Please join me for a No Cost tele-seminar where I interview Neill Edwards, contributing author for the book “Leadership Without Excuses: How to Create Accountability and High Performance” by Jeff Grimshaw and Gregg Baron (scheduled to be published by McGraw Hill Business in March, 2010).

You will get new and actionable information in this packed 1 hour phone call that will help you become a rock star leader.

DATE:  Wednesday, February 24, 2010

TIME:   Noon-1PM

CALL IN NUMBER: 218-862-7200 Pin: 485420

On this call you will learn:

* Why it’s so difficult to get people to do the things you want them to do

* Strategies to eliminate costly excuses (made by both performers AND their leaders)

* How to distinguish your Saints, Sinners and Save-ables and how to manage each

* Strategies to motivate your performers on a deeper level, backing up the claim: The greatest power you have is to change the way people feel

* A simple accountability model with tools to ensure:

• you make performance expectations clear,
• that your expectations are credible and reasonable,
• that you create compelling positive consequences for high performers,
• that you follow through with negative consequences for low performers,
• and that you engage in performance conversations based on reality vs. magical thinking

If you are a leader, and have any doubt how invaluable this call will be to you, please contact me to discuss!

Hope to “see” you on Feb. 24th!

I’m one of those (hopefully not annoying) people who can always find the silver lining in situations that are not good.  This week I finally saw a specialist about a nagging undiagnosed knee problem.  Although the results were upsetting to me, I was struck by this doctor’s personal leadership skills and how well he ran his business.  In fact, when I left his office I was compelled to do two things – 1) call my husband and let him know the results, and 2) jot down what impressed me about my visit.  Oh, and text my running partners to let them know what’s up.

Here is what struck me about “Dr. John”:

1) Delegation – Dr. John delegated the beginning of my exam to a trusty assistant.  She took my story, completed the x-rays, and generally managed some pieces of the visit so Dr. John could help more people.  I realize this is typical – the dental hygienist does the cleaning, the nurse takes the blood pressure and weight, but it is not just the role, it’s WHO you choose to delegate to.  Are you delegating to people who are the best fit for the assignment?

2) No Assumptions – It would have been easy for Dr. John to let me know very quickly what my problem was after reading the x-rays.  He could have shortened his visit with me by 10 minutes by not examining my knee carefully.  Instead, Dr. John gave me a thorough knee exam before telling me what was wrong.  Why is this important?  Dr. John sees a lot of patients with my problem and knows fairly quickly from reading x-rays what the issue is.  But, is that all there is?  Am I exactly like the last patient with similar x-rays or is there an important nuance or additional problem that makes me unique?  As a leader it is important to hear the whole situation even when on the surface it seems like the same old story, or the same type of employee problem. There should always be something new to consider.

3) Clear communication – Dr. John’s communication was clear, on my level of understanding and two-way.  I’m sure you know leaders who are directive, brisk, and don’t hang around to see if you have questions or understand what they want from you.  In my appointment I felt heard, partnered with regarding my treatment choices, and talked to with respect and empathy.  As a leader you know there is a time to be directive and a time to be collaborative.  Dr. John managed that balance well.

4) Teach to different learning styles – I’m pretty sure Dr. John did not consciously decide that he needs to explain things to patients using multiple learning modalities.  However, he did that very well.  First there was a verbal explanation, than he showed me my problem using a visual model of the knee.  Finally, he had me flex and experience a variety of positions that got me physically in touch with the diagnosis.  Since I’m an experiential and auditory learner, it was very helpful to have things explained to me that way.  As a leader, how often do you only explain or teach using your most comfortable learning style rather than using a variety of styles that make it easier for others to understand?

5) Involving others in finding the solution – Dr. John referred to himself as my “Tour Guide”, meaning his role was to present treatment options to me and explain the benefit vs. cost of each one.  This means that:  I was not told what to do and my input into the discussion was equally important as Dr. John’s input in finding the best treatment for me.  As a leader, how often do you collaborate and brainstorm with your team in finding solutions to problems vs. feeling like it’s your job only to come up with the best answers?

Last Tuesday was an important day for me.  I received bad news – I have arthritis under my knee cap and am not supposed to run or hike.  If you know me, you know that this is a big loss.  Amazingly though, I felt really good about my appointment with Dr. John not because of the news but because of the way it was delivered and the respect and time he gave me as one of his patients.  As you move forward in your own leadership development be aware of your opportunities to delegate well, communicate clearly using a variety of communication modalities, and avoid assuming that you’ve seen or heard everything so you can fully listen to what your employees have to say.

If you live in the Philly area, I’m doing a workshop, “How To
Make 2010 Your Best Year Ever!”

Studio34 Yoga
4522 Baltimore Ave Philadelphia
Thursday, January 28
7-9PM

You know New Year’s Resolutions don’t work
You are committed to making sustainable changes
I’ll show you how…

You will:
•Learn how to set goals that are aligned with your values
and dreams
•Gain clarity on what you really want to achieve
•Learn how to create an environment that supports your
success
•Understand barriers to change and how to overcome them

Join Professional Coach Christine Coward, VP of Coaching
Services for Habit Change Company, for this life- changing
workshop and set yourself on the right track for 2010 and beyond.

Investment:  $25 in advance, $30 at the door.  Includes handouts
and refreshments.
To Register: E-mail chris@chriscoward.com and pay with PayPal to
chris@coachingtofulfillment.com
Questions?  E-mail chris@chriscoward.com or call (215) 472-1572

Happy New Year and Happy New Decade!  This is an exciting time,
this post-holiday – get our acts together time.  I love starting
the New Year off with a whole body cleanse, a review of the
previous year (what was good, what am I most proud of, and what
is unfinished business) and by setting intentions for the new
year.  I’m not talking resolutions, but intentions regarding what
I can do better and what I want to see more of in my life.

As leaders we often don’t get the space and time to take stock
of our leadership progress.  We are constantly going, responding
to work needs and crises and if we are lucky, getting a yearly
performance review.  Some organizations invest in 360 degree
feedback assessments for their leaders which can be tremendously
helpful in getting an honest report on what you are doing well,
what your strengths are, what your challenges are, and what you
could be doing better.  What’s neat about a 360, is that the
information is coming (hopefully anonymously) from the leader’s
subordinates, their supervisor, and colleagues.  It takes a bit
of courage to solicit feedback from others, but it is well worth
it if you are serious about being a rock star leader.  If you are
interested in having a 360 completed on yourself or someone you
supervise, I recommend the one I use, The 360 Degree Investment.
E-mail me at chris@chriscoward.com if you want more information.

In the meantime, here is my New Year’s gift to you – a set of
important questions to get you on the right track for the new
decade.  I invite you to take some time reflecting on these
questions and journal your responses, keeping them handy for
easy viewing before you fall back into your default response mode.

•  What was the best part about 2009 for you?
•  What accomplishments are you most proud of in the last
year, both personally and professionally?
•  What unfinished business is left over from 2009?
•  If I accomplished _____________, I would feel really awesome
about myself.
•  What are two leadership qualities you would like to
develop or enhance?
•  What are two of your leadership qualities that you would
like to shed?
•  What are your best sources of support to help you achieve
your goals?
•  What do you need to say “no” to, to make this year a
successful one?

Good luck and I would love to hear from you on your progress!

If you are not getting the results you want from your team, even though your own work is getting done, than are you really leading?  And if you are purely managing, rather than leading, aren’t you missing out on opportunities for growth, acknowledgment and promotions?

Here’s a brief quiz to help you figure out how well you are leading.

1.  Has your team surpassed its goals?

2.  Is your opinion sought out from colleagues in similar positions?

3.  Is your team cohesive as a unit?

4.  Do the individuals on your team perform to the best of their abilities?

5.  Do the individuals on your team stay working with you unless they are promoted or leave for a better opportunity?

6.  Do your colleagues at work sometimes ask you how you got someone to do an undesirable task without complaining?

7.  Are you invited to participate in special projects based on your unique perspective and contributions?

8.  Do you have a vision for your department that is clear, bold and in line with company values?

9.  Do you discipline and let poor performers go rather than hanging on to them because it’s easier sometimes?

10. Are you accessible both to your team and your superiors rather than staying behind your office door and hoping no one bothers you?

If you answered “YES” to all 10 questions than you are doing great as a leader.  If you answered “NO” to any of the questions and want to turn that around to a YES than you are in luck.

I’m offering a Back to School Special for the month of September only – A FREE phone consultation on “Turning Your Team into a High Performing Machine.”

If you are serious about being a star leader vs. an average manager, than please contact me to schedule your “Turning Your Team into a High Performing Machine” consultation.   The offer expires on September 30th.

“How to Be Happy and Unstressed No Matter What’s Going On” 

You don’t need to tolerate feelings of overwhelm, stress and unhappiness.  This workshop will get you feeling good again using cutting edge techniques that you can easily learn and do on your own.

You will learn:

·      The #1 Secret to Being Happy and how you can increase your happiness right away

·      How to decrease your stress and overwhelm in as little as 5 minutes a day

Bonuses:

·      Refreshments at each session

·      Workbook included ($25 value)

·      30 minutes “Increase Your Happiness” Coaching Session with Chris ($100 value) = $125 in FREE Bonuses

4 Week Workshop Series (limited to 12 people)

Tuesdays 6:30-8:00 PM (4/21, 4/28, 5/5, 5/12)

Studio 34 Yoga

4522 Baltimore Ave.

Philadelphia, PA 19143

To Register:  Send me an e-mail at Chris@chriscoward.com or call (215) 472-1572 for more information

Cost:  $100 by 4/15, after that its $125

Check out this video of an American Idol contestant who no one thought would be any good.  She certainly does not fit the typical “I want to be a famous singer”  look.  After you view the video ask yourself this question, “as a leader, what do I want so badly that I am willing to be laughed at as I try my best?  I would love to hear your responses.

Susan Boyle – Singer – Britains Got Talent 2009

 In the last six months, has someone at work talked to you about your progress? This is the 10th question on Gallup’s Q12 which are questions connected with staff retention and employee engagement.

In today’s fast paced workplace managers can become so focused on getting things done, keeping up and making sure their employees know what to do next that they hardly remember to let their employees know how they are actually doing.  Sometimes it’s only at the annual performance appraisal does an employee get to hear what you think of their work.  Heck, I’ve talked with managers who still haven’t told particular employees what they need to hear about their work performance.

If you know that employee feedback is important what steps can you take to make sure it happens regularly?

1. If something is bugging you about your employee, say it – with tact of course, but don’t let it fester and become bigger.  You are doing them a favor with respect to their development.
2. If your employee is doing something particularly well, tell them!  Not just, “hey, nice job” but be specific about what they are doing well.
3. Even if you are really busy, make sure you schedule some sit down time with each staff person every few weeks and in addition to exchanging important information, let them know how they are doing.
4. When giving feedback, focus more on the future rather than the past.  
5. Listen to their response from your feedback.  Do they agree with you?  Do they want to take action toward improvement?  Can they see what they did well?
6. Consider following up the feedback by providing the employee coaching.

I would love to hear your “feedback” and comments regarding this post.

Do You:

• question your effectiveness as a manager?
• feel like you are starting to get burned out?
• wish you could hold staff more accountable?
• have problems with staff retention?

In my “Secrets of Highly Effective Managers Group Coaching Program” you will get:

• support in identifying and getting rid of limiting beliefs and ineffective managerial habits
• top notch coaching by phone in a group setting of like minded managers who are going through similar situations
• an opportunity to make this year your best leadership year ever
• a renewed sense of energy at work and at home
• increased confidence in managing challenging employees and situations
• an initial one-one coaching call with me and e-mail support between calls 

4 week teleconference series:  Tuesdays May 19, 26, June 2, 9 from 7-8PM

(all calls will be recorded in case you have to miss one)

Cost:  $167 

To Register:  e-mail me at chris@chriscoward.com

I’ve been taking Pilates for about 2 months with this great instructor, Julia.  I started thinking about what she does exactly that makes her such an excellent leader and teacher.  Here’s my stab at putting it into words…

1) She gives clear instruction.

Julie knows the right words to communicate what she wants us to do.  She translates body positioning into verbal instructions that help students connect with what they need to do.  As a leader, you want to make sure your staff know exactly what you want them to do.

2)  She does not over instruct.

Julia gives us all just the right amount of instruction – enough to engage in the correct postures and movements but not so much that we aren’t given a chance to just do it.  Some managers tend to give too much instruction, which ends up confusing their worker.

3)  She notices what help you need right when you need it.

I find it amazing that when I’m trying to do a new pose and it isn’t feeling right, Julia will say just one thing like “pull your shoulders back” and it is exactly what is needed for me to be successful.  The feedback is immediate rather than after the class when the moment is gone.  Ever know a manager who frequently says, “you should have…”

4)  She does not take her work, the class, or herself too seriously.

On a Saturday afternoon, the last thing I need is a serious exercise class (I do need exercise though…).  I go there with friends and sometimes we find things funny.  What’s great is that Julia laughs with us even though she sometimes has no idea what we are laughing about.  Her teaching is very relaxed leaving everyone feeling like they can be successful at whatever level they are in the class.

5)  She challenges us to do our best knowing everyone’s best is different.

When Julia teaches us poses she gives options based on varying ability.  I never feel like I’m cheating myself when I need to bend my knees even though 5 people in the class can do the exercise with straight legs.  Julia knows that we are all at varying levels of flexibility, strength, soreness, etc. and that there is a way to have us each challenged based on our unique ability.  I see managers expect the same from everyone on the team when the reality is that not everyone has the same strengths and talents. 

So I challenge you to develop your own “Julia” like ways when working with your staff and hey, maybe you’ll have them showing up for work on Saturdays…