In this episode of 180 Mentoring, have I got a story for you! I know my audience appreciates stories, so listen up. Recently I had an unwelcome process which I had put off, but when I finally accomplished it the results were great. However, the job had some major aggravations, likely caused by some previous workers who had a poor work ethic. In my thirty years’ experience leading and mentoring, I have seen first-hand how it doesn’t pay to cut corners. For better or for worse, your habits reflect on you as a professional as well as on those who lead you. And now for the story . . . .

Do the kind of work that makes you proud, not ashamed, years later.

Recently I installed two new one-piece toilets in my house. The first one went pretty well but the second toilet project became a nightmare when I realized that the previous installer had used a kind of adhesive that looked like the proper silicone-based sealer, but was in fact like super-glue. I had to spend hours hacking away at this stuff, and I still cracked the old toilet in half before I finally was able to remove it. It seems like the installer was just doing the minimum to get by and wasn’t careful to use the right product. I’m guessing he abandoned a good work ethic in order to save time. Whether it was an ignorant mistake, a case of being unprepared, or a cunning trick his work reflects so poorly on him. His haste became my waste – of time. Avoid this mistake!

Keeping your cool saves your time, money and reputation.

Thomas Jefferson is quoted as saying, “When angry count to ten before you speak. If very angry, count to one hundred.” This goes for words or actions. In my toilet installation aggravation, I recognized that I was very frustrated. I had to choose to back off and let myself cool down. It takes time and money to repair or replace items broken in frustration. And if your angry tongue gets you in trouble with people, you may not be able to repair that damage. Whether you’re doing home maintenance or earning your living, patience is essential to a good work ethic. Hear more in this episode of 180 Mentoring.

The measure of a person is the work that no one sees him do.

Here’s an example from my personal life. When I used to work on cars, I would take a little extra time to tighten wires that couldn’t be seen in addition to wires that could be seen. This habit brought me great satisfaction, knowing I had done quality work for the customer. I hope you would be displeased, not smug, with low quality work from yourself. The work that you produce is a direct representation of you as a professional, as well as of your leaders and mentors. Though people might not notice specific small actions you take, they will notice your habit of excellence. This is priceless.

Here’s how leaders can make an average workplace into a great workplace.

Creating a solid work ethic in your workplace depends on you as a leader. Be confident – there are some basic steps you can take. Treat the individuals on your team well. Let them know you value them. Then continue teaching them in various ways and circumstances about growing as professionals and as individuals. It’s not a one-time lesson. Teach them that the measure of a person is the work that no one sees them do. Taking time to complete tasks the right way builds the kind of character that supervisors and customers value, even if no one ever sees the small conscientious actions. If your team sees you paying attention to integrity, they will be inspired to do the same.

Outline of This Episode

• [1:25] Beginning of Terry’s two-toilet story
• [7:01] Lesson #1 – Haste makes waste
• [7:42] Lesson #2 – When angry count to ten
• [9:37] Lesson #3 – First impressions are the most lasting
• [11:36] An example of Terry’s own integrity
• [13:36] Here’s how leaders can make an average workplace into a great workplace
• [16:16] Closing comments

Connect With Terry at 180 Mentoring

• www.180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring

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Sometimes the smallest opportunity for keeping your word can make one of the biggest impacts in a person’s life. This goes for anyone in a position of leadership, whether in business, parenting, or other relationships. You know you appreciate it when someone keeps his or her word to you. Make sure you do the same for the people around you. In this episode, I share a story from my own experience about when a co-worker kept his word to me. The situation wasn’t even in our office – it was recreation. Listen to hear how impactful this was for me.

What does keeping your word mean?

Keeping your word means following through on promises you make. Or even if you don’t say the words, “I promise”, it simply means doing what you say you’ll do. This kind of integrity is also evident when you are honest with those under your leadership. At times, you need to point out an area where a person needs to improve. You can be honest and encouraging at the same time. If you aren’t one hundred percent honest with your employees, you’ll likely find yourself with even larger problems to fix, including their diminished trust in you. Don’t miss this episode where I share a great personal story that illustrates the impact of keeping your word.

If you keep your word in your leadership role, people will be likely to seek your input in new ways.

When the guy in the story kept his word to me, my respect for him deepened. It didn’t matter that he wasn’t always the top performer in our shop. I sought his opinion on various matters even more after that incident. I knew I could depend on him. Dependability is not optional for a leader. When you keep your word, those around you believe you can be trusted to be honest in giving advice, feedback, or just plain opinions. That is a quality that will always serve you well, and your future employers or employees will value that about you.

As a leader, if you can’t keep your word to someone, how should you handle it?

If you make a commitment and then realize you’re not going to be able to keep it, be honest about it. Tell the people involved what’s going on, ideally with advance notice. As you gain more experience with age, you will get better at not over-committing yourself. It’s best to be honest up-front and avoid making a commitment that you think you might have to back out of later. Take the time to think ahead and then communicate honestly about what you can and can’t do. You’ve gotta hear this whole episode because I also go into how good leaders need to sometimes follow.

Next steps for you after you hear this episode

As you think of what you’ve heard about the importance of keeping your word, sit back and think about what you’ve done thus far in your career or even just in life. Think about what you could have done better. But more importantly, be prepared to keep your word in the next situation that comes your way. Also be prepared to watch for the impact of that action. My bowling story happened fifteen years ago! I still think highly of that person. I made it a point to tell you about him. Think of all the news stories, past and present, which are based in some way on someone’s not keeping their word. Don’t end up like one of them! Listen to this episode to hear how my friend’s simple follow-through on a promise, made almost in jest, continues to be an example to me.

Outline of This Episode

• [1:03] Why I use a story to make my point in this episode
• [2:01] What does keeping your word mean?
• [2:35] Getting to the story
• [6:21] The best part of the story
• [7:26] My friend’s integrity impacted me, as well as my relationship with him
• [9:28] What to do if you can’t keep your word to someone
• [10:20] List of leadership examples in this story
• [10:35] Good leaders still need to be good followers
• [12:46] Next steps for you after you hear this episode

Connect With Terry at 180 Mentoring

• www.180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring

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As a leader, you will encounter days when your calendar will be filled with commitments. Expect it. Then a request will come for your company to do work for a potential client. You know your company will not even have a chance to do the job for that person. What should you do? If you refer him or her to one of your competitors, you might never gain that person as a client. On the other hand, if you promise service that’s unrealistic, or if you lead the person to believe things will be OK until you have time to do the job, the problem may grow and make the potential client very unhappy. Both scenarios could have been possible in a situation I recently experienced as a client. Listen to this episode to find out which way it went for me.

Where do leadership knowledge and education come from?

Of course, leadership education can come from books, classes, and on-the-job training. However, if you keep your eyes open, opportunities and examples will present themselves in situations you encounter in daily life. I recently had an issue with leaking pipes at my house during freezing weather, and I knew I needed to call a professional. The difference in the responses of professionals whom I called for help was very enlightening. My learning in this off-the-job situation underscored some interesting principles for leadership professionalism. Catch this whole episode to hear which professional I respected the most.  

Emulate the practices of professional leaders like these.

Tell the truth. Don’t embellish facts or mislead the client by giving false hope that you can handle their problem when you can’t. When you don’t have the capability or time to serve the client, refer him to another reputable business that can meet his need sooner. Then, don’t hesitate to even promote those other businesses above your own if they will meet the client’s needs better or sooner than you can. This kind of honesty and support of your colleagues will only help your own business. Why? Because customers will be able to tell that you truly have their best interest in mind. That will make them want to come back.

What does leadership professionalism look like in practical terms?

Never put down someone who works with you or others in your industry. This is different from professional criticism which may be needed to help an employee or colleague improve his or her performance in some specific way. But if you don’t have knowledge about specifics, and have no good reason to speak negatively, don’t. And don’t tolerate it from people under your leadership either. That kind of negative talk has a way of coming back to bite. I’ve seen that happen consistently. Conversely, when you take genuine opportunities to speak positively about your competitors, that will return to you as well. There will be times when they refer clients to you.

When you can build up your competitors in the minds of potential clients, it will actually benefit you too.

When I recall how I was treated by those three different plumbers in my emergency situation, I have great respect for all of them. Plumber A referred me to Plumbers B and C when he couldn’t take on my job. Plumber B had great things to say about Plumbers A and C, and he couldn’t commit to my job either. Plumber C handled my need very professionally. Because of the way they networked and promoted each other, my trust for all of them grew. I am confident that I could refer any of my friends to any of those three plumbers. When you combine excellent service with honesty and promoting competitors you respect, your reputation as a professional leader in your industry will only grow.

Outline of This Episode

• [1:30] Where do leadership knowledge and education come from?
• [1:52] Example of my own learning when I needed a plumber at my house
• [4:00] How “Plumber A” handled my need professionally when he was booked
• [6:20] “Plumber A” increased my respect for him by referring me to other plumbers
• [11:20] “Plumber C” describes how the networking between Plumbers A, B, and C enhances all of their reputations.
• [13:10] Example of how a service-minded boss maximized his employees’ time
• [14:33] Summary of professional qualities of Plumbers A, B, and C
• [16:11] What does leadership professionalism look like in practical terms?

Connect With Terry at 180 Mentoring

• www.180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring

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You’ve just been assigned to a new office or position as a team leader. What team leader skills do you need to successfully introduce yourself and begin the job? If you try to come across as though you’re amazing and you have a whole new system to implement, you’re probably going to de-motivate your new team. Believe it or not, I have experienced that kind of new leader as an employee and our team went from productive to unproductive pretty quickly. Catch this episode of 180 Mentoring to hear best practices for true success as a leader in a new position, regardless of how much experience you may or may not already have.

Don’t confuse leadership philosophy with leadership expectations

The most important idea to convey to your new team is your philosophy of leadership. Leadership philosophy is about who you are and why you do the things that you do. In three or four minutes, you should be able to convey to your team ideas such as what has impacted your life, what your idea of leadership is, and even what you do for fun. The other essential thing you need to convey is your expectations as a leader. Whether general for everyone or specific for individuals, your expectations need to be clear. These basic skills are vital for any team leader. Listen to this episode to hear examples from my own experience.

Rest assured, you can grow in your skills as a new team leader!

As a new leader, determine what are the critical pieces of your program. Two ways to do this are to ask yourself, “What will get me fired if I don’t do this correctly? What aspects of this job have the potential for the biggest problems?” If possible, go through everything about your program with the person to whom you are accountable. Understand from that person what the program is and what needs to change. Then, sit back and listen to people on the team. Here’s a trap to avoid: relying too heavily on how other people view your employees. Your experience with them may be entirely different. Be sure you make your own evaluations.

Now that you’ve laid some groundwork as a new leader of a team, what’s next?

After observing operations at your new office for a week or a couple months, figure out where you can implement some small changes to improve the performance of the team. Establish your vision and goals. And don’t forget about money! What kind of budget do you have? While doing all of this, you can almost automatically evaluate the current morale of your office if you really listen. I have a creative suggestion for building morale that many employees have not experienced. Don’t miss this episode if you want to hear my examples of these team leader skills.

A certain amount of nervousness is actually beneficial when you begin your new role as a team leader.

You’re about to run a new office or join as a new leader of an established office. You’ll be understanding performance standards and how things are going to be done. You’re anticipating communicating your leadership philosophy and expectations. You should be a little nervous! This is a great opportunity that can be very rewarding and fun, but if you’re not a little concerned about how you will pull it off as the one in charge, that could be a red flag. Catch this whole episode to enhance your team leader skills.

Outline of This Episode

• [1:14] Description of the book Rules and Tools for Leaders by Perry M. Smith
• [1:50] Avoid this way of establishing yourself as a leader in a new place!
• [4:40] Two things you need to communicate to your new team
• [6:35] Don’t confuse leadership philosophy with leadership expectations
• [9:10] How do you determine what the critical pieces of your new position are?
• [9:48] Avoid the trap of listening too closely to reports about how others view your employees
• [10:29] Checklist of a few of the next important goals, including how to connect with your team
• [13:46] Avoid being too concerned and negative about what your predecessor did.
• [15:40] Recap and why it’s ok to feel nervous

Resources & People Mentioned

• Rules and Tools for Leaders (Make sure you “look inside” at the comprehensive table of contents!)

Connect With Terry at 180 Mentoring

• www.180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring

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What knowledge is essential for good leaders?

One of the most valuable pieces of leadership knowledge you can possess is this: You don’t have to know everything to be a fantastic leader! Does that sound counter-intuitive? Let me explain. The more I learn, the less I know. No one is automatically licensed to be a good leader. As a leader, it’s ok if you don’t know everything. In fact, you can’t. If you try to come across as having all the answers, others will see through it and respect you less. You just have to know how to solve problems; how to figure things out. Tune in to this episode to hear more insight I have gleaned over years as a leader myself (and yes, I have made some major mistakes!).

Knowledgeable leaders know how to handle unknown unknowns

During a press conference, former U.S. Secretary of Defense Donald Rumsfeld once spoke about “known knowns, known unknowns, and unknown unknowns”. People who know how to tackle the “unknown unknowns” are the ones supervisors want in charge of their businesses. These kinds of leaders are not afraid to use all of their skills and the skills of their team to figure out solutions. If a leader is only good at figuring out the “known knowns”, he or she is very limited. A knowledgeable leader needs to be able to think outside the box. These are the innovative thinkers who are not intimidated by the stress of something new.

Leadership knowledge involves attaining knowledge and attaining wisdom

To attain knowledge you have to add things every day. To attain wisdom, you have to remove things every day. The key is knowing when and what to add, and when and what to remove. This knowledge only grows with experience. Wise leaders can live with the understanding that their knowledge is limited. It’s perfectly acceptable for people under your leadership to have knowledge and expertise that you don’t have. Be willing to trust them. You just need to know who has the knowledge and how to access it from them.

Truly knowledgeable leaders are always learning!

When leaders learn, they don’t always have to retain every piece of information they acquire. Go out of your way to learn what will help you do excellent work. But also spend some time learning when it’s ok to let go of some knowledge to make room for more learning. Confucius said over 2500 years ago, “Real knowledge is to know the extent of one’s ignorance.” I have learned that the real power of leadership is understanding that when you come across something that you weren’t aware that you didn’t know, you’ll be able to handle it, understand it, file it away, and move on. Experience has taught me to let some knowledge go, and make room for understanding the next problem that comes along. Catch this episode to hear more about it.

Outline of This Episode

• [1:52] The skill set of a good leader
• [3:41] Mistakes can be stepping stones to success.
• [6:12] Ask for help.
• [7:11] Quote from Donald Rumsfeld
• [9:00] Qualities of high performing people and organizations
• [10:50] Attaining knowledge and attaining wisdom
• [12:28] Confucius’ saying about knowledge

Resources & People Mentioned

• Donald Rumsfeld’s quote about unknown unknowns
• Confucius’ quote about knowledge, including other quotes from him

Connect With Terry at 180 Mentoring

• www.180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring

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Leadership is the most important part of a team or company. Without effective leadership, everyone will struggle to reach the goal. But what makes leadership effective? In this episode of 180 Mentoring, I discuss why I think Inspired Leadership is the most effective type of leadership and how you can lead in a way that inspires your team. Listen to this episode to hear my thoughts and tips.

Do you need to inspire the people you lead?

The idea of inspiring your team is not an uncommon idea in today’s leadership culture. Many people would argue that it’s not essential for a leader to be inspiring. What do you think?  Do we need to focus on it as much as people say we do?  Is it all it’s cracked up to be? I think the answers is YES. In this episode, I will explain why I think it is important to inspire those you are leading and how you can begin to do so in your team.

What is your definition of an Inspiring Leader?

You can’t be an inspiring leader unless you know what it is. What’s your definition of an Inspiring Leader? Everyone has their own definition and they all have merit. Depending on your definition your leadership will take on a different appearance. In this episode of 180 Mentoring, I’ll share my definition of an Inspiring Leader and how that definition can give you a clear picture of how you need to improve your leadership.

6 attributes of an Inspiring Leader

Every leader is different. We each lead in our own styles and with our own techniques. But there are a few key things that every inspiring leader must do to truly inspire their team. Join me in this episode of 180 Mentoring and I’ll outline my top 6 attributes of an effective leader.

It takes a team to build success

Regardless of how big of a role a leader plays in the success of the team, that success would have been impossible without each and every member. Behind each successful person stand many people who helped them get there.  As you work hard to build an inspiring environment for your team, make sure that you create a strong foundation for teamwork and mutual appreciation. If you can build your team to appreciate each member and bring out the best in them, you will see success beyond what you thought possible.

Outline of This Episode

• [1:04] Do you need to inspire the people you work with?
• [1:29] What does it mean to be an inspiring leader?
• [2:00] Many don’t agree whether a leader needs to be inspiring
• [3:15] Ways you can be an inspiring leader
• [3:30] Listen
• [5:30] Be engaged with the team
• [6:46] Make sure you have accountability
• [7:30] You need to have empathy
• [12:00] Show gratitude
• [13:44] People make mistakes
• [13:44] Create an environment where it’s okay to fail and learn from it
• [15:00] Create an Environment of optimism

Connect With Terry at 180 Mentoring

• www.180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring

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In my many years of business leadership, I have noticed that the biggest roadblocks and frustrations that face leaders and their teams are often caused by the smallest issues. These issues are minor but when left unresolved become huge hurdles.  If you take the time to work hard to say “yes” to a new opportunity or process instead of taking the easy route by saying “no”, you could prevent many of the little issues from arising and frustrating your future progress. In today’s episode I will outline 4 reasons why taking the extra time to work towards the ‘yes” is worth it.

You don’t become famous for saying “no”

History is great at showing us what works and what doesn’t work. All we have to do is look back at those who have been successful and dissect how they achieved great things. If you look at the famous people of history, you won’t see anyone who is famous for saying “no.” “No” to new processes, “no” to innovation, or ‘no” to improving a product. Those whom history remembers are people who said “yes.” Working hard to say “yes” opens up many new possibilities for growth and prevents little issues from becoming big problems.

Working for the ‘yes” will earn you the respect of your team

Have you had a mentor or superior who by their actions has motivated you to excel and be the best you can be? Chances are that person was a “yes” person. By looking for ways to work through a problem or incorporate a great idea, a leader instills in their team an enthusiasm for growth and hard work. Your team looks to you not just to lead them but to inspire them. Make sure you are giving them what they deserve by learning to work towards the “yes.”

Working for the “yes” is a step towards future success

A key trait of a great leader is the ability to recognize and deal with problems before they arise. One way you can do that is by taking extra effort when problem-solving or relating to your team to work for the “yes.” If by putting in the effort to bring about a good solution to a problem you could prevent other issues from arising down the road, shouldn’t you do it? If accepting a team members ideas could prevent issues from arising in the future, wouldn’t you want to say yes? Working for the “yes” could be one of the greatest preventative tools you’ll ever have.

Working to “yes” will create a better team environment

No one likes a pessimist, especially in the workplace. By taking the easy route and saying “no” to new ideas you might be hurting the atmosphere of your company. On the flip side if you put in a little extra effort to say “yes” you will be empowering those around your to do their best and constantly be looking for new and better ways to grow. A simple mindset change on your part could mean a world of difference to your team, supervisors, and your future success.

Outline of This Episode

• [1:07] Small issues are sometimes the biggest roadblocks to daily business
• [1:30] We need to work to get to the “YES” not the “NO”
• [4:00] There are not many famous “NO” people
• [5:50] Prepare before something arises to work towards finding a solution
• [7:50] Create an atmosphere where people are not afraid to fail

Connect With Terry at 180 Mentoring

• www.180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring

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Problems and the workplace go hand in hand. The very nature of working with others means there will be problems. Relationship problems, business problems, workplace problems, there seems to be no end. I’d argue that without problems, it is impossible to grow a competent team and grow your business. When a problem arises it gives you an opportunity to grow not only as a problem solver but as an effective leader. Join me on this episode of 180 Mentoring as I talk about how to solve problems in a way that benefits the entire team.

Be a problem solver not a problem facilitator

There are two types of people in the workplace, problem solvers and problem facilitators. Problem solvers confront a problem with hope and determination to grow and are not afraid to admit they don’t have the answer. A problem facilitator often causes problems to arise by their actions. They approach a problem with an ego and are unable to admit they need help. As a leader, you need to strive to be a problem solver, not a problem facilitator. Listen as I walk through the actions that cause problems to be facilitated instead of solved and what you can do to avoid it.

Don’t make people dependent on you to solve problems

You might be a great problem solver. No problem is too big for you to handle. You always come out the other side with a great solution that benefits everyone. But are you training your team to be dependant on you to solve problems? Are you instilling in them the tools they need to solve problems for themselves? If not, you are making a big mistake. A time will come when you are out of pocket and not able to apply your problem-solving prowess. If your team is not capable of handling it themselves, you could end up in a sticky situation. Listen to this episode to hear my tips on how to share the problem-solving responsibility with your team.

Don’t pretend to know the answer

If a problem arises and you don’t know how to overcome it, say so. Let your team know you will need their help and collaboration to solve it. It won’t make you look weak or incompetent. It will make you look like a team player and will grow your team’s respect of you. A good leader can admit when they need help and can take a hard situation and use it to build teamwork. If you empower your employees to solve problems by asking for their collaboration your whole organization will become stronger.

Failure is part of being a good leader

Everyone fails. Some fail more than others. What separates the leaders from the losers is that they learn from the failure and use it to grow their team. As a leader, you should not be afraid to fail. If you use the failure to learn from your mistakes and help your team to grow you have succeeded. In this episode of 180 Mentoring, I will outline how you should approach failures as a leader and how you can intentionally introduce hard situations to facilitate growth.

Outline of This Episode

• [1:03] Intro and listener thanks
• [1:20] Plan for next few podcasts
• [2:00] As a leader, you need to be a problem solver, not a problem facilitator
• [3:00] Don’t train people to be dependant on you to solve the problem
• [4:00] Don’t pretend to know the answer if you don’t
• [5:00] It’s okay to fail
• [6:13] As a leader, introduce situations that can build your team’s ability to solve problems
• [8:24] In times of crisis you need to be able to solve problems quickly and effectively

Connect With Terry at 180 Mentoring

• www.180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring

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Nobody really enjoys a crisis situation. But good leadership in times of crisis is what enables teams to work together effectively and efficiently to deal with the crisis wisely and well. On this episode of 180 Mentoring, I’m addressing the issue of leadership in times of crisis because I’ve been asked to speak to the issue. And it’s something I’m no stranger to. I thought it would be helpful to start out with a story from my past about a jet that was on fire, and two men who were right in the thick of the action. Their responses were very, very different – and one of them demonstrates what good leaders do in times of crisis. You’re going to enjoy this great example.

Do you a plan for how you will implement your leadership in times of crisis?

We know crisis times are coming. It’s an inevitability we can’t avoid. So doesn’t it make sense to put together a crisis action plan that you and your team are well versed in? That way, when the crisis does arrive, everyone knows what they are to do to keep things running and deal with the crisis situation at the same time. On this episode, I’m going to explain how this kind of planning works and why it’s a vital aspect of what good leaders do in times of crisis.

Leadership in times of crisis requires responsible, quick decisions.

When things are moving fast because a difficult or emergency situation has arisen, you don’t always have time to take things to a committee or discuss them with your team. Great leaders have to be prepared to make decisions and enact them with skill during a crisis situation. How do you do that? I’ve got some tips for you on this episode that should help you think through the things that go into simple, quick decisions that actually help move things forward during a crisis situation. These are short, actionable tips so be sure you listen.

The last thing your team needs during a crisis situation is a complex protocol.

Leadership in times of crisis is hard enough without the minutia of complex protocols encumbering the team. That’s why you have to learn how to keep things simple. Clear, short-term goals are what move things forward during a crisis. They enable your team to take action quickly and effectively – with confidence – and then move on to the next thing. So from your leadership seat, you need to be thinking in terms of simplicity, relaxed standards, and clear communication in bite-sized chunks. You can hear how I envision this happening on this episode of 180 Mentoring.

Crisis situations are a time for your team and your leadership to grow.

One of the facts of life and leadership that we must come to terms with is that the kind of growth we really need seldom happens during the good times. It’s crisis that brings growth, simply because it demands more of us than we have developed up to that point. On this episode, I’m going to give you a perspective about leadership in times of crisis that will enable you to lead your team well, keep a cool head, and get through the crisis in a way that facilitates growth in your team. It’s worth the 17 minutes it will take you to listen – and could make your next crisis situation one that you handle with greater poise and effectiveness.

Outline of This Episode

• [1:10] The challenges that we face applying good leadership in times of crisis.
• [2:17] A crisis situation I faced in the 80s – a jet was on fire!
• [7:58] The key things you need to keep in mind during times of crisis.
• [8:24] Develop a plan to shift from normal operations to crisis leadership.
• [9:32] You need to be able to make decisions responsibly and quickly.
• [10:01] Simple, short-term goals – simplicity – relaxed standards.
• [11:09] Clear and consistent communication.
• [11:30] Take care of yourself and make sure you are near the action.
• [12:50] Your role in the leadership of your team during the crisis situation.
• [15:10] Why crisis situations are a time for your team and your leadership to grow.

Resources & People Mentioned

• BOOK: Rules and Tools for Leaders

Connect With Terry at 180 Mentoring

• www.180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring

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6 Leadership Activities That Create Success, Episode #6

The leadership activities that you employ in your organization will either lead to success or failure – and you get to decide which it’s going to be. You decide by either committing to learn, grow, and increase your leadership skills or by ignoring the need for growth and continuing on as you always have. 180 Mentoring is aimed at helping you ramp up your leadership through small, actionable, relevant mentoring that you can apply right away. This episode highlights 6 leadership activities that will create success in your team. Each is simple, easy to apply, and something you can do immediately. I hope you take the time to listen.

How you act as a leader sets the tone for the entire team.

One of the activities I mention in this episode that will increase your ability to effectively lead is that you need to always keep in mind that your attitude, tone, and behavior will set the tone for the entire organization. You can’t expect the members of your team to behave rightly if you are flying off the handle, treating people in a punitive manner, or disrespecting the contributions and ideas of those under you. You will get what you model. On this episode, I share why this principle is so important and how you can walk your talk more consistently.

Good leaders adapt their leadership style to the individuals on their team.

Leaders lead, right? We are the ones who chart the course and set the pace and tempo of the march. But it’s not done simply by telling people what to do. Yes, you will be telling people what to do after a fashion, but more importantly, it’s HOW you tell them what to do that makes a difference. On this episode, I walk you through what it means to know your team and to wisely adapt your leadership activities to fit the particular needs of the individuals on your team. You’ll come away with insights that will help you deal with your team members more effectively if you listen.

Great leaders keep their promises.

If you want to ruin your credibility and your team’s confidence in your leadership then make promises and don’t keep them. Your team will be at a point of mutiny pretty quickly. OK, that’s a bit tongue-in-cheek but the principle is true. Most leaders who break their promises don’t even realize they are doing it, but they ARE doing it all the same. On this episode, I’m going to show you what to do when circumstances prevent you from keeping your promises and how to foster trust that will fuel your team over the long haul in spite of it. You won’t want to miss this!

Go out of your way to specifically thank team members for their contribution.

One of the most important leadership activities you can engage in is that of recognition. Your team works hard, does their work well, and deserves to be recognized. It’s your job as the leader to make sure that happens. But HOW should you go about it? Should it be the same for every person on the team? What if you have a person under your leadership who absolutely HATES to be recognized publically? On this episode, I’m going to show you how you can take into consideration every team member’s personality and bent so that they feel incredibly appreciated but not embarrassed. Ready? Be sure you listen.

Outline of This Episode

• [0:57] Thanks to everyone who’s provided feedback!
• [1:31] Leaders set the tone.
• [3:57] How you lead your team may be different with every person.
• [7:00] Good leaders keep their promises.
• [8:28] Involve lower leaders in senior level discussions.
• [10:48] Go out of your way to thank members of your team specifically.
• [14:07] Summary and wrap-up.

Connect With Terry at 180 Mentoring

• www.180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring

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As a leader you are the one responsible to make sure the hard conversations happen. If you don’t – if you remain silent – you communicate to your team that the way things are going is alright with you. So the hard conversations are mandatory for any team to be healthy. But how do you initiate and have those conversations in a way that is constructive instead of destructive? That’s what I want to explain to you on this episode of the podcast. You’ll learn how and where to have those difficult talks and even what to say to make it truly helpful. Ready? Let’s dive in.

You can always make someone responsible, but as a leader, you are the one who is really responsible.

As a leader, it’s your responsibility to delegate tasks and to oversee the workflow and quality of what your team is doing. Through effective delegation, you make people responsible for certain tasks – but if something goes wrong in the process of accomplishing those tasks, you are the one responsible for it. Leaders always take the blame when things go wrong, it’s part of being a leader. But that doesn’t mean you just bear the responsibility and move on. You still need to have the hard conversation with your team member who didn’t fulfill their responsibility. This episode is aimed at helping you know how to do that – and do it well.

If I’m correct, please let me know but if I’m incorrect I’d like to know that too.

When is the last time you heard a boss say something along those lines? It’s not too often – and it’s a shame. Good leaders know that they are responsible for making sure the air is clear when it comes to the situations that go on in their organization. They ask questions – and they are open to the possibility (the likelihood) that they don’t know all the facts themselves. That’s why questions like these are so important. On this episode, I want to give you a handful of additional questions that will help you make the difficult conversations helpful conversations – for you and your entire work team.

There is a very high possibility that you don’t have all the facts.

Too often leaders start the hard conversations with some silly statement like, “Do you know why you are here?” OK, it’s a question, I’ll give you that much, but it’s not the kind of question that puts your team members at ease and helps them to be forthcoming with the information they know about the problem you’re addressing. By admitting up front that you know that you don’t have all the facts, you’re easing the tension and making it easy for everyone to come clean and work together to make the issue better. I trust that you’ll be helped by the tips I have for you about handling hard conversations, on this episode.

What can I do to help? Is there anything else you need from me?

When you wrap up a hard conversation it’s important to let your team members know that you are still their ally. You do that by making sure that they feel free to ask you for any help that they need to move things forward. On this episode, I’m going to give you a quick course in dealing with hard conversations so that you can avoid confrontations and instead have interactions that lead you to a place of teamwork and productivity. It’s a lesson that too many leaders have to learn the hard way. I hope you’ll listen so you won’t be one of them.

Outline of This Episode

• [0:38] Today’s topic: Conversation VS Confrontation
• [1:19] The responsibility and accountability inherent in leadership.
• [2:02] The importance of crucial conversations and checking in with your team members.
• [3:17] Determining your purpose for the meeting before you start.
• [4:24] Don’t try to become a mind reader: ask questions.
• [6:20] Choosing the place for your conversation.
• [7:04] The importance of asking questions.
• [7:54] Questions or statements to use in this conversation.
• [11:11] The benefit of having these tough conversations – long term and short term.
• [12:55] Summary of the 5 questions.
• [13:49] Why it’s important to be a master of the stories you’ve already told yourself.

Resources & People Mentioned

• BOOK: Crucial Conversations

Connect With Terry at 180 Mentoring

• 180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring

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Is it your job to hand-hold the people on your team? I hear that sort of response a lot from people who want their direct reports to be independent. That’s a good goal but it doesn’t happen overnight. I think maybe the hand-holding concern is asking the wrong question. The real question is this: Do you want to invest in your people in a way that makes them successful? That’s an entirely different framework, isn’t it? And it’s one that gives you as a leader a much clearer perspective on your role as a leader. You are there to equip and train the people under you. It’s your job. On this episode, I’m going to teach you how you as a leader can train your people to achieve their goals every, single time. And it happens through what I call person-centered coaching.  

The directive model of coaching creates people who are dependent on you. Bad news.

There are lots of ways you can lead and coach a person. One way is the directive approach. It’s where you simply tell them what to do. That’s fine if something crucial needs to happen right away but long-term it’s not the best option. Why? Because it places the burden of decision-making on you and you alone. You don’t want that. You want team members who can think on their feet and come up with great solutions entirely independent of you. Don’t you? The person-centered coaching model I cover in this episode will help you develop team members who add to the success of your business through making their own contributions. It’s a skill worth knowing.

Help people learn how to discover options and you’ll develop problem – solving machines.

One of the key steps when helping your team members learn how to set and accomplish goals is the option discovery phase. When your team members can come up with options for a particular problem or task all on their own you don’t have an employee who is waiting on you to tell them what to do, you have a problem-solving machine who can take a big weight off of you and help the business thrive independently. On this episode, I’m going to cover in detail what it looks like to help a person learn to discover the options in a situation. It’s worth the time it will take you to listen.

After choosing the best options, you must ask – What has to be done? By whom? By when?

Setting goals effectively often comes to a standstill at the point of taking action. That’s because too often things are left ambiguous. When you don’t have enough specificity nobody knows what to do. You don’t want your team members setting goals that way so you’ve got teach them how to choose the best solution to their assigned tasks, how to define them clearly, how to know who is to do it, and when it is to be done by. It’s pretty basic but it’s those kinds of specifics that make a goal actionable. I’m going to walk you through the process in this episode.

There’s a big difference between advice and feedback and it has to do with timing.

When you’ve helped a team member come up with a plan of action for their goals, it’s time for you to get out of the way. The time will come, at a predetermined point in the process, when you will give feedback, but until then you need to let them run. If you give feedback too soon, it’s not feedback – it’s advice. And that communicates that you don’t trust the team member or don’t have confidence in them. Those are NOT things you want them to feel. Learn how and when to give proper feedback to your team when they are working to achieve their goals, on this episode of 180 Mentoring.

Outline of This Episode

• [1:03] My introduction to this episode on achieving goals.
• [1:46] Pro sports teams and athletes as an example of goal achievement.
• [2:99] Is it your job to hand-hold the people on your team? Maybe that’s the wrong question.
• [4:35] Person-centered coaching and some examples of how it works.
• [8:53] The types of people you’l meet when applying this coaching/leadership style.
• [9:50] Using G.O.A.L. to achieve goals.
• [22:02] Checking up on goals that your direct reports have set.
  

  Resources & People Mentioned

• BOOK: Client Centered Therapy by Carl Rogers

Connect With Terry at 180 Mentoring

• www.180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring

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You hear a lot these days about goal setting. I believe that short term goals are the backbone of any goal setting strategy. The reason I say that is because it’s the short term goals that actually get things done and move you toward the accomplishment of the longer term strategic goals that move your business forward. On this episode of 180 Mentoring I’m going to walk you through some of the reasons you need to focus yourself and your team on short term goals, tell you some of the benefits you’ll see come from it, and even give you a practical way to set those goals and ensure that they happen. I hope you’ll take the time to listen.

Long-term goals are about WHAT. Short term goals are about HOW.

It’s great to set long-term goals. They’re kind of like the vision you’re aiming for, the destination you’re heading toward over time. But there will be – there SHOULD BE – markers along the way that tell you how you’re doing in your progress. That’s the short term goals, the things that determine exactly HOW you’re going to get there, step by step through the process. I want you to be successful in reaching your long term goals but I also know from experience that you won’t be if you don’t set short terms goals and work diligently to meet them. This episode is all about short term goals. Be sure you take the time to learn and apply these principles. They are what make the difference between success and failure.

You really NEED the benefits of effective short term goal management.

There are all kinds of benefits that come from simply setting short term goals. For example, if you’ve set clear and effective short terms goals alongside the team members who are responsible for accomplishing them, you’ve already set a very clear standard for the annual appraisals that so many leaders dread. It’s a walk in the park because you’ll be able to objectively point to the short term goals as the performance markers for each team member. And that’s just ONE of the benefits to setting short term goals. On this episode, I’m giving you the motivation and practical help to get you moving toward some short term goals. But in the end, it’s up to you. Are you willing to actually DO the things that will bring success?

Do you want to get rid of last minute crisis in your office? Short term goals are the answer.

When you take the time to break your long term goals into bite-sized, achievable steps that lead you in the right direction you’ve done something that enables the office to run more smoothly. Why? Because if someone is sick or out of pocket, others can clearly see what they were assigned and step in to work on the goal to make sure the deadline is still reached. Nobody is doing the “Lone Ranger” think in a way that is disconnected with the larger goals. It

Here is how you can set S.M.A.R.T. goals that move your company forward.

By now you’ve probably heard of the S.M.A.R.T goal setting paradigm. It’s a clear way to ensure that what you plan will actually get done. The letters in the acrostic stand for Specific, Measurable, Achievable, Realistic, and Time-based. I’ve learned the hard way that if you don’t use a clear approach like this, things get too fuzzy to be helpful and the team sputters as a result. On this episode, I walk through each one of the S.M.A.R.T. points to show you how getting specific in each of those areas helps you dial-in your short term goals and ensure that everyone on your team is pulling in the same direction.

Outline of This Episode

• [1:01] My introduction to this episode on why short term goals are important.
• [2:00] The difference between long term and short term goals.
• [3:33] The powerful benefits of effectively managing short term goals.
• [5:05] The S.M.A.R.T. goal setting strategy and how to use it well.
• [10:02] Why you need to include team members when you set short term goals.

Connect With Terry at 180 Mentoring

• www.180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring_

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We’ve all been there. The staff meeting that goes on – and on – and on – and on. You wonder why you are there. You wonder why ANYONE is there. You wonder if you’re going to make it home in time for dinner. It’s painful.  Those are exactly the WRONG kind of staff meetings for you to conduct in your company and on this episode of 180 Mentoring I’m going to tell you my Staff Meeting Magic formula for making your meetings more strategic, helpful, and a tool for accountability within your organization. That sounds good, doesn’t it?

Staff meetings should be about tactical information sharing. Nothing else.

There are lots of things you could talk about when you have a staff meeting, but there are only a few things that you SHOULD talk about. In my view, the only things you should be addressing in weekly staff meetings are tactical things that everybody on the team needs to know. What do I mean by the word “tactical?” I’m glad you asked. Tactical means elements of your work and progress that are directly related to moving the company’s short-term goals forward. I unpack the idea on this episode of 180 Mentoring. It’s one of the most important pieces of my Staff Meeting Magic formula.

How to trim staff meetings down: No B.S. allowed.

When staff meetings begin there’s usually a lot of time for people to shuffle around, laugh and joke, shoot the bull – you know, the silly stuff that makes office camaraderie fun. But staff meetings are not the place for it. You don’t want your team of superstars to be in a staff meeting one minute longer than they have to simply because there is too much good they could be doing back at their assigned posts. It’s a crime for their time to be wasted in a meeting full of B.S. Find out how you can run more efficient and effective staff meetings that respect everybody’s time, on this episode.

Today, tomorrow, this week. The only things you want to cover in staff meetings.

Your short-term strategic goals are the things that really move your business forward (I covered that in the last episode of this podcast). And it’s THOSE things that you should be focused on in your regular staff meetings. It’s the things that have to do with today, tomorrow, and this week – the short-term goals that enable everyone in the company to have a finger on the pulse of what’s happening to move the needle and actually get things done. In this episode, I teach you how to run those kinds of meetings and make everyone on your staff happier as a result. I promise.

How to build team-based accountability into every company meeting.

You’ve probably been there. You come to the weekly staff meeting only to find that some of the things assigned to the team during last week’s meeting were not completed. Even worse, nobody can really remember who was assigned some of the tasks that needed to be done – or what the tasks were. That’s a sad state of affairs that should never exist – and it can be eliminated easily by taking notes. Notes allow you to track who is assigned what projects, what action steps should be expected between meetings, and builds in accountability that communicates to everyone that coming to a meeting without your assigned tasks done is unacceptable. And the team begins to make that clear to its members as meetings progress. Find out more about this kind of Staff Meeting Magic, on this episode.

Outline of This Episode

• [1:05] My introduction to this episode about staff meetings (and the pain of them).
• [3:06] The reason staff meetings are important: tactical information sharing platforms.
• [5:16] No surprises as staff meeting through regular time and day.
• [5:42] How long should a staff meeting be?
• [8:48] Who should attend staff meetings?
• [10:19] Why administrative support folks need to be in the meetings and allowed to talk first.
• [12:03] Meetings are to talk about tactical short term goals (today, tomorrow, this week).
• [13:48] Note taking, accountability, and short-term goal setting in meetings – built-in team accountability.

Connect With Terry at 180 Mentoring

• www.180Mentoring.com
• 180Mentoring(at)gmail.com
• On Twitter: https://twitter.com/180Mentoring

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Hello all!!  Here is the first episode of 180 Mentoring.  Im hoping that you will take a few minutes to hear the vision I have for 180 Mentoring.

Leadership and Mentoring can be intimidating…but it shouldn’t be!  We have all had struggles in these areas…and have learned how to overcome them.  Im hoping that through 180 Mentoring I will help you through many of these same issues and provide you with some techniques to overcome them early on!

If you have a specific topic you would like me to address, please email me at 180Mentoring@gmail.com

Thanks for listening!!

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