Coaching for Leaders

This week, we dedicate the entire show to community questions about training.

Guest: Bonni Stachowiak (@bonni208)

Question from Jordan

I am a young manager (mid-20’s). My job requires training large amounts of staff on software and technology. Many of the staff are twice my age, and tend to ignore me when giving trainings. I’m, not sure if this is because of my age, or because I have only been with the organization for 5 years, and many of  them have been here for 20+. Or perhaps it is because of the subject matter of the trainings? Do you have any suggestions on how to get through to them?

Is it content or credibility?

Seven Principles for Leading People Older Than You [episode #59]

Seek out people who are giving you objections and find out how to best serve them.

Dave mentioned How To Win Friends And Influence People*

Lynda.com* is a good solution for learning popular software online at your pace

Adobe Captivate is a good option for creating your own simulations

Screenflow for the Mac is great for screencasting

Camtasia is another option

2nd Question from Jordan

Do you have any suggestions on conferences one can go to, to expand skills on leadership and coaching?

Bonni says a conference is a place to build a network, generate new ideas, and learn about new products

Dale Carnegie Training provides a great resource for changing behavior, which is a great way to get better and leadership and coaching

Question from Kris

I am a manager in a large company and managing a global transformation programme. I am at a cross roads and my development plan includes getting more training on the following: (a) Leadership of global teams (physical and virtual) and (b) Strategic planning and organizational development (how does one define and develop a global organization, roles, numbers of people, strategy, governance, teams, processes, etc) to

implement a global transformation programme. Do you have recommendations on books, education or coaches for my further development?

Good to Great* by Jim Collins

Execution* by Larry Bossidy and Ram Charan

The Fifth Discipline* by Peter Senge

Coaches: Bill Bliss, Tom Henschel, Pam Fox Rollin but find someone who’s done what you’ve done and what they’re reading

Question from Suzie

Audio comment

If you are a nurse or know one, check out OneLoveforNurses.com

Jane Hart publishes the Top 100 Tools for Learning

Poll Everywhere is used by Bonni in her classroom

Question from Andres

In a world of free online courses and MOOCS (Massive Open Online Course); what type of course would you be willing to pay for? What type of content/delivery would definitely be worth spending your (not your employer’s) money on?

Bonni mentioned attending a class from Linda Krall on creativity

Dave spoke about Michael Hyatt’s class of 5 Days To Your Best Year Ever

Question from Elmer

How do you make training accessible to the newest employee while bringing something to the table for the most experienced manager? I usually try to leave the conversation open for the subject matter experts in the room to share their knowledge (within reason and on topic) so there is a feeling of collaboration and not speaking down to them in those situations. Creating a course that is comprehensive is difficult.

Dave suggests segmenting the training, if possible.

How can you get the subject matter experts engaged in a leadership capacity in the classroom?

Use a problem-based or case study approach. This engages the more knowledgable people in the room.

2nd Question from Elmer

One of our bosses/stake holders wants us to make our classes ...

While many things contribute to happiness, one key attitude shift in how we talk and think about our activities will help us be much happier.

“Happiness isn’t doing what you like, it’s liking what you do.” -Quote on my dad's desk

Vance Caesar was one of my professors in graduate school.

He wrote The High Achiever’s Guide To Happiness*

Vance said, “Create more 'gets to's' than 'got to's"

Do you have more “get to’s” than “got to's?”

Do you have to give someone feedback today, or do you get to?

Do you have to give a presentation today, or do you get to?

Do you have to resolve a conflict today, or do you get to?

Do you have to go to work today, or do you get to?

The secret to happiness is having more “gets to's” than “got to's”

What will you do this week to turn a “got to” into a “get to?”

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Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

While many things contribute to happiness, one key attitude shift in how we talk and think about our activities will help us be much happier.

“Happiness isn’t doing what you like, it’s liking what you do.” -Quote on my dad's desk

Vance Caesar was one of my professors in graduate school.

He wrote The High Achiever’s Guide To Happiness*

Vance said, “Create more 'gets to's' than 'got to's"

Do you have more “get to’s” than “got to's?”

Do you have to give someone feedback today, or do you get to?

Do you have to give a presentation today, or do you get to?

Do you have to resolve a conflict today, or do you get to?

Do you have to go to work today, or do you get to?

The secret to happiness is having more “gets to's” than “got to's”

What will you do this week to turn a “got to” into a “get to?”

Discover More

Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Heather Backstrom: Executive Coach

What is a personal brand?

Personal brand is who a person is from the inside out.

It’s not about external looks - that is personal image (also important, but different).

1. Values

Knowing our values can provide clarity on the kind of work and work environment we choose.

To help get clarity on your values, you may wish to utilize Dave’s values exercise at this link.

Consider experiences in your life that really brought you joy - what values show up?

For more on values, check out Coaching for Leaders episode 20.

2. Vision

It’s about where you are now and where you wish to go.

Create a target for yourself by defining it visually or in writing.

“You can’t hit a target you don’t even have.” -Zig Ziglar

For a journaling app, check out Day One.

For more on vision, check out Coaching for Leaders episode 22.

3. Purpose

Vision is where your head is and purpose is how you get there.

Vision is the future and purpose is what’s happening in the present.

Dave spoke about being a “curator of wisdom about people.”

Without purpose, we tend to get caught up in other people’s lives and lose our own way.

4. Authenticity

Personal brand is about bringing out the best of who you are.

Borrow wisdom from others, but make it your own.

5. Perception

We define our world and other people by our perceptions.

The language we use can change how people perceive us.

Heather and Dave both mentioned that they struggled most with this element.

What action will you take enhance one of these five elements of your personal brand?

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Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

We all know what corporate brands are, but do you have clarity on your own, personal brand? Today, we examine the five elements of an effective personal brand with executive coach Heather Backstrom.

Guest: Heather Backstrom

HeatherBackstrom.com

Executive Coach

What is a personal brand?

Personal brand is who a person is from the inside out.

It’s not about external looks - that is personal image (also important, but different).

1. Values

Knowing our values can provide clarity on the kind of work and work environment we choose.

To help get clarity on your values, you may wish to utilize Dave’s values exercise at this link.

Consider experiences in your life that really brought you joy - what values show up?

For more on values, check out Coaching for Leaders episode 20.

2. Vision

It’s about where you are now and where you wish to go.

Create a target for yourself by defining it visually or in writing.

“You can’t hit a target you don’t even have.” -Zig Ziglar

For a journaling app, check out Day One.

For more on vision, check out Coaching for Leaders episode 22.

3. Purpose

Vision is where your head is and purpose is how you get there.

Vision is the future and purpose is what’s happening in the present.

Dave spoke about being a “curator of wisdom about people.”

Without purpose, we tend to get caught up in other people’s lives and lose our own way.

4. Authenticity

Personal brand is about bringing out the best of who you are.

Borrow wisdom from others, but make it your own.

5. Perception

We define our world and other people by our perceptions.

The language we use can change how people perceive us.

Heather and Dave both mentioned that they struggled most with this element.

What action will you take enhance one of these five elements of your personal brand?

Feedback On this topic: http://coachingforleaders.com/133

Comments, questions, or feedback: http://coachingforleaders.com/feedback

A reminder that episode #135 coming up in two weeks is completely focused on training. Submit your question for consideration at this link.

Thank you to Maria White, Gail Williams, Linda Eller, Valarie Hogan, Kathleen Wheeler, Sarah Blaise, Coop Cooper, Lisa Stockwell, René Hernandez, Lena Staafgard, Brenda Mundy, Jessie Chen, Dee Maher, Felipe Souza, Vicky Nicolas, Luke Robinson, Cindy Paris, David Rivera, Heath Mullikin, Zulma Monsalve, and Dan Cooke for subscribing to my weekly update this past week.

A special than you to Linda for the very kind iTunes review! If this show has been valuable to you as well, please leave a written review on iTunes or Stitcher by visiting http://coachingforleaders.com/itunes or http://coachingforleaders.com/stitcher

Jennifer Deal: Center for Creative Leadership

Author, Always On, Never Done: Don't Blame The Smartphone

Center for Creative Leadership works to help improve leadership.

Many people said that staying so connected really started when they received their smartphone.

On average, people in the survey were connected to the workplace 72 hours a week, or 13.5 hours a day.

Personal tasks done during the workday were accounted for in the research (even people that don’t work these kind of hours still do personal tasks at work)

One of the biggest complaints was the number of meetings required in organizations.

A major issue is being invited to meetings and then people realizing that they weren’t really needed.

Setting clear agendas is key.

Be explicit why each person is needed.

Another major complaint was too many people making decisions.

Be explicit about who has decision-making authority and who needs to be checked with.

The intentional use of ambiguity as a management tool is also a challenge.

Sometimes people don’t make a decision so they don’t have responsibility for it, so they leave it in ambiguity.

Clear agendas and outcomes help prevent this.

This leads to crisis mode later on.

What Jennifer does differently because of this research

She still answers emails early in the morning and late at night.

Setting better boundaries about having done enough work today.

Being very specific on agendas for meetings.

She turns down a lot of meetings that aren’t as high value as the other things she needs to be doing.

Check out the Center for Creative Leadership for more resources

Also see episode #128, Four Practices For Leading An Effective Meeting

What have you seen a leader do to encourage quality connections to the workplace?

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Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Being connected is great, right until it’s not. How to improve the quality of your connectedness with an expert from the Center for Creative Leadership.

Guest: Jennifer Deal, Ph.D

Center for Creative Leadership

Author, Always On, Never Done: Don't Blame The Smartphone

Center for Creative Leadership works to help improve leadership.

Many people said that staying so connected really started when they received their smartphone.

On average, people in the survey were connected to the workplace 72 hours a week, or 13.5 hours a day.

Personal tasks done during the workday were accounted for in the research (even people that don’t work these kind of hours still do personal tasks at work)

One of the biggest complaints was the number of meetings required in organizations.

A major issue is being invited to meetings and then people realizing that they weren’t really needed.

Setting clear agendas is key.

Be explicit why each person is needed.

Another major complaint was too many people making decisions.

Be explicit about who has decision-making authority and who needs to be checked with.

The intentional use of ambiguity as a management tool is also a challenge.

Sometimes people don’t make a decision so they don’t have responsibility for it, so they leave it in ambiguity.

Clear agendas and outcomes help prevent this.

This leads to crisis mode later on.

What Jennifer does differently because of this research

She still answers emails early in the morning and late at night.

Setting better boundaries about having done enough work today.

Being very specific on agendas for meetings.

She turns down a lot of meetings that aren’t as high value as the other things she needs to be doing.

Check out the Center for Creative Leadership for more resources

Also see episode #128, Four Practices For Leading An Effective Meeting

What have you seen a leader do to encourage quality connections to the workplace?

Feedback

On this topic: http://coachingforleaders.com/132

Comments, questions, or feedback: http://coachingforleaders.com/feedback or (949) 38-LEARN

The next question and answer show is episode #135 and the topic is training! Submit your questions now on the feedback page or record audio here.

Thank you to Jamie Lavery, Marcel Froio, Davinder Singh, Stefan Gostic, Danielle Chen, Antoine Meyer, Patrick Ebright, Paola Lopez Zanardo, Nathan Kam, Michael Cadrette, Slava Barber, Jae Washington, and Rick Tempestini for subscribing to my weekly update this past week.

“To be nobody but yourself in a world which is doing its best, night and day, to make you everybody else means to fight the hardest battle which any human being can fight; and never stop fighting.” - e.e. cummings

Bonni Stachowiak: Teaching in Higher Ed

Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide*.

First question from Khrist and a few suggestions from us:

Recognize your hot buttons or trigger point

Avoid handling things in the midst of anger and emotion, if you can avoid them (for example, don't send emails when angry)

Instead, write out your thoughts just for yourself

Get input from others who are not as close to the situation

Start with questions and not accusations/assumptions

Sometimes a bit of expressed anger or frustration is OK, assuming it is genuine

Consider what you are really able to do or not do

Give yourself grace too - none of us are perfect at handling these situations

In fact, we discover the most from imperfect situations

Book recommendation: Daring Greatly by Brene Brown*

Book recommendation: Difficult Conversations*

Video recommendation: Brene Brown's first and second TED talks

Past podcast recommendation: How to Lead When Someone is Driving You Nuts [episode #48]

Second question from Huzefa and a few suggestions from us:

What is it you want about being an entrepreneur and could you achieve it without the risk?

Three elements you'd need to be successful:

Skill in the field

Passion for the work

Market of customers who will pay what you are worth

Could you do a test-run or two on a small client project that would prove your model and lessen risk?

Book recommendation: Empowered manager by Peter Block*

Book recommendation: Business Model Generation*

Book recommendation: Business Plan In A Day by Rhonda Abrams*

Discover More

Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Bonni and I respond to community questions on taking the next step in difficult situations.

First question from Khrist and a few suggestions from us:

Recognize your hot buttons or trigger point

Avoid handling things in the midst of anger and emotion, if you can avoid them (for example, don't send emails when angry)

Instead, write out your thoughts just for yourself

Get input from others who are not as close to the situation

Start with questions and not accusations/assumptions

Sometimes a bit of expressed anger or frustration is OK, assuming it is genuine

Consider what you are really able to do or not do

Give yourself grace too - none of us are perfect at handling these situations

In fact, we discover the most from imperfect situations

Book recommendation: Daring Greatly by Brene Brown*

Book recommendation: Difficult Conversations*

Video recommendation: Brene Brown's first and second TED talks

Past podcast recommendation: How to Lead When Someone is Driving You Nuts [episode #48]

Second question from Huzefa and a few suggestions from us:

What is it you want about being an entrepreneur and could you achieve it without the risk?

Three elements you'd need to be successful:

Skill in the field

Passion for the work

Market of customers who will pay what you are worth

Could you do a test-run or two on a small client project that would prove your model and lessen risk?

Book recommendation: Empowered manager by Peter Block*

Book recommendation: Business Model Generation*

Book recommendation: Business Plan In A Day by Rhonda Abrams*

Feedback

On this topic: http://coachingforleaders.com/131

General comments, questions, or feedback: http://coachingforleaders.com/feedback

The next question and answer show is episode #135 and the topic for questions is training. Record your questions at this link. Here are a few common questions we've heard to get you thinking:

How can I maximize the training I'm doing for others?

What's the best way to train someone?

How do I benefit most from the training program I'm going through right now?

What can my organization do to measure training results?

How do I design a training program?

And many more - anything related to training is fair game!

Apologies that some of the graphics aren’t working perfectly on the weekly update emails and podcast apps - I’m looking into it and it will get resolved soon!

Thank you to Andy Crick, Dan Dwyer, Robert Lee, Dave Wargo, Phoung Nguyen, Roger Sowada, Joe Huenecke, Jackie Gilbrook, Kevin Sun, Petr Skacilik, Sarma Malladi, Yvon Lachapelle, Natalie Alten, Claire Tozer, Gina Wiener, Moniva Thielking, and Eric Rogers.

A special thank you to Huzefa this week for the kind written review on iTunes. If this show has been valuable to you as well, please leave a written review on iTunes or Stitcher by visiting http://coachingforleaders.com/itunes or http://coachingforleaders.com/stitcher

What do you do when you're the target of criticism? Here are the two kinds of critics that show up at work in the workplace and also how to address them.

It all comes back to Mathnet

Two kinds of critics

The bully

The champion

Why you need your critics

Hawthorne studies (Harvard article) (Economist article)

Benefits You Get From A Recognition Program (episode #79) with Michelle Smith of O.C. Tanner

“Our chief want in life is someone who will make us do what we can.” -Ralph Waldo Emerson

Actions you can take

Listen and be calm (useful for both the bully and the champion)

Our urge is to become defensive

It may put up barriers to hearing something of value

If the criticism is unwarranted, you’re the one keeping your cool (unless the other party is factually wrong in a public forum)

If the other party is factually wrong in public, make your case confidently and professionally

Set aside the tone or personal attack (useful for both the bully and the champion)

Is there value in what the person is saying, beyond the tone?

Ask a more independent party to analyze it for you.

Ask for feedback and criticism (useful with the champion)

“Be your own toughest critic. Demand excellent performance from yourself and your leadership will thrive in the face of adversity.” -Doug Conant

This worked for me in my first full-time job

Take advice of Tom Henschel for episode #107

Ask often

Say thank you or can you help me understand

Do something with it or don’t

Embrace the criticism and make change (useful for both the bully and the champion)

Realize that a lot of people use criticism as a primary tool for development

Take one suggestion this week to actually put into action

Love your enemy (useful with the bully, and sometimes the champion)

Find something about them you can love

Feel sorry for them

Be glad you're not married to them

What if your boss is the bully?

Try one or more things above that you think might help

Are you getting more than you're giving?

If not, work towards another opportunity

Don't throw them under the bus on the way out the door

To Those Who Want Great Careers: Don’t Do What This Guy Did

Other episodes that might help

Benefits You Get From A Recognition Program (episode #79)

Ten Ways To Pick Yourself Up When You’re Beaten Down (episode #85)

Three Steps To Soliciting Feedback (episode #107)

Love all, trust a few, do wrong to none." -William Shakespeare

Discover More

Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.