is I can help. But the recipe isn’t a quick fix. It takes focus, support, best practice modeling, appropriate challenge, continual feedback and learning new behaviors to replace problematic behaviors.

If you know someone who needs help at improving their boss skills— kindly pass my information on! I am currently accepting a few new clients. I now offer my one on one coaching sessions via Skype to help those super busy professionals with limited time challenges.

4 Tips To Be A Better Boss:
1) Be open and welcoming of input, feedback, ideas and suggestions from staff.
2) Work continually to help people clarify their roles, goals, responsibilities, expectations (what does success look like?) and priorities.
3) Avoid bulldozing change
4) Choose your change chits wisely. Most leaders underestimate the time and attention of THEIRS it will take to effectively sponsor change initiatives.

I pride myself on never having a client that wasn’t willing to provide me a recommendation or reference. Thank you for your continued support.

Maureen Moriarty, aka Workplace Coach

www.pathtochange.com

info@pathtochange.com

360 682 5807

Your EQ is Key to Career Success!

Research has powerfully proven that if you are a professional, particularly one in a leadership role (or want to be promoted into one), your emotional intelligence (EQ) capacities can make or break you. What matters is how others (staff, colleagues, key stakeholders/clients and other senior leaders) perceive your EQ abilities like self-awareness, emotional reactivity, adaptability and interpersonal communication in difficult or stressful situations.

In my many years of executive coaching experience I have met few leaders who really know how others truly perceive them. Staff is often reluctant to give leaders with hire/fire authority tough feedback. Additionally, few leaders have been given a confidential 360-feedback review. Sadly, leaders with the greatest EQ challenges are frequently those who have the greatest blind spots. Some find out after it’s too late.

Your EQ is essentially hard wired into the brain in early childhood. Its what helps or hinders you in being interpersonally effective in challenging, stressful or conflict workplace scenarios. If you are a leader you simply can’t afford not to pay attention to growing your skills in this arena. If others don’t trust you or you fail to persuade with your communication style you won’t last long in a leadership role.

EQ Career tip #1. Take my EQ assessment and find out your EQ strengths and challenges. I thoroughly researched the most popular EQ tools/tests available and have great faith in the profile that I have used successfully with hundreds of clients. I am offering 10% off through Feb 29th on this popular, practical and reliable tool.

EQ Career tip #2. Ask those around you to share impact/feedback with you. Don’t make assumptions about how others perceive you.

The good news is that EQ can be improved!! EQ is my coaching sweet spot. I know the formula to help you improve what matters most to your career success. It starts with a phone call—invest in yourself and call or email me today!

Call me to discuss: 425 736 5691(cell) or 360 682 5807 (office)
or email: pinelakemo@comcast.net

Referrals are greatly appreciated!! Please pass my practical tips on to any others you think would benefit.