101 Common Sense Tips (continued)

Manage Yourself

Being a good manager isn't just about what you can encourage other people to do, it's also about managing your own performance.

This is the fourth in our series on common sense leadership tips. (If you missed the others, go on our site and read it....)

32. Be accessible. Don't hole up in your office all day — come out and visit with your employees. Let them know that they can always come to you with problems and concerns.
33. Be open to constructive criticism. It may not always be what you want to hear, but listening to constructive criticism gives you the chance to learn and grow from your mistakes.
34. Accept responsibility. Part of being the boss is accepting responsibility for the mistakes of all that you manage, not just your own.
35. Know there's always room for improvement. No matter how good you think you are, your job can always be done better. Always be willing to learn.
36. Improve your skills. Learning is a lifelong process. You're never too old to take a class or ask a co-worker to help you improve your knowledge.
37. Explain things simply. Don't use big words or technical jargon just to sound smart and impress others. Your employees will understand and perform better if you explain simply and clearly what you need.
38. Instruct rather than order. You may be the boss, but you don't have to be bossy. You'll have more success if your requests are more tactfully delivered.
39. Include your staff in your plans. Don't make your work top secret; let your employees know what's going on and how they are expected to contribute.
40. Know your subordinates' jobs. You don't want to be caught with inferior job knowledge.
41. Be flexible. It's fine to be firm in what you expect, but allow for flexibility in how it gets done.
42. Get regular feedback. Your employees and superiors can give you valuable feedback on how to improve your performance. Use this to your advantage.
43. Know your limitations. You can't be everywhere doing everything all at once. Know the limits of your time and abilities and say no to things you know you can't do.

...to be continued...

101 Common Sense Tips (continued)

Getting Along with Employees

A happy office is a productive one. Everyone will be more cheerful if you follow these simple rules.

21. Don't make your employees come in on days they're normally not scheduled to work or call them while they're on vacation. A surefire way to make employees resent you is to invade their personal time for nonpressing work. Unless you have something that absolutely has to be done, let time away from work stay that way.
22. Don't play favorites. Playing favorites can bias your judgment and impair your leadership abilities. Treat your employees equally.
23. Give credit when it's due. Don't take credit for your employees' ideas or hog their limelight. This action not only fosters resentment but also makes you seem untrustworthy.
24. Don't micromanage. While it's fine to keep up with what your employees are working on, don't constantly look over their shoulders.
25. Never discuss employee matters with their co-workers. This kind of gossip always gets back to the person and will make you look unprofessional.
26. Don't interfere with employees' work. If your employees are getting work done, don't stress about how it gets done. Even if it's not being done they way you'd do it, it's best to let employees use their best judgment.
27. Don't push unreasonable deadlines. You don't want to spend all of your time at the office, and neither do your employees.
28. Keep your promises. Barring some catastrophic event, you should always keep promises you make to employees, especially about pay and benefits.
29. Keep work about work. Don't require employees to run your personal errands. Take care of your own personal business or hire an assistant.
30. Reward hard work. Make sure your employees feel valued for the work that they do. Employees will be more willing to put in extra effort if they know it's noted and appreciated.
31. Provide motivation. Sometimes employees need a morale boost. Provide them with encouragement to get a project rolling.


...to be continued....

(from www.focus.com)

101 Common Sense Tips (continued)

Meeting Deadlines

We continue our series of tips for good leadership. No one will be happy if your team has to rush around at the last minute to complete a project. Follow these tips to make deadlines less stressful for everyone.


11. Only promise what you can realistically deliver. Don't create deadlines that you know you can't meet. By only promising what you know you can do, you'll be able to finish on time.
12. Set clear goals. Once you know what you need to accomplish, it helps to know how and when you want to do it. Put your goals down on paper and make sure everyone on your team gets a copy.
13. Organize a team. Many of your employees will have unique strengths and training that can make them great assets to certain projects. Pick a team that has the right skills to carry out the job.
14. Delegate tasks. Spread work among your employees in a way that doesn't leave anyone overburdened while also allowing the project work smoothly.
15. Create milestones. Creating milestones for you and your team will help you keep track of your progress and also give you a sense of accomplishment as you reach each milestone.
16. Keep communication open. Keeping everyone in touch with the status of the project is key to making sure it's completed on time.
17. Do it right the first time. Planning ahead will help prevent you from delivering a substandard product. Having to redo something for a client costs money, and, more than likely, future business opportunities.
18. Stay organized. Staying organized will help keep you from wasting time chasing down important documents and information.
19. Make sure expectations are clear. Be sure that each member of your team knows what their specific responsibilities are. This will save time and prevent tasks from being overlooked.
20. Create a plan. Compile your goals and milestones into a comprehensive plan for attacking any project you are given. This way, you can make sure you're staying on schedule and that all of your employees will be clear about how and when things should be done.

....to be continued...

101 Common Sense Tips...

Leadership is more about basics than anything else. For the next few days we will publish a list of practical "to-do's" for leading well, - we got it from www.focus.com).

This is not rocket science. But it is also too often neglected.

The list is too long to try and keep all...but take note of it. This is more caught than taught.

First set of tips is all about....

Body Language

Like it or not, your body speaks volumes, even when you are silent. Here's how to express an attitude that's appropriate for a leader.

1. Stand tall. Keeping your shoulders back and holding yourself up to your full height will give you an air of confidence.
2. Take your hands out of your pockets. Putting your hands in your pockets is often seen as a sign that you have something to hide.
3. Stand with your arms crossed behind your back. This will help you adjust your posture, and it leaves your hands in a position that is open and not intimidating.
4. Make eye contact. Always look directly into the eyes of the people you are speaking with. This shows you're interested and also gives you a sense of confidence.
5. Sit up straight. Even if you're at an 8 a.m. meeting and feeling tired, it's important to sit up straight in your chair. Slouching makes you look disinterested and can give off an unwanted air of laziness.
6. Face the person you're talking to. This shows you are interested and engaged in the conversation.
7. Shake hands firmly. For many, a handshake is a reflection of the person you're shaking hands with. You don't want to come across as unsure or overbearing, so make sure yours is professional and confident.
8. Always smile. Smiles are contagious and will make others feel positive when you're around.
9. Look your best. You don't have to be model perfect every day, but you should dress appropriately and neatly. Clothes can have a big impact on the way you're perceived.
10. Walk confidently. Keep your head up and take even strides.

.....to be continued....

Styles of Conflict Management

According to Kinicki and Kreitner (2009), we find five different conflict styles. Each style has strengths and weaknesses and is subject to situational constraints.

We can see these five styles playing out in talents as well. It is important to note that, although some talents gravitate naturally to some styles, we can all learn skills to enhance our conflict styles in different situations. Take specifically note at when certain styles are appropriate and inappropriate.

The five styles are:

Integrating (problem-solving): parties confront the issue and, working together, identify the problem, generate and weigh alternative solutions, and select a suitable solution. This style is appropriate for complex issues where there is a lot of misunderstanding. It is inappropriate for resolving conflicts that are rooted in opposing value systems. It's strength is in the lasting impact because it deals with underlying problems, not just the symptoms. It's primary weakness is that it is very time-consuming. Talents like Strategic, Intellection and Learner could find this style of conflict more natural. Which of the other talents would you place with this style?

Obliging (smoothing): the concern of others seems to be more important than the concern of the obliging person. The focus is on commonalities and not differences. This styles is appropriate when there is the possibility that the person will eventually get something in return. However, it is inappropriate when the problem becomes complex or worse. It's strength lies in the fact that it encourages cooperation, but it's weakness is that it is a temporary fix that fails to confront the underlying problems. Thus the problems don't go away. Talents like Harmony and Empathy could be more obliging than others. Which of the other talents would you place with this style?

Dominating (forcing): this person has a high concern for him/herself. They want to win, and the other party must loose. The other party's needs are ignored. It relies on formal authority to force compliance. This style is appropriate when an unpopular solution must be implemented, the issue is minor or a deadline is near. It is inappropriate in an open and participative climate. It's primary strength is speed and it's weakness is that it often breeds resentment. This style could fit talents like Command, Competition, Belief and Analytical. Which other talents would also have a natural tendency towards this conflict style?

Avoiding: this person either avoids the problem or suppresses their feelings about the issue. This tactic is appropriate for trivial issues or when the costs of confrontation is bigger than the benefits of resolving the conflict. It is inappropriate for difficult or worsening problems. The strength is this style is that it buys time in unfolding or changing situations. It's weakness is that it provides a temporary fix that sidesteps the underlying problem. Harmony, Relator, Includer, Responsibility and Individualization could find avoiding conflict easier than other talent themes.

Compromising: this approach has give-and-take elements. It is appropriate when both parties have opposite goals or possess equal power. It is however inappropriate when overuse of this style will lead to inconclusive action. It's primary strength is that everyone gets something. It is however a temporary fix that stifles creative problem-solving. Talents like Maximizer and Significance could be more compromising.

The key is to know when certain styles of conflict are most appropriate. Learn the skills to use these styles in the right situations. What types of skills can we learn to use conflict styles in the right situations?

- by Magriet Mouton

Source: Kinicki and Kreitner, 2009, Organizational Behaviour, McGraw-Hill Publishers

Talent & Skill: understanding the difference

One of the most common "mistakes" that we make as managers, leaders, parents or mentors, is to confuse talent and skill. Understanding and recognizing the difference between these two important aspects are crucial when you want to assist or encourage a person to develop, grow and achieve.

Within our culture and our common language, we mistake skill as a talent. We would make observations like "That boy is extremely talented. He scored three goals in the game this morning." Or we would look at a performance within sport, art, of life overall and be amazed at the "talent" we observe, when it is actually skill... built mostly on talent.

My own, basic definition of talent is the following: talent is an inherent drive, energy or longing that fuels and energizes your body, mind or soul to achieve, excel, accomplish or master any specific skill or ability within an area of passion or interest that you identify with.

Then again, on the flip side, you get skill. That I will define as "a specific routine, practice or method that enables you to perform a task to a certain degree of excellence."

You might think that the difference does not matter much, but it matters more than we would know. The first and foremost problem is that confusing talent and skill leads to projection and judgementalism. Skill on its own is not such a good indicator of potential. Talent, on the other hand, is. When we look behind skill and identify talent, our judgement immediately reverts into celebration of potential.

Another important aspect is that distinguishing between talent and skill really helps to enhance fulfilment and avoid weakness fixing. Someone could be brilliant and perform exceptional within a given skill - mostly due to determination and hard work. But it might drain them emotionally, and they might even hate every moment of the activity. That then is a sign that they are not building on talent or strength, but on a weakness. When it weakens you, it’s a weakness.

When you manage, lead or mentor today, be alert to the difference between the skill you observe and the talent behind it (or the absence of talent behind it!). As a leader or mentor, always challenge and push people towards their natural talents, and give them the opportunity to add skill to that. They will excel, and love you for it.
Understanding the power of working, living and thinking from your natural strengths, is a lot more that simple theory. The real test for an individual, or an organization of any kind, functioning out of their strengths, will be found within their corporate language.

When you think "strengths", you speak "strengths". You will have certain ways that would just seem normal within your interaction and conversation with others. The first, and probably foremost, of these, will be that you will naturally seek to identify and celebrate someone’s uniqueness and natural talents.

Celebrating others is something that comes natural to the "strengths-based-mind". As soon as you see someone living out their strengths, you will want to applaud them. You become such an advocate for the idea that one size does NOT fit all, that you just love it to see and experience a perfect fit!

A "strengths-based-attitude" will also naturally encourage others to do better, and to do more of what they find energizing. Natural talent is a beautiful thing to see in action!

There are certain words or phrases that help a lot to encourage the "language of strengths" amongst individuals or teams. Here are a few, just as example:

"Where did that idea / action / deed originate?"
With this phrase we are serious about learning more about somebody’s talent themes, and how they function in practice.

"This is my [talent theme] working, but I was wondering how...."
Putting a specific reference to an action or idea, helps others to understand better where you are coming from, and how they can tap into your talent.

"I really need to give my [talent theme] some space here..."
This encourages others to give you the freedom to use your theme to the best effect.

"May I tap into your [talent theme] with this issue / problem?"
People love it when you see the value of what their themes could offer, and make use of it!

Many of you have done the Clifton StrengthsFinder assessment, but don’t know that there is coaching and training available in South Africa. To book your personal Talent Guide, call (012)345-6833 or go to www.africanmosaic.com.

The 4 most important words

If you subscribe to newsletters, are on Twitter or buy magazines, you can identify with the fact that you have come across many articles that gives you advice starting with the following words: “the 4 most important this or the 5 most important that.” It is as if there is a formula for success, a formula for weight loss, a formula for rising up the perfect kids. But life is not a formula, is it? So, if the heading of this post is, “the 4 most important words”, what would formula are we referring to?

Thankfully, there’s no formula. Tom Peters (www.tompeters.com) says that the 4 most important words is “WHAT DO YOU THINK?”

What does “what do you think” mean? It means YOU ARE A PERSON OF VALUE WHO HAS AN OPINION THAT I WANT TO HEAR! How many times, in the course of a day, do you ask people “what do you think?”

One of the ways to be effective, is by asking the right people “what do you think?”. What are some subjects that you can categorize your question in?

If you want to get something done, ask the Do-ers “what do you think?” The Do-ers have talents like Achiever (hard workers), Arranger (organizers), Consistency (producing standard operating procedures), Discipline (produce structure and routines), Focus (setting priorities for the goal) or Responsibility (committing to getting things done). Who are the Do-ers in your world?

If you want to influence people with your ideas, ask the influencers “what do you think?” Influencers have talents like Activator (getting people to start something), Command (selling your ideas), Communication (getting the message out there), Maximizer (making your ideas better), Significance (striving to make it a success) and Woo (strategic networking). By getting input from your influencers, your ideas will grow into something larger than yourself.

If you want to build better relationships, ask the relation builders “what do you think?”. They have talents like Developer (investing in people), Empathy (feeling what others feel), Harmony (creating peace), Includer (including those that feel left out), Individualization (making people feel special) or Relator (building close and trusting relationships). Who are the relation builders in your world?

If you want to think differently about a problem or an issue, ask the strategic thinkers “what do you think?”. These are the people with talents like Analytical (brings data and facts), Futuristic (how will the future look like if you act), Connectedness (what will the consequence be of your decision), Ideation (thinks outside of the box), Input (resource giver), Strategic (what is the best option). The strategic thinkers in your life will help you to make better decisions.

BOTTOMLINE: Look at your world. Identify those that are do-ers, influencers, relation builders and strategic thinkers. So, in what category do YOU fall? What will YOU answer when someone asks you “what do you think?”

www.africanmosaic.com

Doing what you love...

Knowing the strengths of your team members is invaluable to you as a manager, but that knowledge isn’t something you can obtain simply by observing your colleagues or going through standard evaluations. No, since a person’s strengths are those activities that make him or her feel strong, the only way to know what people’s strengths are is to ask them.

But how can you trust that anyone truly knows what his or her own strengths are? Fortunately, there’s a simple routine that will give your people insight into the activities that strengthen them. Since we just celebrated Valentine’s Day, why not make this a week to focus on what everybody loves?

The technique couldn’t be simpler. Just ask your team members to follow these steps (and do it yourself, too):

First, try to make sure you have a notepad (a plain paper notepad, or a note-taking app on your phone/laptop will do) with you at all times during the week.

Make an extra effort this week to be aware and conscious of those times when you really get into what you’re doing. Stay alert for that “wow, that was awesome!” feeling you have when you’ve finished working on something you love.

Try to jot down those “Loved it” activities as soon as you’re aware of them. If you try to remember them at the end of the day or at the end of the week, you may struggle to recall things.

Remember: this is not about the outcome of the activity or about other people’s reactions to what you did. Getting praised always feels good, but you’re looking for what you loved doing before anybody else even saw the results.

Once you have your list of what you loved, look at each “Loved it” entry and ask yourself: what was it, exactly, that made me love doing that? Do I always love doing that? If not, what was it specifically about this time that made me love it?

For those activities you loved, ask yourself: how can I do more of these in my job? How can I offer these up to the team more often?

That’s it! Once you have your team members go through this exercise, make sure you address it in your next one-on-ones. Be prepared to coach and help them get to the heart of what strengthens them. Their results will provide great food for thought and may give you some insight into how you can use their strengths even more effectively on the team.

by Darren Hammond

Visit our Website www.africanmosaic.com