Post by Ginny Andrews on Jun 8, 2021 20:34:25 GMT
1) Are you more of a Why, a What, or a How person? Where do YOU begin when "selling" your vision?
I feel that I am more of a “why” person when I am selling my vision. It is important for us to truly believe in what we are doing and to understand why we are doing it. For those of us working at Breaking the Cycle in Maine, our mission statement refers to making life changing differences that help people improve their economic wellbeing. I often refer back to this mission statement as I sell my vision to those that I work with. Why are we doing this job? Why do we want our families in Maine to have improved financial health? We keep connecting with and encouraging the families we work with, so their children have successful futures.
2. How do you help your team (or your colleagues) "see the vision, live it, and breathe it"? (See Chapter 5 Winning)
It is important that my team trusts me to always have their back and to know that I will jump in and help them when assistance is needed. This builds a sense of teamwork that is required for us to all be on the same page. I try to always be positive – even when we are faced with frustration and challenging situations.
I have recently started reviewing our mission statement and customer service promise during our team meetings. I want my team to understand their role in helping our participants and how their actions are helping – or hindering – our family’s success. During these weekly meetings, staff have the opportunity to discuss particular cases that they find challenging. It may be that they are looking for resources to provide to the participant or that they are working with a participant who is not engaging in required activities and are feeling frustrated and annoyed at their lack of interest. By having the frequent discussion about our mission and vision for our work—this reminds staff of why we do what we do each day and hopefully this will help them remain positive that we are making progress toward our goals.
I also ask them to talk about their success stories each week—what have they done that helped a family be successful in some way. These are things as small as finding a resource for swimming lessons for their kids or landing their dream job.
3. What types of questions might you ask of your team that are "answered with action"?
I am trying to ask more questions about follow up on action items. I know that I often assume that once a question is asked and discussed-- that there will be action. I need to follow that up with who is doing what to solve the issue and when it will be completed. I also will start asking how I can be of more assistance or what the team needs to be successful.
4. What one thing would you add to Welch's "Leadership Rules"?
One thing I would add is that it is the importance of finding others who can listen and support you when you are in need of encouragement. I have begun to realize how much I need support and encouragement too and that there is no shame in asking for help or seeking advice and feedback from others. It can be hard to help and support others when your cup is empty.
I feel that I am more of a “why” person when I am selling my vision. It is important for us to truly believe in what we are doing and to understand why we are doing it. For those of us working at Breaking the Cycle in Maine, our mission statement refers to making life changing differences that help people improve their economic wellbeing. I often refer back to this mission statement as I sell my vision to those that I work with. Why are we doing this job? Why do we want our families in Maine to have improved financial health? We keep connecting with and encouraging the families we work with, so their children have successful futures.
2. How do you help your team (or your colleagues) "see the vision, live it, and breathe it"? (See Chapter 5 Winning)
It is important that my team trusts me to always have their back and to know that I will jump in and help them when assistance is needed. This builds a sense of teamwork that is required for us to all be on the same page. I try to always be positive – even when we are faced with frustration and challenging situations.
I have recently started reviewing our mission statement and customer service promise during our team meetings. I want my team to understand their role in helping our participants and how their actions are helping – or hindering – our family’s success. During these weekly meetings, staff have the opportunity to discuss particular cases that they find challenging. It may be that they are looking for resources to provide to the participant or that they are working with a participant who is not engaging in required activities and are feeling frustrated and annoyed at their lack of interest. By having the frequent discussion about our mission and vision for our work—this reminds staff of why we do what we do each day and hopefully this will help them remain positive that we are making progress toward our goals.
I also ask them to talk about their success stories each week—what have they done that helped a family be successful in some way. These are things as small as finding a resource for swimming lessons for their kids or landing their dream job.
3. What types of questions might you ask of your team that are "answered with action"?
I am trying to ask more questions about follow up on action items. I know that I often assume that once a question is asked and discussed-- that there will be action. I need to follow that up with who is doing what to solve the issue and when it will be completed. I also will start asking how I can be of more assistance or what the team needs to be successful.
4. What one thing would you add to Welch's "Leadership Rules"?
One thing I would add is that it is the importance of finding others who can listen and support you when you are in need of encouragement. I have begun to realize how much I need support and encouragement too and that there is no shame in asking for help or seeking advice and feedback from others. It can be hard to help and support others when your cup is empty.