Leadership – Page 5 – Dutra Associates

Seven Principles of Extraordinary Results

June 19, 2016 By Sherry Dutra Leave a Comment

Image Provided by ThoughtAction LLC

What if you had a model that easily conveyed how you create the results that you experience each day? What if you could gain insight into the patterns of your thinking and behavior that serve you as well as the patterns that do not? What possibilities might be open to you if you could learn to run your system rather than having it run you? The Results System™ allows you to gain these benefits by providing the framework, tools and solutions that raise the bar and drive results.

The Seven Principles of Extraordinary Results provide a simple introduction to the key concepts behind The Results System™.

Results First and Foremost:

What is the outcome that you desire to achieve? Start first with defining your end result and work backwards from there. You create what you focus on.

Goals are Not Results:

It’s important to make a distinction between a goal and a result. When you do not, you run the risk of limiting your choices and options. A “result” is the outcome you want to create. A “goal” is a target or milestone designed to achieve the result. For example, when you say, “I want to reach my sales target for the quarter,” you might think you are describing a result. In fact, this is actually a goal. The result is what you will have when you achieve your sales target.

Choices Not Actions:

Choose your actions wisely. Often, you might feel you are making progress when you can check items off of a list. Yet, you may end up wasting time by leaping too quickly to action and completing tasks that are not fully aligned with creating the results you desire.

Invisibles Make the Difference:

Remember that everyone has blind spots and other factors that are not yet visible. Take time to become more self-aware to reveal the aspects that are operating behind the scenes. Doing so drives better choices and actions.

Silent Partners Make Predictable Patterns:

All humans have a unique and wonderful “operating system” that creates unconscious repeatable patterns of thinking and behavior. Having such a system allows you to motor throughout your life without having to consciously think about each step you need to take to complete daily tasks like getting ready in the morning or driving your car. Over time, these patterns of thinking and behavior become invisible and operate behind the scenes. In most cases, they serve you well. Yet, when you want to change in order to get a different result, these automatic patterns kick up a fuss. In order to dissuade you from changing, there are even three lines of defense to keep you from making a shift: remaining invisible, making change awkward, and telling us stories in our own voice that convince us that change would not be beneficial.

Change is a Process:

Any change that you set out to make has an emotional component to it. To create change that lasts we must deal with the inevitable feelings that will come up. While initially you might start off positively fired up about making the change and are certain you will be successful, the actual practice of creating new habits and permanently changing your behavior may cause you to swing from confidence to doubt to hope. When you experience this roller coaster, it may be enough to have you give up and go back to your old habits. Keep in mind that the emotions that arise are all a natural part of the change process. In knowing that, you can design strategies to manage the emotional ups and downs and achieve the result you want.

Use the System:

Take a systems based approach to creating your results. The Results System™ model helps you to reveal the visible and invisible factors that drive your ability to create results. Your Results System™ is unique to you. Even teams and organizations have a Results System™. Using the model will create greater self-awareness around the strengths and the detractors that impact your results and provide you with a means to make conscious choices and choose the actions that support the achievement of your key outcomes.

Call to Action

Are you willing to make changes to achieve the result you desire? If so, what action(s) are you willing to commit to in the next week to help you achieve this result by implementing the above principles into your life and work?

Adapted from “Seven Principles of Extraordinary Results” by ThoughtAction, LLC, 2015. Adapted with permission.

About the Author: Sherry Dutra is a Talent Management and Career Coach and Facilitator who helps you create consistent, optimal performance using all your capacity and potential in both your work and life. 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.

Networking – What Does it Mean to You?

April 20, 2016 By Sherry Dutra Leave a Comment

When you hear the word “networking”, what immediately comes to mind for you? Do you cringe and want to retreat into the safety of your home? Do you feel as though it’s about pitching your wares, trading business cards and manipulating people? If so, it’s no wonder that you resist doing it. Who wants to feel like they are using others and being viewed as insincere?

Often a key factor of my clients’ success strategy includes networking of some sort. Whether they are:

exploring a new career path,
seeking a new job,
looking to expand their leadership capabilities,
starting or building a small business, or
considering a transition to retirement,

connecting with and learning from others helps them to reach their goals. However, when networking is brought up, it is often met with resistance and a very undesirable view.

Yet, it doesn’t have to be that way. If you come from a perspective of networking that is based on building relationships and seeking opportunities to add value, you can change your entire experience of connecting with others. How might you feel differently about networking if you considered the following questions prior to your next networking opportunity?

What can I share and offer that is valuable to others?
What can I do to help someone else feel comfortable?
How can I contribute to another’s success?
How can I truly listen to what another is saying so I can identify ways to help them?
Who do I know who would be a great connection for this person?
How can I simply engage in a relaxing conversation with someone?
How can I be my true self and make genuine connections with people?

What does networking mean to you now? Hopefully, you are beginning to see networking in a more positive light ~ one in which you build relationships based on true connection, integrity and mutual support.

Anabolic Leaders and Gaining Buy-In

February 2, 2016 By Sherry Dutra Leave a Comment

In the past, we have explored the characteristics of anabolic and catabolic leaders. Click on the following link if you’d like to review that blog. Leadership: Inspiring and Motivating Yourself and Others This time, let’s look at another aspect of leadership – how information is passed along to others – to further see the difference between the two types of leaders.

In any type of leadership role – whether as a CEO of a Fortune 500 company, a small business owner, or as a parent, imparting information to others is an integral and essential part of leading. Catabolic leaders give information, while anabolic leaders share information.

Giving vs Sharing

“Giving” means to convey, transmit, or assign. When we give to others, we no longer have ownership of what we give. “Sharing,” on the other hand, means to partake of, use, or experience with others. When we share, we’re still part of the process – we’re “in it” with the other person.

When a catabolic leader gives information to others, they do so without much explanation, and with little buy-in or justification. An anabolic leader who shares information, however, explains well and gets buy-in, which builds trust, develops rapport, and deepens the connection with the other person.

Here’s an Example

Which of the following leaders is more likely to get the result they desire?

Catabolic leader – “John, I need a rundown of the responsibilities of the people in your department. Please get it to me by tomorrow afternoon, if not sooner.”

Anabolic leader – “John, we’re considering bringing in some additional staff members to ease some of the production crunch you and your department are under. I’d like a rundown of the responsibilities of the people in your department so that I can see who’s doing what and where some gaps might be. Since I’d like to get this process underway soon, how possible would it be to get this to me by tomorrow afternoon or earlier? After I take a look at it, I’d love to sit down with you to hear your ideas for resolving this. How does that sound?”

The two leaders asked for the same information – but how differently they asked, and how different the result is likely to be! John’s response to the catabolic leader would probably be to question what was going on and to worry about his department and the people under him, and to either put off doing the task or do it in a perfunctory way. His response to the anabolic leader, on the other hand, would most likely be to jump right into the task, do it well, and generate ideas for improvement.

My Challenge to You

Anabolic leaders get results! Over the next month, try sharing instead of giving information, both at work and at home. Those extra few minutes of explanation and getting buy-in can make all the difference.

Image courtesy of SMarnad/FreeDigitalPhotos.net

How Are You Doing on Those Goals? 5 Tips for Executing on Your New Year’s Resolutions

January 8, 2016 By Sherry Dutra Leave a Comment

Like many of us, you have most likely spent at least a little time in the last few weeks reflecting on last year and identifying goals for the new year. In some cases, you may realize that you have had the same goal on your list for multiple years. I’ll be the first to admit that I’ve been there. Recycled goals alone can dampen your energy for following through! Yet, there are ways to maximize the likelihood of your successful goal execution. Let’s take a look at a few key tips.

Know Your “Motivation”
What makes each goal important to you? Is it really your goal or perhaps someone else’s? How aligned is each goal with your values? What is motivating or driving you to include each goal on your list? How does each goal feel to you….is it something you feel you “have-to” do or something you “want-to” do? The more each goal is aligned with what you truly value and if you are positively motivated to achieve it, you greatly increase the likelihood that you will follow through. Look back to those goals that have appeared on your list for multiple years. How aligned are they? Perhaps they just need to drop off the list.
Set Realistic Expectations
One of the primary reasons that we don’t follow through is that we bite off more than we can chew. If the goal is to exercise for 30 minutes, 5 days per week and you currently don’t exercise at all, you’ve likely set yourself up for failure. What is a stepping stone toward that ideal goal that is a reasonable stretch from where you are now? Once that reasonable stretch has become your new normal, set a new stretch goal that brings you another step closer to your ideal. Before you know it, you will have successfully created that new ideal habit.
Support Success
What tools or resources do you need in place to keep your commitment to yourself? Are you someone who likes to socialize while working out? Then, enlist a friend to meet you at the gym or join a workout class. Do you like tangible evidence of your progress? If so, perhaps a device that counts your steps or tracks your level of activity will spur you on. How often do you notice yourself thinking self-sabotaging messages? Pay attention to what you tell yourself and quiet the nay-saying voice with positive words that support the results you are striving to achieve.
Set Milestones
Success isn’t only the final accomplishment of your ultimate goal. It is all the steps you take along the way that keep you moving in the right direction. As you set the realistic expectations discussed in tip #2, place a timeframe on when you’d like to be ready for the next stretch goal or the next step toward your overall goal. This keeps your momentum going and reinforces your progress.
Celebrate
Too often you breeze past your milestones and even the accomplishment of your overall goal with barely a moments pause to take in what you’ve done and celebrate success. Instead of giving yourself credit for sticking to your goal, you’re off thinking about the next goal. Take a moment to celebrate the wins, both big and small, along the way. It doesn’t have to be something expensive, time-consuming or elaborate. Perhaps you buy yourself a new book, or curl up on the couch to watch a movie, or go out dancing. Whatever it is, make sure it’s something that you find fun and that represents a pat on the back to you for a job well done.

What are you going to do today to reignite your commitment to your goals?

Note: Image courtesy of Stuart Miles at FreeDigitalPhoto.net

Where is the Whitespace in Your Day?

February 18, 2015 By Sherry Dutra Leave a Comment

I had the opportunity to be in attendance for a talk by Juliet Funt, who is the founder and owner of WhiteSpace® at Work, and found her to be especially inspiring. In a completely engaging and amusing way, she made the case for whitespace in our days. What exactly is whitespace? As described by Juliet, it is a purposeful, freedom experience for the mind; an opportunity for the mind to dance, play and end up at unexpected junctures that serve us. It is setting aside time and thought for which you have no specific plans.

Our typical workdays are comprised of “reactive busyness”. This brings to mind notions of fire-fighting and problem fixing that, while giving us the illusion of getting things done, are really lots of activity without necessarily true productivity. Juliet indicated that “we have no relationship with thoughtfulness as a key to success in the workplace”. What is missing, she indicated, is whitespace. Pointing to benefits such as, developing more game changing ideas; increasing productivity, creativity and engagement; being more calm and present; connecting interpersonally; she suggests that we must “redistribute effort and excellence” to allow whitespace in our days.

To redistribute effort, consider letting go of some things. We often hold on too hard for a variety of reasons. Ask yourself: What can I let go of in my life – both personal and professional?

What baby steps can you take to stop responding as if each email and text is urgent?
Do you really need to attend every meeting you’re invited to?
Can you truly get your work done if you are in back to back meetings all day?

To redistribute excellence, it’s time to curb your perfectionistic tendencies. Perfectionism is a real talent and we must make choices on where we will spend that talent. Ask yourself: Where could good enough, be good enough?

So, where to begin? Start small – manage your calendar to create whitespace; appreciate the forced whitespace that comes when stuck in a traffic jam. According to Juliet, if you’re aspiring to whitespace and give it value, you are ahead of 90% of others in the workplace. Be creative and design a little whitespace that works for you and watch your success grow!

Leadership and Participatory Delegation

November 1, 2014 By Sherry Dutra Leave a Comment

In past blog posts, we’ve defined the characteristics of anabolic leaders, who truly “lead” and catabolic leaders, who “manage”. https://dutraassociates.com//leadership-inspiring-and-motivating-yourself-and-others/ Today, let’s take that discussion further by looking at how each type of leader delegates.

Most of us have learned that delegation is something that’s important for us to do in order to be effective leaders and to get things done. And, it is true. However, anabolic leaders take it a step further. When a catabolic leader delegates a task, the leader typically walks away from the delegation and leaves the team member to carry on without support. On the other hand, when an anabolic leader delegates a task, they participate throughout the delegation process. In this way, the team member knows that they are supported and valued while they are carrying out the work. Let’s be clear – participating doesn’t mean that the leader needs to do most or even any of the work. Instead, it implies that the leader is available to her team members when needed and will check in at appropriate times to ensure the task is progressing per plan. It also demonstrates that the leader is willing to personally do anything that she asks team members to do.

Here’s an example to consider. Imagine the following scenario. A small business owner is expanding from two retail locations to three. The owner of the company assigns tasks to the key team members. In Catabolic Company A, the owner gets occasional progress reports, but remains out of the picture until everything is done, at which point the team is either praised or reprimanded based on what they’ve accomplished. In Anabolic Company B, the owner not only follows up frequently with the team, but is also on hand to pitch in and work alongside them, letting everyone know that she is part of the team, and that she is willing to do whatever she asks them to do. The team knows where they are at all stages of the project, because the leader has been “in the trenches” with them. In which company are the team members more likely to be engaged and want to do a good job? Which leader is more likely to gain respect and loyalty, and inspire greatness in others?

This month, how can you show those around you that you are a participant, not merely a delegator?

Leaders and Emotional Intelligence

October 21, 2014 By Sherry Dutra Leave a Comment

Emotions don’t belong in the workplace – or do they? Depends on who you ask! Effective leaders understand that emotions can’t be left at the office door. Let’s explore how successful leaders are aware of their own and others’ emotions, how they express their emotions, and how they manage or control them in the work environment.

Awareness, expression, and management of emotion are the three main aspects of emotional intelligence. Emotional intelligence is defined as the ability to distinguish, understand, and have an awareness of how thoughts and feelings connect with outward displays and behaviors, as well as the ability to manage and express appropriate emotions and help others do the same.

Let’s look at each of the core components of EI and see how they are expressed in exceptional leaders.

Awareness
Leaders who are strong in this aspect are not only aware of their and other’s emotions, but they’re able to step back and recognize that their emotions are not automatic (emotions arise from interpretations). They also look for clues in their emotions, asking questions such as “Why did I have this response, and what can I learn from this?”

Expression
Successful leaders understand that emotions are a part of each of us, and that they can’t be “turned off” at will. They know how to appropriately express their emotions, at the appropriate time. By sharing, acknowledging, and validating, they create an environment in which their co-workers and staff feel valued and understood.

Management
Effectiveness in this area is demonstrated by leaders’ ability to manage their own moods and to help other people shift to more positive moods. They also are able to control their own emotions, even during stressful situations. They respond, instead of react, and their generally calm attitude promotes a positive work environment.

Emotional intelligence is directly related to interpersonal effectiveness. The higher your emotional intelligence, the more effective leader and communicator you will be. If you’d like to learn more about how you might develop and implement strategies to improve your emotional intelligence, please contact us for more information. https://dutraassociates.com//contact/

Worry Not: Handling What Life Throws Your Way

September 22, 2014 By Sherry Dutra Leave a Comment

Change is inevitable – after all, nothing really stays the same. But in today’s challenging times, it seems like we’re on “uncertainty” overload, never knowing what will happen from one moment to the next.

With uncertainty comes stress and confusion, and while most of us would be quick to say that we want less stress and more certainty in our lives, what we really want is less of a stress reaction to what life throws our way.

We can’t choose what happens to us – but we can choose our responses to the situations we encounter. Let’s take a look at five different responses that people have to stressful situations. As you read, you may want to think of a recent stressful event or news that you may have received, and see what your reaction to that event can teach you about how you habitually respond. You may have one type of response at work, and another at home, or you may react differently depending on who else is involved.

The first and all too common response to stressful events is to suffer and be a victim to it. People who respond this way don’t take action. Things happen TO them – and though they may complain and be generally miserable about it, they don’t take any steps to do anything. They allow life to control them, instead of the other way around. This way of responding is certainly not recommended, and eventually, it will take its toll on one’s physical and mental health.

The second type of response is to accept the situation. Someone with this response may say “so what,” or perhaps get some perspective on the situation by asking if it will matter in a year – or a week – or even in a day.

The third way to respond is to actually take steps to change the situation – taking action to bring it to resolution (or at least move toward resolution). This is a very powerful response, and one that many effective leaders employ.

The fourth way to respond is to avoid the situation. People responding this way make a decision not to get involved in a situation that they don’t see as concerning them, or upon which they can’t make an impact.

The fifth and final way that people generally respond to stress is to alter the experience of the situation. When we look at a situation differently, the experience itself changes. Changing perceptions is probably the most challenging of the responses, because we tend to be stuck in our own interpretations and assumptions about what’s happening, but it is also perhaps the most powerful of all.

It’s your world, and you can create it as you wish. Remember, what one person sees as stressful, another person barely notices, or sees as exciting and full of opportunity. How are you going to choose today?

Leadership: Inspiring and Motivating Yourself and Others

August 28, 2014 By Sherry Dutra 2 Comments

As leaders, inspiring and motivating yourself and others is critical to creating transformational and sustainable results. Yet, what allows you to do this well and do it consistently?

Research has shown that how well you are able to lead is connected to your level of energy. Well, what exactly do we mean by “energy”? There are essentially two types of energy: Anabolic energy is building, constructive energy that allows leaders to build strong relationships with their teams, clients, colleagues, etc. Catabolic energy is destructive and repels success in relationships, business dealings, etc.

Recognizing and understanding the characteristics and impact of catabolic and anabolic leaders will allow you to choose the type of leader you want to be.

Let’s start off with looking at the overall style of the catabolic leader. This leader manages. If we look at the definition of “manage” we find that it means, “to handle, direct, govern, or control in action or use”, and “to dominate or influence”. So, catabolic leaders tell others what to do and how to do it. By maintaining control, others with whom this leader interacts are in a non-powerful position and as a result, probably aren’t particularly engaged in their work.

An anabolic leader, on the other hand, leads. Consulting our dictionary again, we find that “lead” means “to go before or with to show the way”, and “to guide in direction, course and action”. This sounds much more supportive and empowering and it is. The anabolic leader doesn’t control or push people, but instead, inspires and motivates through words, actions and personal example.

Anabolic leaders believe that everyone has their own answers and gifts that they bring to all aspects of their lives. Consequently, there is no need to tell people what to do.

In the coming weeks, as you interact with those around you, notice when you are leading and when you are managing and pay attention to the results.