Monthly Archives: June 2013

#182 – Why I Think My Boss is Great – Guest Editorial

Why I Think My Boss is Great
by Karen Vyverberg

I had been coaching at a competitive gymnastics club for almost three years when a new Gymnastics Director, Kristin, was hired. I was graduating from college and getting ready to move away for graduate school. Mentally, I was getting ready to leave, so I wasn’t very concerned with the change one way or the other. However, I was then accepted into the graduate program at my school, and also offered the job of head coach at my gym. Now, a few months later, I realize that without Kristin, I would not have continued coaching.

Kristin has three important qualities that make the most impact on me: she is genuinely passionate about her job; she regularly asks for my opinion; and she gets things done. Kristin cares more than anyone about the gym and everyone in it, and her excitement is contagious. If I come to work tired, she animatedly shows me a new drill and my mood turns around. Her enthusiasm makes me want to be a better coach. Kristin also regularly asks for my opinion. I am the senior coach and she always checks in before making changes. She doesn’t need my permission to make decisions, but asks because she knows I have a valuable perspective to offer. Finally, Kristin doesn’t talk about things she wants to get done, she does them. We need new paint on the walls? Done. We are short staffed? She hires a new coach. Kristin makes active changes that demonstrate her dedication.

Kristin re-ignited my love of coaching when I saw the real improvements she was making and how much she cared about the program. I found my own passion again, without which I could not have continued to coach.

A Personal Note ~

Karen is my 22 year old niece, visiting me in California before returning to school to start work on her PhD in Geology at the University of Florida, where she was awarded a graduate fellowship from the University of Florida Water Institute.

Mary

#181 – Emotions and Leadership

I recently came across a Mahatma Gandhi quote that is pithy and provocative:
“Anger and intolerance are the enemies of correct understanding.”
Emotionally charged situations come with the territory of leadership. Strong emotions can be evoked by unexpected events, crises, disappointments, frustrations, and conflict, all compounded by stress and other pressures. Leaders must take responsibility for developing effective ways to deal with their intense emotions.

Food for Thought ~

This insightful observation from Gandhi speaks to the point. We will be compromised in our effectiveness if we are captives of anger or intolerance. I interpret “correct understanding” to mean the ability to see clearly into a situation and understand accurately the issues and dynamics present. For only with as full and complete an understanding as possible of all the factors can we make a wise judgment about what to do. If we are handicapped by the emotional storm of anger or the self-limiting narrow interpretations of intolerance, we may miss important information. This may lead to compromising ourselves, our interests, and our organization.

Question for the day ~

Have you developed the ability to manage your emotions? Do you have effective ways to maintain your equilibrium, objectivity, and professionalism as a leader?

In Closing ~

If you need assistance in learning how to manage your emotions, please take advantage of the many resources available.

Mary

#180 – The Invisible Step in Delegation

Last week I described delegation, which is entrusting a task or responsibility to another person. Delegation is a central leadership skill. (If you need a refresher on the six steps in delegation, it’s archived on my website and there’s the link.) The fifth step is the hand-off, establishing a reporting system and communication process. Space constraints did not allow me to detail the “invisible” next step between the hand-off and the follow-up, saving it for a dedicated post today. It’s a paradox, because the next step is to do (apparently) nothing! As the leader who delegated the assignment, your next challenge is to stand back and stay back so that the person to whom you delegated the task can wade into the responsibility and give it their best shot, without you hovering over their shoulder.

Food for Thought ~

Are you able to “stand back” after you delegate? Have you developed your skill at delegation so that you can hand-off a task or responsibility with confidence that it will be done well?

Question for the day ~

Are you able to “stand back” after you delegate? Have you developed your skill at delegation so that you can hand-off a task or responsibility with confidence that it will be done well?

In Closing ~

People are still reading my new article in the NorthBay Business Journal about skill, the third cornerstone of business success, “Building a team that can execute a plan.” If you haven’t had a chance to do so yet, please click here.

Mary

#179 – Basic Steps in Delegation

One of the principal leadership skills is delegation, which means entrusting a task or responsibility to another person. You cannot truly be a leader without this skill. Here’s an overview of the delegation process: First, define the task you wish to delegate. Clearly describe the task and its parameters. Depending on the situation, it may need to be in writing. Second, ensure that the person is capable of carrying out the assignment. Third, discuss the assignment with the person in sufficient detail to be sure he/she understands it and how it relates to larger goals. It’s important to provide a context for the task. Fourth, answer any questions and establish agreements regarding expectations, timeline, resources available and contingency plans. And fifth, as you make the hand-off, be sure to establish a reporting system and communication process.

Food for Thought ~

Once you have delegated the task itself, remember that’s just the beginning. The requisite next phase is follow-up. This is an essential aspect of delegation; it’s not optional. If you don’t follow-up, you are not doing your part. Following-up means direct communication with the person assigned the task. This gives you an opportunity to answer questions, clarify expectations, review progress, and make needed adjustments. (We all have had experiences where we thought we had a clear understanding with another person and, regrettably, learned that we did not.) Following-up gives you, the leader, an opportunity to coach and mentor, to troubleshoot little issues before they become big ones, and to establish a culture of accountability in your organization.

Question for the day ~

As a leader, do you value being good at delegation? Do you always follow-up? Does your organization have a culture of accountability?

In Closing ~

Last week I provided a link to my new article in the NorthBay Business Journal on Skill, the Third Cornerstone of Business Success. If you haven’t had a chance to read it yet, please click here.

Mary