You would think bad business results are enough to shake people out of the comfort zone of complacency. But even in the face of devastating business results, approximately 50 percent of companies fail to establish a sufficient sense of urgency to succeed in their transformation efforts, according to John Kotter, author of Leading Change and A Sense of Urgency.

Bad business news can come in various forms such as:

• Shrinking margins
• New competition
• Decreasing market share
• Flat earnings
• Lack of revenue growth
• Declining competitive position
• Global economic recession

In spite of bad news, getting people to change and motivating them to participate in change initiatives are major problems. Starting a transformation program requires full-bore cooperation from many individuals. And without sustained motivation, people won’t stay with the program long enough to get results, so the effort goes nowhere.

Executives underestimate how hard it is to drive people out of their comfort zones, even when these zones lack security. Management also overestimates its success in creating a culture of urgency — the element that may, in fact, be the most important contribution to transformation efforts.

Research reveals that in situations where substantial changes were clearly needed, the following results were typical in 70 percent of companies:

1. Changes were not fully launched.
2. Change efforts failed.
3. Changes were achieved, but they were over budget, late and extremely frustrating.

In reality, only 10 percent of company change efforts achieve inspirational results. What distinguishes them from the appalling 70 percent?

Emotions play a strong role, Kotter asserts. When there’s a dramatic sense of urgency, people are motivated to do whatever they can to help implement changes. Where there’s complacency, leaders will be faced with resistance and a desire to maintain the status quo.

The Big Error

When you fail to create a sense of urgency, your people will be unwilling to take the critical leap toward an uncertain future.

Here are some questions to test the effectiveness of your company’s change program:

• How high is managers’, peers’ and workers’ sense of urgency?
• How do you know this?
• If it’s too low, why?
• What exactly are you doing to change this?
• If you cannot change the level of urgency, what are the consequences for your organisation? How about your career?

At the beginning of any change effort, of any magnitude, leaders fail when the organisation’s sense of urgency is lacking. This leads to a variety of difficulties, pain, disappointment and that distressing 70 percent statistic.

Complacency Is Rampant

Complacency is much more common than we think. In the current economic recession, you’d think that workers would be too worried about job security to be complacent. Sadly, the consequences of complacency seldom make a blip on their occupational radar.

People gravitate toward doing whatever alleviates their anxieties and worries, and they will go to great lengths to avoid discomfort. This usually means “Don’t rock the boat. Hang onto what used to work.” It’s human nature to cling to the familiar.

Often, complacency is invisible to managers and leaders, as well as the employees in its grip. You, too, may be complacent and not even realise it. That’s because success produces complacency and, for peace of mind, we often focus on success instead of our failures or gaps.

Complacency occurs on many levels: organisational, team and personal. An organisation’s many years of prosperity may have ended a decade ago, but the complacency created by prosperity can live on — and the people involved don’t see it.

A smart, savvy manager may be oblivious to the extremely complacent individuals who are two levels beneath him in the organisation’s hierarchy—so much so that his blindness will thwart his dreams of career advancement. People can easily live in delusional memories of success and be unaware that they are dangerously close to complacency. As humans, we simply like our well-established routines too much.

This problem is augmented by our tendency to replace a true sense of urgency and purpose with frantic activity and unfocused anxiety — what we call a false or misguided urgency. This phenomenon is as prevalent as complacency, but it’s more insidious.

False Urgency

When organisations suffer from a false sense of urgency, they experience a great deal of energised action, but it’s driven by anxiety, anger and frustration. There’s activity, but little focused determination to win — and to do so as soon as possible.

With false urgency, you will frequently witness:

• Running from meeting to meeting
• Sending lots of emails
• Writing unnecessary reports
• Juggling lower priorities
• Compulsively making lists that are never completed

The danger here is that participants and observers actually believe their increased activity is productive. Some workers may actually be driven by a sincere desire to contribute to the change process. But if they’re not guided by a clear sense of purpose toward winning results — and if these results never manifest — then people will give up. Spinning their wheels can create intolerable anxiety and frustration.

(Source: John Kotter, A Sense of Urgency, Harvard Business Press, 2007.)

Communicate for Urgency

Many leaders of change would agree with the common assertion that communications are critical to creating engagement and building a true sense of urgency.  However, Chip Heath, author of the book Switch: How to Change Things When Change is Hard, notes that the majority of leaders still think that that employee buy-in can be created with an organisational decree issued via a set of powerpoint slides which justify the reason for change. To that end, here are six steps for creating buy-in and inspiring others to embrace change, courtesy of John Baldoni (Great Communication Secrets of Great Leaders) and Di Worrall (A Climate for Change).

1. Create Dissatisfaction. Rattling people out of their comfort zones take more than a simple decree to change. Make a point of connecting with people on every level: with you; the problem; the facts; its urgency; and the pain of not changing so they sit up and take notice.

2. Share the Vision. Once you have their attention, share your vision for change; the specific goals required to get there; the opportunities (what will change); and the anchors (what will remain the same). Make the case for your initiative, and invite people to connect with your vision on their own terms. In other words – WIFM (What’s in it for me?)

3. Eliminate Rationalised Excuses. It’s normal and natural for people to hold on to the familiar and formulate rationalised excuses for preserving the status quo.  Eliminate inaction by actively inviting questions and suggestions; supplying feedback and proof of success (if you have it already); understanding your culture and where it either hinders or supports change; and pro-actively addressing systemic barriers to success.

4. Invite Support. Once people understand what’s expected of them, ask for their support. Never assume people will follow you until you ask them to do so. Be specific and persistent: “Can I count on your support for this initiative?”

5. Help People Face their Fears. Change implies loss, fear of the unknown and actual or perceived negative consequences. Effective leaders of change acknowledge the reality of people’s fears and help them move through the emotional journey of change – seeing beyond the crisis or danger of change, and into the realm of positive opportunity.

6. Ignite Momentum by Removing the Saboteurs and Embrace the Champions. Embrace the cynic as your ally, but remove the influential saboteur whose efforts could be fatal to your change initiative. For change to be sustained, it has been handed over to the champions – the change agents, early adopters and opinion leaders who will continue to drive the initiative forward on your behalf. If you can harness a cadre of champions, your efforts have the potential of moving from the ordinary from the extraordinary. It is the champions who will be instrumental in taking individuals’ commitment and transforming it into a collective willingness to work toward a cause greater than themselves. Excite their imaginations by talking about what will happen when your initiative is a success.

One further point: Never assume that you can stop communicating after your people buy into the process and understand the WIFM. People will inevitably make mistakes and the project will go off track, so create the space for new learning, keep your performance review tight and use storytelling and acknowledgement to celebrate success and remind your followers that they are vital to the cause.

These are the challenges that face any leader who attempts to push through a significant change initiative. Make people feel as though they have an important role to play. They must embrace the idea that their participation matters.

Beware of Barriers to Change

Complacency can set in at any time, but it’s often a default attitude when change becomes too difficult. Change is, by definition, difficult because it requires us to move outside our comfort zones for an extended period.

Familiarise yourself with these five common barriers to change so you can stay on track:

1. Ownership: It’s easier to pass the buck than to stand up as a leader and take over responsibilities that may not even be yours.
2. Time: Change always takes longer than estimated. Add 50 percent to 100 percent more time to your expectations.
3. Difficulty: Change is always more difficult than anticipated. When a task appears to be easy, you may set yourself up for disappointment and frustration if you miscalculate the time required to complete it. Anticipate troubles, and give yourself credit for small victories.
4. Distractions: When the going gets tough, as it will, it’s easy to be distracted by competing goals, other interests and priorities. Anticipate how easily you can become distracted; you’ll be amazed at how much easier it is to regain your focus
5. Maintenance: Once you expend all of the effort needed to achieve a change goal, be willing to face reality. It takes time for the new to become habitual. Give up too soon, and you’re back to square one. Maintenance requires vigilance and perseverance —more than you may think. 

Urgency tends to collapse after a few successes. As we move toward a future that requires continuous change, urgency will become a powerful asset that carries you through the years.

A changing world offers many hazards, but also wonderful opportunities. To capitalise on these opportunities, you’ll need many skills and resources. But progress begins with an appropriate sense of urgency, accepted by a large group of people. Get this right, and great things are possible.

D Worrall (2010)

References:

Baldoni, J. (2003) Great Communication Secrets of Great Leaders. McGraw Hill.

Heath, C & D (2010), Switch: How to Change Things When Change is Hard. Broadway Business.

Kotter, J. P. (1996) Leading Change. Harvard Business School Press.

Kotter, J .A. (2008)  A Sense of Urgency. Harvard Business Press.

Worrall, D. (2009) A Climate for Change. Life Success Publishing.

Further Resources:

For more ideas about How to Create a Sense of Urgency and Inspire Others to Embrace Change see A Climate for Change (2009) by D Worrall at www.aclimateforchangebook.com

For more Change Leadership Articles like these and for information about Executive Coaching and Business Consulting for Leaders of Change, contact Di of Worrall Associates at  enquiry@humanresourceschange.com.au or visit www.humanresourceschange.com.au/change-management.html

Just as Agent 86 had his heart and mind focused on a specific intention, it is equally crucial that you motivate both your mind (what you think you should do) and your heart (what you value). It is difficult to examine your values, beliefs, and true purpose without a trusted partner such as a coach. Once you have explored with your coach what is really important to you in your life (career, family, community, your values and purpose), it should become clear what you need to do. Setting  goals then becomes a natural extension of your values.

Goals are very exciting and energizing. They drive us to achieve beyond our expectations. They make it easier for us to focus and concentrate, and give us permission to say “no” to distractions. Then dreams really do come true. But unless you spend time to explore, plan and prioritise, setting the wrong goals can lead to disappointment and disillusion. This saps your energy and motivation.

3 is a Magic Number

 If you have prioritised 3 areas or values in your life, you are ready to set your goals. Three is an ideal number, as more than that can disperse your focus and concentration. You should be prepared to spend time, money and energy on achieving these goals. Remember, goal setting is not for sissies! It requires sacrifice. You have to really want to achieve them and be willing to say “no” to distractions.  

If you find yourself resisting the process of committing to specific goals, then it’s highly likely you have an underlying fear of failure – or of success.  A coach can help you work through this obstacle.

“Out deepest fear is not that we are inadequate.

 Our deepest fear is that we are powerful beyond measure.”

Marianne Williamson

Once your priorities are clear, saying “no” to activities which distract you, become far more important than saying “yes” to the myriad of distractions we are bombarded with on a daily basis. Clear priorities also make it more difficult for the “procrastinator” in you to take hold and sabotage your potential to succeed to the level you’re really capable of.

At this point you’re ready to cast those ideas into the form of a SMART goal. A SMART goal is:

S—specific

M—measurable

A—action-oriented

R—realistic

T—time framed

1. Be Specific

Be specific when you write down a goal. Narrow your focus. “Getting fit” is not a goal, but an outcome. “Exercising regularly” is not specific enough. Write down things like, “I am so happy and grateful that I feel energized, fit and vibrant as I ride my bike for 40 minutes four times a week (Monday, Tuesday, Thursday, and Friday).” Notice 3 things about how this goal is described that make it specific:  

1. It is stated in the present tense, as though you are already in possession of the goal.
2. It brings the goal to life by tapping into the positive senses of what it is like to be experiencing the goal.
3. It reinforces the feeling of gratitude which is an attitude known to greatly enhance the speed at which we attain and maintain goal- achievement

Don’t try to be all inclusive. Focus on making progress on two or three goals before expanding them. The more you can refine and define, the more specific you are, the easier it is to stay focused. Don’t forget to ask for the help of your coach. Your coach can send you email reminders and hold you accountable.

2. Be Measurable 

Write down your goals and their measures. You will need to track the minutes, the days or the number of times you engage in your goal behavior. If you don’t complete the originally defined time or measure, write down and acknowledge what you did complete. This will track your efforts and help sustain and encourage you when you lack energy or motivation.

3. Be Action-Oriented

Make sure the goal you write down is action-oriented. Simply, this means that your goals need to contain a verb, or action-oriented statement. For example, “I ride my bike X times per week… I save “x” $$$ per month… I attract x new clients per month

4. Be Realistic

Select goals that are realistic and motivational. If you know that 40 minutes on the bike or treadmill will exhaust you, or create stress because of the time involved in showering, changing, or other inconveniences, then change the goal to something easier and more attainable and pleasurable – like running with a friend. Make sure your goal is something you like to do. When you create pleasurable memories while you are engaged in the activity, then you increase your chances of doing it more often.

Some people find it useful to reward themselves after goal activity, as long as the reward doesn’t sabotage your goals.

“No pain, no gain” is also true in many areas of goal setting. However, if there is too much pain, you will not gain your goal. Make sure you are willing to pay the price of achieving your goal. By the same token, you need to evaluate and review your goals so that they are not too easy. If you are well on your way to achieving your goals, then you may have set them too low. Try stretching them 10 or 20 percent. If you are not on track, give yourself permission to reduce your measures by 10 percent.

Review your goals regularly and look at issues of alignment with your values. If you are not achieving your goals, you may have picked the wrong goals. People usually do what they want to do, and if you are choosing not to follow your goals, there is a reason that needs to be further examined.

5. Be Time-Framed 

Your goals need to be time-framed. There needs to be a beginning and an end. This would look something like: Have a fifteen percent increase in sales by the end of the year by increasing the quantity of pre-qualified client leads by “x”.   This should be tracked at regular intervals.

As you track your progress, ask for someone to hold you accountable. Research shows that it is easier to stay on track when you have support and reminders.  Executive coaches are trained and have expertise in this area. Ask for help. You don’t have to do this alone.

Reframe Failure as Feedback

The secret to dealing with incomplete goals is to reframe “failure” as “feedback”.

There are no failures. With the help of your coach, you can review without judgement and analyse where you have fallen short of your goals. This is where the real learning about yourself or your business takes place. The self-awareness that can be gained when you set a goal that you do not achieve is worth the price of admission.

But if falling short of a goal is a particularly negative experience for you, it can be difficult to see past the negativity and appreciate the real prize – which is the lessons to be learned from the experience. This is where a good coach can be an important part of helping you repair your bruised self-esteem and re-frame the experience of “failure” into a precious and vital opportunity to grow and improve.  With a coach, reviewing the reasons for incompletion tells us something about our true values, competing commitments, real priorities and gives us invaluable information about what really matters to us.

If  self-sabotage is the culprit behind a failed goal, therein is an opportunity to revise some of your “old tapes” or outdated assumptions and beliefs that are limiting the full expression of your capabilities and gifts. But rather than giving in to them, use your coach to explore them and to revise them into empowering beliefs.

Choosing and planning your goals is hard work. It takes time and commitment. The rewards, however, are great. By aligning your head with your heart you will set meaningful, attainable goals that will help you make progress toward what you truly value in your life. In the words of Earl Nightingale, the greater success lies not in the achievement of the goal itself, but rather…

“Success is the progressive realisation of a worthy ideal”

 D Worrall (2010)

References:

Cairo, J. (1998). Motivation and Goals: How to Set and Achieve Goals and Inspire Others. Career Press.

Mollicone-Long, G. (2007) The Secret of Successful Failing, Pathfinders Publishing.

Proctor, B. (2007) The Goal Achiever. Life Success Publishing.

Tracy, B. (2003). Goals! How to Get Everything You Want —Faster Than You Ever Thought Possible. Berrett-Koehler.

Worrall, D. (2009) A Climate for Change, Life Success Publishing.

Further Resources:

For more on goal setting, values and SMART goals see A Climate for Change (2009), D Worrall at www.aclimateforchangebook.com

For further information on Executive Coaching and Business Consulting for Leaders of Change, contact Di at Worrall Assoc. on enquiry@humanresourceschange.com.au

JUMP START 2010

Select the following questions, and copy using the right click on your mouse.  Click on di@humanresourceschange.com.au and paste the questions, together with your answers, and we’ll be back in touch to set up your free session.

Your Name

Role

Business

Best Contact

What are your top 3 goals for 2010?

What will it take for you to get from where you are now to where you want to be?

Name 3 of your strengths that will  help you succeed

Name 3 resources that will support your success

What are your biggest challenges? What has stopped you in the past from achieving your goals?

On a scale of 1-10, how committed are you to achieving your goals for 2010? 1 = Not Committed, 10 – I will do whatever it takes

The session will be between 30 and 45 minutes. I’d love to check in with yu to see how the session was and whether it would be a good fit to continue to work together. Would that be OK?

Yes

No

All you need to do is cut and paste these questions to an email, fill in your answers and send them to di@humanresourceschange.com.au

If you have any questions, please let me know.

To your success

Di Worrall

www.humanresourceschange.com.au

61 2 9599 6791

Leaders are almost by definition people who change minds.  —Howard E. Gardner, Leading Minds

There is a lack of trust in senior management, according to a survey by the human-resource firm Watson Wyatt: 

• Only 49 percent of employees have trust and confidence in their senior managers.
• Just 55 percent say senior leaders behave consistently with core values.
• Only 53 percent believe senior management has made the right changes to stay competitive.

Clearly, much is going wrong in the workplace. Some 40 percent of surveyed executives doubt their leaders have credible plans to address the uncertain economic outlook. Certainly, this lack of confidence harms an organisation’s ability to move forward.

In light of these problems, middle managers have unprecedented opportunities to become more proactive by stepping forward and offering course corrections — and they should act with deliberate speed. Good times allow organisations to ride out challenges, but today’s tough financial climate won’t permit a wait-and-see approach.

While senior executives don’t set out to fail, research shows they make several common mistakes:

• 80 percent fail because of ineffective communication skills and practices.
• 79 percent fail because of poor work relationships and interpersonal skills.
• 69 percent fail because of person/job mismatch.
• 61 percent fail because they didn’t clarify direction and performance expectations.
• 56 percent fail because of delegation and empowerment breakdowns.

When strong leadership doesn’t come from above, it’s up to the organisation itself — in particular, the people in the middle — to launch a rescue operation.

What’s Happening

You see a problem. There’s a clear need for action within a certain time frame. You’ve discussed the issues and possible solutions many times with your boss, and she has agreed with your way of thinking. For unexplained reasons, she hasn’t acted or given you the go-ahead. What do you do?

This could be a situation in which you take action and lead your boss. You develop a plan on your own, gather data (both pro and con), suggest a course of action and ask permission to move forward.

In doing so, you’re filling a leadership void through prompt decision-making and follow-through. You’re demonstrating what it takes to “manage upward,” or lead your boss. But you’ll soon discover that you need buy-in from more people, including peers and subordinates. You’ll have to become a leader without authority — an ambassador sans portfolio.

Emerging from the Middle

Those who succeed at leading from the middle are artful, skilled managers who:

• Establish goals
• Plan projects
• Organize people
• Execute projects on time and on budget

To accomplish this, you must rethink what you want to achieve and how you’re going to do it. In essence, you’re not acting for yourself, but for the good of the organisation. This requires initiative, persuasion, influence, courage and persistence.

Perhaps the most crucial element is a large dose of passion. You must care deeply and want to make a difference because such efforts can carry big risks.

“Leading up requires great courage and determination,” says Michael Useem, a professor at the Wharton School at the University of Pennsylvania and author of the seminal book Leading Up: Managing Your Boss So You Both Win. “We might fear how our superior will respond, we might doubt our right to lead up, but we all carry a responsibility to do what we can when it will make a difference.”

3 Questions to Ask

According to John Baldoni, author of Lead Your Boss, managers who lead up demonstrate they’re aware of the bigger picture. They’re ready, willing and able to do whatever it takes to strengthen the organisation and team.

Baldoni urges readers to ask themselves three questions:

1. What does the leader need? The boss is responsible for motivating her people to get things right. Take the time to shift your perspective from your own world view to the priorities and concerns weighing on the mind of your boss. What does she need to do her job better? To help her, you’ll need to think more strategically and act tactically.
2. What does the team need? Teams don’t always pull together because egos get in the way. The boss ends up spending valuable time soothing hurt feelings. What if a team member were to step up into the role of “coach” and help bring everyone together? This would free the boss to focus on bigger issues, and the team would be more productive. 
3. What can I do to help the leader and team succeed? Perhaps you can take on more responsibility or step back and let others rally. Maybe you can sacrifice a personal need that allows the team to conquer a challenge. What will it take to help everyone push ahead? 

When you can answer these questions and formulate an action plan, you’ll have a roadmap for leading your boss in ways that make her look good and the team succeed. You’ll  emerge as a team player who is adept at making the right things happen.

Your ability to lead up is an indication of your potential to become a senior leader. How you demonstrate initiative, overcome obstacles and promote resilience are critical measures of senior leadership. If you influence your boss and convince others to work together, you’ll open the door to future promotions and the chance to lead the entire organisation.

The View from Above

Developing managers who can lead from the middle is a sound management practice that won’t undermine a CEO’s authority. When middle managers take ownership of issues, make decisions and accept accountability for the results, their bosses have the freedom to think and act strategically, without getting bogged down in tactical matters.

This not only creates a stronger organisation in the short run, but it equips emerging leaders for greater challenges and advancement to senior leadership positions. And with flagging confidence in today’s senior leaders, there’s no better time for leadership to come from below.

What’s Needed to Lead Up?

To lead up, you must:

• Establish trust by following through on your commitments; be impeccable with your word; do what you say you’ll do.
• Connect with others authentically and honestly.
• Get out of the spotlight; share the credit with others.
• Demonstrate that you can think and act for the boss by taking initiative and following through.
• Use common sense; think before you act; listen to others.
• Do what’s practical to help the organisation achieve its goals.

You will also need to think and act strategically, which requires creativity and imagination:

• Think critically and strategically.
• Challenge the status quo and conventionality.
• Reframe opportunities.
• Get out of your office or your cubicle and be seen.
• Turn information into knowledge.
• Deal with ambiguity and uncertainty.

Assertive Diplomacy

Taking initiative requires assertiveness, confidence and decisiveness. Effective leaders radiate power and seem to be in total control.

But too much assertiveness (i.e., aggressiveness) drives people away, discourages collaboration and causes people to resist your influence.

Assertiveness, by definition, is the outcome of acting like a leader; that is, it gives people a reason to believe in your abilities to decide, act and lead others.

Managers on the way up want to ensure they’re seen as “assertive enough.” Those at or near the top are often advised to be “less assertive.” In truth, there’s a special kind of assertiveness that is just right — a quiet confidence and power that Baldoni calls “reflective assertiveness.” It emerges from experiences, including one’s trials and triumphs. It requires both humility and resilience.

To cultivate reflective assertiveness, you must:

1. Listen first. A leader’s ability to listen signals that she values others’ ideas and input.
2. Ask what people think.  Some employees can be reluctant to offer their input.   Di Worrall in A Climate for Change, asserts that by going out of her way to encourage employee views, a leader demonstrates the fine balance between humility and assertiveness that encourages collaboration and greatly enhances trust.  
3. Keep it low. People know where power lies. You don’t need to advertise it. If you model quiet power, you can remain calm when tempers fly.
4. Act decisively. The payoff to reflective assertiveness is decisiveness. You demonstrate strength by acting confidently. Even if you need some time to think before taking action, you can keep people informed about how the decision-making process is progressing.

Challenge Ideas, Not People

It takes gumption to challenge assumptions and the status quo. Middle managers must care enough to shake things up, and they’re in a perfect position to see what doesn’t work.

Those who resist your ideas will undoubtedly outnumber your supporters at first, but persistence pays off. Begin by challenging “the way we’ve always done it.” You must be willing to rethink options. Only then can you create new possibilities and solutions.

At the same time, you may find it uncomfortable to challenge those in authority. It’s a natural feeling. The trick is to challenge assumptions, not the individuals in positions of power. Focus on ideas, not personalities.

Push Back

Not all bosses want to be led. Some fear their authority will be undermined. Others are so insecure that leadership from below is a threat that must be stamped out at all cost.

These obstacles shouldn’t prevent you from trying to lead your boss, when appropriate. Observe the following guidelines:

• Stick with the facts. Management is rooted in valid data, so build your arguments with fact-based evidence. Make sure your research is on point, and dig to find other points of view so you can counter them.
• Ask others to challenge your premise. Before presenting your ideas to your boss, find people who can play devil’s advocate and explore your assumptions. They will either disprove your premise and prompt you to rethink your course of action, or they will validate your path and boost your confidence.
• Don’t confuse causation with correlation. Just because there’s a link between two issues doesn’t mean one provoked the other.

Dealing with a Jerk Boss

In some cases, all of the best data in the world won’t convince your boss that you’re right. If he’s a jerk, he’s probably insecure. He acts tough because he’s afraid of losing his job and control over others.

Jerk bosses cannot be reasoned with, so don’t even try. Remember that you always have a choice: You can roll over, fight back or leave. Choose wisely.

Bounce Back

Ultimately, what really matters is how we recover when things don’t go our way. Resilience gives you the strength you need when faced with rejection.

Review these points:

• What happened?
• What could I have done better?
• What did I learn?

The resilience to bounce back from a raw deal distinguishes those who succeed from those who become stuck, bitter and angry. It’s important for you to remain focused on goals and engaged in the process of fulfilling them.

True leaders will step up to the plate, regardless of where they fall on the organisational food chain. They see a need and are driven to find solutions. When they distrust their senior leaders, they spot opportunities to step in, lead up and prove their value.

Never give up on your dreams, and continue your pursuit of making a difference.

D Worrall (2010)

References:

Baldoni, J. (2009) Lead Your Boss: The Subtle Art of Managing Up. AMACOM.

Gardner, H.E. (1996 ) Leading Minds: An Anatomy of Leadership. Basic Books.

Useem, M (2003)  Leading Up: Managing Your Boss So You Both Win. Three Rivers Press.

Watson Wyatt WorkUSA® 2006/2007 Survey

Worrall, D (2009) A Climate for Change, Life Success Publishing.

For more articles like this to boost your confidence and skills to make change happen, subscribe to the free newsletter  for leaders of change at:   www.humanresourceschange.com.au/change-management.html

 

Corporations spend billions every year on strategic planning. They align their business goals and operations with their mission and values – their core reasons for being in business. Corporations may complete this exercise in-house or engage the services of an external Consultant who has specialized skills in areas like values alignment, cultural and business analysis,  and strategic planning. .

Executives and Small Business Owners  also involve themselves in similar planning sessions with their executive coaches. They examine their strengths and weaknesses with their coach, they look at their career and personal goals, and make strategic decisions about where and how to spend their time and energy.

Some coaches straddle the field of “executive coaching” as well as “life” coaching.. Life coaches do the same thing with individuals. They explore and clarify with you your identity, your values, and your true purpose in life. How can you know what you need to do, where you need to spend your time and energy, if you don’t know what is most important to you? This is difficult and important work. And it is hard to do alone. Taking the time to make personal definitions for yourself will make the process of goal setting and staying on track much easier.

Regardless of whether your goals are to finish a university degree, get a better job, start a business, buy a home, or lose weight, the process is the same. The aspirational goals you set must be consistent with your c ore values and true identity if you want to sustain your motivation over time. 2.

Here are three essential elements you must consider before writing down your goals:

1.            Examine your identity: Quite simply, who are you? Self-awareness is the cornerstone to emotional intelligence and so important that this one feature will do more for your success in life than any other social competency. If you know yourself well, you can choose a path aligned with your strengths and weaknesses. You will not get distracted by people, places and things that are not congruent with your true self.

How do you improve your self-awareness? Through working with your coach, doing assessments, examining your attitude, your passions, your self-image, examining your assumptions and beliefs and being willing to ask for and receive feedback.

Avoid defining yourself in terms of external things (job titles, education, family roles, etc.) and look at your personal integrity, ethics, and things that are important to you.

There are  a range of behaviour styles, leadership, team, values, wealth creation and personality type assessments available through your coach. Gaining a deeper understanding of your own preferred, natural way of behaving and thinking can greatly improve your understanding of yourself. As a side benefit, it also improves your understanding of others different from yourself. Ask your coach about the assessment tools they offer.

Here are some questions to ask yourself to gain clarity about your identity:

• When thinking about myself, what am I most proud of?
• How would my friends describe me?
• How would my co-workers describe me?
• What does my family say about me?
• What are the three most important areas in my personal life?
• How have I changed over my adult years?
• What are my strengths?
• What do I avoid or dislike doing?

2.            Define your values: What are your most fundamental beliefs? Identify three important moral values that are important to you. The more clearly defined your values are, the more energy and focus you will have for your goals. Values provide the basic structure you need to build your personal life, your career, your business and any other aspect of your life.

Consider your attitude towards other people. Think about your current obligations to your community, family and friends. Reflect on the core beliefs you have that you would want to pass on to the younger generation. If you were to mentor someone, what values would you project as being most important in the world?

Here are two exercises to help define your values. Look over the following list of values and rank each from 1 to 10 (with 1 representing values most important to you).  Be sure to add any that are important to you but not on this list.

Values Identification Exercise 1.0

What are the five values you ranked the highest? Those five values should be receiving 80% of your time and energy. Write down your five most important values on a separate sheet of paper and post them somewhere you will see them every day. This will drive your actions and keep you focused on what is most important.

Values Identification Exercise 2.0

Your highest values are nearly always reflected in how you spend your time. The things highest on your list inspire you to action. The things lowest on your list are where you find yourself procrastinating. _2.

Answer the following questions. Then list your top 3 things in order of importance.

• How do you fill the space where you live?
• What do you spend your time doing?
• What do you spend your money on?
• What do you think about and talk about?
• Where are you the most disciplined? _3.

 The values you have identified are the foundation of your success. They help you prioritise the goals you set for yourself. Without values clearly defined and prioritised, it is difficult to prioritise goals. This makes it easier to make a choice when commitments compete for your attention.

3.      Establish your goals: Goal setting is not easy. It is hard work requiring time and thought. It means soul searching. Fear of failure – and fear of success – can stop people from setting clear goals and interferes with the process of actually putting them into writing.

If you have completed steps one and two – you have examined your identity and clarified your values  –  then you have already done the hard work. The goal setting should be a natural extension of your values.

For example, if you value good health, then your goals of eating well and exercising regularly follow naturally. Focus on only three goals at a time, in order to be focused. Break each goal down to two or three components, along with specific, measurable, realistic time-frames..

D Worrall  (2010)

References:

Covey, S (1989 ) The Seven Habits of Highly Effective People, Simon & Shuster.

Worrall, D (2009) A Climate for Change, Life Success Publishing.

Demartini, J (2002) from Worrall D( 2009)  A Climate for Change, Life Success Publishing..

Resources

For more on goal setting, values and SMART goals see A Climate for Change (2009), D Worrall at www.aclimateforchangebook.com

For further information on Executive Coaching and Business Consulting for Leaders of Change, contact Di at Worrall Assoc. on enquiry@humanresourceschange.com.au

Wouldn’t you be even the teeniest bit interested?

My friend and best-selling author Gina Mollicone-Long has been transforming lives for over a decade now. We first connected when I was researching my first book and found her then best-seller The Secret of Successful Failing.  Gina tells me that she has never seen a problem that can’t be solved in 12 hours or less. Now she’s put her secrets into her newest book called THINK OR SINK.

For less than USD $15 you can find out her secrets. Plus, when you buy a copy TODAY ONLY you will get over 100 gift bonuses from some of the leading success experts and best-selling authors like Bob Proctor, Mark Victor Hansen, Marci Shimoff, Peggy McColl and John Gray ( and something from me!)  just to name a few. These bonuses are worth thousands.

Check out http://www.ginaml.com/think

I highly recommend this book. The techniques are easy to understand and will make a difference in your life.

P.S. Check out the important message below from Gina… You’ll be glad you did.

AN IMPORTANT MESSAGE FROM GINA

THERE IS NO SUCH THING AS STRESS!

Some people consider crawling along in traffic an opportunity to listen to their favorite music or relax and do their best thinking. For others, traffic is a nightmare that will ruin their entire day. For some, a late appointment is a stressful experience, for others, living in a third-world country without running water is a joyful one. Adversity or opportunity? It depends on your perspective.

It is not your circumstances that are to blame for the issues in your life. Rather, it is your response to those issues that is the problem. This book shows you how to control your response to life’s issues so that they lead to powerful results. Your response is always a choice. Whether you know it or not, either you make the right choice, or the wrong one is made for you.

Successful people and great leaders do one thing differently than most people during times of challenge. They think for themselves and choose powerful states of being instead of sinking into the prevailing negative default state of their circumstances and the people around them.

You can learn how easy it is for you to do the same thing and start creating amazing successful results in your own life.

You can have these secrets for less than $15 along with over 100 amazing gift bonuses from other leading success experts and best-selling authors like Bob Proctor, Mark Victor Hansen, Marci Shimoff, Peggy McColl and John Gray just to name a few.

These bonuses are worth thousands. You can get all of them for less than $15 investment in Think or Sink. You must act TODAY to get all of the amazing bonuses.

Find out all about it at http://www.ginaml.com/think

PS. Can you help spread the word about this campaign? We are sending this to over five million people and yet, we know you know friends, associates, and clients who haven’t heard about this yet.

You can easily tell them about our program and give them the opportunity to enjoy all the gifts by simply forwarding this message right now.

http://www.ginaml.com/think

Do this right away. This incredible campaign won’t last much longer.

How do you make New Year’s Resolutions and goals that last the distance?

The first and most important question to ask yourself is: Do you have clearly defined written goals? Or are they just in your head? Research shows that those people who actually sit down and write out their goals not only end up achieving them, but have higher incomes and ratings for overall success and life satisfaction.

According to Brian Tracy in his book Goals!, there is a study that reveals just how effective written goals can be. Here is what Tracy reports:

Mark McCormack, in his book What They Don’t Teach You at Harvard Business School, tells of a Harvard study conducted between 1979 and 1989. In 1979, the graduates of the MBA program were asked, “Have you set clear, written goals for your future and made plans to accomplish them?” It turned out that only 3 percent of the graduates had written goals and plans. Thirteen percent had goals, but not in writing. Fully 84 percent had no specific goals at all.

Ten years later, in 1989, the researchers interviewed the members of that same class again. They found that the 13 percent who had goals that were not in writing were earning twice as much as the 84 percent of students who had no goals at all. And most surprisingly, they found that the 3 percent of graduates who had clear, written goals when they left Harvard were earning, on average, 10 times as much as the other 97 percent of graduates all together. The only difference between the groups was the clarity of the goals they had for themselves when they graduated.

Yes, you read that correctly. The 3 percent who had clear, written goals earned ten times as much as the 97 percent who didn’t have clear, written goals.

Brian Tracy, Mark McCormack, Zig Ziglar, Anthony Robbins, and many other motivational gurus have used various versions of this story. Almost all successful people have goals, and outstanding high achievers have clearly defined written goals. That said, how come so few people actually write out their goals?

Why Not Set Goals

There are four main reasons people don’t set clear goals and write them out. Many people say they can’t be bothered to take the time to sit and write them out, preferring to keep them in their heads. But no one is really that busy, as it only takes a few minutes. The real reasons are probably deeper, involving the fact that if they are kept in “the head,” it is easy to change, revise and ignore them. This avoids accountability issues and facing failure. Looking further into the psychological reasons, we find the following four factors:

1. First, most people don’t realize the importance of goals. If you grow up in a home where no one has goals or you socialise with a group where goals are neither discussed nor valued, you can very easily reach adulthood without knowing that your ability to set and achieve goals will have more of an effect on your life than any other skill. Look around you. How many of your friends or family members are clear and committed to their goals? Successful people are all committed to action plans. They set goals out in writing and follow them.
2. They don’t know how to set goals. Some people confuse goals with wishes and fantasies. They think in terms of “having a lot of money,” “getting a great job,” “having a nice family,” “getting fit,” without breaking these wishes down into their component parts and the action steps it would take. These aren’t goals but wishes and fantasies common to everyone. A goal is different. It is clear, specific and measurable. You know when you have achieved it or not.
3. They have a fear of failure. If goals aren’t written down, we can change them to match what is actually achieved without having to face any feelings of failure. Furthermore, many people make the mistake of setting goals that are easily attained in order to avoid failing. This is a form of unconscious self-sabotage. They end up going through life functioning at sub-optimal levels rather than at the level they are truly capable.
4. They have a fear of rejection. The fourth reason people don’t set clear, written goals, is that they fear they will be seen by others as ridiculous if they fail. They don’t want to face criticism be seen as not capable or worthy. This is one reason to keep goals confidential when you begin to start out with goal setting, other than sharing with your coach, mentor or a trusted peer.

3 Reasons Your Goals May not Work

Knowing the barriers to successful goal-setting, you are ready to learn how to set goals that will help you succeed and find the satisfaction you deserve. You may already have in mind three important goals for yourself that you’ve been wanting to achieve for a while. Go ahead and write them down now; save them for review later. Before you can set effective goals, however, you need to consider the three elements listed below:

There are four reasons why your goals may fail to inspire and motivate change_.

1. The goal isn’t aligned with your highest values— if the goal you set, is not aligned with your highest values, or is really something someone else thinks you should do, or, it may compete with other values you find more important.
2. Your goal isn’t specific—it’s too broad and overwhelming. While “getting fit” is admirable, it really isn’t a goal—rather the outcome of attaining the more specific goals of working out regularly, doing sports and eating less junk food.
3. Your goal isn’t supported—you don’t have a supportive environment to focus your intentions and reinforce your progress, like a coach or mentor to cheer you on in your little successes, or to help you come back after a setback.
4. Your goal is focused on what you don’t want— the subconscious is designed to do exactly as it is told, so a negative goal like “get out of debt” is more effectively replaced with a positive goal like” earn [specific $] by [specific date]. 

A Climate for Change (2009)  Di Worrall

Each of these elements must be carefully considered in creating goals that you can achieve. Once you have aligned your goals with your true identity, values and life purpose, you will find them easier to accomplish. The energy will flow, because the goals are an expression of your true self. Then, when you have written down your goals in a specific, clear, measurable way that is time-framed, the small steps along the way will become evident. This also keeps the energy flowing, and helps you to remain focused on the goal.

The best way to get support for your goals is from a coach. Friends and family members may be helpful, or not. A professionally trained coach is an expert at helping you to achieve what you want. He or she can also help you with the goal setting process to ensure that your goals are aligned with your values.

Di Worrall (2010)

Sources:

Cairo, J. (1998) Motivation and Goals: How to Set and Achieve Goals and Inspire Others. Career Press.

Tracy, B. (2003) Goals! How to Get Everything You Want —Faster Than You Ever Thought Possible. Berrett-Koehler.

Worrall, D (2009) A Climate for Change, Life Success Publishing.

Spend some time planning what you want 2010 to look like for you and your business with the help of an Executive Coach.   Book a Complimentary 30 minute Zero Cost “Jump Start 2010” Consultation now. 

Email enquiry@humanresourceschange.com.au or Tel 61 2 9599 6791

So, why isn’t there enough time to juggle our work, home and health responsibilities? We have an enhanced quality of life, but we’re also adding to our stress levels by taking on more tasks than we have resources to handle.

 There’s a tremendous need for new methods, systems and, above all, habits to keep us on track.

Information Fatigue

You’ve probably already discovered that whichever system or calendar you’re using to track projects and priorities is important, but limited. As management guru Peter Drucker explains:

“In knowledge work…the task is not given; it has to be determined. ‘What are the expected results from this work?’…is the key question in making knowledge workers productive.”

We haven’t been taught to think deeply about our work before we undertake it. Thinking in a concentrated manner to define desired outcomes is something few people do. But outcome thinking is one of the most effective methods available for creating successful realities.

Brain Clutter

Many of us have experienced working in the “zone,” where creative processes flowed and we lost all sense of time. This happens when we use our right brain hemisphere. Right-brain thinking is essential for innovation. It functions like an artist, concerned only with the present moment.

In contrast, the left brain supplies logic and linear thinking; it’s concerned with time and numbers. It reminds us of tasks left undone, prior experiences we need to consider and future deadlines. It functions more like a banker.

Instead of allowing our minds to perform optimally, many of us fill our brains with daily life’s mundane details and rules. Worse, we spend endless hours repeating the tasks and projects we’re trying to juggle.

You need a functional system to hold these details until the appropriate time, when you can systematically tick off as many tasks as possible to clear your mind again. Writing things down on a to-do list is a good first step, but it’s not enough.

What’s Wrong With To-Do Lists?

As we struggle to multitask, we find there are too any things that are out of alignment with our current sense of reality. To cope, we put them on “the list,” which can grow to gargantuan proportions. Often, this list is nothing more than names of pressing projects written on numerous pieces of papers, often kept in several discrete places.

Here’s what’s missing from our lists:

• A clearly identified intended outcome
• A specific next-action step to be taken
• Reminders of outcomes and action steps in a reliable system

Some people keep multiple to-do lists of undone tasks. There are notes in their Day-Timers, computer calendars, PDAs, iPhones and all of the other common organising tools to which we cling. When we write something down and place it on a list, we assume we have a surefire way to remember it.

The Myth of Multitasking

Leading internet marketer, Alex Mandossian is all too familiar with the myth of multitasking in his complex industry. In his April 2009 blog post Why Multitasking Destroys Your Productivity, he observes that many people pride themselves of how they can manage the volume of their “to do” lists via “multitasking”. However, what they fail to realise is how much multitasking is actually eroding their productivity and undermining their results.

Wikipedia defines “human multitasking… (as) the performance by an individual of  “appearing” to handle more than one task at the same time”.  In this definition, the word “appearance” suggests that multitasking gives an illusion of producing tasks simultaneously. Author of The Myth of MultitaskingDave Crenshaw argues that multi-tasking is not so much about performing multiple activities simultaneously; but rather that we are switching between those tasks. It is that switching activity that reduces efficiency and effectiveness and increases the prevalence of errors, because mental focus is constantly interrupted.

Multi-tasking is a mis-guided habit pattern many of us have grown used to:

• Reading the paper while listening to the news
• Having a conversation while watching TV
• Checking voice mail, blackberries while speaking to someone
• Speaking on the telephone while drafting emails
• And a more controversial one: Driving while talking on a mobile phone!!

There is an alternative – Stacking.

Stacking is a like multi-tasking, except that only one of the “multiple activities” demands mental effort. Stacking does boost productivity and efficiency. For example:

• Reading while having a cup of coffee
• Exercising while listening to music
• Eating a meal while watching TV

Stacking boosts productivity; Multi-tasking doesn’t.

Open Loops

But the challenge of achieving productivity is more complex than the decision to stack or not to stack the items  on our multiple “to do”  lists. The left brain keeps its own list and tends to be untrusting. It will continually issue reminders and incessantly interrupt your most creative moments. In response, you will write down the task yet again, blocking your mind from thinking clearly.

All of the tasks for which you haven’t formulated desired outcomes and decisions remain active in what scientists call “open loops.” They will haunt you, sapping your energy and creative powers.

Manage the Mind to Manage Action

The answer lies in managing your actions: what you do with your time, your information, and your mind, body and focus. You must decide how to allocate your limited resources.

Most people haven’t adequately determined next actions in their commitments and projects. They leave key steps undecided and vague, or they try to tackle productivity from the top down:

1. Uncover personal and corporate missions.
2. Define critical objectives.
3. Focus on implementation details.

But productivity expert David Allen, author of Getting Things Done, believes otherwise:

“…The trouble is that most people are so embroiled in commitments on a day-to-day level that their ability to focus successfully on the larger horizon is seriously impaired. Consequently, a bottom-up approach is usually more effective.”

Start with the most mundane activities and commitments. Catch up by taking control of your in-basket and your mind—right now. You will unleash creative, buoyant energy that supports your attempt to reach new heights.

You will experience an immediate sense of freedom, release and inspiration. These rewards come naturally to those who roll up their sleeves, dig in and take care of the little things.

Basic Requirements for Managing Commitments

Here are some basic activities and behaviors you can implement to free up your mind and be more productive:

1. Empty your mind. Anything you consider unfinished must be captured in a trusted external system. This “collection bucket” must be reliable, and you must return to it regularly to sort through it.
2. Clarify exactly what your commitment entails, its desired outcome and what you have to do to make progress toward fulfilling it.
3. Once you’ve pinpointed all of the next-action steps you need to take, keep reminders of them organised in a system you can review regularly.

Employing next-action decision-making results in clarity, productivity, accountability and empowerment. When you hold yourself to the discipline of identifying the real results you want, you will obtain them.

Things that have your attention need your intention. Here are some questions to regularly ask as you go over your list:

• What does this mean to me?
• Why is it here?
• What do I want to be true about this?
• What’s the successful outcome?
• How do I make this happen?
• Which resources must I allocate to make it happen?
• What’s the next action?

When your newly adopted behaviors help you organise everything that comes your way, a deep alignment will occur. Wondrous things will emerge. You will become highly productive, achieving your desired outcomes with minimal stress and maximum results.

Di Worrall

Now that I have ventured into the world of publishing, I frequently have the opportunity to get an advanced look at new information products.

From time to time, new titles grab my attention, like this one I’d like to share with you.

Best selling author and success coach Peggy McColl has a refreshing new take on attracting success and abundance into your life.

Don’t work any harder.

…Chill out and relax.

Peg says most people who struggle with Law of Attraction are simply too uptight about making more money, enjoying better health, finding that ‘one-and-only’ true love …

And this ‘up-tightness’ actually creates a wall of negative energy between you and the Universe, effectively cutting off your lines of communication.

Her advice to turn things around, and begin manifesting all the amazing things you’d REALLY like to see in your life:

CHILL OUT!

Of course, she knows that’s one of those classic ‘easier-said-than-done’ bits of advice for most people. And that’s precisely why Peggy created her “Relax Your Way Wealth” audio program.

It’s simple to use … priced VERY attractively (in fact you can use the link below to snap it up right now at almost HALF-OFF) … and it is GUARANTEED to work for you!

Relax Your Way to Wealth

I must warn you though …

This special pricing is a limited-time introductory offer … because although the technique is proven-effective (Peggy’s used it for a long, L-O-N-G time herself!) this audio program is brand new.

So I wouldn’t expect this deal to last long.

And I won’t try to explain in a brief email what she does a much better job of on her website … so please, if you are even the least bit serious about your dreams and goals, then check out Peggy’s site using the link below:

Relax Your Way to Wealth

(If that link doesn’t work for you, just copy-and-paste it into your browser.)

P.S. Aside from Peggy’s generous introductory pricing, she also offers a 100% money-back satisfaction guarantee (request a refund and still KEEP the entire program)

I asked Paula Jandey of Renaissance Tiles, one of my current small business clients to describe her experience:

What compelled you to seek out the services of a coach?

I felt the need for coaching due to an instability in the economy which as a consequence was flowing on to my business and my personal life as I wanted to have expert guidance on priorities and better management of all areas to ensure that I overcome these difficulties and regain the stability. I also had personal issues which I felt could be helped with guidance also.

 Where are you finding the most beneficial in our coaching relationship ?

• for your business

I am finding that a more solid concentration of priorities, closer scrutiny of the business, and having more confidence to make better decisions in certain key areas has been a benefit.

• for your personal/professional development

For me personally the benefit would have to be more confidence in myself to achieve what I want to achieve and strength to do it!.

What is it about my approach that you find most valuable?

I prefer your approach, firstly because you are a woman who strives for success as a woman. This factor is incredibly important to me, because you then can understand my goals and needs as a woman.  Secondly you have respect for everyone, and see the best in everyone…. As you say “Everyone was born perfect”….

We still have a few more places for our complimentary Business Breakthrough for 2010 coaching sessions for corporate professionals and business entrepreneurs.

Just call 02 9599 6791 or email di@humanresourceschange.com.au to book your session.