"Don't be afraid to go out on a limb. That's where all the fruit is."
- Bob Ross
You know that time you took a really big risk at work? How did you decide to make that decision? Why did you go out on that "limb?" And how did it impact your courage muscle for making bigger future decisions? How did it impact your career?
When you really think about it, what sets your difficult decisions apart from regular decisions is the risk involved. Risk means that there is an unknown element to the results of the decision. It means there are potential negative consequences that someone will have to own. There are events, aspects, dependencies, that can change the desired course of the action and subvert your ideal result. That's what makes these decisions difficult. Difficult decisions are made because they must be made. Even choosing "no action" is a choice, although it is often the one that requires the least courage and the least accountability.
"Being president doesn't change who you are, it reveals who you are." - Michelle Obama, 2012
Today we are going to dive into crisis leadership. How does a crisis change leaders? Why does demonstrating leadership in a crisis set you apart from your peers? This is important information you need to know to set yourself up for success in the future.
As I write this, we are smack in the middle of a shelter-in-place order in many places including my own state. We have a pandemic on our hands. Almost every industry has been dramatically impacted thanks to the virus.
You may notice that there is a different style of leadership coming into play right now, in your business, in your company, in your residential community, your family, your government.
You likely also see faces that are new to you, who are providing information and instructions to you and your peers, colleagues, or neighbors. These are the...
Today we are going to talk about
1. Why would they do that intentionally
2. How do they do it
But before we do that, I am delighted to announce that I have created a QUIZ for you to determine where you really are in your career based on your experience, influence, and impact. So be sure to check out the quiz and invest one minute to get your results right away.
First, why should you interrupt bias on your team?
It’s simple, because “well managed diverse groups outperform homogenous ones and are more committed, have higher collective intelligence, and are better at making decisions and solving problems.”
Second, how do they do it? This is divided into three sections - hiring, managing, and developing.
When hiring, they:
• insist on a diverse pool,
• reject shared backgrounds,
Sixty percent of male managers now say they are uncomfortable participating in work activities with women - activities including socializing, mentoring, and working one-on-one. In other words, they don't participate in work activities with women. By process of elimination, it is apparent that these same managers DO participate in those work activities with men.
What happens when managers invest time in talent? Workers get better projects, better exposure to high level leaders, they are more likely to have executive ambitions, and are more exited about staying with the company. This is equally true for both men and women.
What happens when workers don't get this attention? They don't get assigned to the better projects, they don't get exposure to leaders, they hold back and back off.
Why is it a bad business decision to continue the status quo? Not only is it a terrible use of expensive recruitment spend, but also women tend to perform better, make teams more...
BREAKING: The number of women CEOs now exceeds the number of men CEOs.... named John. That's progress, you can't deny that.
Women executives comprise less than a quarter of all corporate leaders in the US.
A recent article by Bloomberg highlights why that might be shifting.
Why? Women spend their careers being promoted on past performance while men are promoted for "potential." It stands to reason that women have more experience and expertise at equal points in their careers, such as at the moment they are promoted to CFO. Women have to be better performers than their males peers, and that explains why their performance is stronger.
A research study by S&P Global Market Intelligence analyzed 6000 companies over 17 years and found that, "within 24 months of appointing female CFOs, companies saw an average 6% increase in profits and an 8% better stock return compared to performance under male...
TIP: Start by printing this simple Career Zones one-pager.
Scores of mid-career, high-performing women in corporate roles in 2019 shared the three categories they considered the primary factors in advancing their careers: skillset, mindset, and guide-set.
If you're interesting in advancing your career today or ten years away, determine where you are in terms of your current career by thinking through the questions in the Career Zones Worksheet.
Why is it important to complete this page? Because stepping back and planning your career can no longer be an annual or semi-annual activity. Your daily thoughts, choices, behaviors, and actions are what create your brand and your influence.
The action you can take today to improve your career is to document your present position for the three career zones. Depending on how much you want to think about this, it should be a ten to twenty minute activity. Aim for ten minutes.
What sets star performers apart from average...
"All your dreams can come true if you have the courage to pursue them." - Walt Disney
If you believe that you have CEO (or other high-influence) potential, but strive for lateral career progression, something's not matching up. Actually visualizing yourself in such an executive role may require more than just a passing nod. You may, you must, be able to conjure the vision of yourself in this role.
Doing so requires courage.
Luckily, courage is free.
If what you need is to get permission to have such an audacious vision and personal goal, give it to yourself. Or if you need a mentor to evaluate your vision before you step into that "courage" part of the deal, here. I hereby give you permission. Now go do it!
Watch this video for a full pep talk on seeing your ultimate career achievement, and then achieving it.
Challenge at 8:35: I challenge you to shift into a courageous mode and take action within five days of seeing this video. Send an email to me at the email address I...
Have you enjoyed the prior nine videos? In this series, we have gone through the nine strategies from How to Be a Star at Work: 9 Breakthrough Strategies You Need to Succeed at Work by Robert Kelley.
The ninth strategy is SHOW-AND-TELL.
Even if you are technically proficient, conveying your ideas is imperative to avoid the dismissal of your ideas. You must influence your audience to trust you and your expertise.
Star performers master the ability to deliver a message to a specific audience, to persuade listeners to accept the message, and are proactive in deflecting criticism. Stars also contact audience members ahead of presentations to evaluate expectations.
Rather than organizing the material meticulously, stars organize presentations around the audience. Stars use storytelling, rather than data sharing, because they know that good stories engage the listener. They use plots with turns, tension, resolved conflict, humor, and images to create excitement.
To make show and tell work for...
This week's microlearning subject is the eighth in a nine-part series from the book "How to be a Star at Work: 9 Breakthrough Strategies You Need to Succeed" by Robert E Kelley.
The eighth strategy is ORGANIZATIONAL SAVVY.
When organizational savvy is broken down into its various components, the magic and mystery disappear and it is apparent that this is a learnable skill. Some are shocked to discover, when seeking a promotion, there is a built-in bias against those with technical specialization. They are perceived as unable to maneuver effectively in a workplace.
How to master organizational savvy:
1. Master the core skills of taking initiative, taking criticism, and networking.
2. Understand ”underground” org charts and “trust maps” to determine actual power centers.
3. Pay attention to cultural etiquette, internal attitudes, workplace rules, and symbols that managers embrace.
4. Access detailed knowledge of the company from a wise and trusted counselor or...