Post by Lorna Beaton on Jun 8, 2021 16:37:36 GMT
C. On the discussion board, please discuss the following:
1. Are you more of a Why, a What, or a How person? Where do YOU begin when "selling" your vision?
I am not suggesting for a minute I am a Steve Jobs but I believe I mainly start from the, Why. Sharing my vision comes from the work I have chosen to do throughout my life i.e. working with improving people’s lives and my passion to make a difference. I guess some people get involved with our sector the wrong reasons. I have certainly come across people who tried out our sector expecting an easy, nice fulfilling job. The reality of course is different its, yes a fulfilling sector but boy do you have to put a shift in. Our sector is also not well known for high wages and benefits, so you certainly need to be more driven by the why to retain in it and get the best out of people.
I am honestly not sure if my why starting point would be different if I sold widgets for a living. For now, I very much sell why we do what we do. Mostly, people can relate or want to be part of helping others so that is generally my starting point. I also stated I mainly, start from the Why as on reflecting perhaps at times I forget to stipulate the why especially when I talk to stakeholders operating in the same field of work. This module is a good reminder to re-visit the why to help reinforce shared beliefs with such stakeholders.
2. How do you help your team (or your colleagues) "see the vision, live it, and breathe it"? (See Chapter 5 Winning)
For me it is really important each day to set a tone of positivity even if it means at times painting on a optimistic disposition especially during times of adversity. This approach can really lift spirits and set people up for the day or what has to be faced to move forward, optimism can be infectious. That said, I read the room and get to know the people around me and adapt my style to the situation and consider what motivates and drives each individual.
I expect a lot from my team so I in turn invest a lot of time in their development and listen to their needs. My team also have complete clarity on what is expected of them, no nasty surprises come appraisal time. Everyone is clear where their improvement areas are and how we are working together to improve on those areas. I take the opportunity each day to ensure I recognise people for something they have done well directly and indirectly ensuring people get credit where it is due. Most of my team have been awarded National employee of the month. For them to achieve this national recognition I go through a process of nominating them with my rationale of why they deserve this award. Nominations are then considered, and 1 winner selected by the District Manager. Alongside this I do monthly team and recognition for contributions to the community and remind them the amount of lives they have changed. Team members are encouraged to share stories of people they have engaged that have stick with them and made them feel proud that week.
Where people lack confidence or are a slow starter, I show them how mistakes have been made by me, others and lessons have been learnt and that is ok. My aim is to guide them and build their confidence that they can do it! An example of this is my deputy at the moment who in her first 3 months felt she was really struggling to pick up our systems and hit performance. The fact was she was picking up systems and performance quickly and just needed to be reassured and recognised for the difference she was making. We both now sell her lessons learnt to newer members of the team to encourage them.
We have been re-working our performance standards recently and I think initial work focused almost solely on the numbers. My approach has been to ensure that the numbers are underpinned by our mission and values.
3. What types of questions might you ask of your team that are "answered with action"?
What if? Why not? How Come?
What else do you need to do to make it successful?
How can you make that realign with our values?
What if you could make changes?
What else do you need to do?
4. What one thing would you add to Welch's "Leadership Rules"
Leadership involves your own personal development and growth you may not start leading with all 8 leadership rules figured out or already identified. You may even forget some rules along the way. What is important is that you have the passion to lead believing in these rules, this would be my 9th rule, lead with passion and believe in the 8 rules.
1. Are you more of a Why, a What, or a How person? Where do YOU begin when "selling" your vision?
I am not suggesting for a minute I am a Steve Jobs but I believe I mainly start from the, Why. Sharing my vision comes from the work I have chosen to do throughout my life i.e. working with improving people’s lives and my passion to make a difference. I guess some people get involved with our sector the wrong reasons. I have certainly come across people who tried out our sector expecting an easy, nice fulfilling job. The reality of course is different its, yes a fulfilling sector but boy do you have to put a shift in. Our sector is also not well known for high wages and benefits, so you certainly need to be more driven by the why to retain in it and get the best out of people.
I am honestly not sure if my why starting point would be different if I sold widgets for a living. For now, I very much sell why we do what we do. Mostly, people can relate or want to be part of helping others so that is generally my starting point. I also stated I mainly, start from the Why as on reflecting perhaps at times I forget to stipulate the why especially when I talk to stakeholders operating in the same field of work. This module is a good reminder to re-visit the why to help reinforce shared beliefs with such stakeholders.
2. How do you help your team (or your colleagues) "see the vision, live it, and breathe it"? (See Chapter 5 Winning)
For me it is really important each day to set a tone of positivity even if it means at times painting on a optimistic disposition especially during times of adversity. This approach can really lift spirits and set people up for the day or what has to be faced to move forward, optimism can be infectious. That said, I read the room and get to know the people around me and adapt my style to the situation and consider what motivates and drives each individual.
I expect a lot from my team so I in turn invest a lot of time in their development and listen to their needs. My team also have complete clarity on what is expected of them, no nasty surprises come appraisal time. Everyone is clear where their improvement areas are and how we are working together to improve on those areas. I take the opportunity each day to ensure I recognise people for something they have done well directly and indirectly ensuring people get credit where it is due. Most of my team have been awarded National employee of the month. For them to achieve this national recognition I go through a process of nominating them with my rationale of why they deserve this award. Nominations are then considered, and 1 winner selected by the District Manager. Alongside this I do monthly team and recognition for contributions to the community and remind them the amount of lives they have changed. Team members are encouraged to share stories of people they have engaged that have stick with them and made them feel proud that week.
Where people lack confidence or are a slow starter, I show them how mistakes have been made by me, others and lessons have been learnt and that is ok. My aim is to guide them and build their confidence that they can do it! An example of this is my deputy at the moment who in her first 3 months felt she was really struggling to pick up our systems and hit performance. The fact was she was picking up systems and performance quickly and just needed to be reassured and recognised for the difference she was making. We both now sell her lessons learnt to newer members of the team to encourage them.
We have been re-working our performance standards recently and I think initial work focused almost solely on the numbers. My approach has been to ensure that the numbers are underpinned by our mission and values.
3. What types of questions might you ask of your team that are "answered with action"?
What if? Why not? How Come?
What else do you need to do to make it successful?
How can you make that realign with our values?
What if you could make changes?
What else do you need to do?
4. What one thing would you add to Welch's "Leadership Rules"
Leadership involves your own personal development and growth you may not start leading with all 8 leadership rules figured out or already identified. You may even forget some rules along the way. What is important is that you have the passion to lead believing in these rules, this would be my 9th rule, lead with passion and believe in the 8 rules.