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Why the Best Leaders Develop Mindfulness

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What have Google, Samsung, Aetna, SAP, and P&G all got in common? All of these world-class organizations recognize that one of the fastest growing segments of our working population is burnt out leaders. They responded to this by implementing mindfulness leadership programs to help their leaders not only excel in work, but in their personal lives as well.

Decades of solid research show a direct connection between mindfulness and emotional intelligence in leaders and the bottom-line results they achieve. Being good at ‘what you do’ is no longer enough…you must also be resilient enough to effectively manage your emotions, reactions, and decisions in challenging business situations – and to help the people you manage, or work with, to do the same.

Great leaders are always searching for ways to take their leadership practices to the next level. Mindfulness has been the source of much focus over the last number of years and organizations worldwide are now realizing that sometimes there is more to a successful leader than meets the eye.

Developing emotional intelligence and mindfulness can truly transform the impact and ability of a leader. Following the Genos Leadership Model:

  • When you develop self-awareness, you become an Aware Leader. Aware leaders understand the impact that their behaviors have on others. They are consistent in what they say and do, and they demonstrate awareness of their mood and emotions.
  • Developing awareness of others allows you to become a more Empathetic Leader. Empathetic leaders make team members feel appreciated and adjust their style so that it fits well with others. They acknowledge the views of others and balance achieving results with others’ needs.
  • Working on authenticity creates more Genuine Leaders. Genuine leaders honor commitments and promises, they are open and honest about mistakes, and they facilitate robust and open debate.
  • Leaders high in emotional reasoning make Expansive decisions as a leader. Expansive leaders consult others in decision making, they make ethical decisions taking the bigger picture into account.
  • Leaders that work to develop self-management are Resilient Leaders. Resilient Leaders manage their emotions well in difficult situations. They strive to improve their own performance, and they learn from their mistakes.
  • Effective leaders that inspire performance become Empowering Leaders. Empowering leaders provide constructive feedback, maintain a positive work environment, and facilitate team member development and career advancement.

Do you or the leaders in your organization need to develop the above behaviors? They can do so by participating in the Genos Mindful Leader Program facilitated
by Dutra Associates, LLC, a Genos Certified Practitioner.

If you’re interested in hosting a Mindful Leader Program in your organization, please contact Sherry Dutra at Sherry@DutraAssociates.com or call 603.595.1588.

Article in collaboration with Genos International Europe.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Who Am I If I’m Not an Executive? – Preparing for the Transition Called Retirement

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In recent years, I’ve been hearing a variety of stories regarding business owners and corporate executives who’ve been ready to sell their business or step down from their leadership role and retire, only to back out or panic at the last minute. The common theme among these stories is the concern they were experiencing about what their days would look like after they made the transition to retirement. Without preparation, it can feel like going from 120 miles per hour to zero in an instant.

Retirement, or what I prefer to call ReIgnitement™, requires planning. And, while many have focused attention on financial planning for retirement, few have considered the non-financial aspects of this life transition. Even in companies with strong succession planning processes, the vast majority do not focus any attention on preparing the executive for the next stage of their life. Transitions of any type can create stress in your life, even if the change is something that you have been looking forward to.  When that transition arrives, you can react to the changes that arise such as loss of identity, work relationships, and/or purpose. Or, by taking a planful approach, you can prepare yourself to respond effectively to the transition and ease the way.

This month, I’d like to share a simple tool to help you gauge your readiness for this transition. If you’re roughly 2 – 5 years from retirement, or know someone who is, please use this tool or share it with another to get a quick read on your readiness. If you’re already retired, you can use this tool to pinpoint those areas that might need some attention.

Click on the link for the Retirement Readiness Wheel. The 8 sections you’ll address take into consideration a holistic view of retirement. These sections include the following:

  • Clarity of Identity, Purpose
  • Health
  • Leisure/Travel
  • Home/Residence, Location
  • Marriage/Significant Other
  • Work/Business, Volunteering
  • Financial Resources
  • Optimism About Aging

As you review and rate each section, take a moment to determine what that section means to you. Then, to determine your readiness, circle your level of satisfaction with your preparedness for each of the 8 sections on a scale of 1 – 7 (1 = least satisfied, 7 – most satisfied). For example, for Home/Residence, Location – ask yourself “how satisfied am I with my preparedness on where I’m going to live?” Or, for Marriage/Significant Other, consider how prepared your relationship is for the transition. Go with the first response that comes to mind as you review each part of the wheel. That tends to be the one that is most indicative of the way you truly feel.

Once you’ve rated each section, draw a line connecting each of the numbers around the circle.  What kind of wheel do you have?  How smooth and balanced does it feel?  How bumpy might a ride on that wheel be?

If you discover that one or more areas of your ReIgnitement™ could use some tweaking and you’re not sure where to begin, a coach can help.  I invite you to explore my profile as well as those of my colleagues on the Retirement Coaches Association website to find a coach who is right for you. We help our clients think about and prepare for retirement like never before.  Take the time to plan so that you can hit the ground running when you step into the next phase of your life and career.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

 

3 Keys to Maximizing Business Value

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How ready is your company to be sold?  If yours is like most, there is probably much to be done. A primary reason for the lack of readiness is that the business is often too dependent on the owner. Consequently, millions of business owners will never maximize the value they have worked so hard to create over years and years of effort.

To prepare your business to be sold for top value, consider these three keys:

  1. Develop the right mindset. Your success largely depends on what goes on between your ears. Many business owners stumble into a trap of keeping their businesses dependent on them. Have you ever said or thought, “I can’t trust anyone to do the job the way that I would”; “It’s got to be perfect”; “This is my baby and I can’t give up control”? Business owners who realize the most value for their businesses have a different way of looking at things. They empower others to take on more responsibility and trust their decision-making. They give up full control. They refrain from micromanaging. They recruit people who are smarter than they are and provide the time and resources to prepare and develop them for senior roles.
  2. Create the infrastructure to recruit, retain and develop leaders who can seamlessly keep the company growing on their own. A company that establishes a strong infrastructure sets the stage for success by making it possible to develop a talent pool of leaders who are capable of successfully running the company without you. Key elements of this infrastructure include:
    • clear roles and responsibilities,
    • performance metrics for accountability,
    • a clear organizational chart,
    • a recruiting process that brings in top talent,
    • a talent development process,
    • a culture that engages and retains talent,
    • clear career paths for key roles,
    • systems and processes that allow for efficient company operation,
    • a performance management system that is fair and stretches people to grow and
    • the encouragement of behaviors that create cohesive, team performance.
  3. Implement an ongoing succession planning process that continues to develop and grow new leaders. Once you have the previous pieces in place, the final puzzle piece is an ongoing succession planning process. In some businesses, succession planning is only visited when a need arises, such as the retirement of an executive. Instead, succession planning must be a regular process to identify high potential performers, develop them, and continue to challenge them with the learning, assignments and opportunities that will prepare them to move up.

Companies that have done the hard work to have these three keys in place are in a position to keep growing. Consequently, the business owner is now freed from the weeds of day-to-day operations and can focus on strategy and setting standards of excellence. Also, when leaders within the business are empowered, it offers the owner a better integration between their work and personal life. Finally, the company is made more valuable with these elements in place. This sets the stage for the owner to gain a substantial return on their investment of time and effort over the years and to leave behind a thriving company for their team.

Adapted with permission by Center for Executive Coaching

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

“Why Can’t We Get Things Done?”: How Individual Perceptions Impact Execution

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A common frustration that leaders and managers share is that their organization has difficulty with execution. While they may do well in accomplishing daily activities and tasks, they consistently struggle with effectively executing on time, within budget, and with high quality on the strategic issues that impact the long-term success of the organization. Over time, this can lead to losing market share, decreasing revenues, and even the demise of the organization itself.

There are many factors that impact an organization’s ability to execute. In this blog, we’ll focus on 4 perceptions that noticeably make a difference in a person’s ability to execute effectively.

4 Perceptions that Get in the Way

  1. Relationships: Some individuals refrain from initiating and nurturing professional relationships. They don’t step back and take the time to think strategically about building a strong network within their organization. As a result, when they need to make a high priority request, they may not have the necessary political capital to get what they need.
  2. Influence: Others are unsure of how to sell an idea within the organization. They may not recognize that different approaches are needed for different people or situations and continue to use the same approach every time. Consequently, they struggle to know how to get buy-in for their ideas from key stakeholders such as their boss, peers, team, and cross-functional colleagues.
  3. Time: Ah, the illusive time. We all have the same 24 hours in the day yet we’re not all as effective as some at using them wisely. Some procrastinate. Some say “yes” to everything and need to set boundaries. Some fail to establish and stay focused on their top priorities. Some let email, text messages and chatty colleagues distract them.
  4. Results: Finally, some leaders focus on the wrong results. Rather than keeping an eye toward the long-term success of the organization, they may focus on being right, looking good in front of others, or perhaps as the person with all the answers. While short-term success may be achieved, this view of results often has a negative impact on their career in the long-term, their team and/or their organization.

An added factor to keep in mind is that leaders can often have limiting beliefs that get in the way of their ability to execute and can often link to the perceptions outlined above. For example, a manager who has a belief that everything must be perfect will have issues with time management and difficulty building relationships because of their unrealistic expectations.

Call to Action

Do you find yourself having a difficult time getting things done? If so, do any of the perceptions outlined above sound like you? What step are you willing to take to begin to make noticeable improvements in your execution performance?

Adapted with permission by Center for Executive Coaching.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

 

 

6 Keys to Managing Your Most Important Work Relationship

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While all work relationships are important, there is arguably one that is most important. That is the relationship with your manager and it’s often overlooked. Sometimes this is referred to as “managing up” which is primarily concerned with how effectively you work with and can influence your manager.

What makes this relationship especially important? Your manager ultimately determines the types of projects and assignments that are on your plate. Additionally, your manager has influence on your career path and can help connect you to resources within the organization to help you reach your team’s goals.

Here are six keys to help you strengthen this relationship:

  1. Ensure you are clear regarding your manager’s expectations. The job description for your position may provide you with the formal performance requirements for your role, but your manager will likely have additional expectations. Have a discussion with your manager to ensure that you are aligned on the key measures of success, the priority initiatives to execute, and the principles and values that should be reflected in how you carry out your role.
  2. Get to know your manager. What communication style does your manager prefer? What is important to them, both personally and professionally? In what way do they want to receive information and updates from their team members? What types of things are a natural source of frustration for your manager? If you are aware of the answers, you will be better positioned to help your manager be successful.
  3. Look for the good. As humans, we have a natural tendency to be on the lookout for danger, which can cause us to focus on traits and attributes in managers that we don’t like. Even if your manager can be difficult to work with, focus on the things that your manager does well. Look for the opportunities to learn from your manager and acknowledge their contributions and support.
  4. Consider how you can adapt to your manager’s behavioral style. For example, let’s say that your manager is someone who drives for results and you are more of a process-oriented person. It would be important for you to learn how to present your ideas and other communication in a quick, high-level summary format.
  5. Make your manager look good. Doing something that reflects poorly on your manager is a quick route to damaging your relationship. What might you do to increase the level of trust, respect, and confidence that your manager has in you?
  6. Discover ways to free up time and reduce the hassles your manager deals with. Doing so allows your manager to focus on what’s most important and supports their success. So, take the initiative, be solution oriented, provide possible ideas for resolving issues that you must escalate. Be a leader!

The only behavior you can control is your own. Don’t leave the full responsibility for the relationship in your manager’s hands. Some managers are amazing at creating relationships with their team members. Others, not so much. Regardless of the type of manager you report to, being proactive in building a strong relationship with your manager will not only help their success, but also yours.

For more ideas about how to improve relationships and alignment up, down, and across your organization, contact us at Sherry@DutraAssociates.com.

Adapted with permission by Center for Executive Coaching

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

The Power of Perceptions in Leadership Success

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No matter the organization, you have likely experienced the caustic leader who delivers exceptional results yet how they go about getting those results leaves much to be desired. Often this leader needs to be in complete control, believes they are smarter than everyone else, and tells their team what to do rather than develop, coach and trust their employees.

Unfortunately, people don’t want to be around this person, don’t think the leader is very smart at all, and become disengaged and demotivated by the caustic environment. Results are achieved through control and fear rather than a collaborative environment. Over time, this behavior can lead to high turnover and may even create potential legal liability for your company.

Sound familiar? Yet, at work, this is only one example of the perceptual limitations that can ultimately get in the way of leadership success. People with perceptual limitations that inhibit long term success, choose a value, such as being perceived as smart, over being truly successful. While they may still be valuable to the organization, they could enhance their value further by reframing these perceptions.

Consider people in your organization and whether anyone comes to mind who displays any of the additional perceptual limitation examples covered below. A question you might ask yourself to identify someone with a particular type of perceptual limitation is:

“Would they rather ______________ or be successful?”

Look good. While getting results is a great way to look good, some will shift blame, take credit, and do whatever is necessary to look good, even at the expense of results.

Be right. Often this shows up as an “I told you so” mindset. You might also notice it when a leader wants to win no matter what – even if that win damages relationships and the team.

Get credit. When managers are more worried about getting the credit for the great idea or for driving a project to completion, they may not get the results they desire. Sharing the credit with others builds collaboration and relationships.

Be liked. New managers often struggle with this perceptual limitation, especially if the people now on their team used to be their co-workers. In fear of losing their friends, they would rather be popular than make the tough decisions and gain the respect of their team.

Have harmony. Conflict avoidance is common. Yet productive conflict breeds better decisions and innovative ideas through open discussion and the exploration of varying views.

Be perfect. Perfectionism can lead to analysis paralysis. Waiting for perfect data, perfect products, and perfect ideas allows others in the marketplace to get the upper hand. It’s okay to go with less than perfect, see what happens, and continue to improve over time.

Avoid being involved. When things go wrong, do you retreat and leave others to handle the issue? Success comes from diving in and being part of the solution.

These are just a few of the perceptual limitations that can sabotage leadership success. Did you recognize others, or even yourself, in any of these? If so, the good news is that these limiting ways of thinking can be re-framed and new behaviors developed to create sustainable results.

Dutra Associates, LLC has a proven methodology that leads to more effective behaviors, collaboration, and impact on the team and the organization as a whole. If you’d like to learn more, I invite you to reach out at Sherry@DutraAssociates.com. Why tolerate ineffective behaviors in your organization when you don’t have to?

Adapted with permission by Center for Executive Coaching

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Emotional Intelligence in Hiring – What You Need to Know

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The case for emotional intelligence is clear. Successful organizations all over the world are now incorporating EI into the development of their people and their leaders. There’s also a wide variety of research and articles on the importance of hiring FOR emotional intelligence. But in all those blogs and pieces of content, authors don’t talk about HOW to hire for EI.

When we understand our own emotions and the emotions of others – it’s a win-win situation. Our relationships grow, we become more resilient, and able to handle stress more effectively. Far too many employees lack basic self- awareness and social skills and too often, people aren’t aware of how their moods and emotions are impacting others in the workplace.

According to Harvard Business Review, “One of the reasons we see far too little emotional intelligence in the workplace is that we don’t hire for it. We hire for pedigree. We look for where someone went to school, high grades and test scores, technical skills, and certifications, not whether they build great teams or get along with others. And how smart we think someone is matters a lot, so we hire for intellect.”

The World Economic Forum lists emotional intelligence as the 6th most important job skill required for success at work by 2020. WorkSafe Victoria have also observed that more mental injuries get caused in workplaces now than physical injuries; and levels of EI positively correlate with levels of resilience and negatively correlate with levels of occupational stress. In other words, people with high EI feel less stressed and are more resilient at work. Organizations that are focused on emotional intelligence in their talent management strategies are taking the right steps to ensuring healthy and happy workplaces and teams.

Measuring emotional intelligence should be added to talent management and hiring processes, not to replace other strategies but to strengthen an existing process.

Yes, you still need a comprehensive hiring plan, but what’s now clear to business leaders everywhere is that EI skills and behaviors are as important as your intellect, experience and background in determining success at work and in life.

The Genos Emotional Intelligence Selection Report

Emotional Intelligence: a set of skills that help us better perceive, understand and manage emotions in ourselves and in others.

Collectively, being more emotionally intelligent allows us to make more intelligent responses to, and use of, our emotions. These skills are just as important as intellect (IQ) in determining success at work and in life. Emotions influence, both productively and unproductively, our decisions, behavior and performance.

Published psychometric studies have shown that scores on the Genos Selection Assessment meaningfully correlate with a number of important workplace variables. The higher people score on the Genos assessment, the higher they tend to also score on measures of:

  • Workplace performance
  • Leadership effectiveness
  • Sales and customer service
  • Resilience
  • Team work effectiveness
  • Employee Engagement

Here’s how it works:

The Genos Emotional Intelligence Selection Report is the best measure of how often a candidate demonstrates emotional intelligence in the workplace. The report allows hiring managers to utilize EI measures as an additional means to avoiding bad hires.

The Genos Selection model comprises a set of seven emotionally intelligent competencies. These competencies represent skills and behaviors, based on underlying abilities and experiences, that are measurable and observable. The Genos model captures the workplace skills and behaviors that manifest from emotional intelligence abilities.

  • Users first experience a high-level overview of the candidate’s total EI score along with a deeper dive into each behavior and its results.
  • Interview questions and an interview evaluation guide then allows the hiring manager to dig deeper into the EI of the individual.
  • Wrap up the process by using the summary section to help combine assessment and interview results allowing you to present recommendations to a client or HR decision maker.

The information presented in this report should be combined and weighted with other sources of information to determine the candidate’s suitability or lack thereof for employment. Emotional intelligence is one of many factors related to success in the workplace. If you’d like to learn more about this innovative new emotional intelligence selection tool, please call Sherry Dutra at 603.595.1588 or email her at Sherry@DutraAssociates.

Game changing for hiring, life changing for your new hires.

Article in collaboration with Genos International Europe.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

 

Developing These Six Behaviors Will Help You Become a Better Leader

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Copyright Genos International EU. Used with permission.

There is an abundance of research on the impact emotions have on an individuals’ performance in the workplace. It shows that people often perform their worst when they experience unproductive feelings, such as feeling frustrated, concerned, stressed, inadequate, and fearful.

Research also shows that people perform their best when they feel involved in purposeful work that develops who they are… and when they feel valued, cared for, consulted, respected, informed and understood.

So, how can developing your leadership help ensure your people feel and perform their best?

Leadership is fundamentally about facilitating performance, supporting others to do their best, and to do their work effectively and efficiently. One of the most robust, consistent findings in the area of social sciences is that there is a direct link between the way people feel and the way people perform. As such, leaders need to be skilled at identifying, understanding and influencing emotion within themselves and others in order to inspire performance.

Emotionally intelligent leadership is about leaders intelligently using emotions to facilitate high performance in themselves and others.

How, then, do leaders develop the skills to do this effectively? In the virtual Emotionally Intelligent Leader program, participants first engage in a personal Genos EI Leadership Assessment, in order to understand “how they are showing up at work.”

Participants will improve their understanding of emotions and emotional intelligence. They will also explore and practice tools and techniques for applying emotional intelligence in leadership and creating conditions for others to achieve high performance.

In the program, participants will:

  • explore the neuroscience of emotions and emotional intelligence,
  • examine tools and techniques for effectively asking for, and responding to, feedback,
  • explore techniques for developing self and other awareness,
  • examine how we can use reactive and proactive techniques to build our resilience and effectively manage strong emotions,
  • explore an approach for facilitating engagement discussions with staff members, and
  • explore techniques for applying EI in leadership and creating high performance in others.

The material for the program is based on the Genos Emotional Intelligence Leadership Model.

The Genos model of emotionally intelligent leadership has been developed from over a decade of research work examining how effective leaders use emotional intelligence abilities in their leadership of others.

The model comprises six emotionally intelligent workplace competencies. These competencies represent skills and behaviors based on underlying abilities and experiences that are measurable, observable, and critical to successful job performance.

The six Genos EI Competencies are:

  1. Self-Awareness
  2. Awareness of Others
  3. Authenticity
  4. Emotional Reasoning
  5. Self-Management
  6. Inspiring Performance

Self-awareness is about being aware of the behaviors you demonstrate, your strengths and limitations, and the impact you have on others. Leaders high in this skill are often said to be present rather than disconnected with who they are. Self-awareness is important in leadership because:

  • a leader’s behavior can positively or negatively impact the performance and engagement of colleagues
  • leaders need to know their strengths and limitations in order to continuously improve and maintain success
  • leaders’ interpretation of events at work is both made by, and limited by, their intelligence, personality, values and beliefs.
  • In order to objectively evaluate events, leaders must know how they interpret the world and how this helps and limits them.

Awareness of others is about noticing and acknowledging others, ensuring others feel valued, and adjusting your leadership style to best fit with others. Leaders high in this skill are often described as empathetic rather than insensitive to others and their feelings. Awareness of others is important in leadership because:

  • leadership is fundamentally about facilitating performance, and the way others feel is directly linked to the way they perform
  • awareness of others is necessary in order to take effective steps to influence and facilitate others’ performance
  • to bring out the best in people, leaders need to adjust their leadership style to best fit with the people and situation they are leading.

Authenticity is about openly and effectively expressing yourself, honoring commitments and encouraging this behavior in others. It involves appropriately expressing specific feelings at work, such as happiness and frustration, providing feedback to colleagues about the way you feel, and expressing emotions at the right time, to the right degree and to the right people. Leaders high in this skill are often described as genuine, whereas leaders low in this skill are often described as untrustworthy. Authenticity is important in leadership because:

  • it helps leaders create understanding, openness and feelings of trust in others
  • leaders who are guarded, avoid conflict, or are inappropriately blunt about the way they feel can create mistrust, artificial harmony and misunderstandings with those around them
  • leaders need their people to be open with them. If, as a leader, you do not role-model this behavior, your direct reports will be guarded with you.

Emotional reasoning is the skill of using emotional information (from yourself and others) and combining it with other facts and information when decision-making. Leaders high in this skill make expansive decisions, whereas leaders who are low in this skill often make more limited decisions based on facts and technical data only. Emotional reasoning is important in leadership because:

  • feelings and emotions contain important information, for example, if a colleague is demonstrating frustration or stress, these feelings provide insight that they are going to be less open and supportive of new ideas and information
  • the workplace is becoming more complex and fast-paced; this requires quick, solid decision-making where all the facts and technical data are not available (gut feel and intuition are important in these environments)
  • people are influenced by emotion; if you fail to consider how people are likely to feel and react to decisions made, you may not achieve the appropriate buy-in or support for your decisions.

Self-management is about managing your own mood and emotions, time and behavior, and continuously improving yourself. This emotionally intelligent leadership competency is particularly important. Leaders high in this skill are often described as resilient rather than temperamental in the workplace. The modern workplace is one of high work demands and stress, which can cause negative emotions and outcomes. Self-management is important in leadership because:

  • a leader’s mood can be very infectious and can, therefore, be a powerful force in the workplace; one that can be both productive and unproductive
  • this skill helps leaders be resilient and manage high work demands and stress
  • to achieve, maintain and enhance success, leaders need to pay conscious attention to the way they manage time, how they behave and to continuously improve how they lead others.

Inspiring performance is about facilitating high performance in others through problem solving, promoting, recognizing and supporting others’ work. An individual’s performance can be managed with key performance indicators. This is important, however, research has shown that this “compliance” style often fails to drive discretionary effort and high performance. Leaders who combine this with a more inspiring style often empower others to perform above and beyond what is expected of them. Inspiring performance is important in leadership because:

  • leadership is fundamentally about facilitating the performance of others,
  • managing performance with rules and key performance indicators usually produces an “expected” result rather than an “unexpected” high-performance result
  • people often learn and develop more with this type of leadership style, resulting in continuous enhancements to performance year on year.

Strong leadership has never been more important as we navigate the impact of COVID-19. If you’d like to learn how you can bring this virtual program to your organization to support your leaders in becoming more emotionally intelligent, contact me at 603.595.1588 or via email at Sherry@DutraAssociates.com.

Adapted with permission by Genos International EU

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

 

Finding Your Passion: Entrepreneurship and Older Americans

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“To love what you do and feel that it matters – how could anything be more fun?”  – Katherine Graham – American Publisher.

According to research conducted by the Kauffman Foundation in 2019, more than 25% of new entrepreneurs were between the ages of 55 and 64. This is compared to just under 15% in 1996. The impact of COVID-19 is continuing to fuel this trend in 2020. As older workers experience layoffs or take early retirement packages due to the pandemic, many are evaluating the possibility of launching their own business.

One of the first things to consider involves determining what will ignite excitement and fulfillment in you. Starting a business is hard work. Pursuing something that is purposeful and taps into your passion will keep you motivated during the inevitable ups and downs. If you are amongst those older Americans who are now considering starting a new chapter in your career, here are some tips to help you find your passion.

Being in the Zone

When was the last time that you were so engaged in what you were doing that you completely lost track of time?  What is it that you were involved with?  Were you organizing, planning, decorating, running a meeting, painting, gardening, helping others, or teaching? Whatever you were engaged in, you were experiencing being “in the zone”.  This is a state of being fully focused, motivated, and passionate – a state where you are doing what you are uniquely gifted to do.

One of my teachers, Laura Berman Fortgang, has said, “your satisfaction will not stem from what you do but from who you get to be while you do that thing.”  We often get caught up in what we are “supposed” to be doing.  This can stem from a wide variety of influences including parents, friends, teachers, and societal pressures to name a few. Forget titles and look at the essence of who you get to be in any business pursuit you consider. It can open up doors you never imagined.

Find what it is that uniquely lights you up. Your passion can be something that you’ve known all your life or you may evolve into it as you notice what you most love. To begin your own exploration, consider the following questions.

Ask Yourself

  • What gets me excited about life?
  • What brings meaning to my life?
  • If I could do exactly what I’d like to do, what would it be?
  • What are my natural gifts and talents?
  • What did I most like to do as a young child?
  • What are my criteria for happiness?
  • What are my values?

Your Next Steps

Once you have jotted down the answers to these questions, it can be helpful to share them with a close friend, a mentor, or a coach to flesh them out and look at possibilities. It’s never too late to embark on a new path. Dreams can be realized no matter where you are in your life’s journey. Take these first steps to open the door to what could be next for you.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

An Often-Forgotten Key to Team Success: Managing Transitions On and Off the Team

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An abundance of research, models, and resources exists to support teams in maximizing their effectiveness in delivering high performance and value to the team’s key stakeholders. Yet, one area that doesn’t tend to get enough attention is the criticality of managing the process of team members transitioning on and off the team.

We often tend to think this is a fairly simple process. Yet, how does the new team member fill the role of the person who has just moved on?  If the team is expanding and someone is coming into a new role, how do they fit in? How do we capture the knowledge that is leaving with the team member who is transitioning out? The dynamics of the team are impacted every time there’s a change. So, beyond welcoming the new team member and saying a fond farewell to the one who is moving on, what can leaders do to pave the way for creating a smooth transition?

Here are a few key considerations when bringing on a new team member:

  • What excites them about coming on board?
  • What resources or support do they need from you or other members of the team to help them get up to speed?
  • What plans are in place to train them?
  • What level of oversight do you need to provide to ensure they have a smooth transition (without micromanaging)?
  • How will you welcome them to the team and ensure they meet everyone?
  • What will you put in place to help the other team members accept and welcome the new member?
  • How can you create an environment where the differing perspectives and experiences of the new team member are listened to and considered?

Here are a few key considerations when a team member is transitioning off the team:

  • How will this person’s work be transitioned to their replacement in a seamless way?
  • What is your process for capturing the team member’s knowledge before they move to a new group or leave the company?
  • How much time have you built into the process for them to train others?
  • How do you thank them for their contribution before they move on?
  • How do you ensure that confidential or proprietary information doesn’t walk out the door with the departing team member?

Transitions on and off a team are an important factor in team performance and results and, too often, proper preparation for such transitions doesn’t occur. Whether you are leading a long-standing team or shorter-term project teams, take the time to consider exploring these questions with your team the next time a transition on or off occurs. The time you invest now will pay off through shorter ramp-up time, more effective collaboration, and higher productivity.

What has worked for you in managing transitions successfully? Please feel free to share your ideas.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.