Personal Goals for 2011

Last week we took the time to reflect on 2010 – the blogs, what you learned, your strengths & weaknesses. Now it’s time to consider what you wish to accomplish in 2011. Once you identify your goals – those things you want to change/improve – use this blog to solidify your strengths, to turn your weaknesses into strengths, and acquire new skills.

You obviously read this blog for a reason. I’ll venture out to guess that ongoing learning is part of your reason for being here. I look forward to the new year and journey ahead and hope that you get as much from reading these blogs as I get from writing them.

Year In Review – A Personal Reflection

This year’s blog posts discussed a variety of topics – from management style and inspiring leadership, to motivating and coaching others for success. Take some time to reflect upon what has been addressed here. What did you learn? What did you take away from reading this blog? Have you implemented any of the suggestions? Assess your current skills and consider your strengths and weaknesses. Do you truly consider yourself a leader/manager or is what you do on a daily basis strictly management? As you move forward with this personal reflection, prepare for learning and personal growth in 2011.

What’s their motivation?

An effective leader absolutely must be able to motivate his people. This seems like such a basic concept, but things that I’ve witnessed time and again remind me of just how many managers simply don’t seem to understand this. While people are at work for a paycheck, there has to be there more to it. Yes, the very basic agreement between a company and its employees is that work is performed in exchange for compensation. However, stopping there will severely limit your success potential. Employees need to feel valued and appreciated.

Do you make sure that your employees feel valued and appreciated? How do you do that? It doesn’t have to be costly or complicated. Recognizing people’s hard work can be as simple as a handshake and a “thank you” or as formal as a plaque presented in front of the whole company. It can be as inexpensive as a pair of movie tickets or as fancy as a cruise. How much would it cost to buy bagels or pizza for your department as a sign of your appreciation for their efforts? Now compare that with how it would make your employees feel.

This is very simple – a happy employee (and a motivated employee) is a more productive employee and more loyal employee. It’s completely within your power as the manager/leader to help improve the experience that your employees have at work. So put on your thinking cap and implement some simple ideas that will help you to motivate others.

Turning Difficult Times Into Leadership Opportunities

Despite the promises of newly created jobs, this recession is continuing to take its toll on employers and employees alike. Jobs are scarce, resources stretched, and people stressed. Put together, this list of ingredients presents a potential for an unpalatable recipe. A good leader/manager, however, will see these circumstances as an opportunity to practice good people (and resource) management. Lets assume that you already understand (either through common sense or by reading this Blog) the importance of inspiring your employees, helping them to feel valued and appreciated, supporting them, and helping them to find meaning in their experience with the company. Although no small feat, these things should be part of your everyday leadership/management practice.

Difficult times present the perfect opportunity for us to practice good leadership/management skills, and to show our respect and appreciation for others. Don’t let stress and limited resources become excuses for poor manners. Don’t ignore coaching and developing your people. What you do now will determine whether you’re able to keep great employees. Once the current economic situation improves (and it will), and people feel more comfortable making moves (and they will), it’s very likely that some of these stressed, unhappy souls will consider making serious changes. Remember that employees are a resource. Don’t risk losing them. As a great leader/manager, you can avoid the costly and time-consuming process of finding, hiring, and training replacements. Take the necessary steps now to ensure that as your company emerges from this recession, it does so with the stability and strength of valuable resources.

Avoiding Potential Pitfalls of Change

Change is not only inevitable, it’s essential to our success in business. When facing a change one of the most important elements is to have a clear vision. The lack of one can have disastrous effects. A vision must be not only clear but also well defined. It should only take a few minutes to communicate it to others. At the end of the presentation it should indicate their understanding and provoke their interest. Before a vision can inspire and be shared by others, it has to inspire the leader. It must be in harmony with the leader’s own values, and he must be willing to set an example with his own actions. It’s the leader’s task to convey the image of an exciting future to others, appealing to shared values and aspirations, thusly enlisting them to share the vision.

One way for an able leader to avoid the potential pitfalls of change is to always be aware of what’s going on around him. A good way of doing that is to listen. A good leader knows that observing and listening to others can provide valuable information. This information can prove crucial when dealing with change. Another way for a skilled leader to avoid the hazards of change is to look for new opportunities and be willing to take risks for the sake of change. In other words, a good leader knows that change is not only inevitable, but necessary for growth and survival, so he looks for change.

Team Formation and Team Leadership in Traditional and Virtual Teams

Consider your relationship with your employees. Do you have a connection with them? Nemiro (2004, p.40) stresses the importance of relationships formed by true team leaders. She states that positions (as well as the people who fill them) may come and go, but effective relationships have the power to influence people. It’s the connection created by a relationship that can inspire and persuade.

One of the more basic, but very effective, ways for a team leader to build relationships is to make an effort to connect with people. Taking the time to talk to someone and to really listen can not only strengthen the relationship, but it can provide insight and information that may prove to be an invaluable resource. We can’t possibly know all of someone’s strengths, talents, and interests simply by reading their file. A personal connection can reveal so much more. It can also inspire the other person to go the extra mile when we need it the most. Remember that virtual team members need and deserve the same attention and feedback as those who are part of more traditional teams (Duarte, 2006, p.76). If you’ve ever experienced leadership of those who showed genuine interest in each member of the group, as well as of those who seemed to distance themselves from the rest, fostering an “us vs. them” atmosphere, then you know the effectiveness of the two approaches was quite different.

Duarte (2006, p.85) notes that trust is often thought of in the context of long-term relationships. When people join together for a short period of time, building and maintaining trust is more difficult, which makes it that much more important and valuable. Limited (or non-existent) face-to-face contact can have an alienating effect on team members. As a leader of a virtual team, one must put forth “conscious and planned effort” into facilitating the feelings of trust among the team. Trust is a big component of true and effective teamwork. Consider a leader with a belief that if she keeps things from the team, she holds the key to power. Her lies and secrecy will have the potential for a tremendously negative effect on the team. Lacking cohesiveness, the team may easily fall apart before anything is accomplished.

Choosing the right leadership structure should be at the forefront of every leader. Considering the team members’ skills and values, as well as aligning the team’s vision, objectives, and tasks will enhance the team’s effectiveness (Nemiro, 2004, p.40). An effective leader will be able to assess the various aspects of the team, its members, and its objectives and choose the most effective structure. An “absent leader” who neglects to provide the needed support is as frustrating as a micro-manager who constantly interrupts when independent work can be performed. On the other hand, providing the right amount of autonomy, support, and feedback can foster creativity and success.


Duarte , D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco : Jossey-Bass.

Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.

Power

Power is often defined as simply the ability to act, but power can be quite complicated. Many people want it, but not all who have it know what to do with it. Some abuse it, while others use it quite constructively. We’ve all heard the old adage that power corrupts and absolute power corrupts absolutely. Being a leader/manager comes with a certain amount of power, so it’s your responsibility to understand it and use it in a manner that will optimize the results of your efforts.

There are two kinds of power that are worth considering by anyone in a leadership position: positional power and personal power (Reardon 2001). Lets take a look at both.

Reardon (2001, p. 150) defines positional power as having to do with “how much formal power people perceive you to have”. Reardon further states that positional power comes in a variety of forms – status, visibility, centrality, relevance, job cachet, and autonomy. This suggests that one doesn’t necessarily have to be in management to enjoy some form of positional power.

Although your management position automatically affords you some level of power, the other factors can contribute considerably. While your current position is what it is, what you do with it is up to you. Being visible and involved* will contribute to the way others see you in a much more favorable way than being secluded and appearing non-interested would. Pay attention to the power that your current position gives you and what you’re actively and consciously doing with it.

Personal power refers to “traits and skills that make people influential” (Reardon, 2001, p. 165). Some achieve personal power through the means of expertise, dedication, or positive impression, while others rely on having the right amount of confidence or skillfully mirroring those in power. Regardless of which personal power traits or skills we utilize, the end goal is the same – to influence those around us in ways that will benefit us.

Do you have skills and expertise? Do people see you as committed and dedicated? Do you project confidence? Do you empower others? These are all very important questions as they are a crucial part of personal power. Take the time to examine your answers and formulate your plan of action.

Keep in mind that whether considering positional or personal power, you have the ability to affect it in your favor. You actions affect others’ perceptions of you. Those perceptions, in turn, will contribute to how much power they believe you to have.


*Being involved is not the same as micro-managing.

Reardon, K.K. (2001). The Secret Handshake: Mastering The Politics Of The Business Inner Circle. New York: Doubleday.

What Inspires You?

You have many responsibilities as a leader/manager, and inspiring others is a big part of those responsibilities. Before you can inspire, model the way, and lead others, however, you must first be inspired yourself. Consider the following questions: When was the last time that you reflected on your role as a leader? Why are you in a leadership position? Was it experience within your field that has brought you to this point, or was it your education? Perhaps it was a combination of both. Although career advancement and increased compensation are real components of being a manager, there is so much more when it comes to true leadership. Leadership is never simply going through the motions of daily tasks. A leader has to have a vision of something bigger and better, and the drive and skills to lead and inspire others to share his vision.

That which inspired you a decade ago may no longer be a source of true inspiration for you today. That’s OK. As people grow and change, so do their goals, beliefs, and ideals. What’s most important is your awareness of those things that inspire you the most at this point in your life and career. Knowing that will help you to be a better leader. Take the time to consider what you want to accomplish as a leader. What kind of impact do you want for your leadership to have on your employees, your customers, and the company itself? Answering these kinds of questions will help you to identify those things that inspire you.

It’s easy to get caught up in everyday tasks and to be distracted by all the “fires” that need our attention. However, in order to have a solid leadership foundation, it’s crucial that we know ourselves, examine our performance, and understand our motives. Being at the top of our game requires ongoing work on every level, so invest the time in those things that will help you to be your best.

Harvesting Talent

Every individual, and therefore every organization has various talents within it. It is in your best interest, as the leader/manager, to recognize, encourage, and utilize such talent. It’s no secret that properly matching people (and their talents) to specific projects, tasks, or positions within the company is a smart and beneficial way to manage. Although job histories and resumes can paint a picture of skills and talents, that picture is incomplete. Therefore, getting to know your employees can prove quite valuable. The better you know someone, the more likely you are to identify his/her skills and talents.

Think about what your employees are passionate about, what they’re good at, and what interests them. Knowing such things can help you to maximize the talent already present within the company. It may help you to make better matches between people and tasks, bringing with it happier, more satisfied employees, and better work results.

Clearly, getting to know your employees is a good way to understand the talent that’s available to you as a leader/manager. Although it may only take a few minutes and a casual conversation to gather the desired information, that task may seem much more difficult if you manage a large number of employees. Simplify things by targeting key people such at team leaders. Connect with them to better understand not only their talents, but also the talents of other employees around them.

Keep in mind that these conversations don’t have to be elaborate or happen all in one day. In fact, it’s better that you regularly take a few minutes to chat with different people. This is a good way to stay connected without compromising your busy schedule. The bottom line is that you have to pay attention and keep your eyes and ears open to identify talent. The better you understand what’s available to you, the better your chances of maximizing how you utilize your employees’ skills and talents. That alone can help you to become a more successful leader/manager.

Know Yourself

In the past, this blog has discussed the importance of having mentors, taking the time for self-assessment, and the need for rest and relaxation. This week’s entry combines all of those parts, while encouraging the leader/manager to get to know and understand the self.

As a leader/manager you have many responsibilities, plenty of work, and probably put in a lot of hours. In addition to your responsibilities to the company, its employees and shareholders, you must remember that you also have a responsibility to yourself. This means that you have to know your strengths and weaknesses, and must use and develop them to your benefit. It also means that you must know your own limits, so that you can take care of yourself and perform at your best.

Although this seems simple and obvious, it’s very important that we stop to think about it. Our days are filled with so many things that require us to focus our energy on others, that it’s easy to forget the self. Schedule some time where you assess yourself, your strengths, your weaknesses, your performance, and your needs. Whether this is done once a month or once a quarter, it’s important that it becomes a regular occurrence. If you have a mentor, feel free engage his help with this exercise.

The better you know yourself, the better your chances of using your talents to their fullest, strengthening your weaknesses, and being at your best. Knowing when to push yourself beyond your comfort zone and when to take much needed rest can be key in your accomplishments. When your performance is consistently at its peak, you will have the tools to manage, lead, and inspire others on the road to success.

Although the idea that we need to take care of ourselves first, so that we can take care of everything and everyone else is simple and straightforward, we tend to forget it. Get to know and take care of yourself so that you can be and do your best.