One tip to doing well in your career is demonstrating over and over than you are a safe pair of hands and can deliver time and time again. How do you get to that place where you are consistently reliable? Here are some ‘one off’s to overcome;
ONLY ONE SKILL YOU ARE GOOD AT: What would you say is your top skill? What’s your next best skill? The workplace these days requires several skill combinations from one individual; agility and versatility. These competencies could be regular technical skills as well as others like teamworking or less traditional ones like the ability to simplify the complex, to build trust or to work well in a diverse team.
ONLY ONE PERSON THINKS YOU ARE GREAT: This is a good starting point but it helps to have a few more think so too. The more people who can say good things about your performance the better. If someone spoke to a couple of people that you work with, how many would sing your praises, vouch for your competence or even want you on their team. Find opportunities to work outside of your team so that others can be exposed to what you can do.
ONLY IONE FLASH OF BRILLIANCE: This does indicate that you are capable of distinction, but if this happened once and has become the point of reference many years later of your excellence, it may be time to show that was not a flash in the pan. You need recent accomplishments to demonstrate you are still effective. Reflect on how you executed that one flash of brilliance. What were you working on? How supportive was the environment? What support was most helpful? What factors enabled you to do your best? And try and do it again.
ONLY WORKED IN ONE TYPE OF TEAM: Especially, when the team is of like-minded people. The point here is to have experience of a variety of teams and working with different types of people. Variety that will challenge your way of thinking, enable you to work in different roles and identify your forte. Teams don’t have to be only the ones where you work, but those outside are perfectly useful too.
Now take action: Identify one team who have a project you can participate in
Saturday, September 15, 2012
Five 'musts' when you're in charge
If you are in a leadership role, your job is never done!.. and depending on your context your responsibilities can span a whole range of activities. But I want to focus here on five core duties that I believe are fundamental to a leader’s job day to day; that is to;
GROW LEADERS:. As you work with people your guidance and direction must leave them more capable and confident than they were before working with you. When they are struggling, find a way to pull them up, when they are excelling give them opportunity to challenge themselves even further. Whatever you do, check that they are growing and not just ‘doing work’.
BUILD TRUST: This is one of the most difficult things to achieve but trust is critical to leadership. Where this seems ‘impossible’’ for whatever reason, aim to get to a place where you can at least earn the benefit of the doubt from those who have responsibility over. Trust building is a process so never give up working on it. Some common trust-busting behaviours include transparency, listening and empathy.
CREATE CLARITY: Set your team in a position to succeed by giving proper instruction and assistance where needed. Take a regular reality check that you’re being understood, that your expectations are clearly communicated, that you’re addressing in a positive way whatever is undermining performance. Don’t expect coherence and smart working if the objectives to which people are expected to deliver are not made clear by you.
LEAD BY EXAMPLE: Role modelling comes with the territory of ‘being in charge’. Often ask yourself; what behaviours are you demanding of others that you are not demonstrating yourself? What are your actions saying about your values? What lines will you not cross? Are you delivering the high performance you demand of others? Remember, your moral authority is as important as your positional power.
CONTROL YOUR DAY: When you are in charge, being organised is essential. You’re busy and probably no two days are ever the same. But you must find a way to bring some order especially if others’ work for the day derives from yours. A ‘priority to do list’ may not work 100% but can be useful basic step to reining things in.
Now take action: How are you developing those under your charge?
GROW LEADERS:. As you work with people your guidance and direction must leave them more capable and confident than they were before working with you. When they are struggling, find a way to pull them up, when they are excelling give them opportunity to challenge themselves even further. Whatever you do, check that they are growing and not just ‘doing work’.
BUILD TRUST: This is one of the most difficult things to achieve but trust is critical to leadership. Where this seems ‘impossible’’ for whatever reason, aim to get to a place where you can at least earn the benefit of the doubt from those who have responsibility over. Trust building is a process so never give up working on it. Some common trust-busting behaviours include transparency, listening and empathy.
CREATE CLARITY: Set your team in a position to succeed by giving proper instruction and assistance where needed. Take a regular reality check that you’re being understood, that your expectations are clearly communicated, that you’re addressing in a positive way whatever is undermining performance. Don’t expect coherence and smart working if the objectives to which people are expected to deliver are not made clear by you.
LEAD BY EXAMPLE: Role modelling comes with the territory of ‘being in charge’. Often ask yourself; what behaviours are you demanding of others that you are not demonstrating yourself? What are your actions saying about your values? What lines will you not cross? Are you delivering the high performance you demand of others? Remember, your moral authority is as important as your positional power.
CONTROL YOUR DAY: When you are in charge, being organised is essential. You’re busy and probably no two days are ever the same. But you must find a way to bring some order especially if others’ work for the day derives from yours. A ‘priority to do list’ may not work 100% but can be useful basic step to reining things in.
Now take action: How are you developing those under your charge?
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