6 Books Leaders Read to Become Stand-out Leaders

“If we encounter a man of rare intellect, we should ask him what books he reads.”~Ralph Waldo Emerson~

Damion’s goal was to become a great leader. He’d been under some mediocre leaders and wanted to do a better job than that. He looked at other leaders in the company and got some ideas of leadership skills from them.

But he felt there was more than what he was seeing. He wanted both the “why” and the “how” to become an outstanding leader. So he started reading. If you want to help yourself become a better leader, books are an excellent resource.

Damion’s created a list of leadership books that had the greatest impact on his career success. Damion offered to share them with you so you, too, could become a stand-out leader.

  • On Becoming a Leader by Warren Bennis. Forbes magazine called Warren Bennis “the dean of leadership gurus.” This thought leader book resonated with Damion because Bennis affirms that leaders aren’t born, they are made. He lays out how to release the leader within us. He offers a valuable list of leadership attributes.
  • The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You by John Maxwell. Damion said, “This legacy leader book left me inspired. His examples of great leaders helped me grasp the intangibles of leadership and helped me see behind the scenes of outstanding leadership in action.” Then he distills these traits into his laws of leadership.
  • The Tipping Point: How Little Things Can Make A Big Difference by Malcolm Gladwell. Damion wanted to see some changes in his company culture. Gladwell’s book gave him great insight into how to use the connectors, mavens, and salesmen within the company to make those changes. It also showed how important it is to stop a problem early on before it gets to the tipping point.
  • First, Break All the Rules (1999), by Marcus Buckingham and Curt Coffman. This book cuts through the theories and tells what leaders actually DO. Do successful leaders live by the rules? No. Gallup polls helped Damion understand the value of management along with leadership.
  • Getting Ahead by Joel Garfinkle. Damion started out as a “do-great-work-and-it-speaks-for-itself” kind of guy. Garfinkle’s book helped him see that his work would never speak loud enough. Advancement involves getting others to see you and your work in a positive light. What’s more, we can control how others think of us, how we are viewed, and how we influence. Powerful stuff.
  • How to be a Great Boss by Joel Garfinkle. Promotion doesn’t automatically confer leadership ability. This e-book talks about 7 key qualities of a good boss— from an employee’s point of view. What makes you the kind of leader employees want to work with? Garfinkle helped Damion see places to improve.

Damion found that reading books on and about leadership improved his confidence and the quality of his work. It gave him access to the brightest minds and a broad world of ideas and techniques. Then he pulled out the ones that best fit with his situation, his abilities and his personality and added them to his set of skills. There are many tools to help you grow as a leader. Books are one of the easiest and least expensive leadership development tools.

If you’re ready to step up your leadership skills to the next level and see major results, contact executive coach Joel. He can help move you forward faster.

Talkback:
What books have you read that have had an impact on your job and your leadership skills?

Don’t Let Your Work Speak for Itself: 3 Ways to Increase Your Visibility

“Setting goals is the first step in turning the invisible into the visible.”
~Anthony Robbins~

Anne asks:

The people I work with on a daily basis appreciate the work I produce. But I’m having trouble expanding my reputation for high-quality work beyond them. How should I approach my work in order to become more visible in my workplace?

Joel replies:

Here are a few strategies that will help you gain visibility, which requires careful self-branding. In contrast, passively letting your quality work speak for itself would leave you unnoticed, although many people view this as their sole strategy for advancement. These strategies will help you create a strong visibility plan that will make key players throughout your organization appreciate your great work.

  • Identify key decision makers in your company and gain exposure to them. Make a list of all the key decision makers in your organization, and create a strategy for becoming visible to each of them. You might have another colleague who can introduce you to them, for instance. Once you gain visibility and a rapport with these individuals, you can contact them for advice, support, or mentorship.
  • Gain face time with the C-level executives. Don’t be intimidated by a person’s title, reputation, or fame. After all, they were all where you are today at one time in their careers. Reach out to them and make sure they know who you are. They will genuinely appreciate your initiative.
  • Share your exciting achievements with all of these higher-ups. Remember that you’re not bragging; you’re sharing developments that benefit the whole company. Frame your announcements in this way, focusing on how what you’ve accomplished is helping the organization.
  • Seek out the answer when a higher-level leader asks a question. When a higher-up lacks clarity on an issue and doesn’t have the solution in that moment, work to provide the answer. That person will come to rely on you as a problem-solver, seeing you as creative, driven, and reliable.
  • Speak up during meetings to demonstrate your expertise and self-confidence. Remember, it’s normal to be nervous at first. Prepare thoughts that you want to share in advance, so you’ll be more articulate in the moment. Others will see you as more knowledgeable and capable as you become more vocal in meetings.
  • Ask your mentors to introduce you to top executives. You may have already cultivated relationships with a few mentors who have networks of executives with whom they interact regularly. (If not, work to foster these relationships.) As your mentors get to know you and your work, they’ll come to see that connecting you with these influential individuals will benefit everyone.

In short, don’t make the mistake of assuming you can let your good work itself speak to your skills and talents in a way that makes others take notice. You need a strong self-promotion strategy to advance in your career. Follow this advice, and you’ll get there.

Call to Action:
Want more advice on how to increase your visibility in the workplace? Evaluate your visibility via assessment so you can learn the ten areas you must emphasize to be visible.

Talkback:
Have you used any of these tips for increasing your visibility? What results did you see?

5-Step Plan to Developing Your Personal Brand

Developing Your Personal Brand

“Behavior is the mirror in which everyone shows their image.”

~ Johann Wolfgang von Goethe ~

Jason has been with his company for more than five years. He’s tried every trick in the book to get ahead, from letting his boss know he’d like to move up the ladder to working overtime on his projects in the hopes that his efforts would be noticed and rewarded.

But nothing seems to be working. He still has the same job, same title, and (sadly) the same salary as when he started five years ago. What’s Jason doing wrong?

Maybe Jason is not doing anything wrong; maybe he’s just doing the wrong things.

If you want to boost your personal brand, forget about dropping hints or hoping someone will notice the long hours you’re putting in. Those tactics will get you nowhere fast.

Luckily, one of the books Jason read as part of his effort to get ahead was a how-to book about career advancement. He decided to use some of his acquired knowledge to solve his own problem. Here’s what he came up with:

  • Step 1—Define the problem.

Jason’s first reaction was, “I’m being ignored. I deserve a promotion and I’m not getting one.”

  • Step 2 – State the cause of the problem.

This is an important step, because often when people try to solve problems, they are merely getting rid of the symptoms, not resolving the issue. After a bit of soul-searching, Jason realized that he really wasn’t doing what it takes to stand out in the crowd. Hard work is fine, but he needed a personal brand and he definitely did not have one.

  • Step 3 – Brainstorm.

Come up with potential actions you could take to turn the situation around. Jason talked to a few trusted friends outside his workplace and they gave him a number of useful suggestions and opinions.

  • Take on a project that nobody wants to do and finish it successfully.
  • Offer to work on a project outside your own department (with your boss’s approval, of course).
  • Schedule a one-on-one with your boss and ask for her input on a rebranding plan.
  • Find a mentor. This could be in your company or outside of it, but should be someone who’s ahead of you on the ladder (not your boss).
  • Share your successes. Don’t brag, and don’t be modest either. Speak up about your accomplishments. This includes what you’ve been doing, either in meetings, by e-mail, or one-on-one with others in the company.
  • Share credit. Nobody does it alone and you’ll get ahead more easily if you let others participate in your success.
  • Step 4 – Choose your options.

You don’t have to do everything all at once. Pick two or three things you can do right away. Jason took the first two suggestions on his list and wrote up a plan. Then he scheduled the one-on-one with his boss to get her input and suggestions. After refining his plan, he immediately began putting it into action.

  • Step 5 – Monitor your results and make changes if necessary.

Jason first volunteered to revamp an inventory control project that nobody else would touch, because it looked boring and complicated. He cleaned that up and then made a presentation about how he implemented a new plan and achieved results. With his boss’s approval, he sent a summary of his presentation to several C-level executives.

Five months after Jason implemented his rebranding campaign, he was offered a management position in another department—and a nice increase in salary to go with it.

If you’re stuck where you are right now, feeling unnoticed and unappreciated, (not to mention underpaid), how could you rebrand yourself? Look at Jason’s action items and see if you can adapt any of them to your situation. And be sure you’re solving the problem, not covering up the symptom. Joel has helped dozens of clients boost their careers with personal branding. Email him today.

Talkback: Have you successfully rebranded yourself? What did you do and what were the results? Share your experience here.

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Stress free ways to ask for a Promotion

Stress free ways

“Either you run the day, or the day runs you.”

~ Jim Rohn ~

Bob wanted to step up. He felt it was time to earn more money. But how should he ask for a promotion? What steps would make it most likely he’d get a “Yes”?

He knew good managers want to see their employees move up the ladder. So he decided to approach his boss. What did he think was necessary for a promotion? Were there things Bob was… or wasn’t doing that would merit that raise?

Bob scheduled a meeting to discuss his performance and his future role with the company. At the same time, Bob decided to assess his value to the company in a specific, factual way. He looked at the projects he’d covered in the past. He checked with co-workers for their assessment of his strengths and weaknesses.

In seeking to quantify his value, he asked himself:

  • What results have I delivered to the company? About how much they were worth?
  • How has my communication improved with the boss? With co-workers? With clients? Can I identify times I’ve helped things run more smoothly or communicated well?
  • What examples can I use to show I’m more efficient than I was in the past? Can I put that in dollars saved the company?
  • How has my insider knowledge of the business translated to a stronger bottom line for the company?
  • What new skills have I developed? How do they bring value to the company?

As Bob worked on this list, he realized his insider knowledge helped him master projects about twice as fast as when he first hired on. He figure out how much that saved the company in employee costs. He noted times when keeping people informed had prevented costly mistakes.

As he went through this process, his confidence grew and his stress level went down. He decided to make a short document of his achievements. That way, if the boss needed to think about his promotion, he’d have some written material to help him decide.

Bob also researched the industry averages for salary— considering his position and location. He realized he was receiving an average pay for an above average skillset. It gave him even more confidence. He emailed his boss that he’d like to discuss a promotion when they met.

Bob planned out how he would ask for the promotion. With this plan, he felt in control and relaxed.

When he sat down in the boss’s office he first asked the boss his views on Bob’s performance. Then Bob asked what it would take for him to move into a higher position.

The boss commented on Bob’s strengths and then mentioned two things he felt Bob needed to improve in order to be ready for the next position. Bob noted those areas and then shared with the boss his list of accomplishments. It was a good conversation, without stress or fear.

He left the document with his boss. At the same time, he asked if they could meet again in a month to review Bob’s progress on mastering those two areas and see if Bob was ready for the promotion.

The next month, when they met, Bob’s boss said, “I reviewed the performance record you gave me. I’d forgotten about the Jones account and how you helped us out of that AGV account snafu. I believe you’re ready to take the next step.”

Later Bob said, “You know, 80% of the promotion effort occurred before I ever got into the boss’s office. It’s not hard to ask for that promotion when you’ve insured your boss is on the same page. It really took away all the stress.”

Want a promotion… but not sure how to get the “Yes”? Contact Joel for expert assistance to put you into the next pay level.

Talkback: How have you reduced stress when you’ve asked for a promotion?

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Why You Need an Advocate at Work

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“I learned a long time ago that the wisest thing I can do is be on my own side, be an advocate for myself and others like me.”

~ Maya Angelou ~

Melanie is in a total funk. She’s been supervisor in her high tech company for almost three years now. When she first came on board, she was considered somewhat of a superstar, a high potential, high achieving future leader. Lately, however, she feels she’s been fading into the woodwork. She’s not being asked to take on high profile projects. Sometimes she’s not even invited to brainstorming sessions or brown bag lunches—those informal, off-the-record meetings where a lot of new ideas and strategies are being discussed. What could possibly be wrong?

Melanie unburdens herself to a close pal over lunch. Her friend listens patiently for a few minutes and then interrupts the litany of complaints with this advice: “Girlfriend, what you need is an advocate!”

“What’s that?”

Immediately Melanie begins to research the whole topic of advocates at work. Shortly, she has put together a four-step plan to raise her profile by using advocates. Here’s the plan:

  • Advocate for yourself first
  • Make your boss a partner
  • Look up
  • Look out

1.  Advocate for yourself first. Before you can ask anyone else to speak up on your behalf, which is what advocates do, you need to know your own strengths and your potential for growth. Start by creating a three-column spreadsheet with these headings:

  • What I do well
  • What I like to do
  • What I need to learn

Once you have a clear picture of who you are now and what potential you have, you are ready for Step 2:

2. Make your boss a partner. Almost everyone loves being asked for advice. Maybe you already have a good relationship with your boss, or maybe the relationship needs a little nurturing. Either way, schedule a one-on-one and ask him/her to help you create a personal development plan. This can include new projects or initiatives you’d like to tackle, courses or seminars you want to take—anything related to your professional growth is fair game. Come up with a timeline and begin to implement your plan.

3. Look up. The best place to find your first advocate is probably somewhere on the ladder above you in the company. Begin to notice people whose style and executive presence you admire. Then use the same technique you developed in Step 2—ask for advice. Over a cup of coffee or in some other informal setting, share an idea or project you’re working on. Ask for their input. Then ask for their help. “Joe, I need someone who knows me and can help me raise my profile a bit. Would you be willing to speak up about my accomplishments to some of your colleagues?”

4. Look out. Use the same strategy to find people outside the company who can act as your personal publicist. It may be a client, or someone in a professional organization, or just a friend who has contacts inside your company. Ask for their input on your ideas; then ask them to look for opportunities to speak up for you.

And above all, don’t forget to say “thank you.”

Three months after she began to implement her plan, Melanie landed a couple of high profile assignments and found that she was back on the company radar screen and moving ahead again.

Feeling invisible? Perhaps you could use an advocate or two. Email Joel today, and he will help you put together a plan.

Talkback: Have you successfully recruited advocates to help raise your profile at work? Share your experience here.

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