An obsessive focus on the nuts and bolts (the fundamentals) creates an expectation of ensuing success

September 5th, 2017 → 2:26 pm @ // No Comments

An obsessive focus on the nuts and bolts (the fundamentals) creates an expectation of ensuing success

“Just as the yin-yang symbol possesses a kernel of light in the dark, and of dark in the light, creative leaps are grounded in a technical foundation.” — Josh Waitzkin

It’s all about the fundamentals. The better you get at the basics, the more confident you will be.

Like happiness, you don’t pursue success directly. Instead, you focus on perfecting your performance, and as famous coach Bill Walsh says, “The score takes care of itself.”

You don’t have to worry about the outcome when you master the nuts and bolts. Success takes care of itself. You just do work that’s so good it can’t be ignored. You focus on becoming a true professional in every sense of the word. Success becomes an organic and natural consequence of something much more important — who you are.


Source: Jan Makela Website Feed

Employee Engagement

Any perception of independence is replaced with connection and extension

September 1st, 2017 → 4:30 pm @ // No Comments

Any perception of independence is replaced with connection and extension

Most people focus on individual behaviors and thus view themselves as independent entities.

However, when you become a leader, you recognize the inter-connectedness of everyone you lead. Each and every person is an extension of each other. Each person lifts where they stand and fulfills their specific duty. Without each member, it all falls apart.

Independence is a broken concept, and has no place in real leadership. Being interdependent is where you want to be.


Source: Jan Makela Website Feed

Employee Engagement

A focus on values, principles, and philosophies over specific behaviors

August 31st, 2017 → 7:28 pm @ // No Comments

A focus on values, principles, and philosophies over specific behaviors

In the book, “Tribal Leadership,” Dave Logan and John King distinguish organizations based on their tribal culture.

Most cultures focus on specific behaviors and practical applications. However, according to Logan’s and King’s extensive research, the most innovative organizations are not guided by behaviors, but rather, by values and principles.

When you’re doing what’s never been done before, there is no map or instruction book. Thus, you’re guided by ideals, and your behavior adjusts to meet the unique contexts you find yourself in.

And that’s the difference.

When you really show up as a leader, you instinctively place an enormous emphasis on teaching and learning. The human capital around you is everything. The better your people become — as people, not employees or “followers” — the more successful and impactful you will all be.


Source: Jan Makela Website Feed

Employee Engagement

A radical and permanent change in the environment and culture

August 30th, 2017 → 3:20 pm @ // No Comments

A radical and permanent change in the environment and culture

Man is not the creature of circumstances, circumstances are the creatures of men. We are free agents, and man is more powerful than matter.” — Benjamin Disraeli

Most people work from the outside in. They focus on the external environment, and thus, would take people out of the slums in hopes to improve their lives.

Conversely, as a true leader, you work from the inside out. You focus on the person, and thus, take the slums out of the people and empower them to take themselves out of the slum — so they can improve their own lives.

Most people focus on behavior. True leadership focuses on human nature.

As a leader, you know a person’s environment and behaviors are merely a reflection of them. If you change the person, they’ll change their own environment to match their new values and identity.

As you show up as a leader and establish and exemplify a new standard of excellence, your environment immediately changes to match your internal reality. You create an environment that reinforces what you’re trying to accomplish, making your success automatic.


Source: Jan Makela Website Feed

Employee Engagement

As the leader, you reflect the standard of excellence and recognize you are the ultimate bottleneck

August 29th, 2017 → 1:42 pm @ // No Comments

As the leader, you reflect the standard of excellence and recognize you are the ultimate bottleneck

When you don’t show up as a leader, everything falls apart.

You are the example of what optimal performance looks like. You become the living and breathing standard of excellence for others to emulate. You reflect your mission and values.

One thing is absolutely certain, your performance will be mimicked by those following you — whether good or bad. Thus, you are the ultimate bottleneck. Your failure to get to the next level hinders everyone relying on you. You can’t take people beyond where you currently are, personally and professionally.

Hence, Darren Hardy, author of “The Compound Effect,” has said, “Never take advice from someone you wouldn’t trade places with.”

Who you follow determines where you get in life. If your leader isn’t moving forward, you’re not moving forward, because your results are a reflection of your leader’s results.

Consequently, as the leader, you should be insanely determined to become the best you possibly can. The better you become the more clearly you can help others get where they need to go, because you’ve been there yourself.

The essence of true leadership is pure ownership. You’re no longer doing it for yourself, but so you can take those you leader further.


Source: Jan Makela Website Feed

Employee Engagement

Clear performance metrics are established to keep you accountable

August 28th, 2017 → 1:04 pm @ // No Comments

Clear performance metrics are established to keep you accountable

Where performance is measured, performance improves.Where performance is measured and reported, the rate of improvement accelerates.” — Thomas S. Monson

What does success looks like for you, behaviorally? What is your actual job? What do you need to do?

How do you determine if you’re failing or succeeding?

There should be clear metrics to measure yourself against. However, simply knowing what you should be doing isn’t enough. Clear accountability needs to be put in place. That accountability, if possible, should be to an actual person, not just a spreadsheet. When you are required to report your progress — especially to someone you respect — your performance will improve.

 


Source: Jan Makela Website Feed

Employee Engagement

Clear point of reference is established to keep you consistent

August 27th, 2017 → 3:45 pm @ // No Comments

Clear point of reference is established to keep you consistent

When you decide to lead, you provide a clear standard of excellence. Your standard of excellence becomes your point of reference, keeping you honest and consistent in all circumstances.

It ensures you don’t have too many bad days in a row. Or get derailed by haters. Or get over confident when successful.

Your point of reference is what you really believe in. It’s why you do it.

When you’re struggling and failing, you look to your point of reference. When you’re crushing it, you look to your point of reference.

What’s your point of reference?


Source: Jan Makela Website Feed

Employee Engagement

Constancy among chaos and success “Consistent effort is a consistent challenge.” ― Bill Walsh

August 26th, 2017 → 2:06 pm @ // No Comments

Constancy among chaos and success “Consistent effort is a consistent challenge.” ― Bill Walsh

Most people can’t handle failure or success. They’re on a behavioral roller-coaster depending entirely on external circumstances. When things aren’t going well, they’re overwhelmed or depressed. When things are going well, they’re overconfident and lazy.
However, when you show up as a leader, your mindset and behavior remain constant regardless of success or defeat.
You are marching forward to the beat of your own drum. Everything outside of you is noise. You’re compelled forward by intrinsic vision and values. Your consistency reflects your conversion to your cause.


Source: Jan Makela Website Feed

Employee Engagement

Inject a winning standard of performance before you start winning

August 25th, 2017 → 9:03 pm @ // No Comments

Inject a winning standard of performance before you start winning

I will be sharing with you over the next days 10 things leaders you know and respect do. Who said this?
How would your life change if you made decisions today as if you were already the person you want to become tomorrow? We tend to live up to our own feelings of ourselves (for better or for worse). If we plan to become something else, what better way to do so than to step into that skin now?”  —  Richie Norton
It doesn’t matter what your current circumstances are. Winners act like winners before they start winning.
Your mindset is what you grow into. Mental creation always precedes physical creation. Who you are in your head is who you eventually become.
Who are you in your head right now?
The first thing that happens when you step up as a leader is that you and everyone around you begin looking toward success. You start craving it, and believing it’s possible. In turn, your behavior starts changing.
It all starts with you.
It doesn’t matter where you are in your organization. As Robin Sharma explains, real leadership requires no formal title.


Source: Jan Makela Website Feed

Employee Engagement

5 Signs You’re Working for a Great Manager

August 24th, 2017 → 7:06 pm @ // No Comments

5 Signs You’re Working for a Great Manager

The role of management has changed quite a bit over the past few years. Few people realize it, but the role of management was originally created to maintain the status quo and enforce rules and protocols. Managers were supposed to push employees and extract everything they could from them. Management never cared about engagement, empowerment, or anything related to employee experience.Health and wellness? Dogs in the office? Flexible work? Give me a break! These are all relatively novel concepts. Thankfully we live in a new world and the workplace has dramatically changed. The role of the manager is not what it used to be. I’m fortunate to be able to speak with hundreds of truly great managers every year and I’ve noticed some common trends emerge. So how can you tell if you are working for this new breed of truly great manager? Well, a truly great managers does five things:

Acts Like A Coach

Coaches and mentors are powerful instruments of change. Coaches help us all the time in our personal lives whether it be on the soccer field, in the gym, or in a therapy session. Why shouldn’t we have a coach in the workplace? And who better to be that coach than your manager? Truly great managers (and I’m not necessarily talking about senior executives) encourage and empower their employees to accomplish their goals the same way a trainer would. These managers see beyond their official job description to have a genuine and vested interest in the success of their people. These coaches believe in lifting up employees, removing obstacles from their paths, and helping them become more successful than they are.
Understands Your Weaknesses But Focuses On Your Strengths

It’s easy for us to get hung up on the shortcomings of others. If something doesn’t go as planned, just blame the weaknesses for failure. It’s much harder to look past the weaknesses to instead focus on the strengths that individuals possess. This doesn’t mean simply turning a blind eye to weaknesses, it means understanding that they exist but looking beyond them to focus on what someone is truly good at. Truly great managers understand the strengths of their employees and they do what they can to make those strengths shine. We see this all the time in sports teams. Whether you’re looking at basketball or soccer, every athlete is placed in a position where they can be most successful. We need to see more of this in the workplace and managers need to lead the way.

Wants To Know Your Story

Everyone has a story of where they came from, how they got to where they are today, what they care about and value, and what they want their life to look and be like. Your story is what makes you… you. Truly great managers want to know your story, they want to get to know you as a person not as simply someone who is filling a role on a team. This can be as simple as periodically checking in and saying, “How are you?” to taking employees out for coffee and talking about anything non-work related. Building this relationship is crucial for truly great managers. Does your manager really know you and your story?
Embraces Vulnerability

Similar to the above, truly great managers embrace their own weaknesses. They don’t put on the facade of being the all-knowing and all-powerful “manager.” Truly great managers want to know your story but embracing vulnerability is about them sharing their story and who they are. All too often we hear stories and witness our managers act one way outside of work and then transform into a completely different type of person in the workplace, almost a robot. Well, people don’t want to work for a robot, they want to work for a human being and there is nothing more human than being able to embrace vulnerability.

Challenges Convention

Most concepts, ideas, and approaches in our organizations have been around for many decades. Our world has changed so much in the past few years yet our organizations are still stuck in a time warp. I like to say that we live in 2017 but work in 1975. Truly great managers understand that sometimes starting fires is more valuable and important than trying to put them out. These are the managers who not only ask, “Why are things done this way?” but they also embrace experimentation and challenging the status quo to come up with something better. Whether it be getting rid of the annual review, implementing a new workplace practice, introducing a new technology, or redesigning a workplace, truly great managers believe in going against the grain!

Do you have something you would add to this list?


Source: Jan Makela Website Feed

Employee Engagement