Nevermind The Gap

Nevermind The Gap

By Nevermind The GapEducationSelf-Improvement
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Nevermind The Gap episodes

  • The Meeting Gap

    SUMMARY

    How to have less but more productive meetings

    Rules and Preparation

    Structure and awareness of conversation drift

    Tool to fill out in advance:

    • Purpose: should be a verb and very short (exampe: to align on the next phase of the rollout, to debate the merits of changing suppliers, to review last quarter’s performance)
    • Goal: what do you want to walk away with at the end of the meeting (actions, alignmuent, understanding, fire in the belly)
    • Agenda: provides structure for the meeting and must support the purpose and the rules.
    • Expectations: rules of the road; come prepared, be on time, come with ideas

      • Effective Meeting Tips:

      • Don’t bring problems only. Bring potential solutions as well.
      • Magic questions: What are you struggling with? What help or resources do you need from me or others

        • TOOLS/RESOURCES

        Donna McGeorge - the 25-minute meeting

        https://hbr.org/2022/03/dear-manager-youre-holding-too-many-meetings

        https://www.instituteofcoaching.org/resources/communication-tool-1-funneling-technique


        Connect with us! We would love to hear from you!

        Lindsey Honari:

        www.LindseyHonariAdvisors.com

        X. Carmen Qadir:

        www.coachingandconsultingexperience.com

        23 min
      • The Practice Gap

        SUMMARY

        The data is sobering. According to Gallup,  49% of people promoted within their companies are underperforming up to 18 months after those moves. McKinsey reports that 27% to 46% of executives promoted/brought in are regarded as underperforming two years later. Most onboarding leaves executives and new leaders woefully underprepared for their new roles.

        How to practice the skills needed to grow out of old and into new identities we need to succeed at work?

        Scenario 1: Are you, or the person you are coaching, aware of the need to develop new skills?

        Top 3 behaviors of un-self-aware individuals:

        • Don’t listen to or accept critical feedback.
        • Cannot empathize with or take the perspective of others.
        • Have difficulty “reading a room” and tailoring their message to their audience.

          • Scenario 2: If you or they are aware and willing to change, how to put new skills into practice (via the help of a coach)?

          In organizations working with a coach requires more than just the one-on-one relationship between leader and coach. It requires support and resources from others in terms of time and feedback. HR departments are often overworked and understaffed to handle all elements of the onboarding that will improve the odds of a successful promotion or hire.

          TOOLS/RESOURCES:

          Ozan Varol blog

          Altitude vs. Audience - The Look and Sound of Leadership Podcast

          https://hbr.org/2018/10/working-with-people-who-arent-self-aware

          https://hbr.org/2021/11/how-to-succeed-quickly-in-a-new-role (Gallup and McKinsey studies included)


          Connect with us! We would love to hear from you!

          Lindsey Honari: www.LindseyHonariAdvisors.com; [email protected]

          X. Carmen Qadir: www.coachingandconsultingexperience.com; [email protected]


          24 min
        • The Identity Gap

          Identity at the individual or the organizational level can impact how we show up, perform, and are perceived by others

          Especially as one is promoted or asked to take on leadership roles, identity plays a bigger role than we might be aware of. Example: Patient bedside to research lab to administration.

          Building new skills is a way to embrace the changes required by new situations and roles

          Article: How to Identify Skils Gaps in the Workplace - at the team or organizational level

          Article: How the Identity Gap Formula Can Help You Succeed - at the individual level

          Other examples from our work with clients

          TOOLS/RESOURCES

          How to Identify and Address Skill Gaps in the Workplace

          https://councils.forbes.com/blog/how-to-identify-skill-gaps

          Leadership Development Council (December 2022)

          How to Identify Skill Gaps in the Workplace
          1. Survey Your Leaders
          2. Conduct Interviews with Employees
          3. Train Current Team Members
          4. Take a New Approach to Hiring
            5. How the 'Identity Gap Formula' Can Help You Succeed

            https://www.entrepreneur.com/living/how-the-identity-gap-formula-can-help-you-succeed-new/320294

            Ben Angel

            ENTREPRENEUR STAFF

            Entrepreneur Network Contributor (October 2018)

            1. The first step in closing the identity gap is to choose your goal
            2. Working with your identity, which is the battery that powers the light bulb
            3. Psychological/spiritual energy incorporates your beliefs, values, outlook on life, willpower, focus and attitude. This energy is nourished via ongoing education, spirituality (for some) and life experiences that lead to heightened levels of self-awareness and emotional IQ

              4. AWARENESS - how does this action, feeling, or thought move me forward or hold me back?

              ACTION - How can you back awareness up with action?

              Simple Scaling (Likert Scoring)

              Scale of 1-10 - where I am now, where I want to be?

              What can I do to move the needle forward just one notch?


              Would you love to connect with us? We would love to hear from you!

              Lindsey Honari:  [email protected]

              X. Carmen Qadir: [email protected]

              26 min
            4. The Time Gap

              SUMMARY

              Tech-enabled Always On Economy

              Leaders spend their days in meetings, putting out fires. They usually get to the real work after the formal workday ends and the informal workday begins.

              Especially true in Healthcare, where lives and safety are on the line.

              Constantly reacting, multiple demands on our time, and have multiple roles to play in the workplace and within our families,

              Take a step back and reflect on:

              1. Awareness - thinking realistically about your time by understanding that it is limited
              2. Arrangement - designing and organization goals, plans, schedules, and tasks effectively
              3. Adaptation - monitoring your use of time - adjustments, interruptions, changing priorities

                4. For the process-oriented, OKR (Objectives and Key Results) tracking can help

                Another tool is understanding the nature of priorities - are they external, such as taxes or budgets, or internal, such as ‘want to’ or ‘should.’

                Discuss what values are being triggered by priorities

                What motivator or value does this internal language trigger?

                Discuss one assessment tool to understand these values, and how they motivate us (Hogan)

                TOOLS/RESOURCES

                1. https://hbr.org/2020/01/time-management-is-about-more-than-life-hacks
                2. https://hbr.org/2023/01/is-it-time-to-shake-up-your-wfh-routine
                3. Objectives & Key Results (OKRs) -self-accountability tool reflecting a live tracking of your objectives and progress via Excel format
                4. Control Scale

                  5. How to say NO - where do you actually have control?

                  I have to = external

                  I need to = internal

                  I want to = internal

                  I should = internal

                  What motivator or value does this internal language trigger?

                  1. Hogan Assessment

                    2. https://www.hoganassessments.com/

                    Contact us!

                    Lindsey Honari: [email protected]

                    X. Carmen Qadir: [email protected]; www.coachingandconsultingexperience.com

                    23 min
                  2. Narrowing The Gap

                    Too often, we set aspirational goals that are, in reality, not attainable due to the time, effort, or personal tendencies required to accomplish them. How can we set goals that are realistic and attainable? How do we manage our own expectations? 

                    DISCUSSION 

                    New Year is a time for resolutions and goal setting. We miss the mark because the goals we set are aspirational, rather than realistic. Most often we think of this as individuals, but this also applies to organizations striving to adopt change in the form of new initiatives or culture shifts. What trips us up? We know ‘what’ we want to accomplish, but rarely dig into the ‘why’. Many goals or resolutions require proper scoping to understand what is realistically required for success. Need to ask ourselves and our clients - what is the expected impact given the effort? Confuse urgent for important - so many meetings, never really get anywhere. Chunking it down - once you understand your why and the expected impact given the amount of effort required, break it down into smaller pieces. What needs to happen in parallel, and what needs to happen sequentially (this, then that). 

                    TOOLS/RESOURCES 

                    Discover your ‘why’ - what is driving the initiative or your own actions. 

                    Rakshitha Ravishankar, Kelsey Alpaio - 5 Ways to Set More Achievable Goals 

                    Khe Hy - Rad Reads, $10k Work


                    Connect with us!!

                    Lindsey Honari: https://www.linkedin.com/in/lindsey-honari/?locale=de_DE

                    X. Carmen Qadir: https://www.linkedin.com/in/dr-cce/

                    21 min
                  3. The Communication Gap

                    DISCUSSION

                    • Human beings are assumption machines. We assume not just about others, but about ourselves and our roles.
                    • Assumption gets in the way of effective communication
                      • It’s not about the nail
                      • The key to good communication is not in what you say, but in listening.
                      • Most of us listen to answer, react, solve, defend
                      • The purpose of listening is to hear - what the other person is saying, how they are saying it, what they are not saying, etc.
                      • The moment we start thinking about our answer, we stop listening
                      • Tip: notice when you stop listening to the other person. Name what you are doing (answering, solving, helping, defending yourself or others). Choose to begin listening again. Ask the other person to recap what they just said.

                        • Application in the workplace

                        Instead of harden into resistance and assumptions, soften into curiosity

                        In high stress, high impact situations (such as medicine), use Urgency, Transparency, and Empathy to communicate effectively with others.

                        TOOLS/RESOURCES

                        https://hbr.org/2017/02/poor-communication-is-often-a-symptom-of-a-different-problem

                        https://hbr.org/2012/06/leadership-is-a-conversation

                        https://hbr.org/2020/07/5-tips-for-communicating-with-employees-during-a-crisis

                        20 min
                      • Fulfillment Gap

                        Many of us are ‘stuck’ in a specific role or specialization. Covid led many of us to reevaluate our work lives and face the Fulfillment Gap.

                        Feel stuck by doing only one or two things (example: surgery has a bias towards narrow focus versus even limited variety).

                        What holds us back the most after financial security is not giving ourselves the time to explore what no longer serves us and what might fulfill us. Not only what we want in our subsequent roles but also what we don’t want. What becomes possible? How will we no longer think or feel? What will others observe in us?

                        Discuss the critical questions to ask ourselves - Harvard Business Review articles

                        Poem by Zara Bas -

                        You no longer need a unit of measurement to know your value.

                        We tend to focus on quantitative signs of fulfillment only.

                        TOOLS/RESOURCES

                        Benjamin Laker - 4 Steps to Making a Successful Career Change

                        Heather Karns Lee and Bill Fisher - What's Stopping You from Reinventing Your Career? 

                        Zara Bas - I Have to Tell You Something

                        You once measured yourself in grades

                        Numbers on scales

                        In certificates

                        Now look at you.

                        You no longer need a unit of measurement to know your value.

                        25 min
                      • Filling the Gap

                        What is behind being busy, all of the time? We explore what is behind our tendency to fill every minute of every day being 'productive'. Podcasts and articles referenced include Tara Brach's "From Human Doing to Human Being" and Harvard Business Review's article by Serenity Gibbons on "How to Beat Busy Culture".

                        Coaching concepts include:


                        The Thoughtful Pause: Asking ourselves why am I really doing this? What image and whose standards am I aspiriing to?

                        Catastrophizing

                        The Hidden Benefit of Saying No

                        Activating the other hemisphere of our brains through the fine art of doing

                        23 min

                      About Nevermind The Gap

                      From the publisher's feed

                      Most of us are doing the BEST we can, yet feel we can never bridge the gap between where we are and where we 'should' be.