Are You Accelerating Results through Purpose, Presence, and Power?

I get asked time and again about how I help high performing leaders get even better results. Despite each client’s specific goals, I always coach them on three things: Purpose, Presence, and Power, because it consistently takes their performance and leadership to new heights. So, today I want to explain the 3 P’s so you can put them more powerfully into play for yourself.

Purpose

Purpose begins with clarity about two things - what will drive the biggest business results and the highest and best use of your talent and skills. This is what I like to call doing the “Right Work.” When was the last time you really thought about this?

This goes beyond reviewing your performance goals, to reading between the lines to understand what really matters and gets recognized and rewarded in your company. Once you have defined the Right Work, you can be much more deliberate and strategic about where you invest your time.

Purpose also involves making clear linkages between your actions and your intent. For example, someone may observe your actions and draw a conclusion far from what you intended because of their own perspective. So by consistently communicating your intent, you can minimize misunderstandings.

Finally, Purpose means understanding what matters to you personally and professionally (e.g., values, lifestyle, etc.) and setting boundaries to help you honor that.

Presence

Presence is all about how you “show up.” Begin by clarifying your leadership brand, the three things you want others to know about you (e.g., what differentiates you, how you add value, your strengths). Then map out what each element of your brand would look or sound like so you can reinforce it in what you say and do.

As you might expect, communication plays a huge role in Presence, so pay attention to how much you:

• Focus on the big picture vs. the details

• Speak up or hold back in sharing your ideas

• Consistently and tastefully self-promote so that others understand the value you bring

Remember that all of the items above impact how others view your leadership and capabilities. So wherever you go, show up with clear goals in mind: how you will reinforce your brand, clarify your intent, strengthen a relationship, or work towards a desired outcome.

Power

The first aspect of Power entails understanding how things “really get done around here.” This requires uncovering and paying attention to unwritten rules, formal and informal leaders, and what motivates people. Power also involves securing resources and support to get your work done. You can do this by expanding your sphere of influence through two strategies: building your visibility and credibility, and building a strong network of powerful advocates.

Now that you’ve been exposed to the three P’s, how do you want to put them into play? As a first step, consider defining the Right Work or clarifying your desired leadership brand. Once you have a clear picture of what will drive results or what you want others to know about you, you will make much more deliberate, strategic choices. Just don’t overwhelm yourself by trying to tackle the three P’s all at once. Get started with one or two small steps. You know I’m a firm believer that small steps can lead to big results.

© 2012 Neena Newberry | All rights reserved.

How Would You Feel About Having An Executive Coach?

Today I had an interesting conversation with an HR leader. She called me because her company wants to hire an executive coach for one of their leaders, and she was concerned about how the leader might “take it.” We both realize that people have different perspectives about executive coaching based on what they have heard from others. So, today I want to arm you with some basic information about coaching. If your company wants you to work with an executive coach, you might ask, “What does this REALLY mean?” and then explore how your company has used coaches in the past. For example, some companies use coaches only for remedial purposes, to get performance back on track. This can create a negative perception about coaching because no one wants to be viewed as “having problems.” Other companies use coaches to develop high potentials and high performers, with a focus on elevating their performance and preparing them for bigger roles. AT&T, for example, does this well.

If you’re exploring coaching for yourself, have been asked to work with a coach, or are considering a coach for one of your employees, keep these three things in mind:

1. Coaching is an investment with an expected return

For business leaders, having a coach is often seen as a status symbol, and can be the mark of someone being groomed for great things. There is an inherent expectation that the coaching will take performance to a higher level. So, whether or not you asked for a coach, think about how you could use a resource like this to accelerate your business results AND advance your career (because the two definitely go hand-in-hand). What would make this a worthwhile investment of your time and the company’s money (i.e., the business case or expected outcomes)?

2. Coaching is used selectively

Especially in a tight economic environment, companies rely on a variety of resources to develop their employees. For example, your boss could easily ask you to attend a training session or participate in a group development program rather than give you a coach to work with one-on-one. However, when used the right way, executive coaching creates lasting changes in on-the-job performance compared to those alternatives. And since it usually requires a higher investment per person, most companies use coaching selectively.

3. More companies use coaching for leadership development

The seventh annual Sherpa Coaching Study highlights a greater emphasis on coaching for leadership development:

“In 2012, the majority of coaching is designed for leadership development, with the balance of coaching split pretty much equally between transition and problem solving. That applies equally to companies of every size. Over seven years’ time, the amount of coaching used to solve a specific behavioral problem has dropped from 40% to near 25%.”

So, what does all of this mean for you? First, remember that coaching can help you develop your leadership skills faster and more companies use coaching for this reason. Second, tie coaching to what you want to be known for as a leader and what you want to accomplish. This will help others understand what to expect. Finally, remember that it’s all about getting results: working more strategically and effectively, and having a greater business impact.

To learn more about coaching, check out these short audio files on our website at www.newberrycoaching.com.

• What is coaching really about?

• How do I choose a coach?

• How does coaching work?

• Two excerpts from our new self-paced coaching program, WOW! Women On the Way to Peak Performance ProgramSM.

Four Key Levers to Manage Your Career and Get Results

As someone who has coached many high performing women, I was asked to participate on a panel discussion at the Kellogg Career Symposium to give women tips on how to manage their careers. Although I can’t do the topics full justice here, several are covered in my new self-paced coaching program, WOW! Women On the Way to Peak Performance ProgramSM.

1. Focus on the Right Work

Women often take on too much because they may have difficulty saying no, have a desire to prove that they can do it all, or get distracted by work that is less important. At the end of the day, it results in leaving the work that can have the biggest impact on the business and on their careers on the back burner.

So, to help you make more deliberate choices about where you direct your time and energy identify your “Big 3” - the three areas where you can drive business results and make the highest and best use of your talent and skills. Consider how you will really be measured and evaluated, beyond what the formal performance management process is to include what you actually see rewarded and recognized in the company.

2. Tastefully toot your own horn

Women struggle far more with self-promotion than men, so it comes as no surprise that I am asked to present on the topic of Tastefully Tooting Your Own Horn time and again. I consistently hear stories about women who are shocked to hear that others may view them as less effective than they view themselves. So, do these women truly have skill gaps or do they just need to make people more aware of their skills and how they add value/drive results?

Remember that others only see small windows into our accomplishments, so we have to create an authentic and powerful picture of who we are and how we make a difference. So, take the time to proactively and consistently share information in a way that’s relevant to you and your company – i.e., to provide “strategic snapshots.” You never know how others might benefit from your experiences.

3. Consistently focus on building a network of advocates

If you haven’t read it, take a look at this Harvard Business Review article: Why Men Get More Promotions than Women. It points out that although women are more likely than men to have mentors, men talk much more about being sponsored by their mentors. In other words, men typically choose mentors who have power and influence and those mentors advocate on their behalf by giving them exposure, visibility, and access in ways they wouldn’t otherwise get.

So, take a look at your network. Could any of your mentors also be sponsors or advocates? What one step can you take to strengthen your network of support?

4. Maximize the opportunities right in front of you

Finally, remember that every meeting, phone call, interaction is an opportunity to reinforce your brand, build your credibility, or bring a unique perspective. So, take one minute to clarify what you want to get out of the interaction before you walk into one of these situations. It can dramatically shift how you “show up.”

As you know, I am a firm believer that small steps lead to big results. So, choose one of these four areas to focus on this week and identify one action step you will take.

Three Keys to Peak Performance

Since I just completed my new self-paced coaching program, which is all about peak performance, I can’t get the topic off my mind. As you know there are several things that come into play when you want to really step up your game and take your performance to the next level. I have chosen three to get your wheels turning.

1. Focusing on the right work

Many of us get sidetracked by all the things we need to respond to each day – even when we know not all of it is critical or impactful. Keep in mind that 80% of your results come from 20% of your effort, so imagine what might be possible if you could consistently focus on what matters the most. I have a whole module dedicated to this topic in my self-paced coaching program and consistently spend time on this with every client, given its importance.

So, take a minute right now to identify the three areas where you can have the biggest impact in your role – what I like to call the “Big 3.” Having clarity about this will help you make more deliberate choices about how you invest your time and energy.

2. Managing your mindset

How you “show up” each day and respond to what’s happening around you can dramatically help or hinder your progress - and ultimately your results. This year, I will be collaborating with Dr. Paul Stoltz who is a global thought leader on resilience and works with leaders to respond to challenges and adversity in a way that elevates and sustains individual and team performance. His company has done over 25 years of research in this area and has documented the financial impact of implementing their tools and techniques. As you might suspect, it all begins with managing your mindset. If you haven’t seen Paul’s work, check out his latest book The Adversity Advantage.

3. Defining success

Finally, high performers are notorious for expecting a lot of themselves but not always recognizing what they’ve accomplished. Have you defined success for yourself so you’ll know when you’ve gotten “there?” Taking a few minutes to do this will help you notice your progress, more easily share it with key stakeholders, and celebrate your successes.

So, this week, I would encourage you to take one action step in one of the three areas above – whether it’s defining your Big 3, thinking about your mindset, or defining what success looks like for you over the next six months. Just remember that half the battle is just getting started. What small step will you take?

Be Still But Keep Moving

I had a chance to hear Bill White, a community and business leader in Dallas, speak. For years, he has been a strong supporter of the United Way. His quote is the inspiration for my article today: “Be still but keep moving.” This really stuck with me, and reminds me of two important things that can be easy to forget as we rush through life.

Be Still

As I reflected about the first part of this quote, several things came to mind. First, there are times in your life where you need to stop pushing so hard and just let go. You know, those moments where you need to take a leap of faith and trust that you have done all that you can.

Sometimes, that brief pause can allow important lessons to surface that you might not otherwise notice in the midst of it all. Or it can create space for others to step up or things to unfold in ways you hadn’t expected.

Second, being still emphasizes the value of taking time to reflect and understand where you are. So when you do move forward, it’s strategic and deliberate. Strong leaders have mastered this practice.

Keep Moving

Now let’s think about the second part of the quote: “Keep moving.” To explain what he meant, Bill compared life to a bicycle. He said, “You have to keep moving to keep it in balance.” In other words, if you allow yourself to stay still too long, you will falter and won’t achieve what you want. You won’t get to the other side. So, you can’t allow yourself to stagnate or keep tolerating what doesn’t work for you. Sometimes you just need to do something and allow yourself to learn from it. Often taking even one small step can give you the insight, motivation, or information you need to take the next one.

There are times when you need to be still and other times when you just need to keep moving. Both are important to achieving your goals, personal and professional. So, what one step will you take to put this into play for yourself this week?

Venus Williams on Leadership

Thanks to my friend Millie Bradley, I had the opportunity to meet Venus Williams and hear her speak at the 100th anniversary celebration of the Girl Scouts in Dallas a couple of weeks ago. She was an impressive 6 feet and 2 inches, towering above most of us with a big smile on her face. Her keynote speech was full of personal stories as she described what leadership means to her. Although you have probably heard these three points before, they are good reminders:

1. Challenge yourself to grow

Venus’ parents have clearly had a huge impact on her perspective. She described how her father always challenges her and Serena to try different things on the tennis court. He doesn’t want either of them to get complacent, sticking to what feels comfortable in tennis or life. Rather, he wants them to constantly stretch and challenge themselves to do better – even when it feels like there isn’t a need.

2. Have a “can do” attitude

Venus laughed as she said, “In my family ‘can’t’ is a four letter word. We were NOT allowed to use that word in our home!”  She shared how her parents always pushed her to find a way to make things work, developing her tenacity and creativity. As evidenced by her impressive track record, there is tremendous power in having a winning, “can do” mindset.

3. Look for the lessons in your failures

As you know, how we handle our failures can have a huge impact on our future successes. Venus shared how losing a big match impacted her.  She often took it really hard, getting depressed and going into her cave for days. Eventually, she realized the value of making mistakes. She laughed as she said, “It’s okay to make the same mistakes twice. It just means you didn’t learn the lesson you needed to the first time. But I draw the line at making the same mistake thrice. You better have it figured out by then!”

So with those important reminders from Venus, how are you going to put them into play for yourself? Take a look at the questions below to get started:

• What will you do this week to stretch outside your comfort zone, even if it’s just a little bit?

• What one thing can you do this week to have a more positive outlook, focusing on what you CAN do?

• What was the toughest lesson you learned this year? How will you take that lesson forward into next year?

As always, identify one small step that you will take this week. You know I’m a firm believer that small steps can lead to big results.

What Seeing Things in Black and White Can Do for You

I realized that I received five journals as gifts this year from various conferences at which I have spoken and events that I have attended. Seeing that stack of journals reminded me about the power of writing things down. It seems like such a simple thing - so simple that many underestimate its value.  So, as you wrap up the year and begin thinking about the next, take time to write down these three things:

1. Your goals

Writing down your goals has tremendous power. Once you put them on paper, you will find yourself applying more scrutiny to them, refining them, and thinking about how you will achieve them. Often that step to get the goals out of your head and onto a sheet of paper is the most important one in making that commitment to achieving them.

What are your top 3 goals for the next six months or year? Be specific.

2. How you define success

People tell me all the time that they expect to be past a certain point by now, whether they are talking about their careers, a particular project, or something related to their personal lives.  “Come on, shouldn’t I be there by now?!”

When I dig deeper, I usually find that they haven’t defined where “there” is.  In other words, they don’t really know what success looks like. So, of course they never get “there.” And even if they did get “there,” would they know it?

In situations like this, most people don’t realize that their definition of success may have become a moving target tied more to their feelings in that moment rather than their progress against clear measures of success.

So, what is your definition of success for the next six months or year? How will you know when you have achieved it?

3. Your accomplishments

I find that high performers usually underestimate or overlook their successes, quickly moving to the next thing on their lists without taking the time to notice or celebrate what they have actually accomplished.

Having a list of your achievements handy will not only help you recognize your achievements, but also arm you with the information you need to regularly provide “strategic snapshots” of your performance to key stakeholders.

What are the three accomplishments you are most proud of from this year? Who will you share them with? How will you track your accomplishments next year so that you can keep them front and center?

I hope this week’s article has gotten your wheels turning. I urge you to look at your calendar, and find some time to answer the questions I posed. Remember that you don’t have to do it in one big chunk of time. Just do it in a way that works for you

Have You Seen these Resources?

Throughout my career, I have had the chance to learn from and work with some great thought leaders. So, this week, I thought I'd share three resources with you from people whose work has helped me and my clients.

Put Your Mindset to Work

I had the opportunity to meet Paul Stoltz last month, and am impressed by his ability to take complex research on resilience and overcoming adversity and turn it into something you can apply in practical, simple ways. His latest book is Put Your Mindset to Work. The Adversity Quotient lays the foundation for his subsequent books, and has some good gems in it.

A Smarter Way to Network

I had a chance to meet and work with Rob Cross when I was at Deloitte, and I'm a huge fan. He has done some valuable research on networking, identifying what distinguishes high performers from others. He's an author, professor, and business consultant. You can buy his latest HBR article, published in July 2011 and listen to an interview with him by clicking on this link: https://hbr.org/2011/07/managing-yourself-a-smarter-way-to-network.

BRAG! The Art of Tooting Your Own Horn without Blowing It

For those of you who have trouble letting others know about how you create value and make a difference and haven't been able to attend one of my workshops on the topic, take a look at this book by Peggy Klaus.

Just Colleen – Leading with Luv

On September 9, 2011, we had the unique opportunity to hear Colleen Barrett (President Emeritus of Southwest Airlines) speak about Servant Leadership at our monthly North Texas Coaches meeting. Unlike most leadership presentations, this was an open forum where she encouraged us to ask her what we really wanted to know. I have to smile as I think about my experience with this event. It began with logistical emails back and forth with her team as I sat on a Southwest Airlines (SWA) plane from Dallas to Houston. When they realized I was on a SWA flight, I immediately received heartfelt emails thanking me for being a customer, signed with lines of “X’s and O’s.” That was truly a first for me in a business setting. And quite fittingly, the event itself ended with more Luv. As I thanked Colleen on stage, she gave me a big kiss on the cheek while she endearingly adjusted the back of my suit jacket and said, “I just couldn’t let you walk around like that.”

In the hour she spent with us, Colleen shared story after story in such an authentic style, all in the spirit of teaching us what she has learned over the years. As you know, she and Herb Kelleher successfully planted the seeds that have grown a culture that truly differentiates Southwest Airlines from its competitors, driving results in a challenging industry. So, today I want to share a few of Colleen’s pearls of wisdom.

Serve First

Colleen began by telling us that serving first is the backbone of Servant Leadership, a philosophy core to her management and leadership style. This means that servant leaders think about others’ needs first and ask, “How can I help?” Colleen views this as key to understanding how to motivate and develop employees and get results. By serving others and following the Golden Rule (i.e., Treat others as you would like to be treated), leaders build true followership.

Do What You Luv

Colleen spoke about the importance of loving what you do, what she called “combing your advocation and your vocation.” For her, the past 40+ years in the airline industry have been about customer service, something she wholeheartedly thrives on. She reminded us that life is short, and that we should not underestimate the importance of doing what we love. We inherently know that tapping into what we enjoy brings out our natural creativity and elevates performance.

You Can Learn from Anyone

Colleen also reminded us that great ideas can come from anywhere. As leaders, when we let go of the hierarchy and adopt a learning mindset, we can naturally and easily bring out ideas from others. Colleen also emphasized the power of noticing the small cues, like body language, which can teach us volumes about what people really think.

Do the Right Thing

By the end of her presentation, Colleen had us all in tears. She closed with a moving story in which employee after employee at SWA had jumped through hoops, working around at least four major rules and government regulations, to do the right thing for a passenger in a dire family situation.

She used her example to highlight the power of doing the right thing, even if that means bending or breaking the rules. Colleen explained that the SWA culture empowers employees to do what they feel is right in a given situation – to use their own judgment, take a risk, and potentially make a mistake. Although SWA has a forgiving culture, they do stand firm about what matters most - employee attitudes and customer service.

As you might guess, we left the session sniffling and inspired. If you want to learn more about how Servant Leadership can drive results, take a look at Colleen’s new book co-authored with Ken Blanchard, Lead with LUV: A Different Way to Create Real Success.

Tastefully Tooting Your Own Horn

Over the past three years, my most requested presentation has been Tastefully Tooting Your Own Horn. It may surprise you to know that individuals at all levels of organizations struggle with self-promotion. Many find self-promotion draining and difficult but absolutely essential - yes, a necessary evil.  I don’t like it any more than you do, but I learned how to do it over the years because I had to. At Deloitte, I worked on consulting projects all over the country, where the partners and directors who made decisions about my pay and promotion often had no direct visibility to my work. So, I had to find ways to talk about my results and accomplishments and arm others with that information – in a way that worked for me. Today, I help my clients do the same. To get you moving in the right direction, I want to share three common roadblocks to self-promotion and how to move past them.  

1. “My good work will speak for itself. I don’t have time for these games.”

I can’t tell you how often I hear this phrase. It’s usually from talented individuals who do great work but detest political games (i.e. affectionately called “the heads down” worker”).

If this sounds like you, recognize that most people are way too busy to notice all the ways you add value - even if they want to. I’m guessing that your boss has several direct reports, her own boss, and other key stakeholders who demand her time and attention. On top of that, she has her own goals to meet and distractions to manage. How much time does that really leave her to focus on you?

So, it’s up to YOU to make it happen – to take the initiative to give visibility to your work, to get recognized for your contributions and open up new possibilities for yourself. Your good work alone won’t get you there - and unfortunately you can’t win at a game that you won’t even play. Start by making a decision to get in the game.

2. “I don’t want to come across as obnoxious or full of myself.”

No one likes to listen to someone whose head can barely fit in the door. Yes, we’ve all met at least one of those people in our lives! The good news is that those negative experiences can give us clues about what NOT to do. So, if you don’t want to come across as arrogant, think about how you DO want to show up. To get started, come up with three words to describe the type of impression you’d like to leave about yourself when you are telling others about your accomplishments. If you have already defined your personal brand, use that as context as well.

Remember that having clarity about the imprint you want to leave on others will help you develop strategies that work for you.

3. “I’m bad at it. I just don’t know how to do it.”

You’re not alone if you feel ill equipped to tastefully toot your own horn. If you feel this way, think about how you can share information about your results and accomplishments in a way that is relevant and helpful to others.

I’ll give you two examples to think about. First, consider that someone else in the company may be faced with a challenge similar to what you just successfully overcame. By taking the time to share what you did and how you did it, you can help them tremendously.

Second, keep in mind that your boss has to make decisions about your performance, pay, and development (to ensure that you can continue to contribute to the company’s goals). Providing information to her on a regular basis will allow her to make those decisions easily, and will serve you and the company well. Remember that she will be held accountable for your results.

Finally, to give you more clues about how to tastefully self- promote, look for others around you who do it well. Simply notice what they do and say. You may find that you can adapt some of their strategies to fit your own style.

By recognizing what’s holding you back from self-promoting, you can determine how to move forward. Start by defining an action step you will take this week. Also, if you haven’t read it, take a look at Brag! The Art of Tooting Your Own Horn.

Making It Easier for Others to Help in Your Job Search

Nobody really enjoys job hunting – especially in this economy. It may require some soul searching to figure out what you want to do next and working on your resume can be quite an undertaking. We all know that is just the beginning. The good news is that we’ve all been there, and are generally willing to help others going through the process. But I have realized that people often overlook a crucial part of the process - how to make it easy for those who have graciously agreed to help. I offer my perspective as someone who has helped others with their job search, recruited for large companies, and coached individuals through career transition. I openly admit that these four strategies are simple but they can make a big difference in your level of success. So, here we go.

1. Think through the process from start to finish

The goal is to make the process as positive and efficient as possible for the person helping you. So before you dive in, ask yourself:

• What information will they need to know in order to help? How will I give it to them?

• What do I want to talk to them about and ask for help with? Be as specific as possible!

• How much time am I really asking for, between the initial conversation and the time they’ll spend taking action afterwards? How realistic is that?

• How can I help them take action quickly after a call/meeting with them, before other priorities take over?

2. Keep your message clear

Clearly and concisely state the type of role you really want. That doesn’t mean you have to pinpoint it down to the exact position, but please be able to describe the elements most important to you. No one wants to spend 20 minutes trying to draw it out of you...really. Make it brief but informative, and practice out loud a few times. This seems so obvious but many people don’t realize how they waste precious time here that could be spent strategizing about potential jobs or contacts.

The other thing I see is people who don’t want to “limit their options” out of fear that they won’t find a job at all. So, they start talking more about the roles they would be willing to accept than the job they really want – especially if they think that ideal job may be hard to find. The end result is a diluted message and the person on the receiving end is wondering if they really do know what they want. So, figuring out how to help them just became harder.

3. Have concise, compelling written materials to support the process

Resumes don’t typically include all the information a person needs to refer you to the right people. So, consider creating a one-page personal marketing summary with your career objectives, a brief description of your qualifications and accomplishments, a description of the organization or culture that would be a good fit and a list of the companies and industries you are interested in. This will set the stage for the conversation.

After the conversation, forward a standard email message that the person can use to refer you to others. It should include the basics - who you are, what you’re looking for, and the appropriate attachments. This will make it easier for you to control the content AND for someone to quickly take action after your conversation with them.

4. Don’t just thank them. Ask them how you can help them.

Never leave a conversation like this without offering to help the other person. Just asking how you can help will leave a positive impression, and convey that you are more than willing to reciprocate.

We all recognize that job hunting can feel harder than having a full-time job, but it can ultimately lead you to a role you really want. So, the easier you can make it for others to help, the greater your likelihood of success.

Lessons on Leadership from Head Coach Jason Garrett

Last week, I had the privilege of facilitating a session with a group of leaders to teach them coaching skills. We kicked off our meeting with a surprise guest, Jason Garrett, the head coach of the Dallas Cowboys. He spent 45-minutes telling us story after story about what he’s learned and how he views coaching and leadership. So, I want to share a few nuggets that serve as good reminders for all of us.

1. Remember that it all starts with you

As a former quarterback, Jason started by talking about the importance of the huddle, those 12 valuable seconds that you have to motivate your team members to execute to the best of their abilities. He emphasized that in that huddle, it all starts with you. He said, “You have to bring positive energy to the team, and remember that YOU BELONG there as a leader.” Jason recalled how intimidating it was earlier in his career to be a quarterback surrounded by veteran players with so much more experience. He said, “You have to recognize that you deserve to be there and need to show confidence – even when you don’t fully feel it.”

2. Be a life long learner

Jason had story after story about what he has learned from other coaches and business leaders throughout his life. He consistently carves out time to seek out people from all walks of life to understand what has led to their success, and identify what he can learn from them. He is like a sponge, soaking it all in from everyone in his life.

3. Clarify what’s expected

Jason emphasized that as a leader and coach, you have to make sure that everyone understands that the team comes first - their results and performance. So, you have to clarify what you expect from the team as a whole and each team member. But each team member also needs to articulate what they expect of you as a leader, and of each other.

Jason also firmly believes in the value of empowering his team to create standards for how they will function (vs. rules that they have to comply with). He picked up this practice from another coach. As Jason recalled the conversation with that coach years ago, he smiled about the simplicity and power of the standards their team developed at the time:

• Look each other in the eye and tell the truth

• Be on time

• No excuses

4. Make sure your players are invested

Finally, to make sure your players are invested, figure out what makes them tick and adapt your communication style and approach accordingly. Jason laughed as he said that he knew which players he had to yell at (although he wouldn’t recommend that approach for us), and which ones would retreat into their shells for days if he did that. One size just doesn’t fit all.

I want to end today’s article with a call to action. Take a look at the four items above, choose one that you want to focus on, and identify one small step that you can implement in the next week. Remember small steps can lead to big results.

Executive Coaching – What’s All the Fuss About?

Executive coaching – what is it exactly, and why should you care? In this world of customization, think of coaching as a development solution tailored just for you. Today you can get personalized M&Ms, custom- made athletic shoes, and computers built to your specifications. So why not work with an executive coach who can help you design a targeted approach to achieve what’s important to YOU – whether that’s going for that next promotion, being a more effective leader, or getting more of what you want from your career? More and more companies are using coaching for high potentials and executives to help boost individual performance and productivity. So, it’s no wonder that this industry is experiencing explosive growth. Coaching may sound intriguing, but are you a good candidate for coaching? Well, here are a few questions to consider. Are you motivated to improve now? Do you have some idea of what you want to accomplish through coaching (e.g., building skills, working through a tough business situation, positioning yourself for the next level)? Are you willing to be honest and open about your strengths and development areas, and willing to hear feedback? Will you make time for coaching, and follow through on commitments? If you answered yes to many of these questions, coaching might be worth exploring.

Once you’ve determined that you are a good candidate for coaching, you need to choose a coach that “fits.” So how do you pick the right one? The AMA/Institute for Corporate Productivity Coaching Survey 2008 identified the five most common criteria by which coaches are selected:

• business experience (with 68% saying they use this criteria frequently or a great deal)

• recommendations from a trusted source (59%)

• interview with the prospective coach (54%)

• consulting experience (52%)

• validated client results (48%).

Interviewing a prospective coach to ensure that there’s a good match in terms of personality and expertise clearly has the strongest relationship to a successful coaching program. Although professional standards for the industry are becoming more established, anyone can hang out a shingle today and claim that they are a coach. So, be sure to ask about experience, formal training, and certifications.

So, what’s the bottom line? Partnering with an executive coach could be a powerful combination. Just remember that hiring a good coach isn’t enough. The other part of the equation is YOU – what you want to get out of it and how much you’re willing to put into it.

How Much Courage Do You Have?

I love what I do and am so excited that I launched my business three years ago - even though I did it right as the economy started to tank. Every day, I get to work with high performing men and women who have the courage to pursue what matters to them and strive for more. They are going places and making great things happen. So, today I want to share what I see them doing – specifically as it relates to courage – that makes a huge difference in their ability to achieve results. It boils down to three things.

1. They take a hard look at themselves

Taking a hard look at yourself requires investing time and energy to get clearer about your passion, priorities, strengths, and development areas. As part of my coaching process, I usually conduct 360-interviews where I solicit feedback from my clients’ direct reports, peers, and leaders. Talk about a gold mine of valuable information...if you can see it that way.

I have to say that it takes courage to “put yourself out there” like that, especially when the feedback isn’t what you want to hear or you disagree with it. But we all have choices - to take the feedback or leave it, to use the information to grow or not. I find that strong leaders usually have the courage to say, “Ok, the feedback is what it is. What do I need to do about it?”

2. They recognize what they should do more or less of

If you’re like most people, you may do some things really well and you may unknowingly get in the way of your own success at times. That’s where feedback from others can really help. Whether or not you are willing to ask others for their input, take the time to ask yourself, “What should I do more or less of to be more effective in my role?”

Identify 2-3 small steps you can take NOW and think through what makes these actions or changes so important (i.e., What will the impact be? On you? Others?). By taking time to think about the “so what,” it will increase your commitment to implementing them.

3. They consistently take action

The leaders I work with achieve amazing results because they are willing to hold the mirror up to themselves, ask for honest feedback, identify the steps they need to take, and take action time and again.

When my clients say they couldn’t have done it without me, I find myself pointing out that our coaching sessions could have merely been a series of conversations. What made it more was their willingness to take risks and try something new. And when things didn’t play out exactly as they hoped, they made adjustments and tried again. Their commitment to consistently take action, to the point that they formed new habits, is what will help them continue to achieve results well after our coaching is over.

So, I want to leave you with a call to action. This week, ask one to two trusted friends or colleagues what you should do more or less of to be more effective in your role. Before you ask them, think about how you want to “show up” in the conversation. Keep in mind that how you respond to their feedback will impact whether they will ever give it to you again!

What is Really Driving Your Success?

The Newberry Leadership System for High Performing Women helps leaders build critical skills to the point where they become second nature (i.e., to the point of unconscious competence) – to help them get results they couldn’t before. So, today I want to share one simple technique I use in this System to accelerate this process. No matter what your gender, this can help you clarify specific behaviors and skills that drive your success.

1. Notice your results

This may sound basic but I cannot tell you how many of my high performing clients just don’t notice their accomplishments. They often move from one thing to the next with little to no acknowledgement or celebration in between.

Let me give you an example. One of my new clients recently received a prestigious award that truly distinguishes her from other executives. In my first meeting with her, she shared how she just couldn’t understand why she got the award and felt very uncomfortable with the recognition. It wasn’t until a close friend rattled off the evidence (a LONG list of her successes and contributions) to her that she realized how much she had really done to deserve it.

So, if this sounds even remotely familiar, you too may have to force yourself to notice. You can do this by taking 5-10 minutes a week to make a list of what you accomplished that week and the “so what.” For some of you, it may take having an external mechanism to force you to track your accomplishments. For example, another one of my clients begins each of her staff meetings by asking each person to share an individual or team success. This practice also forces her to think about what she has accomplished because she has to share it with her staff. These are just two ideas to stimulate some thought. You need to develop an approach that will work for you.

2. Identify the 2-3 key practices you used to achieve those results

For each of your more notable accomplishments, think about what made the biggest difference in achieving them. I went through this exercise with a client last week. She lit up as she realized how much she has consciously focused on adapting her communication style and approach with each of her team members based on what she knows about them (e.g., what motivates them, what they care about, their goals, etc.). As a result, she has seen big shifts in how her team engages with her and how they view her as a leader.

With senior management, she has worked hard to consistently provide “strategic snapshots” of her performance (see my article on this topic if you missed it), and they view her as a much stronger leader today than they did a few months ago.

By talking through what helped her achieve the results, my client got much clearer about what she needed to keep doing. She also realized that she was more purposefully using strengths she already had and implementing some new practices.

3. Maintain consistent focus on your successful practices

Once you realize what works for you, you need to keep doing it. Remember that he ultimate goal is to consistently achieve strong results over time. So, your skills or practices need to become habits (i.e., reach a level of unconscious competence). But before this occurs, you may need some targeted strategies to keep your practices front and center.

For example, one of my clients blocks 30 minutes each week to review her upcoming meetings and identify at least one specific outcome or goal for each of them. This forces her to notice opportunities to implement the practices that work for her and be more intentional. This small change has helped her get results much faster because she is making the most of each opportunity in front of her.

Finally, in this step, keep in mind that you may need to adapt your practices for the specific situation at hand. When you recognize what’s at the heart of your practice, that’s much easier to do.

Let me leave you with one last thought. I see high performers achieve great results time and again, but the ones who have the most success over time realize what led to their success. Remember that it doesn’t take a huge investment of your time to go through the three steps above. So, get started today. You may be surprised at what you learn about yourself.

Do You See the Choices In Front of You?

In my role as an executive coach, I have the privilege of working with my high performing clients on so many different challenges and opportunities. It’s one of the things I really love about what I do. In particular, I really get excited when I can help my client see an open door or window that helps them move forward. Helping them get to that “aha” moment is priceless. So, today’s article is inspired by one of those important “aha” moments. In my coaching sessions, I often see my clients failing to see the choices right in front of them or failing to see the indirect choices they are making day-to-day. And both significantly influence their level of success.

To explain what I mean, let me share an example. I recently worked with a senior executive whose board suggested he work with a coach. To give you some context, he is an incredibly talented individual who dramatically turned around the financial performance of his company within a short timeframe. Given his unprecedented business results, he questioned the value of working with a coach. But his board felt he needed to adjust his working style despite his results.

The first time we talked, I remember wondering if he would see the choice and the opportunity in this situation. I could tell he was frustrated and going through the motions because he had to “check the box” for the board. And I think it may have been a bit of a blow to his ego – like there was something that needed to be “fixed.” So, I asked, “Whether or not you agree with the board, how can you turn this into an opportunity?”

I wanted him to understand that he had a choice sitting in front of him, to fully take advantage of the resources in front of him or not. His frustration had kept him from even seeing this as a choice or opportunity. I have to say that he is one of the most fun clients I have ever worked with. Once he viewed this situation less as a risk and more as an opportunity, he was so willing to take a hard look at himself and take action.

Let me give you another example. I have another client who has been very successful in her career, getting promotions at an unprecedented pace in her company. However, like most, she hit the natural place in her career where her pace of progression slowed down because there were skills she needed to further develop to take it to the next level. However, she was so focused on getting that next promotion that she didn’t see the opportunity or choices in front of her...and she was frustrated.

Take a look at the questions I asked her, and her responses. These may help you the next time you feel like you’re stuck between a rock and a hard place, and don’t think you really have a choice.

1. How do you see the situation? What are your underlying assumptions?

“This situation is unfair. I deserve a promotion and I’m ready for it.”

“I have all the right skills, but this is a tough environment and I just don’t have the right team.”

2. What is outside your control?

“Although I can influence their perceptions, I can’t change who makes the decision about my promotion. Several team members do not have the level of commitment or work ethic that I think is necessary, but my boss disagrees with me. So, I have to make it work with this team.”

3. What is within your control?

“My own attitude, thoughts, actions, and performance.”

4. If you can assume for a moment that you are in this situation for a reason, what choice can you make right now that will help you make the most of this situation?

“Although I disagree about whether or not I am ready for a promotion, putting that aside will help me focus more on what I can control. At the end of the day, that’s all I can do.”

I have to say that this client has achieved, and continues to achieve amazing results. Her leadership team views her so differently today, and her next move within the organization is in the works.

So, I want to leave you with this. Just remember that we all have choices in front of us – even in the most difficult, frustrating, or demanding situations. The question is, “Do you see them?”

Can Coaching Really Make a Difference?

Are you intrigued by the thought of working with a coach, but skeptical about whether it can really make a difference? I know I was the first time I had an executive coach. At the time, I worked at Deloitte, one of the largest professional services firms in the world. The organization was in flux (so politics were running high) and my new leadership role was stretching me in ways I hadn't anticipated. Recognizing this, my firm invested in my success by offering me an executive coach. Although I wasn't sure what to expect, I jumped at the chance. I can tell you that I have participated in many training classes and leadership development programs over the years (and even designed some myself), but none could have taken the place of a coach - an objective third party with an approach tailored to my needs and goals.

Consistent with what my clients tell me, one of the most valuable aspects of the coaching was having dedicated time to reflect and to be much more strategic about my choices and business results. Like many professionals who work with coaches, deep down I already knew what I needed to do to achieve my goals. It was just taking me longer to see it, because I was getting caught up in the whirlwind and stress of each day. So, I remember being really surprised by how even as little as 30-45 minutes of coaching twice a month helped me get clarity and accelerated my results.

Another key piece was selecting the right coach, someone who I could really open up to and trust. After defining my criteria, I reviewed three bios and talked to two coaches before deciding. I chose my coach not only for her coaching credentials and business experience but also because of the personality fit - which is SO IMPORTANT. Our coaching relationship truly was a partnership, where she brought the coaching expertise and process and I brought the expertise about me, my situation, and goals. Together we turned that into insight, action, and results over a six-month period. Had she just told me what to do, rather than help ME discover my own answers through thought-provoking questions, I would have lost most of the value of the coaching.

Finally, the most important ingredient was my own commitment - to defining clear goals for the coaching, making time for coaching, being open to different perspectives, and turning the insight I gained with the help of my coach into action. Without that, IT JUST WOULDN'T HAVE WORKED.

So, I can honestly say that coaching made a huge difference in my career by helping me see my blind spots, make change more quickly and take my performance to the next level. It ultimately helped set the stage for my next leadership role.

I have no doubt that coaching can do the same for you if you set it up for success - by selecting the right coach, setting concrete goals for the coaching, co-designing a partnership between you and your coach, and committing to making the most of the coaching process.

Get the Results You Want

It's that time again when we ask ourselves, "What do I want to accomplish this year?" Some of us write New Year's resolutions, many which never come to fruition. We may start out with a lot of energy and excitement, but don't recognize how we set ourselves up for failure. Read on for tips to help you get better results this year - in how you write goals and your approach to achieving them.

1. Unbundle and be specific

Let me take an example of Judy who sets a goal to get 20 new clients this year. We all know that she won't find all of these clients immediately and it may take a while to meet her goal. So, first she needs to unbundle her large goal into its component parts. For example, revising her goal to get 5 new clients by the end of each quarter will still allow Judy to meet her overall goal but breaks her goal into manageable pieces. She will also know when she's achieved her goal because it is measurable and time-bound with specific interim milestones.

2. Identify what makes it so important

Judy should also think about what makes this goal so important to her. Perhaps, it's about feeling good about herself, making more money, or getting promoted. Whatever it is, reminding herself of the underlying reason will motivate her - especially when she feels stuck. Often, having a visual reminder (e.g., a note in a visible place, a screensaver) or someone who periodically reminds Judy of the importance of her goal can be very powerful.

3. Think about what it will really take

Is Judy's goal realistic and attainable for her? What will it really take to meet her goal and what obstacles might get in her way? For example, does she need support from someone who is more skilled in developing new business? How should Judy prioritize her time and leverage her team so she can focus more on sales? Does she have the budget she needs? Answering these questions as she's formulating her goals and developing supporting strategies will help Judy be more successful.

4. Assess and Adjust

Periodically, Judy should assess what's working and what's not and make adjustments to her approach. For example, if she's not spending enough time on developing new business, what's getting in her way? What does she need to change about her strategy? She should schedule checkpoints often enough that she can make adjustments before it is too late to meet her goal.

So, I challenge you to try these tips in 2010. I have no doubt that you will get better results. Who knows, maybe this will be the first year you follow through on your resolutions!

Is the Economy Taking a Toll on Your Career Plans?

The economy is taking a toll on finances, but does it have to take a toll on your job satisfaction? I have talked to so many people who want to make a change in their careers or jobs or switch companies, but are "staying put" until the economy improves. It's reasonable to expect that a major economic downturn would make anyone think twice about their timing; even more so if they are telling themselves:

"I just have to stick it out. I should feel lucky to have a job." "It's too risky to make a change right now." "I'd be crazy to do something now. After all, I am still getting a decent paycheck."

In this situation, there are two very important elements at odds with each other: the need for financial security and the need for more job satisfaction or fulfillment. This might lead someone to feel like they are trapped in a no-win situation. If you are in this predicament, here are three steps to help you work through it:

1. Assess your mindset

Are you starting each day with dread or some other draining negative feeling? If so, how could you start it in a way that would give you a more positive mindset? What energizing activities could you incorporate into your day whether it's exercising, having lunch with someone whose company you enjoy, or something else that's worked well for you in the past? Just remember that these don't have to be time consuming activities (e.g., reading something funny or inspirational), but they should energize you and make you feel more positive.

2. Focus on what you CAN do

Although there are many things beyond our control, we often overlook what we can do to improve our own situations. Start by identifying one or two things that would make working in your current role or company more satisfying. For example, you could volunteer for a project in an area you find exciting. These don't have to be huge changes, but should be changes in a direction that is important to you. What would it take to make those things happen? If you are not sure where to start, find someone who could help you brainstorm. Focusing on these things will make you feel more positive and empowered.

3. Take steps towards what you really want to do

Identify steps you can take right now that will make it easier for you to make a transition when you are ready to make a change. They don't have to be big or risky steps, but they do need to help you make progress towards what you really want. For example, you might focus on increasing your visibility internally in the company, networking with people who work in areas in which you have an interest, or saving more money.

We all know that the need for safety and security are essential, but it doesn't have to come at the expense of being miserable day-to-day. Small steps combined with even a small shift in your mindset can make a big difference.

Can Others Really Read Your Mind?

When you are a high performer and working in a fast-paced environment, it's easy to fall into the trap of "moving too fast." Because you have already thought through the issue at hand and the best way to address it, you might inadvertently leave out some important information in your communication - because YOU KNOW what you mean and how you got there. But the person on the receiving end may need clarification about your conclusion, assumptions and supporting data. They can't read your mind. Let me give you a really simple example. The other day I coached someone through her frustration about her relationship with her board. She couldn't understand why her board wouldn't step up to help her with fundraising. Her board chair explained what he needed from her to give her more support, and she responded by saying she needed something else. So, her board chair left with the distinct impression that she disagreed with his request, when in fact she agreed with most of what he asked for. However, she never said she agreed with him. Instead, she skipped over that important statement because she knew what she was thinking - and quickly moved on to her own ideas.

Had she said, "I agree and to build on that, I also think we need....," it would have shifted the entire interaction. This broken pattern of communication had been playing out between the two of them time and again, leaving both of them frustrated.

I am also working with another talented leader whose good intentions are often misunderstood. His team observes his actions, and draws their own conclusions about what they think his actions demonstrate. When I interviewed his direct reports to get feedback about his effectiveness as a leader, the gap between what he intends and what they take away from his actions became crystal clear.

So, what should you do to remove mind-reading from the equation? Here are three tips to get you started:

1. Remember that each person has their own filter

People typically filter through information and draw conclusions based on their life experiences and their relationship with you. So, take time to think about the other person's perspective and they might interpret your actions, especially if they have a strong opinion about you. Often, people are evaluating each of your actions against their hypotheses or conclusions - to validate what they believe.

2. Notice people's reactions

Notice how your actions and words are "landing" on others. Pay attention to their body language, tone of voice, energy level, and other reactions. What did they say in response? Really listen, instead of focusing on how you will respond. You may start to notice patterns and clues about how they interpreted your actions.

3. Be more transparent

Think about the one or two things you want others to know, to put your specific action, decision or behavior in the right context. Be careful not to get into too much detail, so they can hear your key messages or headlines. Remember that just because YOU KNOW what you are talking about and what you mean, it doesn't mean that others will!!

By making slight tweaks to make your thoughts and intentions more transparent, you can vastly improve communications and relationships...and we can all get out of the business of mind-reading.