personal leadership

July 15, 2014 by sereynolds

3 Ways to Extend Your Inspiration to the Rest of Your Team and Employees

As someone who has been practicing personal leadership for a while, you have become extremely engaged – which is excellent, because both you and your organization are benefitting from the results! So how do you extend that inspiration to the rest of your team and employees? To help others get there too, you can encourage them to do exactly what you’ve done.

The following are three tips to help you spread your inspiration:

Start a book group. Learn the practices of personal leadership one at a time. Every month, you have read a chapter from The Inner Edge and focused on a specific exercise to improve your leadership results. Could you host a lunchtime book club and invite others to read a chapter with you?

Love your most valuable leaders. Think about how you’re attending to the best leaders around you – the ones who contribute to your success and that of the organization. Are you taking their dedication for granted, or might they deserve more time and attention? Many organizations are using The Inner Edge as a basis for unique leadership development programs designed for their most powerful leaders. Can you do the same?

Spread the news. You know that self-awareness and inner passion to achieve are ingredients vital for successful leaders, and the research backs it up. But personal leadership – the behind-the-scenes work leaders do to advance and excel – is often hidden. Can you be more open about your reflection? Can you share more about your efforts to improve and inspire yourself, so that other get ideas about how they can get motivated too?

However you choose to extend the inspiration you’ve taken from The Inner Edge, you’re asking the right question! Leadership is about leading others toward a positive vision. Personal leadership will help you all get there together.

July 7, 2014 by sereynolds

Leading on the Edge: A Quick “How To”

When it comes to leading on the edge, first ask yourself: What kind of a gift do you want to be?

At first blush, personal leadership may seem self-serving. After all, aren’t we supposed to be serving the organization? Isn’t our role to lead everyone else?

Well, yes and no. Certainly the most emphasized aspects of leadership tend to be external – as in leading a company, leading an project, or leading a team. But personal leadership is another aspect to leadership that is equally important. Again, it’s about leading the self, which is the source of a leader’s success.

First, let’s take a look at what personal leadership is: Personal leadership is ability to define a direction for your life and leadership, and to move in that direction with consistency and clarity over time. In a positive, unselfish way, personal leadership means putting yourself first. Literally speaking, personal means “about you;” leadership means “coming first.” When you practice personal leadership, you “lead from the ‘inside out.” The process involves asking yourself, “How do Ineed to be and act and think in order to be my best?” – a kind of self-driven style well-suited to dedicated leaders who will carry business into the future.

When it comes to efficiently leading others, leading ourselves is critical – just look at the effects of neglecting the leader behind the work. Employee depletion, disengagement, and attrition cost the business world dearly. As Gallup researchers Rath and Clifton report,

This rampant negativity is not only disheartening, it’s expensive: It costs the U.S. economy between $250 and $300 billion every year in lost productivity alone. When you add workplace injury, illness, turnover, absences, and fraud, the cost could surpass $1 trillion per year, or nearly 10% of the U.S. Gross Domestic Product (GDP). These costs are not specific to the United States; they exist to varying degrees in every country, industry, and organization we have studied.

As reported by the American Society for Training and Development, “The cost of replacing a senior executive averages about five times his or her annual salary” For economic reasons alone, organizations have a vested interest in encouraging the aspects of leadership that sustain and support the leaders themselves.

Of course, that’s only part of the picture. Personal leadership doesn’t just save companies money. It taps into that part of the human soul that longs to add meaning to life. As Stephen Covey writes, “Deep within each one of us there is an inner longing to live a life of greatness and contribution – to really matter, to really make a difference.”

As a leader you have many gifts to offer, and the real gift you have to give is yourself. What kind of a gift do you want to be?

By practicing personal leadership, you will discover what’s truly possible for yourself as a leader. Suddenly “leadership” won’t be just part of your job. It will become a way of life.

June 30, 2014 by sereynolds

Best of the Blog: June Edition

As I resume blogging again I want to move forward with a new initiative: a “Best of the Blog” round-up for each month. Putting a practice from The Inner Edge to good use, it is my hope that the monthly round-up will help you embody the eigth practice I outline – to keep learning! We’re often so innundated with information that it becomes difficult to absorb the information we read in any given day, or even week or month.

Jack Welch said: “Good leaders are, by definition, voracious learners.”

So in the spirit of learning and leading, read on for five key takeaways from the blog over the last few months:

How to lead from within. From the post “5 Practices for Leading from Within,” I shared five practices from The Inner Edge that you can use to lead well and live well, too. In short, the practices are to help leaders find clarity to determine what both short-term and long-term success looks like; to find focus in order to keep your attention on the action items that are top priority when it comes to achieving that success; to take effective action so that you can determine what action items are best to tackle in a day instead of spinning your wheels all day; to tap into your own brilliance in order to not only find out what your unique strengths are, but to find out what practices will bring out those strengths; and to feel fulfillment in a way that enriches your life, and allows you to discover and take responsibility for your own gifts.

What is your identity as a leader? In “Identification, Please?” I list many types of leaders, and ask you to be honest with yourself to identity what you can take away from each type. The types include: A business or corporate leader, a professional leader, a community leader, a family leader, an inspiration leader, a thought leader, an action leader, and the leader of your own life. What makes you powerful is developing the image of who you want to be as a leader. The leadership types will help you to sharpen your focus to find out which type of leader you are, and the leader you want to become.

Find out what “the secret wish” is. One of my favorite questions to ask clients is: “What is your secret wish?” In the post “The Secret Wish,” I share an exercise to help you find out exactly what your secret wish is. Simply open a spare notebook, turn the page and reflect. Anything is possible. Think about it. Write about it. Dream. Some wishes are easier to grant than others. Simply stating that wish can be enough to help you hone in on what you need to do to make it a reality, even within the same day. Others can take several years to come true, and some never do. But more often than not, just saying the words aloud makes them come alive.

How to have it all by defining your “all.” In “Having It All” I expose one of the surefire ways to have it all: find out what your “all” is! So many people ask if it’s possible to have it all. Some people say yes, some people say no. To me, it’s the wrong question altogether. To me, the answer to the question, “Is it possible to have it all?” is not yes or no. It’s simply: “Do you know what your ‘all’ is?” If you can clearly define your “all” in a way that is grounded, realistic, and optimistic, most likely you can have it. If you define your “all” as some unattainable ideal that amounts to the pot of gold at the end of the rainbow, then you might not. In the post I lead with an exercise to help you define your “all.”

Open up to the spirit of possibility. In “The Spirit of Possibility” I help you channel your own potential and infinite possibility. The only way to know what those are is to trust in more intuitive ways of knowing, being and becoming who you want to be – not just by working your life away, but by learning to wish, hope, think, pray, and be in a different kind of way. Author William Bloom, a meditation master and expert in the field of holistic development, offers a helpful definition of spirituality as “that whole reality and dimension which is bigger, more creative, more loving, more powerful, more visionary, more wise, more mysterious – than materialistic daily human existence.”

Leaders are busy, and usually the way we read when we’re busy is the first time we skim, the second time we form an opinion, and the third time we really take in what we read. Let this round-up be your quick guide to learning, and leading, well as we move into July!

You can connect with Joelle on Twitter and Facebook.

June 23, 2014 by sereynolds

5 Practices for Leading from Within

With the World Business Executive Coach Summit underway I have been thinking a lot about the critical components that go into leadership, and how leaders can use those components to better both themselves and their business.

In the past few years leaders have been presented with a new set of challenges as businesses have been hit hard with a talent crunch, a generational shift, and an economic downturn, and that’s all on top of the usual 21^st century challenges of globalization, innovation, and technology. Leaders must rise to the challenge. They must, and they will. But in order to do so successfully, they must learn to not only lead their organizations, but also lead themselves. They must learn to practice personal leadership.

Personal leadership is the leadership of the self. It is the ability to define a direction for your life and leadership, and to move in that direction with consistency and clarity over time. In a positive, unselfish way, personal leadership means putting yourself first. Literally speaking, personal means “about you;” leadership means “coming first.” When you practice personal leadership, you “lead from the ‘inside out.’” The process involves asking yourself, “How do I need to be and act and think in order to be my best?” – a kind of self-driven style well-suited to dedicated leaders who will carry business into the future.

To practice personal leadership, you apply the principles of leadership that make businesses a success…to yourself. So what are these principles, broken down into the critical components and made more digestable for leaders in the digital era who face daily information overload?

Here are five practices for leading from within, from my book The Inner Edge: The 10 Practices of Personal Leadership:

Get clarity. What do you want? Getting clarity means being able to connect clearly and instantly to your long- and short-term ideas about success. In business, this practice often equates to setting a company vision. While a vision is a powerful thing, it’s not quite what you need as a leader. You may have a personal vision for yourself, but in addition, you need the skill of getting clarity on that vision again and again over time. Your vision will change as you change. Getting clarity ensures you don’t make changes in a direction you don’t want to go.

Find focus. Pay attention to where you’re putting your focus and energy. When you find focus, you fix your attention on top priorities even when the world around you is pulling you away. In business, focus shows up in the form of a strategic plan. The strategic plan makes it possible for everyone in an organization to see in a single document the vision, mission, goals, strategies and so on of an organization so they can all can stay on the same page. As a leader, you also need a one-pager to remind you of your priorities – maybe not down an exhaustive list of tactics, but at least the short list of areas that matter most to you. Having such focus is crucial especially in challenging times.

Take effective action. Have you ever spent a whole day busy at work, only to end it wondering if you actually got anything done? You can stop spinning your wheels and start driving with direction, quickly, easily, and with time to spare. Action items are the language of productivity in organizations, but as a leader you need more than a task list. You need to practice the mindsets and approaches to decision-making that help you take only the most effective actions and leave the rest behind. In his research for the book Good to Great, Jim Collins found this kind of results-oriented commitment to action to be one of the hallmarks of leadership in successful organizations. Having witnessed the “the quiet, dogged nature” of effective leaders, he concludes, “Disciplined action without disciplined thought is a recipe for disaster.”

Tap into your brilliance. Simply put, find out what’s unique about you, both positive and negative, and use your uniqueness to your advantage. In an effort to grow human capital, organizational leaders are constantly trying to attract and retain talent. When you tap into your brilliance, you make the most of the talents you already have. This practice captures the spirit of what author and former Gallup researcher Marcus Buckingham (Now, Discover Your Strengths and Go, Put Your Strengths to Work) calls “a strengths approach” to leadership. The philosophy is that we are at our best when we are aligned with our strengths.

Based on Gallup’s 40 year study of human strengths as described in Tom Rath’s StrengthsFinder 2.0, “People who have the opportunity to focus on their strengths every day are six times as likely to be engaged in their jobs and more than three times as likely to report having an excellent quality of life in general.

Feel fulfillment. In order to be your most effective as a leader, you get to discover what drives you – your values, meaning and purpose – so that you feel fulfilled. “Fulfillment” may not sound like a critical business result, but it is an essential requirement for great leaders.

Stephen Covey writes, “Deep within each one of us there is an inner longing to live a life of greatness and contribution – to really matter, to really make a difference.” Bolman and Deal, authors of Leading with Soul, agree: “Each of us has a special contribution to make if we can shoulder the personal and spiritual work needed to discover and take responsibility for our own gifts.

You can find the remaining best practices and more tips in The Inner Edge.

I also invite you to join Howard Morgan and myself on Wednesday, June 25 at 4 p.m. EDT at the WBECS 2014 as we discuss what is critical to understand when you are coaching someone who is a different gender than you. You can find more information here. Feel free to Tweet me at @JoelleKJay!

You can connect with Joelle on Twitter and Facebook.

February 28, 2012 by Joelle Jay

Let Them Hit You

When you go looking for feedback, do you get feedback from the people who will give you the bad news?

Go ahead. Let them hit you.

Don’t worry – it’s not as bad as you think. Actually, one of the smartest things we can do is to ask for feedback from the people who don’t think all that much of us. The ones who are mad at us. Who are thorns in our side.

It’s not just because you’re going to get an enlightening perspective. (And oh, you will!) It’s also because the simple act of asking for feedback can improve the relationship.

Says Dave Norton, a senior vice president at The New York Times,

It’s so disarming. When you turn around and ask feedback from the people who wreck havoc in your world, it facilitates dialogue. It’s hard to be mad at someone who’s genuinely asking you for your opinion. Just the act of asking communicates trust.

When you go to look for feedback, ask yourself, who around me will give me the best feedback? Who will give me the worst? Who will give me a perspective I’ve probably never heard before?

Then go ask them. Easiest way: ask three questions.

What am I doing that’s working?
What am I doing that’s not working?
What one thing do you think I should work on to improve?

You may find those enemies were on your side all along.

Did you enjoy this profile? You may be interested in the eCourse, Getting an Edge: 21 Ways World Class Leaders Share Their Secrets for Leading and Living Well. Each of 21 profiles just like this one comes in a separate email – once a day for 21 days. Click here for more information.

February 21, 2012 by Joelle Jay

Beliefs of a Leader

Your beliefs are a powerful driving force that can work for you or against you. Some beliefs empower you, while others limit you. By becoming aware of your beliefs, you can keep the ones that serve you, weed out the ones that don’t, and choose the ones that will support who you want to be.

Here’s an example. A common belief of busy leaders is, “I have to work hard to get ahead.” Immediately the limitations of this belief are apparent. Working from this belief implies that you must sacrifice parts of your life (home life, health, and hobbies come to mind) to “get ahead.”

Now consider this belief instead: “I have to be my best to get ahead.” This belief is more empowering, because it opens up the possibilities. It still accepts the potential for working hard if that is what’s required, but it also allows for the fact that getting ahead sometimes means taking time for the rest and renewal that keeps you at your best.

An example can illustrate how to turn a limiting belief into an empowering belief. Andy was the president of a structural engineering firm who was raised to believe that if you compliment people too much, they become lazy. He was afraid to commend his team, because he believed that to do so would take away all motivation. His belief limited his ability to praise the people who worked for him, and they were becoming bitter and resentful.

To turn the situation around, Andy studied his limiting belief:

“If I praise people too much, they will become lazy.”

As long as he believed this, he would never be the supportive leader his firm needed. He could see that unless he tried something new, he was going to lose support. He tried this empowering belief instead:

“If I praise people more, they will become inspired.”

Andy rehearsed his new belief by trying it out 100 times. Every time he hesitated to praise someone, he stated his empowering belief to himself and gave them a sincere compliment. Before long, the results – a more agreeable, cooperative staff – convinced him to retain the new belief.

Beliefs are fundamental to the way your life plays out. The difference between a limiting and an empowering belief is quite literally the difference between a limited and a powerful life. Choose your beliefs carefully. They make you who you are.

Developing empowering beliefs is a three-step process.

Become aware of your beliefs. You can go after them directly by asking yourself, “What do I believe,” or you can go after them directly by noticing your behavior and asking yourself, “What would I have to believe to behave this way?”
Write down your beliefs. Take a look at them on paper with some objectivity. For each one, ask yourself, Is this belief limiting or empowering?
Turn limiting beliefs into empowering beliefs. Just change the words, looking for the exact opposite of your limiting belief to find one that’s more empowering.

The process of distilling your beliefs takes time. Allow yourself time to try on different beliefs and see what fits and what doesn’t. Notice when you feel limited and deflated, and when you feel expansive and energized. Keep working with the wording of your beliefs until you’ve created the ones that you can claim with conviction—the beliefs that will help you be the leader you really want to be.

Exercise
Use the Your Beliefs worksheet in The Extension to identify a few beliefs that guide your thinking and actions. Assess them. Are they limiting or empowering? How could you develop new beliefs to help you achieve your vision?

The ideas in this article are drawn from The Inner Edge: The 10 Practices of Personal Leadership and the accompanying eBook called The Extension. The eBook is designed to give you simple, engaging personal leadership exercises and activities to help you be a better leader, and lead a better life. Get your copy today! Click here for a Preview and to Order.

February 14, 2012 by Joelle Jay

A 360-Degree View of You

When was the last time you looked in the mirror? What were you hoping to see? Did the mirror show you how you’re showing up as a leader? As a mother or father? As a role model?

The mirror is a good metaphor for what we need as leaders to understand how we’re showing up, and what might need to change for us to be the people on the outside that we so want to be on the inside.

Think about this. When it comes to your appearance, you can get a sense of yourself with a small hand mirror. But you’ll see more with a full-length mirror, and even more with a three-sided department store mirror. Even then, there are still some things a mirror can’t tell you: the overall impression you make when you walk into a room, the way your presence makes people feel, and how you look when you walk around. For these, you need other sources of input.

Just so with the way you show up as a leader. You can get some information on your own, just through reflection and self-assessment. But the more strategies you use to find out about yourself, the more complete your view will be. A variety of strategies will help you flesh out your view.

You can reveal some things about yourself by asking open-ended questions.

Where are you especially talented?
What do you love to do?
What do you do without even thinking?
What do people count on you for?
In your social life, what role do you play?
At work, what are you recognized for?
Given the freedom to do things your way, how do you do them?

To find out more about the rest of you, ask:

What activities would you gladly never have to do again?
What do you wish you could pass on to someone else?
When do you feel dragged down?
What do you dread?
When do you procrastinate?

As a coach, I deeply respect the insight leaders have into their own answers, and the knowledge you discover from these questions is invaluable. But it’s not enough.
To really get a sense of what you’re like, you also need some outside opinions. Here are some ideas.

Ask your friends, family and coworkers what they notice about you. How would they describe you? Get the positive and negative take. You’ll learn more about how you strike other people and discover more about what makes you brilliant.

Take profiles, assessments, and research-based quizzes to reveal your attributes. Each assessment will yield different information.

More customized and personal than most assessments, a 360-degree profile is a survey you conduct to get feedback on your effectiveness from the people “all around you” (hence the name). Traditionally, the survey is developed by a third party – say, a coach, consultant or research group – then distributed to a group of people who know you well enough to give you input.

How to get great feedback you can use to improve your effectiveness is the topic of just one of the information-rich chapters in the book, The Inner Edge: The 10 Practices of Personal Leadership. To learn more, go to www.TheInnerEdge.com. You’ll find an overview of the book, endorsements by such thought leaders as Marshall Goldsmith and Stephen Covey, and more!

When you take the steps to get good quality feedback, you’ll make the positive changes you need to make in order to like the leader you see in the mirror.

January 24, 2012 by Joelle Jay

Get Off Crack

Are you an addict? Let’s find out. Check the statements below – which apply to you?

I answer my phone in the middle of a conversation.
I can be reached by phone, text or email 24/7.
I’ve been known to check my PDA in movies, at the dinner table, or in the middle of the night.
I attend meetings at two levels – one above the table where the action is, and one under the table with my PDA.
If I can’t find my PDA I start to shiver, sweat and shake.

There’s a reason so many of my clients call their BlackBerry their CrackBerry. It’s addictive. And unless you want it to take over life, you’ve got to take some control.

Because it’s not just about turning off the machine. It’s about turning off the distraction. Paul Melchiorre, the vice president of global strategy at Ariba, puts it bluntly.

Even if you were good at managing your time before PDAs came along, now you need to adjust to this CrackBerry world. You have to know when to turn it off – not turning the BlackBerry off but being able to turn off the work mindset.

Time management now isn’t about having slots of time for home and slots of time for work. It’s all in the mix. What most people have done is learn how to shift back and forth from what’s happening in the present to what’s happening on their PDA, much the way my husband is right now flipping the channels back and forth between ESPN and the news.

But if you want to be effective as a leader, you need to stop flipping back and forth. You need to focus.

I don’t care if you’re the CEO, Barack Obama’s own attorney or the highest paid entrepreneur ever to cash a check – your family wants you there at dinner. Your team wants you in the meeting with them now. You deserve to work an uninterrupted hour.

Try this trick every time your PDA rings. Imagine the person trying to reach you is actually physically present. Feel the sense of intrusion when they barge through the door mid-sentence in the middle of meeting, or tap on your shoulder incessantly as you’re trying to work.

Do you have the power to turn away from the spectre of efficiency and take back your life?

January 10, 2012 by Joelle Jay

Father Tom

A friend of mine once told me a tale relayed to her by her pastor, Father Tom. Father Tom was given a jar of glass stones. The number of stones equaled the number of weeks, based on his age and demographic, that Father Tom could be expected to live. Every week he took one stone out of the jar. As he held the stone in his hand, he reflected on what it meant: one less week to live. Had he made that one week count?

Learning to make every moment count is a theme of the book, The Inner Edge: The 10 Practices of Personal Leadership. To learn more, go to www.TheInnerEdge.com. You’ll find an overview of the book, endorsements by such thought leaders as Marshall Goldsmith and Stephen Covey, and more.

The way you spend your time is the way you spend your life. Enjoy it; make it count.

December 27, 2011 by Joelle Jay

Priorities – The Key to Balance

What does it look like for accomplished leaders to have “balance?” Does “balance” even exist?

When I coach executives on the personal side of leadership, I try to steer them away from this hypothetical question before it spins into a useless debate. The question isn’t whether or not work/life balance really exists. The question is, are you getting what you need to feel fulfilled and renewed so you’re thriving in every part of your life?

What helps you stay sane? What do you love to do? What’s your down time? Where’s your rest?

Lisa Weber was the president of individual business at MetLife – a job that requires high visibility and extensive travel. She has been named one of Fortune Magazines 50 Most Powerful women several times, she is a beloved mentor, and on top of it all, she’s also a mom. And yet, as busy as she is, she’s able to find a sense of balance by prioritizing the kinds of activities that sustain her every day.

I don’t compromise my morning run or going to my daughter’s school and reading them children’s books. To be able to sustain myself and work the long hours I do, I need to keep my priorities straight and keep everything in balance.

“Keeping her priorities straight” is key for Lisa, who has learned not to fall into the balance trap.

You can’t allow yourself to use balance as a measure for your life. You’ll always feel like a failure but when you think that way. It’s a mistake to ask, “Do I live a balanced life or not?” – as if it’s left to the whole world to judge.

The question isn’t, “Do you have balance or not?” The question is, “Do you feel balanced right now? What do you need to prioritize today in order to feel your best?

In other words, the point isn’t that you, too, should go running or read a children’s book. The secret isn’t in the activities, it’s in the prioritizing. Lisa explains:

No one can measure your priorities but you, so accept the priorities of your work and life. If prioritizing means you want to work a flexible works schedule so you can get home at 2:00 to take your kids off the bus, then you’ve set the agenda, you’ve prioritized what’s important to you, and you are going to feel a sense of balance. If prioritizing means you want to work a little harder to meet an important goal, then do that.

In the mornings, when I choose run, I prioritize running over sleep, or I prioritize my run over going to an early meeting. But other mornings, if something else feels more important than the run, I prioritize differently.

The only way to do that is if you are in control of what your priorities are. What are your priorities? How do they relate to each other? What decisions could you make today to help you feel more balanced? What decisions could you make tomorrow or in the coming week to help you align your activities with your values and goals? Says Lisa,

Balance is not a thing you achieve or a place you arrive. You constantly rethink and reprioritize your activities. If you’re feeling balanced, you’ve got it right. If you’re feeling out of balance, you need to go back and reprioritize your activities again!

Work and life are closer together than most people think. When you integrate them more fully, you lose the guilt and anxiety that comes from second-guessing your decisions. You make the decisions that make you feel at peace.