“I am not a teacher, but an awakener.”
~ Robert Frost ~
Dana’s staff is constantly asking her what they need to do to get promoted. Her four direct reports are especially anxious to move ahead in the company. Neither the company nor Dana herself has a definitive mentoring program. She realizes that she needs to make some drastic changes in mentoring her staff in order to help them grow and be offered the opportunities they deserve.
In the absence of a formal corporate mentoring program, Dana takes steps to develop a mentoring program of her own. She meets with her direct reports and together they develop a simple two-part strategy. First, Dana will make new, high profile projects available to all who want them and encourage them to volunteer. Second, she will raise awareness of staff members’ accomplishments …
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“The most courageous act is still to think for yourself. Aloud.”
~ Coco Chanel ~
Casey is facing a dilemma. She has always considered herself a leader. And she’s always been considered a leader by others. At work, she consistently brings out the best in her people by encouraging them, listening to them, empowering them, and letting them know they are important and that their opinions matter.
Lately, however, Casey has become The Reluctant Leader. She feels she is not being noticed for all her hard work and accomplishments. Yet she doesn’t feel comfortable bragging, talking about how great she is, or publicly calling attention to all her accomplishments.
Driven by discovery.
This phrase sounds magical—evoking images of explorers like Columbus or Lewis and Clark. It seems even more magical when you consider one of the key attributes of a successful executive is curiosity, and that 70 percent of all successful new businesses end up with a strategy different than the one initially pursued. Groupon, for example, started out as an activism platform bringing people together to fundraise for a cause or to boycott retailers (ironic!) while Netflix, the Emmy-winning content company, started as a door-to-door DVD rental service.
But there’s a rub.
Discovery implies the unknown and most of us seem to prefer the safe harbor of the known–even when the known isn’t all that great. So, here’s a hack for putting some structure around navigating the unknown based on theory of discovery-driven planning of Rita Gunther-McGrath and Ian McMillan.
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“I feel that the greatest reward for doing is the opportunity to do more.”
~ Jonas Salk ~
Client Leanne Asks: I’ve positioned myself well by creating a number of opportunities which can raise my visibility with my firms’ leaders. Now I’m stuck in the middle. I have to execute on all the new work, build and maintain my pipeline of new projects, and do my actual day job besides. My concern is that I don’t have the band-width or energy to do all these things at once. How do I optimize the time I spend on the high visibility items?
Coach Joel Answers: What got you here won’t get you there. Do the job you want, not the job you have. Here’s the way I see it: You put a lot of things out there that you could work on …
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“You cannot climb the ladder of success dressed in the costume of failure.”
~ Zig Ziglar ~
Client Bart Asks: I have a couple of job interviews coming up next week. A friend told me I ought to invest in a whole new wardrobe, including an expensive looking watch. I’m a pretty casual, laid-back guy. I’d feel almost like a phony in a three-piece suit and a Rolex watch. What should I do? Can the wrong clothes truly hurt my chances of getting hired?
Coach Joel Answers: It’s an old cliché, but it’s true—you never get a second chance to make a first impression. However, that doesn’t necessarily mean a three piece suit and a Rolex. Let’s talk about how you want to be perceived by your interviewers.
Before a job interview, I advise my clients to write down …
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