Use Your Natural Strengths More

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The next technique to learn is to ask yourself what strengths do I naturally have that I can use to solve any problem or challenge that comes my way and move towards a solution orientation? Do you know your natural strengths?

You may have received some 360-degree feedback over the years in various forms formally or informally so this is a good source of information especially in identifying what other people think you are good at.

To add to any existing feedback in your possession and to give a fresh perspective there is a very useful free resource online that could be help, go to  www.viacharacter.org and click on the survey tab where you go and take a free test that identifies your top natural strengths. The report looks at strengths very differently and has more of a value internal perspective. When I did the test my top one is “love of learning” and this is so true and linked to my top motivational factor.

Either use the test above to identify what you naturally do well or use your own self-awareness to ask “how can I use my natural strengths to solve this problem?”

If I use myself as an example I am a resource investigator (I found this out using Belbin team types diagnostic tool many years ago in my corporate career). What this means is I can normally find someone to help either myself or anyone else and I don’t mind asking people to help share their expertise. When faced with a tricky problem I can’t solve myself I would pull on this skill to look at my existing network to access expertise or experience of similar problems to help me explore possible options for the problem in front of me.

It might be worth listing down a summary list of “ What I am naturally good at and love to do” so that when faced with a challenging situation you can look at this list and it might spark off an action or approach that will help you move forwards and because it is capitalizing on natural strength then the action wont feel too hard it will come to you easily.

 

Sandra works as a professional coach for both Businesses and Private Clients, More information can be found at www.sandrawebbercoaching.com

 

 

 

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Turn Problems into New Outcomes

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How good are you at taking a situation and switching from a problem focus to a solution focus?

Whether it be in private or professional life we can often be faced with unplanned events or situations that we didn’t anticipate and have the potential of derailing us. How quickly  you are able to pick yourself up and reposition both your thoughts, feelings and actions from a problem orientation to a problem-solving stance is a skill high performers work on continuosly. Having some tools and techniques to handle these situations are useful ones to have.

One way of training ourselves to move towards a solution is by thinking firstly towards what is the desired outcome we want. If the outcome isn’t obvious then the first habit to learn is to look wide at all the possibilities alternative outcomes so simply get a blank bit of paper, a white board or flip chart and ask the following questions.

What would good look like?

  • What would it feel like?
  • What would people be saying?
  • What do all the different stakeholders want?
  • What we be proud of?
  • How can we make this the best in class?

Try and get other people involved as well for tricky problems to get diversity of thought as sometimes we can be too close both emotionally and technically to the problems we are trying to solve. So that’s the first technique to learn, questioning with curiosity to explore new outcomes that you can work towards from the problem you are currently encountering. Just by reframing the situation in this way you can change the energy levels of those involved from low energy despair to higher and possibility.

Acknowledge the problem but move on quickly towards a new outcome.

 

Sandra works as a professional coach for both businesses and private clients, more information can be found at www.sandrawebbercoaching.com . She is also the author of Own It – regain control and live life on your terms available from Amazon click this link

 

 

Continued Personal Development

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As part of most professional qualifications or to secure and maintain membership of a professional body we are required to source, attend and document Continuous Professional Development (CPD). I first encountered this requirement when I became a qualified management account many years ago and I now have a similar requirement with my International Coaching Federation (ICF) accreditation.

Depending on your personality you will either have put a plan in place to evidence all the CPD requirements by the required date well in advance or if you are more of a last minute person the reminder of this CPD renewal will suddenly arrive in your inbox and there will be a mild sense of panic resulting in this going on the mental to do list.

Every time such professional requirements appear on my horizon I have mixed emotions. The first initial one is “oh no how on earth am I going to find time to do this” quickly followed by a second thought of “this could be really onerous and boring” and a third one of “this is going to cost a lot of money”. As I am a naturally structured plan in advance person I haven’t got the additional pressure of having to find something last minute that I can complete or attend to get the right number of hours under my belt to submit.

As I approach this requirement now I am very lucky in the fact that a fellow coach had done a lot of research (during a spell of enforced illness) and researched the most cost effective, time efficient and interesting programmes available on the market. This has proved invaluable to me as all I had to do was look at the recommended course and verify I could commit the time, money and that it would be of value to both myself individually and my client base.

So, a few months ago I committed and enrolled on a Positive Psychology Coaching Programme run out of the USA. It is my first complete experience of a worldwide distance learning course which involves webinars, peer coaching via Skype or telephone and written work. This whole way of learning was the first benefit for me as my immediate reaction was that I prefer face to face work however to date this multimedia and distance approach is working just fine.

Regarding financial commitment yes, it is a lot however if I choose to be aligned to the most highly recognised Coaching federation this is non-negotiable, and the investment must be made. As always, the time slots required I have managed to integrate into my already busy diary, I have mad at least one new great connection to add to my network and the subject matter I am already using in my work.

So, for anyone reading this who is required to do similar CPD work, have you got this sorted yet? If not, it may be a good idea to plan out what you intend to do meet your specific professional requirements and commit. In addition find activities that met the requirements but are also of personal interest and benefit for personal and professional growth.

 

 

Sandra works as a professional coach for both business and private clients. More information can be found at www.sandrawebbercoaching.com or in her book Own It available from Amazon  http://amzn.to/2m3l8Vl

Manager, Mentor, Coach

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The importance of having either a mentor or coach (ideally both) has always been apparent to me from the early part of my career. When I was qualifying as an accountant in my twenties I was lucky to be working for some great role models who encouraged personal development and growth both from a technical and interpersonal standpoint.

I have a clear distinction in my mind between a persons line manager, a mentor and a coach however for others sometimes the lines can get blurred. If you can create strong relationships with all three of these people at any one time different things can be gained from each. At the same time you will feel both challenged and supported if you surround yourself with the right people in all of these roles.

As well as having all three of these people in your life if you can get the opportunity to act in all of these three roles to aid the development of others this is also very rewarding work and allows you to experience what I think are the differences between the roles. Let’s take each in turn and I will explain how I have experienced them

Line Manager – the most obvious in that organisationally this is who you report too if employed, if self employed this won’t be in place and makes the other two roles below even more important to avoid working in a void. A good line manager will ensure you have complete clarity about that is required from your role, give you feedback on whether you are heading in the right direction performance wise while in addition set you stretching objectives and devise a meaningful development plan.

Mentor – this is someone who has walked the path you want to take and has learnt from experience and willing to share how these experiences may help you follow a similar path. They should be inspiring and enjoy helping you proceed in your journey in your way but with the benefit of learnings they may be able to pass on. This relationship normally is in place for a relatively short time until you have discussed their journey. A mentoring relationship can last for about a year however if there is a big gap between where the mentor is and where you are now the relationship may last longer and move into a more infrequent checkin over a longer period of time.

Coach – this is someone you meet with again over a set period of time anything from 3 months to 9 months typically. The coaching sessions act as safe spaces for you to get clear on your goals (work and non work), explore options for action, any barriers you may be struggling to overcome and any patterns of behaviour or thinking that are either working for you or against you. A coach will use established tools and techniques that include powerful questions to unlock the answers that are already inside you. A qualified coach does not need specialist knowledge about what you want to work on or technical expert subject matter.

My recommendation would be to have at least two of these people in your life and to at least get the opportunity to act as a mentor for others in either a professional or personal area.

 

Sandra works as a coach and trainer for both business and private clients. More information can be found at http://www.sandrawebbercoaching.com

For New Leaders

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For anyone new into a leadership role or for anyone who has taken over the leadership role of a new team taking the time out to build up a pen picture of each team member is a good first step.

One suggested approach is to create a grid with team members name down the vertical access in the first column and then create a number of other columns across the page where you can note useful information that can help you flex your leadership style in order to get the most out if the individual. Effective leaders have the ability to adjust their approach and leadership style regularly to adapt it to differing situations and the unique differences of team members. Firstly however you need to understand these unique differences and this grid exercise is a way of doing this?

The sort of information that could be useful for the new leader to collect in a systematic way would be

  •  Personality preferences eg Myers Briggs extrovert/introvert sensing/intuitive/ feeling/thinking judging/ perceiving .
  • Motivational and de-motivational indicators for each person
  • Development level eg their current way of working from dependent to interdependent
  • Have they got a clearly defined and understood job description
  • Key objectives
  • Key areas of development
  • Any other useful misc notes

If this grid is compiled and used as a management tool it is useful as a “My Team on a Page ” part of your leadership tool kit . It  can be a useful refresher prior to 1-1 discussions.

Another useful activity to schedule with each team member in the initial few weeks is to allow them un- interrupted time to talk about their personal goals long and short term, for them to share how they prefer to receive feedback and also how happy they are with their current personal development plan. Are they in need of more challenge or more support in their current role. How can you as the new leader be helpful for them.

By taking a genuine interest in what makes each person tick and also how things are currently working out through their eyes it will let them know that you care about them all individually.

Armed with all the above information it will not only allow you to adjust your leadership style accordingly it will also help you understand which developmental opportunities are best suited to which individual in your team. As an effective leader the development and growth of your team should be a key objective.

 

Sandra works with both businesses and private clients as a coach and trainer. She is also author of the book Own It – regain control and live life on your terms. More information can be found at http://www.sandrawebbercoaching.com or http://www.own-it-book.com 

 

Persistence & Accountability

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So how are you doing with all those good intentions, resolutions, goals or new habits that you decided to commit to at the beginning of the year?

If I look at myself then I would say I am doing better with some than others, there are certain actions that are proving more difficult to embed as habits than others. When I work with both business and private clients keeping the momentum going over a long period of time and working out how to embed certain behaviours or habits that the individual wants to work on is by far the hardest part of the change process.

So let’s take a work example to illustrate a couple of things that can help embed new ways of improving or creating new actions moving forwards:

 A leader I have been working with for several months was struggling to commit her time to holding regular Team Meetings and hold monthly 1-1,s with her direct reports. She had had various attempts at putting the meetings in the diary and had also managed to keep the momentum going with a few meetings but it never lasted more than a couple of months. She began to think it didn’t matter as she sat quite close to the people they all chatted every day and they were having the occasional meeting. Deep down however she knew that the regular pattern she had originally set out to achieve hadn’t been embedded to become routine practice plus the fact that these two activities in my view (as her coach) were key to maintaining individuals motivation, aiding consistent communication and managing performance issues. It took a couple of events to refocus the leaders attention back to the important “why” did she want to work on improving this area in the first place. The two events were a high performing member of the team handed in her notice as she felt she wasn’t been challenged or developed enough in the role plus in the end of year appraisal feedback the Team commented that they often didn’t know what was going on in other areas of the business. When we discussed both of theses events at a coaching discussion it was clear that if the regular 1-1’s had been happening with everyone and team meetings were a given part of daily operations then these two events might not have occurred.

 So this illustration shows there has to be a solid reason behind why you want to embed new behaviours or change the way you do things.

 Ask yourself the question for anything you intended to do at the beginning of 2018 what was your “why” was it strong enough? Is it still there?

 Also who are you accountable ? It really helps if you share what you would like to work on with someone else and ask them to be your accountability buddy until the new habit or action becomes embedded in your routine.

Sandra works as a coach to both businesses and private clients – more information can be found at http://www.sandrawebbercoaching.com. She has also written a book called Own It which can be found on Amazon at http://amzn.to/2m3l8Vl

How Well Do I Lead My Team?

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For some companies the end of the calendar year also coincided with the annual appraisal process in which, if done well, each person comes out the other end of the process having had a really good discussion with their line manager on areas in which they are doing well, some areas where improvements need to be made and with a new set of very focussed goals that are both meaningful and motivational for the individual and to support business strategy.

Conducting a meaningful appraisal is just one of the skills any leader needs to learn. A leader should also have as part of their appraisal a discussion about how they are performing in the leadership role and ask the question of themselves throughout the year “how well do I lead my team?”

In some of the companies I work with we go out and collect feedback for leaders prior to the annual appraisal process and ask both direct reports, peers, customers, senior managers and other key stakeholders. This feedback is summarised and then discussed with the individual leader to ratify things that are working well and areas of development.

If you can get this type of feedback either via a systematic online generated questionnaire and report (360 degree feedback) or a more informal process it is hugely valuable. I have seen leaders transform their leadership ability based on such feedback as they didn’t realise how important their behaviour was on a day to day basis and what their team expected of them.

The type of actions that can result from a critical review of your leadership style on a regular basis can range from instigating  or reinvigorating regular team meetings, scheduling meaningful 1-1’s on a monthly basis with each member of your team to redefining entire team structure and clarifying roles and responsibilities.

The important thing to realise that it doesn’t matter if you are a leader with years and years of experience or if this is your first leadership role there are always areas where improvements can be made and also its nice to know what you are doing well!

 

Sandra works with numerous businesses across the UK and runs workshops on Leading and Developing High Performing Teams. Find our more information from either http://www.thekudosgroup.com or http://www.sandrawebbercoaching.com