Any division, department, or work group comprised of long-tenured employees will have a history of operating informally. This informality may include unwritten practices that may be overlooked during the formal and informal onboarding processes.  
 
Off the radar, these unwritten practices may have survived through time and legitimately afforded time-saving and effort-saving opportunities. But because they are informal, newly hired remote workers may be unaware of their existence – leaving your remote workers at a disadvantage.
 
To manage the unwritten practices means to enter them into formal policies and procedures, or terminating them to make way for equitable opportunities for success. The result will build employee satisfaction and trust. But, on the other hand, reining in the informal practices to embrace formal policies and procedures challenges the historical reliance on supportive relationships.
 
Recommendations
Consider the following to continue your organization’s efforts to reduce remote worker isolation.

1. During your next team meeting ask team members to share an informal method of solving a problem or managing an issue that was passed on to them by another worker or supervisor.
2. Use your team meetings to routinely identify and share informal methods used by members of your team.
3. Run your department like a business with well-articulated clarity and formal guidelines.
4. Know when members of your leadership team have relaxed expectations for themselves and their teams.

 
Your leadership team must be willing to reinvent the organization so that unwritten practices don’t erode newly-hired employee’s trust. Yours will become an even greater remote employee friendly organization.
 
Would you like more information about this topic? Or how about a brief, confidential, no-judgement discussion of your current situation?
 
Contact my offices at (336) 999-4533 or email me at DonnaColes.Coach@gmail.com and we’ll schedule a time to discuss your leadership dilemma and identify some options that will help.
 
Or, Click the following link to schedule your discussion with me.
https://app.acuityscheduling.com/schedule.php?owner=18102228 

Until then…

I believe there are two leadership skills to rely on during crises and change:

1. the ability to create a meaningful post-crisis vision and commit to it
2. the ability to sustain commitments despite instability

 
Vision board. Vision work. Vision statement. Vision coaching. Know that somewhere within you there’s a vision for your organization and for you. And that your well-constructed visions are greater than your current ability to see – especially when crises and change prompt you to lose focus.
 
Clarity
Even in the throes of crisis and change, growth is available. Constructing a clear vision means considering the areas that are important for sustainability and legacy. This also includes setting achievable long-term and short-term goals in those important areas, and conscientiously maintaining the motivation to accomplish them. Don’t grow stale while waiting for critical situations to abate. Remain dynamic, forward thinking, and optimistic for the future.
 
Envision

1. Project into your future. For now, assume unwavering commitments from others.
2. Acknowledge that your journey may be a little scary and cause self-doubt; use your supports wisely; and fake it until you make it.
3. In detail, describe your vision’s probable successes that would make life better.
4. Create a designated space for planning.
5. Do one thing immediately that will start you on your way to success.

 
The Steps
M.W. Johnson and J. Suskewicz, Harvard Business Review, April 17, 2020, suggest steps to visioning for a post-crisis future. I’ve modified those steps.

1. Spend ample time dedicated to identifying the possibilities for your post-crisis vision
2. Develop a full understanding of your vision for the future, enlist input from others
3. Identify the differences between you vision and your current state
4. As if you’ve already successfully taken the journey, mentally walk back the path and close the gap between your vision state and today’s situation.
5. During your walk back, identify the objectives that were fulfilled and their timelines for completion. You now have the beginnings of your action plan.
6. Prepare to incorporate new information, to pivot, and to remain agile as you follow the path that you’ve mapped.
7. Include your stakeholders along the way to develop a robust, multidisciplinary plan that will help to lead you, or your organization, out of the crisis and into the envisioned future.

 
Would you like more information about this topic? Or how about a brief, confidential, no-judgement discussion of your current situation?
 
Contact my offices at (336) 999-4533 or email me at DonnaColes.Coach@gmail.com and we’ll schedule a time to discuss your leadership dilemma and identify some options that will help.
 
Or, Click the following link to schedule your discussion with me.
https://app.acuityscheduling.com/schedule.php?owner=18102228 

Until then…

Our level of leadership success is partly measured by our capacity to positively influence the direction and the outcomes of our respective groups. Each of us has multiple opportunities to formally and informally accept a leadership role -- on the job, in our communities, in our extended families, and in our homes. Even parenting is a form of leadership.
 
It certainly helps when we are prepared to take on the responsibilities that come with leading. When we are new to leadership, we’ll likely have greater success with those responsibilities when we have the support of a great mentor. In the absence of the guidance of a mentor, we may exert an unnecessary show of coercion or we may be overly diplomatic and not “rock the boat”.
 
To help us through the growing pains that come with the leadership role, my opinion is that every leader needs at least one mentor. Association for Talent Development (ATD) research (2019) found that 75% of successful CEOs had strong mentors. More than just guide, a mentor will challenge you, support you, and teach.
 
A strong mentor will help shape your leadership Brand. Of course, your Brand is what you’re known for, your reputation. And your Brand determines your legacy – what you will forever represent. Make your mentor an important tool in your toolkit.
 
Would you like more information about this topic? Or how about a brief, confidential, no-judgement discussion of your current situation?
 
Contact my offices at (336) 999-4533 or email me at DonnaColes.Coach@gmail.com and we’ll schedule a time to discuss your leadership dilemma and identify some options that will help.

Or, Click the following link to schedule your discussion with me.
https://app.acuityscheduling.com/schedule.php?owner=18102228 
 
Until then…

Yes, absolutely! When leadership wants to play it safe and subtly (or not so subtly) communicates fears of failure or criticism, those fears will begin to stifle employees’ freedom to think creatively and share new ideas.
 
Members of your employee group are keenly aware of signs that you want to play it safe. And they’ll do what they can to avoid triggering your suppression of forward thinking.
 
Here are eight sure-fire ways to stifle your employees’ creativity and enthusiasm:

1. Skepticism of new ideas -- openly express doubts of employee success
2. Unrealistic deadlines for project completion – kill creativity by limiting time for innovations
3. Narrow definitions of acceptable processes – “YOUR way or the highway”
4. Meet mistakes and failed attempts with ridicule and disapproval
5. Micromanage your team’s planning and problem-solving
6. Redundant requirements for approvals to proceed
7. Routinely delay approvals until the “11th Hour”
8. Parcel out project-specific information on a need-to-know basis

 
On the other hand, the keys to supporting employee creativity are to hire the right people, provide the right supports, and allow your employees the freedom to commit to excellence.
 
Here’s what I think is a great quote about creativity.
“Creativity is more than just being different. Anybody can plan weirdness. That’s easy. What’s hard is to keep it simple. Making complexity awesomely simple, that’s creativity”.
 – modified from Charles Mingus
 
Would you like more information about this topic? Or how about a brief, confidential, no-judgement discussion of your current situation?
 
Contact my offices at (336) 999-4533 or email me at DonnaColes.Coach@gmail.com and we’ll schedule a time to discuss your leadership dilemma and identify some options that will help.
 
Or, Click the following link to schedule your discussion with me.
https://app.acuityscheduling.com/schedule.php?owner=18102228 

Until then…
 

One of the first steps of Leadership Coaching is to take the time to mutually understand concerns about the client’s leadership competence. The goal is to fully recognize the client’s current difficulties – whether they are self-identified or pointed out by a colleague. Impressions of the client’s competence, no matter the source, are “put on the table” and reviewed at the client’s pace.
 
The second step is a global self-assessment of how the client thinks the client is doing as a leader. To give you a head start, I’ve included the list of key leadership competencies that I use. See the Attachment below.
 
Of course, there’s a space for “Other” because the leadership role is ever evolving given the environment.
 
Portions of this article are excerpts from my book “Lead or Someone Else Will: A Coach’s Guide to Leadership”. It can be found on Amazon.com. Entries on this list were gathered over time from multiple sources. I invite you to take the self-assessment and give my offices a call if you would like to enhance your leadership competency.
 
Would you like more information about this topic? Or how about a brief, confidential, no-judgement discussion of your current situation?
 
Contact my offices at (336) 999-4533 or email me at DonnaColes.Coach@gmail.com and we’ll schedule a time to discuss your leadership concerns and identify some options that will help.
 
Or, Click the following link to schedule your discussion with me.
https://app.acuityscheduling.com/schedule.php?owner=18102228 

Until then…

A primary leadership responsibility is to spearhead initiatives that both sustain and grow the organization. While we may become leaders for the opportunity to promote growth, we may not have considered two important truths; that innovation and forward movement are initially powered by a). the energy of incompatible ideas and b). the resolution of conflict.
 
Certainly, when well-managed, airing conflicting ideas is good for any organization’s development. Conflict encourages dialogue and tests each individual’s perceptions. The examination of passionately held beliefs helps organizations avoid groupthink. Without some level of conflict, apathy within an organization will kill innovation and ultimately, the organization.
 
As long as your organization values innovation, conflicts will likely occur during the initial stages of change. And based upon how leadership manages each conflict as it arises, it will either enhance or undermine the vitality of your organization and its standing in the professional community. Keep in mind that many professionals choose not to seek employment in organizations fraught with conflict.
 
Aside from the necessity to learn and practice good conflict management skills, leaders should also know and use skills to support positive conflict. Here are some suggestions.
 
How to Support Positive Conflict

1. Model curiosity, exploration of divergent perspectives without judgement, and support your employees’ skills-building in that regard
2. Establish ongoing cross-training opportunities to support positive work relationships
3. Provide everyone with opportunities to rethink positions and consider/adopt novel solutions
4. Offer conflict resolution training that includes inclusion skills
5. Maintain formal employee involvement programs and incentivize participation
6. Encourage everyone to develop and use adaptation skills

 
Would you like more information about this topic? Or how about a brief, confidential, no-judgement discussion of your current situation? Contact my offices at (336) 999-4533 or email me at DonnaColes.Coach@gmail.com and we’ll schedule a time to discuss your leadership dilemma and identify some options that will help.
 
Or, Click the following link to schedule your discussion with me.
https://app.acuityscheduling.com/schedule.php?owner=18102228 

Until then…

Team coaching – as opposed to employee training or individual coaching -- significantly improves team performance with initiatives focused on skills-building, intra-team accountabilities, and team-based confrontation of insufficient commitments to team goals.
 
To determine if your team could benefit from team coaching, consider these four instances when team coaching is recommended and the abbreviated suggestion of how team coaching would proceed. Perhaps they’ll look familiar.

1. A newly-formed team is responsible for launching a new initiative. Progress is slow. Coaching solution: Guide the team to fully honor differences in team members’ basic work styles and work-related preferences. Develop cooperative and productive communication without agendas, and develop a shared understanding of the team’s purpose, goals, and activities. Coach the team to engage member accountability so that the team will become self-directed.
2. Team members continue to view the team leader as the primary source of information. There is little agreement other than the specific directions provided by the team leader. Coaching solution: Build team leader’s ability to facilitate teaming, hold team members accountable for team problem solving, and hold the team accountable for recognition and utilization of Subject Matter Experts. Coach team members’ skills development in the same areas as those identified in the team leader’s coaching engagement – focus especially on skills associated with team members holding other members accountable.
3. A team formed specifically to create significant organizational change doesn’t function cohesively from the start. Coaching solution: Assist the team in its development of cohesion and positive relationships within the team and with other teams in the organization that support the team’s change process. Focus on commitment to goals attainment in this early stage of teaming.
4. Team members are disruptive. Cliques and internal factions create and perpetuate power struggles. Interpersonal problems within the team and with others in the organization undermine organizational progress. Coaching solution: Assure the team that despite the disruption, that this is an expected stage of teamwork development. Coach the team to return to established goals, agree upon processes, develop systems of team level checks-and-balances to help assure compliance. Help team members formulate an appreciation for each member’s contributions.

 
And, lastly, here are some suggested evidences of successful team coaching:

1. Improved team-level goal-attainment strategies -- working together
2. Shared team vision and purpose – abolishment of dysfunction associated with the impact of cliques
3. Shared goals and actions for positive employee relations and enthusiasm
4. Commitment to short-range and long-range plans to carry out the organization’s vision and team purpose
5. Improved interpersonal relations within and between teams in the organization
6. Resolve of specific interpersonal conflicts within and between teams

 
As a certified team coach, I collaborate with teams, team leaders, managers, and human resources professionals to develop and implement strategies that improve team performance. If you’d like a cost- and time-efficient way to provide coaching to several individuals on a team, team coaching may be your answer.
 
Would you like more information about this topic? Or, if you’d like a brief, confidential, no-judgement discussion of your current situation? Contact my offices at (336) 999-4533 or email me at DonnaColes.Coach@gmail.com and we’ll schedule a time to discuss your leadership dilemma and identify some options that will help.
 
Or, Click the following link to schedule your discussion with me.
https://app.acuityscheduling.com/schedule.php?owner=18102228 

Until then…
 
 

As your organization prepares for change, consider conducting Question and Answer Sessions. Your Q and A sessions will help you measure your organization’s climate, gather information useful in planning, and identify influential voices of both agreement and dissent. This article takes you through planning a Q and A session and perhaps allay some of the anxiety that accompanies them.
 
Prepare for Questions
You’ll want to prepare your responses to both supportive and dissenting comments; and responses to unanticipated viewpoints. Preparation will help you overcome your defensiveness and awaken your curiosity about other points of view. Prepare to seek information and clarifications; and allow dissenting points of view to contribute to your knowledge-base, continued planning, timely implementation, and avoidance of potential obstacles.

 
Prepare to Receive, Plan, and Respond
Just as an MLB pitcher in the bullpen makes catching and pitching look easy, with practice, you’ll also seem to receive and respond with ease. You’ll receive each question or comment, plan your feedback, and respond. The structure described below allows time to prepare your thoughtful responses.
 
Receiving Dissent
During your Q and A session, ask specifically for dissent if it is not readily offered. But, understand that no matter how extensive and rational your message, some recipients may not agree that the problem you intend to solve is worth solving. They may lobby for more pressing issues.
There may be outliers you’ll attempt to convince that a problem exists to help assure that they will agree to participate in a solution. Provide the data and the bottom-line value of what you propose to do, and include the necessity for everyone involved to participate fully in the effort.
 
Use a Note-taker to Organize All Comments and Questions
During the session, your note-taker will visually organize participants’ questions, comments, and suggestions. The group’s offerings will be topically clustered. Only after all information from the group is collected, you’ll prepare your thoughts and provide your organized and cohesive responses. This method is a time saver. You’ll avoid being overwhelmed by the volume of comments. And because you’ll undoubtedly be asked the same question more than once, you’ll present organized responses.
 
Your Q and A Session Begins
Introduce the purpose of the session and request input associated with the proposed change. Your note-taker will record the group’s ideas using a method that allows participants to view the note-taking as it occurs.  You’ll confirm your understanding of the key point of each comment. Your note-taker will topically cluster all ideas as they are presented. After all ideas are presented, you’ll address the group’s issues with organized clusters of responses.
 
Respond to Divergent Ideas
In terms of your response to divergent views, listen to the emotional tenor of the group, and provide reassurances to those not in agreement with the proposed change. Inquire regarding their trepidation. Remain calm. Be sure to thank the group for their participation in the Q and A process.
 
Plan Next Steps
Lastly, after addressing all of the group’s comments, make commitments to keep employees abreast of the organization’s progress. Assure the group that follow-up will occur that includes timely, open, and honest communication that takes into account, as much as possible, the group’s recommendations and concerns.

Portions of this article are excerpts from my book “Lead or Someone Else Will: A Coach’s Guide to Leadership”. It can be found on Amazon.com.

Would you like more information about leadership communication strategies? Let’s have a brief no-judgement discussion of your current situation. Contact my offices at (336) 999-4533 or email me at DonnaColes.Coach@gmail.com and we’ll schedule a time to discuss your leadership dilemma and identify some options that will help.
 
Or, Click the following link to schedule your discussion with me.
https://app.acuityscheduling.com/schedule.php?owner=18102228 

Until then…

Non-monetary motivators represent the other side of leadership… employee motivation and empathy for employee needs. When the leader focuses on the needs of employees, the leader is likely to earn loyalty, commitment and enthusiasm in return.

For more information about this topic or to schedule a brief no-judgement discussion of your current situation, contact my offices at (336) 999-4533 or email me at DonnaColes.Coach@gmail.com. We’ll schedule a time to discuss your leadership dilemmas and identify some options that will help.

Or, Click the following link to schedule your discussion with me.
https://app.acuityscheduling.com/schedule.php?owner=18102228 

Until then…

Career paths aren’t linear. There are twists and turns, detours and new routes, and they can become entangled. To avoid being mired down along the way in the entanglements, we require professional supports. You can be certain that navigation of your career path is less difficult when you are not alone.

There are at least six types of allies and supporters who can help you navigate your career. They’ll help you succeed by reminding others of your history of successes, achievements, and accomplishments when navigating your path becomes difficult.

They’ll be your cushions of excellence when you’re on the verge of falling.

Who are typical allies and supporters? They are your former or current mentors, professional skills-building coaches, fellow alumni, professional networkers, colleagues, and former/current superiors. They may even be former subordinates who admire your work.

However, the only way that they can help is if you routinely advise each of them of your career progress and achievements. Don’t be shy. Armed with that information, they each become your greatest cheerleaders -- your cushions of excellence.

A cushion of excellence is any member of your network who is willing to enthusiastically share the knowledge that they have about your value. They represent you. They are your cheerleaders when you aren’t present.

When your career path becomes a little messy -- as career paths will -- members of your cushions of excellence will help others consider the current difficulties to be an anomaly of your performance and not indicative of your capability as a professional. They will remind others of your history.

The key is to stay in touch and self-market to help them understand and appreciate your ongoing value to your profession.

Maintaining your cushions of excellence can be one of the best career decisions you'll ever make. They may very well be your guides to your next opportunities.

Portions of this article are excerpts from my book “Lead or Someone Else Will: A Coach’s Guide to Leadership”. It can be found on Amazon.com.

Would you like more information about maintaining a supportive network? How about a brief, confidential, no-judgement discussion of your current situation? Contact my offices at (336) 999-4533 or email me at DonnaColes.Coach@gmail.com and we’ll schedule a time to discuss your leadership dilemma and identify some options that will help.

Or, Click the following link to schedule your discussion with me.
https://app.acuityscheduling.com/schedule.php?owner=18102228 

Until then…

When it comes to your path to leadership success, do you ever stand in your own way? Are you aware of your counterproductive habits that affect your progress?

Did you know that your counterproductive habits, the ones you don’t recognize -- because they are grounded in your intent to do the right thing -- could be major culprits in your lack of satisfactory success?

What do I mean? Here are some examples of counterproductive leadership habits:

• seeking to be in charge and involved in everything
• “winging it” without sufficient supporting data
• holding grudges -- can’t “let it go” of other people’s mistakes
• Isolating from others and burning bridges
• encouraging others to be overly dependent on you
• poorly managing friendships with subordinates
• rigid thinking -- easily disorganized and overwhelmed by new information
• playing “power games” in your attempts to seem clever

Periodically, you may want to ask people you trust about “the times your actions seemed counterproductive”. However, it takes courage to hear what others tell us about the effect of our bad habits. It takes humility to mindfully confront those habits and commit to change.

Being mindful of our effect on the people around us demands that we construct responsive leadership styles that demonstrate agility as people and environments change. We learn to manage according to the need, not our needs.

When we take a mindful approach to monitoring our impacts on people and processes, we leave little to chance. In support of our growth, we develop and nurture our networks of people who tell us of our counterproductive habits – no matter how painful it is to hear.

Your counterproductive habits reflect your current levels of development, your personal style, and your core values and intentions. It’s every leader’s responsibility to deal with aspects of themselves that keep them from being an effective leader.

Here are some recommendations to add to your process of becoming an even more effective leader.

• On a daily basis, be open to recognizing when you are, and are not, at your best and commit to making meaningful improvements.
• Keep a mental weekly score card of your performance – this week, when were you a “heavy-hitter” and when did you “strike-out”?
• Ask others you trust for input regarding your effectiveness and the ease of following your leadership style
• Work with a coach to systematically alleviate your counterproductive habits

I say systematically, because there are at least 25 leadership competencies that can be the foundation of your leadership growth. They can be found in my book. Portions of this article are excerpts from my book “Lead or Someone Else Will: A Coach’s Guide to Leadership”. It can be found on Amazon.com.

Would you like more information about this topic? Or how about a brief, confidential, no-judgement discussion of your current situation? Contact my offices at (336) 999-4533 or email me at DonnaColes.Coach@gmail.com and we’ll schedule a time to discuss your leadership dilemma and identify some options that will help.
 
Or, Click the following link to schedule your discussion with me.
https://app.acuityscheduling.com/schedule.php?owner=18102228 

Until then…

Are you in the midst of organizational change? Of course, most of us are. It seems that organizations are constantly working to create consumer interest and meet customer demands. Effective management of organizational change requires good leadership communications and ongoing employee awareness strategies.

If you are preparing to launch or improve your employee awareness campaign, here are some suggestions to beef up your communications. Some time-tested, perhaps some new, they are offered as a reminder of the importance of employee engagement and the need for multiple channels of leadership communication to maintain morale during change initiatives.

1. Intranet
2. Email
3. Instant messaging
4. Chats
5. All-hands meetings, face-to-face and virtual
6. Posters, in common areas and online, with information about the change
7. Banners on commonly accessed online pages describing the benefits of the change
8. Mailings to employee homes (with employee permission)
9. Articles written by leadership that appear in company newsletters
10. Mandatory and voluntary attendance at employee update meetings
11. With employee permission, include family members in kick-off and celebratory events
12. With employee permission, disseminate information to family members
13. Written messages featuring members of the leadership team, other senior employees who are de facto leaders, and major customers who support the change
14. Short video presentations featuring members of the leadership team, other senior employees who are de facto leaders, and major customers who support the change
15. Help-desk support with one-on-one coaching and Q & A via email, chat, telephone, or video conferencing
16. Question-and-Answer forums available online and face-to-face
17. Company intranet blogs approved by leadership
18. Company-wide closed social network with “Tweets” available to all who log-on to the site
19. Low cost give-aways, prizes, and other incentives supporting the change. Caution: not a good idea when a change initiative is the result of budgetary considerations and cut-backs
20. Have some fun! Distribute a crossword puzzle with the new terminology associated with the change. Try https://crosswordhobbyist.com or https://www.puzzle-maker.com for free puzzle makers.

Create your communication campaign with focuses on enhancing employee awareness, building employee motivation through knowledge, emphasizing new terminology, and supporting novel processes.

Your campaign should identify how the initiative will solve a problem, affect functions, and help the organization and many (but not all) of its stakeholders meet long-term goals and self-sustain.

In preparation for your communication campaign, develop engaging and informative messages and deliver them through a variety of communication genres.

Don’t try to “sugar-coat” the negative impacts of a proposed change. You’ll seem disingenuous.

Do you have an additional recommendation that you found effective in launching a change initiative? Why not share it in the comments below? What worked for you?

Portions of this article are excerpts from my book “Lead or Someone Else Will: A Coach’s Guide to Leadership”. It can be found on Amazon.com.

Would you like more information about communication strategies? How about a brief, confidential, no-judgement discussion of your current situation? Contact my offices at (336) 999-4533 or email me at DonnaColes.Coach@gmail.com and we’ll schedule a time to discuss your leadership dilemma and identify some options that will help.

Or, Click the following link to schedule your discussion with me.
https://app.acuityscheduling.com/schedule.php?owner=18102228 

Until then…

Click the link below for details about my book.

Click Here!

Donna mixed thirty essential leadership principles with practical tools and step-by-step methods to create “Lead or Someone Else Will.” 

With its easy-to-read format and thought-provoking questions for you to consider, this book is designed to help shape your leadership brand and legacy.

You will learn from and enjoy reading the brief, yet pointed discussions of leadership that the author has laced with entertaining, yet thought-provoking stories from the author’s leadership coaching practice. It’s not a tell-all, but a teach all – giving you all that the author has learned about leadership as an administrator, coach, and consultant.

This book was a joy to write, and the author hopes that you enjoy reading “Lead or Someone Else Will: A Coach’s Guide to Leadership.”

 If you’re interested in contributing, you can help shape Donna’s next leadership book by sending your recommendations to DonnaColes.Coach@gmail.com.

Living a balanced life means that you've found your personal methods to consistently be your healthiest in all areas of your life.

Living a balanced life also means that you've found your personal methods that allow you to be at peace with your world around you.

Even as you live a lifestyle that includes an important leadership role, it's vital to your health to focus on your whole life -- not just your career and work.

Fully managing your care in all life areas will make your effectiveness, in your leadership role, that much stronger.

Give my offices a call at (336) 999-4533 to schedule a discussion with me. We'll talk about your challenges and options that can help.

Until then...