Archive for the ‘ Goals ’ Category
I had an interesting question asked in my master’s degree this week. How much responsibility should a company take in managing their employee’s careers? In an ever changing society, where people are now wanting careers and not just a job it’s important for managers to help their employees grow, but should they be the driver?
Quast (2014) looks at the research by Phoenix University and EdAssist. 71% of employees say that employers should provide job opportunities and career paths; whilst 85% of employers say it’s the employee’s responsibility to identify job opportunities and career paths. This lack of alignment can cause huge problems. Employees & employers need to have open discussions around desires and expectations.
I personally think you need to drive your own career, with a manager’s support. Below are a couple of steps you might find useful to help drive your career.
Step 1 – What do you Want?
First of all what makes you tick? Where do you want to be heading? Only you can decide what career you want. This is probably the toughest question of all. Sit down one weekend and just map out in your ideal world what you would be doing, what would the role look like and how you can get there.
Step 2 – Tell People What you Want, Find out Options
You’re not alone if you are nervous or uncomfortable about talking to your manager about career progression – 44.8% of UK workers feel the same! If you have a good manager they will understand and want to help you achieve your goals. Talking about career progression isn’t having all the answers now, but knowing that you are growing and moving in the right direction. A company needs to support you in this if they want to keep hold of you. If your manager is aware of what you are thinking, they can look out for opportunities when having meetings with other managers.
Step 3 – Keep on Track
It’s so easy to go off track! Make sure you put your goals around growth and progression into your quarterly performance appraisal. This will help you stay on track, and help communication around your career aspirations.
We’re doing something a little different this week.
Instead of a written post, Gus Jaramillo and I collaborated on a video post as part of the Leadership Quote vlog series. Subscribe for future videos!
When I first entered the workforce 15 years ago, I had the great honor of working directly with best-selling business book author Ken Blanchard. At the time, I had little knowledge of his work or his reputation as one of the most influential thought leaders in the business world. I knew even less about his numerous best-selling business books, including one of the most successful business books of all time, The One Minute Manager.
Shortly after working with Ken on book endorsements, and helping him organize and publish The Little Book of Coaching with Don Shula, I quickly came to realize how worthy Dr. Blanchard was of his celebrity status. Ken Blanchard has a way of making you feel like you’re the most important person in the room, whether you are one-on-one with him in his office or a captivated member of a 5000-person audience. Ken is one of the most down-to-earth and compassionate people I have ever met.
This January, I graduated from the Ken Blanchard Companies, taking with me a wealth of knowledge and experience applicable to my own leadership development and media firm. There are five key leadership and career principals I learned from working with Ken Blanchard during my 15-year apprenticeship with the company that bears his name and helped start a leadership revolution.
“Take a minute to set goals.”
Not only is goal setting the first secret in The One Minute Manager, it is also the first skill of one the world’s most influential leadership models, Situational Leadership II. Most leaders and individuals have goals set in their minds, but few leaders and individual contributors actually write those goals down and actively use them to manage performance. Ken often quotes fondly the enigmatic Cheshire cat from Alice in Wonderland: “If you don’t know where you’re going, any road will get you there.” Goal Setting is a foundational business skill, whether you are a leader of others or a self-led leader. Setting clear outcomes makes your path more certain and productive.
“Catch people doing things right.”
If one lasting legacy of Ken Blanchard will be passed on for generations, it will be the practice of catching people doing things right. We all have a tendency to focus on the negative—to point out what’s going wrong rather than what’s working well and thus making the adjustments to improve. Great leaders build upon others’ strengths. They lift up and encourage the people they’re trying to influence toward peak performance. Once people have goals set and desired outcomes determined, the leader’s role is to encourage them to achieve those goals—not micromanage them by emphasizing the details of their shortcomings and failures on the path to achieving those goals.
“Feedback is the breakfast of champions.”
The best way to encourage others is by praising or redirecting toward the desired outcomes. Feedback is the conduit through which we provide the praise or redirection necessary on the path to excellence. Most leaders don’t think of feedback as a skill, but studies highlight the importance of effective feedback in motivating and building trust in the people you’re trying to influence. Great leaders understand how to give effective feedback. Excellent individuals learn how to seek feedback from leaders and anyone that can help them advances their goals.
“None of us is as smart as all of us.”
There is perhaps no greater truth in today’s knowledge-based workforce than the wisdom of the crowd. When people try to solve problems on their own, go Lone Wolf on tasks and goals, or keep acting as the gatekeepers of knowledge, they not only disrupt the outcomes of projects critical to organizational success, they isolate themselves from real solutions and the support of others. Great leaders seek wise counsel and seek input by empowering people to create solutions to everyday business challenges and employ strategic initiatives. Today’s most influential leaders and successful individual contributors understand the importance of collaborating with others for organizational and personal excellence.
“Humility isn’t thinking less of yourself, it’s thinking of yourself less.”
This is one of the most influential concepts I learned from Ken Blanchard. People often think of themselves too highly or, conversely, suffer from low self-esteem. Being humble may be more about a person’s attitude than an actual skill, but people who think about themselves less and focus on the needs of others often build trust and have a greater influence on the people they lead. Humility is not as difficult as it seems when you have a healthy self-awareness of your place in the world at large. Not only is humility a great character attribute, it’s a powerful leadership concept that will elevate the success of your team and your career.
Thank You, Ken Blanchard
The lessons I learned from Ken Blanchard are worth more than a Ph.D. in leadership. These five Key Leadership Lessons are valuable life skills that, if embraced, will guide you on your own journey toward professional and personal excellence. Whether you are serving clients through your own company or within the organization that employees you, clear direction, positive praise, consistent feedback, collaboration with others, and humility will all go a long way to ensure lasting success in all your endeavors. Ken Blanchard is a thought leader in the business world because he has learned to tap into the timeless truths that have inspired people to flourish throughout human history. I hope you will consider these five simple truths this day as you engage in your daily tasks and interactions with others.
Jason Diamond Arnold is a Leadership Consultant for The Ken Blanchard Companies and Cofounder of DiamondHawk Leadership & Media. He is Coauthor of Situational Self Leadership in Action, a powerful learning experience designed to help individual contributors to excel at work and in their career through critical leadership and business skills.
What is “Passion”? The dictionary says: “a strong and barely controllable emotion”; “a state or outburst of strong emotion”; and “an intense desire or enthusiasm for something”. Passion is the positive emotional state of mind – which drives a willingness to apply discretionary effort; long-term commitment; peak performance; and satisfaction.
The Passionate Leader
Leaders need to love what they do; otherwise, where are they leading their employees? Leaders who display passion can engage the hearts and mind of employees, foster their commitment and determination, and empower their employees to meet meaningful goals.
Passionate leaders create an environment that energizes others; mixing passion with employee involvement, and transparency. Communicating passion every day, and in different ways – a face-to-face engagement, an exciting meeting, or a quick e-mail – allows the leaders’ enthusiasm to shine. If an employee feels trusted and involved, they can share their leaders’ passions and develop their dedication to their organizations.
Leaders with a passion have the power to instill a sense of meaning – they can provide a “bigger picture”, making the work their employees do worthwhile. Passion makes work about more than just a paycheck. People who feel that their work is valued feel empowered to make meaningful changes for their customers.
The Passionate Employee
Employee engagement and employee passion are essential for productivity, profitability, and customer loyalty. An engaged, motivated, and empowered workforce is far more likely to work at optimal levels, and have a higher performance.
In 2006, The Ken Blanchard Companies embarked on a new study to explore the concept of Employee Passion more fully concluding that, for employees to be passionate about their work, they need to have meaningful work – which means they should understand how their work adds value to the organization and creates positive results. They need an organizational culture that encourages collaboration, sharing, interdependence, and team spirit. The work environment needs to be fair – benefits, resources, and workloads are fair and balanced. They should be given the autonomy to choose how tasks are completed; have the information and authority needed to make authoritative decisions – and know the boundaries of this; and be trusted to do their job without micro-management.
Employee passion is reinforced with recognition – which can be verbal, written, or monetary; praise or promotions – for their accomplishments, and the opportunity for growth, where employees are supported in future career planning. Employees also need to feel connected with their leader and their colleagues, which requires honesty and integrity at all levels; and making an effort to build rapport.
Train Your Passion
By asking yourself what drives you to work hard; commit; achieve; and what makes you happy, you can grow your own enthusiasm for your work. Ask yourself:
Passionate leaders spend time with their employees – learning about employee needs and desires, how to communicate with them, and what makes work meaningful to them. Employees with a passionate leader – where this passion is communicated and shared – are more enthusiastic and engaged. Organizations must provide meaningful work, autonomy, and opportunities for growth, encourage collaboration and recognition, and address the concept of fairness in order to maximize Employee Passion. Passion, in turn, creates driven, enthusiastic, committed and hard working employees.
Employees with a positive attitude create success.
Find your passion, grow it, and share it!
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About the author: Jemma Garraghan is an EMEA Project Manager at the Ken Blanchard Companies. She can be reached at firstname.lastname@example.org