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0 Communication with Confidence: Status Reports
Communication with Confidence: Status Reports When working on a long-term project or initiative, the best way to ensure buy-in and alignment from your manager and other key stakeholders is simple: a status update. Having the diligence to initiate regular, hi-level reviews of a piece of your workload not only keeps project components on track but gives those involved the confidence that you’re in control. Regular status reports do more than keep people informed. They can be personal motivators. Let’s say you decide to update the team every other Friday. Maybe you had a busy week tending to other responsibilities and needed to push this project to the back burner. If, however, you know Friday status updates are near, you’ll probably make sure to tackle even a small task in the project plan to avoid coming up empty. Another benefit of a status report is that keeping your manager in the loop gives them insight into the amount of work you’re doing and its broader impact. When managers have a firm grasp of what’s on your plate, they’re better equipped to provide the support you need and less likely to overwhelm you with too many other distractions. Creating your own status update template When developing your status update template, aim to follow a consistent format and share it at regular intervals – ideally on the same day each time. There should be a clear sense of predictability in both what you share and when you share it. A consistent formal also makes it easier to track and compare progress over time. An effective status update should apply the following principles: Break down complex information into manageable bites. Focus on activities rather than individuals and maintain objectivity. (For example: “The team missed the deadline by two days.” Instead of a personal conclusion, “The team missed the deadline because they were disorganized.”) Provide consistent structure with straight-forward wording. Remain objective; avoids personal conclusions or subjective opinions Use multiple sources to confirm pertinent details and reliability. Incorporate tables, bullet points or color-coding if needed to increase readability. Determine your distribution channel, such as a spreadsheet, email, interoffice messaging, and stick to it for consistency. Asking for feedback The most fundamental purpose of a status report is to stand back and review a project in its entirety on a regular basis to note progress and flag issues. In evaluating the health of a project, there could be metrics outside of your own peripheral. Make sure to include a section, column, or wrap up note that highlights any potential problems and ask for input. If you already know of an obstacle, point it out and make suggestions for solving it. Either way, make sure to invite those who are reviewing your status report to let you know of any potential roadblocks or what they think you need to solidify a favorable outcome. If sending it to a larger group, you might also consider asking your manager in a side text or email whether the status update format you’re using is helpful and if you can do anything to improve readability. Ask them if they think you are handling the deadline well, meeting the project objectives, and supporting the team effectively. Tailoring check-ins for hands-off v. heavily involved managers If your status report is meant only for your supervisor, you can tailor the format and narrative style to match their communication preferences. Let’s say, for example, your manager is hands-off and doesn’t ask for information until you come to them, they might prefer a simple high-level update. Tell them whether tasks are on track, what could be falling behind, call out anything that’s overdue, share possible solutions to overcoming the issues you’ve spelled out. Here is an example: Task Due date “On track” or “At Risk” Notes Developing marketing brochure 5/1/25 On track The printer has our initial design and will be sending samples to review next week. On the other hand, managers who prefer to be more deeply involved might also be checking in with others on the project team. With that in mind, consider adding personal narrative to your email headnote. Don’t overwhelm with details because being too wordy can come off as defensive or like you don’t sincerely have a handle on things. Try something like this: “Here is a link to the status update sheet. Overall, things are going great! I did add a note about the budget because I’m worried we could need more money closer to the deadline. Can give you a call if you want to talk more!” Archiving critical milestones for future interviews or performance reviews No matter the outcome of the project, your ability to keep everyone looped in, stay accountable for deadlines and expectations, and creatively approach problem-solving says much of your leadership capacity. Try to keep your status reports organized in a folder that is easy to access at the end of the project. They could come in handy when you are meeting with your manager for a performance appraisal or preparing for an interview for a promotion. When your manager asks about your accomplishments over the past year, instead of sitting at your desk in a fervent state of memory block, use the status reports to tell that story. When keeping managers and other key stakeholders regularly updated, you’re teeing them up to help you succeed. Not to mention, knowing that you’ve committed to providing regular updates on a project helps keep you on track and productive, ensuring you have something to report. A well-formatted status update that covers all angles to a project honors your manager’s communication style and instills confidence that the project is on track.
0 Mastering Email Communication with Confidence
Effective communication isn’t just about delivering a message—it’s about building relationships, crafting persuasive emails, and navigating challenges with confidence. When it comes to email, self-awareness not only enhances your ability to communicate clearly but also boosts your confidence, making it easier to engage with peers, managers, and key stakeholders. Communicate your Way to Success The truth is much of our professional achievement is determined by how well we express ourselves to colleagues and business partners. While the DISC identifies personal motivators and triggers, it also maps out practical direction for remaining steadfastly convincing and competent even when relating to someone who seems like our complete opposite. We are able tell almost immediately when a colleague’s communication style is different from our own. The DISC model helps us determine the precise attributes and preferences of each style, even in cases where they are blended. Consider this: a person who likes to get to the point might find chatter and long windedness in an email to be frustrating. On the other hand, if breaking the ice and getting to know people puts them at ease, a short, direct email might be jarring. You can use DISC to provide clear instructions for how to respond to different preferences and ensure recipients hear your message as valuable and important. It’s a bit of a dance - you need to communicate with people in a way that won’t turn them off while maintaining your authenticity and honoring your own inclinations. Notice Other Styles I have three forgetful teenagers who are constantly begging my husband and I to bring them to school: computer chargers, lunches, homework. They know exactly how we each prefer for them to communicate with us and can predict how we might respond. Any variance from their expectations can sound their alarms. For example, I’m a writer--if my response is too succinct (e.g. “sure”,), it might catch them off guard and they will immediately demand. “WHY ARE YOU SO MAD AT ME?!" My husband, however, can simply give a thumbs up and no one bats an eye. They have learned to navigate our different DISC styles, adapting their own to garner a favorable response. My husband might be unmoved by a wordy desperate plea, but they are smart enough to know if they take the time to write a thoughtful, funny note, with an explanation of what they want and an “XO” at the end… I’ll cave. Identifying Communication Styles in Writing Like teenagers trying to get what they want, we quickly pick up on the styles of our peers and key collaborators-- even if it takes us a while to fully understand them. A manager who sends correspondence that is brief and unpunctuated isn’t necessarily upset about the progress on the project, they are simply looking to get to the bottom line quickly. Even if you are the chattiest or most detail-oriented person in the world, it would be most efficient for you to return their serve by getting to the point. Meaning, put the most pertinent details first. Avoid long-winded sentences and explanations which will, in this case, probably sound defensive or maybe even look like you don’t have great control of the project. Similarly, when speaking to someone who prefers deeper context, don’t gloss over their need to hear details because you aren’t a detail-oriented communicator. Before writing that project update, anticipate what they might ask as follow-up questions and have them ready in the first go-round. Writing a DISC-based Email Here are some tips for writing emails tailored to different-to-different DISC communication styles: D- Most important information at the top, straightforward language, highlights the bottom line and potential outcomes, ask for their advice. I-Write a friendly narrative, include a story or example that illustrates your point, include bullet pointed list of potential outcomes, include names of others who are involved. S- Map out the message by sharing all sides and offering context for each but choose a layout that guides them on how to digest the material. You could use boldface titles for each new idea and add space between paragraphs. Thank them for taking time to think about it and allowing them the time they need. Be sincere- avoid splashy language or exclamation points. C- Make sure to explain all sides of the issue and tell them what you find will carry the least amount of risk. Do not over-promise but be sure to tell them what could go wrong. Don’t Forget to Nurture your Own Style Too Here’s where the dance I mentioned earlier comes in: Even as you focus on business and use strategy to drive outcomes, you must stay true to yourself. Being authentically you is a powerful communication tool too. If you are a high I, lead an email to a high D with the pertinent details up front, but close in a way that feels natural to you- like a funny story or a warm salutation.
0 Delivering convincing and captivating presentations
A science site I follow on Instagram recently posted about a museum docent who hosted learning lectures for children. The reader explained that, in these lectures, the docent delivered her first line with the kind of panache you might hear from a wrestling match moderator. “Every time you passed the room where she was giving a presentation, you’d hear something like ‘WHO’S READY FOR CEPHALOPODS?!?!’ and the kids would go absolutely nuts cheering.” Chances are, most of the kids in that room didn’t know much or anything at all about a cephalopod or why they should be excited about it; even the word itself leans technical and dry. The docent, however, captivated her audience early with energy and an unspoken promise that what they were about to hear would be thrilling. In this month’s newsletter we’re going to share strategies for how you can be energetic and convincing when connecting with your own audience. Lock them in early To lock in her listeners immediately, the science museum lecturer applied the most basic principle in public speaking: know your audience. Children tend to meet cheering and excitement with… cheering and excitement. When you’re planning a presentation for a group, think of their common thread. Is there a similar motivator? Are they working on the same project? Are they tied by an overall mission? Are they employed at the same general level in the organization? Here's an example: I once read that what can make a manager’s job so difficult is that they are constantly playing two roles- problem solvers and problem owners. If speaking to a room of new leaders maybe start with an anecdote that illustrates the tension between these two objectives. It’s a way to let them know, “I see you and the challenges you face so it’s worth listening to what I have to say.” Sharing statistics can also be an effective approach to storytelling. Tell them about an outcome of your agency’s work or about a problem your agency is tasked with solving. Just remember that statistics can feel technical and boring to some people, so be sure to digest the numerical findings and say succinctly what makes them powerful. “This year, we crushed 90% of our goal and this is why….” Prepare attractive materials When preparing your visuals, try to honor different learning styles by layering them into the presentation. Some learn best through narrative, others need to see bullet points, and many need examples or proof. We’ve talked about engaging your audience early but the visuals help keep their attention up until your conclusion. Bullet points let listeners know what the most important takeaways are. But an occasional video or graphics could help keep them present and on their toes. Here are basic design principles for developing presentation slides: Short and snappy! Use different styles and colors to highlight important points but be judicious. If you emphasize too much, nothing seems important. Group related elements together under headers so that listeners understand the salient points. Headers such as “Potential Gains”, “Possible Issues”, “Goals” keep your message clear and focused. Create a clear visual hierarchy by using different font sizes and boldness to direct the audience’s attention. For example, each slide might have an A-head and B-head. The A-head introduces the major point on that slide, the B-head includes supporting information. [A-head] Overall Mission [B-head] Steps to achieving our goals Repeat colors, patterns, and fonts to give the slides an overall visual coherence. Make sure each slide has “negative space” to avoid a cluttered look and to give the elements room to breathe. Reveal your Authenticity After all the preparation and practice, try to make sure you don’t seem too stiff or formal. While your research and visuals demonstrate your expertise on the topic, audiences also want to see the real you. The way you hold your hands when you tell a story, your natural smile, or the occasional self-deprecating joke reveal something about your authentic self. Chances are, showing a bit of the “you”—beyond what’s on the presentation slides— not only helps you feel more comfortable, but it will put your audience at ease too. If things go sideways, use this improv technique Tina Fey has spoken about the improv technique, “Say yes and….” On an improv stage, when an actor has set the scene, the other actors in the troop know not to simply agree with whatever they say, they know that improv becomes funny when they add something to the narrative and keep it moving. If you experience a technical problem, like you’re accidentally on mute or slides freeze or an image won’t finally load, say to yourself “Yes, and…that image won’t load properly so I’ll tell them what I wanted them to see and let’s keep moving.” The slides are stuck so “yes, and…. I can keep on talking through the main points and tell them to grab a piece of paper to jot this down.” If you lose your internet connection, go into your settings and activate your personal hotspot. You’ll see a Wi-Fi password there. Then, if you check the internet settings on your laptop connect to “iPhone” and type in your password. If using Samsung, the same function appears under “Mobile hotspot.” So, if the wireless connection fails you during a presentation, “Yes, and…. Does anyone have any experience with [the items on this slide] while I activate my personal hotspot?” Make sure you’ve made your point Winston Churchill once said, “If you have an important point to make, don’t try to be subtle or clever. Use a pile driver. Hit the point once. Then come back and hit it again. Then hit it a third time-a tremendous wack.” The wrap up for your presentation should be a final “hit” of those main takeaways. You can do this through a bulleted list (“So in conclusion….”, a call to action (“Now that you know these [state specific points], I urge you to…”) or opening the floor to discussion on these topics (“Would anyone like to share on [state specific points]?”).
This year a punchier approach to New Years’ Resolutions has taken socials by storm: In/Out lists. At first glance they seem a little lazy (“In: Thoughtful responses/ Out: answering emails right away”). But truthfully, it can be hard to take in something new, without making space for it. In/out lists give us the chance to clean up and re-order priorities in a way that will make it easier to follow through on what we want to accomplish. Creating balance, a yin and yang if you will, in an In/Out list requires thought and deliberation. For example, it’s futile to plan to invest more in your personal relationships without considering the distractions that are taking your focus from them in the first place. (“In: connecting more deeply with friends/ Out: Instagram scrolling after 6pm.”) Let’s drill into this scenario. For many of us, putting our phones out of reach can be pretty uncomfortable (What if my kids have an emergency? What if my manager calls?) so setting that intention takes habit training and brain rewiring. It’s a contemplative task that requires reflections such as: what is the difference in my concentration level when the phone is out of sight? How does it change the quality of my conversations? And, when you pick the phone back up, address: Did you miss anything critical? Do you feel safe enough to try it again? Chances are, everything was fine without the phone in your hand; maybe even better than fine. To make it a habit? Try putting the phone aside for 15 minutes at first and then push yourself for longer increments later. Map out what time each day you’ll take on this practice. Add an incentive if that helps. Just remember that the reason you chose this In/Out is that it was a chance to focus more deeply on your personal relationships so make sure those 15 phoneless minutes are spent talking to or doing something for a person you care about. Shoring up our career goals with Ins and Outs We can take this measured, principled approach to our professional endeavors too. In spite of their brevity, Ins/Outs get at the core of your fundamental belief system, the opposite of milestones and deadlines. These lists are mostly successful when they lean into your sense of purpose. Forbes recently published an article on attaching career goals to traditional resolutions. They offered an alternative to the well-known SMART goal strategy (Specific, Measurable, Achievable, Relevant, Time-bound) called HARD goals (Heartfelt, Animated, Required, Difficult). HARD goals, Forbes said, should be “…emotionally resonant, vividly imagined, absolutely essential and challenging enough to inspire effort and innovation.” This kind of core work lends itself well to the In/Out model, which is more like a stretch assignment than a performance evaluation template. The intersection between things that matter to you personally with what you hope to achieve in your career is not always simple or obvious. You’re blending aspects of your life that might, at times seem incongruent. Here’s a sample: In Growing your network, pursuing new perspectives: Meeting people from different parts of the organization and absorbing their visions can be an expansive experience. Staying flexible and open to new ideas will show your optimism and willingness to work with others. Out: Tapping into the same resources because it’s easy and safe. In: Taking initiative by assessing annual objectives quarterly to make sure you’re making progress. This allows you to capture the good things you’re doing all year which will assure you of your abilities and contributions to the organization. Having that kind of confidence will, in turn, demonstrate for others your positivity and leadership capacity. Out: Waiting until the end of the year, scrambling to remember what you’ve done. Keeping the Outs OUT Once you’ve made your In/Out list, planning a strategy for keeping the Outs OUT is important as establishing a routine with the INs. Take stock in the things that trigger whatever you’ve decided to send OUT- like maybe you do it when you’re feeling anxious or insecure or maybe your behavior starts automatically when you take a specific route in the office. When you catch yourself about to slip into your old pattern, take a pause and try not to do it for 20 minutes. If you can wait that long, usually the urge will pass. Start off the new year strong by organizing an In/Out list as a way to genuinely connect with your goals and align them with what matters most to you in each area of your life. By identifying what you want to "invite in" and you what you want to "phase out," you can prioritize your goals and remove distractions, making it easier to stay focused on what truly matters.
0 Thinking Your Way to Success: A Roadmap for Professional Growth
We often hear about the power of a positive attitude, but there’s more to thinking your way to success than just optimism. Success-oriented thinking requires self-confidence, goal setting, resilience, and reframing challenges into growth opportunities. Every achievement starts as a thought, and how you handle that thought shapes your actions and outcomes. This guide offers an actionable roadmap for thinking your way to success by helping you harness your mind’s potential to unlock opportunities in your professional development and growth. By following these steps, you can build confidence, break through limits, and become someone who naturally attracts success. 1. Cultivate Self-Awareness Identify Limiting Beliefs. The first step to thinking your way to success is to understand the beliefs and thought patterns that shape your actions. People often hold self-imposed beliefs that limit their progress, such as “I’m not smart enough” or “I’m too old to make a career change.” Recognizing these beliefs is essential to overcoming them. Action Steps: Identify Limiting Beliefs: Take a few minutes each day to jot down your thoughts about achieving a specific goal. Identify which thoughts feel like limitations. Challenge Your Beliefs: Ask yourself whether these beliefs are based on facts or fears. Often, our limiting beliefs are rooted in fear or negativity rather than reality. Replace Negative Beliefs With Affirmations: Develop affirmations to replace each limiting belief. For example, you might substitute “I’m not smart enough” with “I have the skills to learn and adapt.” 2. Set Clear, Achievable Goals Define What Success Means to You. Success is personal. Success also looks different for every person, so it’s important to create goals that reflect your values and ambitions. Without a clear vision of what you want, it’s easy to drift through life without making tangible progress. You can direct your thoughts and energy more effectively when you have specific, measurable goals. Action Steps: Set SMART Goals: Ensure your goals are specific, measurable, achievable, relevant, and time-bound. Write Down Your Goals: Studies show that writing down goals increases the likelihood of achieving them. Writing things down also makes them feel real. Create a Vision Board: Visual reminders can be powerful. A vision board featuring images and phrases reflecting your goals helps keep those goals at the forefront of your mind. 3. Develop a Success-Oriented Mindset Embrace Growth Over Fixed Thinking. A growth mindset—the belief that your abilities can improve through dedication and hard work—is essential for success. Instead of viewing failures as setbacks, see them as opportunities for growth and learning. Action Steps: Practice Self-Reflection: After a setback, take time to reflect on what went wrong and what you can learn from the experience. A journal is a great place to record these insights. Celebrate Small Wins: Success is the result of incremental progress. Recognizing small achievements along the way helps maintain motivation and reinforces a growth mindset. Avoid Comparison: Success is not a one-size-fits-all. Instead of comparing yourself to others, focus on your own professional growth and achievements. 4. Visualize Success and Take Inspired Action Use Visualization to Strengthen Your Goals. Visualization is a powerful tool that allows you to see yourself achieving your goals. When practiced regularly, visualization can reinforce positive thinking, increase motivation, and build the confidence needed to take decisive action. Action Steps: Visualize Daily: Spend a few minutes each day visualizing yourself achieving your goals. Imagine the specific steps you’ll take, how you’ll feel, and the positive impacts these achievements will have on your life. Create Mental Rehearsals: If you’re preparing for a major presentation or job interview, imagine yourself handling it successfully. Picture each step, anticipate challenges, and mentally rehearse how you’ll tackle them. Visualize Your Emotions: The more emotionally invested you are in your visualization, the more powerful it will be. Think about how achieving your goals will make you feel, and let these emotions drive your actions. 5. Cultivate Resilience and Embrace Challenges Develop Emotional and Mental Resilience. Success isn’t a straight path. There will be challenges, setbacks, and moments of doubt. Resilience is the ability to bounce back from setbacks with renewed focus and determination. Building resilience helps you stay committed to your goals, even when things don’t go as planned. Action Steps: Reframe Failure: Instead of seeing failure as a defeat, view it as a learning opportunity. Ask, “What did I learn?” or “How can I improve?” Practice Mindfulness: Mindfulness techniques, such as deep breathing or meditation, can help you manage stress and stay focused on the present. Seek Support When Needed: Don’t hesitate to talk to a mentor for encouragement and a fresh perspective. Sharing your challenges can provide fresh insights and motivation. 6. Surround Yourself With Positive Influences Build a Supportive Network. Your environment plays a significant role in shaping your thoughts and actions. Surrounding yourself with positive, motivated individuals will help you maintain a success-oriented mindset and build valuable relationships that will support your journey. Action Steps: Network Strategically: Connect with individuals who inspire you through professional organizations, social media, or networking events. Engage with Mentors: Seek mentors who have achieved the success you would like to achieve. Their guidance can provide clarity and confidence. Minimize Negative Influences: Limit interactions with negative or overly critical people. Protect your mental space by choosing uplifting, supportive relationships. 7. Take Consistent Action and Track Your Progress Make Progress Daily. Thinking your way to success is only effective if it’s paired with consistent action. Tracking your progress keeps you accountable and helps you see how far you’ve come. Action Steps: Create Daily or Weekly Tasks: Break your goals down into smaller actions. Aim to complete one or two tasks each day that will move you closer to your objectives. Track Your Progress: Keep a journal or use an app to log your progress. This process provides motivation and allows you to make adjustments. Celebrate Milestones: Recognize your achievements, no matter how small. Celebrating milestones reinforces your commitment and energizes you to keep going. 8. Stay Flexible and Open to New Opportunities Adapt and Reevaluate Your Goals as Needed. Success isn’t about rigidly sticking to a plan; it’s also about being willing to change course when new opportunities arise. Being adaptable helps you navigate challenges and capitalize on unexpected chances for growth. Action Steps: Set Regular Checkpoints: Schedule specific times to review your progress. Evaluate what’s working and what isn’t. Stay Open to Feedback: Listen to feedback from trusted colleagues and mentors. They can offer valuable insights to improve your approach. Embrace Change: Recognize that changing direction isn’t a failure. Instead, it’s a sign of growth and adaptability. Final Thoughts Success begins with how you think. It requires intentional steps, self-awareness, resilience, and a commitment to professional growth. Cultivating a success-oriented mindset, setting meaningful goals, visualizing outcomes, and taking consistent action can unlock your mind’s full potential. Each thought, decision, and step will bring you closer to your vision. Challenges and setbacks are part of the process, but with a resilient and flexible mindset, you can navigate these obstacles and stay focused on your vision. Remember that success is a journey, not a destination. Each thought, decision, and action you take today brings you closer to the future you envision.
It’s funny, when I approach people to be mentors in my mentorship program, the most common response I get is: “What? Me!? You have to be kidding? What do I have to offer?” And because of who I am, I’ll often reply with only a blank stare, waiting quietly for them to finish. Eventually, however, most of them arrive at something like: “...but if you really think someone would want me, I guess I’ll do it.” Their initial surprise feels normal now. I think I get it. Often, we don’t see ourselves as mentor material. Mentors are people we think of as creating a profound impact on our lives. Mentors are powerful! Mentors are accomplished! Mentors know the right way because they’ve already been there and done that! If those were the proverbial shoes someone was asking me to fill, I, too, would look around the room in confusion and disbelief. Surely, there’s a former Olympian-turned-startup founder-turned-philanthropist-turned-bestselling author behind me--not me,” I would think. I want to challenge that notion that mentors must be somehow extraordinary. It’s precisely the ordinary in each of us that makes us perfect to be mentors. In my eyes, that reluctance that people feel in this moment doesn’t speak to their inadequacy, but rather to their humility, depth, and the importance they place on mentorship–all of which are excellent qualities in a life-changing mentor. The Only Thing You Need What if I told you that the only thing you need to be in order to be a life-changing mentor is to simply be you? Yep. You. That you you are right now, in this very moment. Not just the you you’ll be 10 years from now. (And yes, that future you counts too!) This is especially true if the you that you are right now is a “normal” person–someone who works a normal job, lives in a normal house, and has a family with all the joys and flaws that come with it. If you feel like you’re someone who’s “not ‘there’ yet” or “hasn’t done anything that extraordinary,” you’re exactly the type of person who is an excellent mentor in the making. Listen: I’m sure that startup founder or Olympian has some incredible stories and probably could also be an awesome mentor. However… Being a fantastic mentor isn’t about having all the experience or knowing the hidden pathway to success. It’s about the desire to connect, support, and to take an active interest in another person and their journey. I’d like to share my own experience in this regard: My mentor and I connected when I first was planning to strike out on my own as a coach. I was new to the profession, unemployed, and worried about whether or not I was making the right move or if I’d need to go back to the corporate world again. My mentor, is a very successful entrepreneur and business owner who was willing to meet with me and share her wisdom, knowing I wanted to walk a similar path, albeit in a slightly different field. As we met and developed our connection and relationship, she had ample experience, insights, and support to share with me. And truth be told, I wasn’t ready yet to hear and internalize what she had to share. I ended up going back into the corporate world several months later, still hoping to keep my vision of my own business alive… maybe at a later date. I truly felt like I had failed at that moment. I expected my mentor to see this shift in my path as a failure too--maybe even think that I hadn’t been dedicated enough or wasted her time. But she never gave up on me. We continued to meet. She continued to give generously of her time and insights. She stayed with me as I worked my process… in my own way. Her patience and kindness were what really allowed me to change my view of myself. That steady support--someone saying “You’ll get there when you’re ready” -- made all the difference. It wasn’t a grand gesture that shifted my sense of failure; it was knowing that someone else believed in me and held FIRM to that belief, even when I was filled with self-doubt. She was simply being the caring, supportive person she is. We’ve been working together as mentor and mentee for years, and reflecting on my progress, she recently said to me, “You weren’t quite ready for it before–and now you’re totally different. You’re really ready now. You’re really on your way.” It felt like the highest compliment–truly–having someone believe in me even when I didn’t believe in myself, and to have them see and acknowledge my growth. It’s a game-changer. Less Knowing, More Being My mentor never had to know whether I was on the right or wrong path--she was simply there for me while I figured it out. The real magic of being a mentor isn’t in knowing the right answers, but in being the right person: Being with someone along their journey without trying to change them or persuade them one way or another… Being their cheerleader-- someone who sees and celebrates the successes they may be glancing past… Being the one who sees the bigger vision of what’s possible for them when they can’t quite see it within themselves… These are the moments when the most ordinary among us can create miraculous change in another person--by simply believing in them wholeheartedly. Being a “normal” person in their corner, rooting for them, can make all the difference in the world. (You might be surprised how few people feel like they have a person like that in their lives.) We already have plenty of vaunted, aspirational figures in the world. Rather than trying to be the all-knowing, shining figure on the hill, be the person willing to walk the path with them--wherever it leads. What if you, being you, could make all the difference for someone else? What unique qualities do you already possess that make you the perfect mentor--right now?
0 Crafting Compelling Narratives: The Art of Storytelling
Lately there’s been a push in the workplace to lessen reliance on the standard presentation format and instead use storytelling to share information, emphasize a mission, or even reinforce a brand. Storytelling is a skill commonly used in the interviewing process, may not initially seem like as natural a fit in a work environment. The truth is, though, audiences often relate better to a compelling narrative, which can lead to great buy-in once they see the supporting data. An article in Forbes magazine urged that “hiding behind facts” is a way we avoid the risk of letting people know what we think or even admitting that we might see a problem. They said, “Story elevates data by helping to build meaning and purpose to what you’re presenting. When you share a story about how the data was collected or evolved over time, you bring your audience on a journey with you.” Finding your voice Think about the way you talk to your friends. Are you funny? Sensitive? Observant? Pull your casual communication style through in your stories- whether telling them in front of a group or writing them in an email. Be clear about intention and purpose and avoid emotion. You might decide to develop the people in your story like characters in a book (the manager- who had been stressed for weeks about the progress on this project, walked into the meeting with a huge smile on her face, and I knew that finally she was pleased.”) Don’t shy away from the problems Pointing out the problem sets everyone up to get to the bottom of it more quickly, but from a story-telling perspective it also demonstrates your credibility. George Saunders, beloved American short story author, once advised creative writers: “If you try to deny the problem and write in spite of the problem in a story you’re writing, it is not going to be very good.” Of course, writing an email about a work issue isn’t at all the same as developing a plot with characters and a climax, but don’t shy away from the problem. Use it to draw in the audience, perhaps as a call to action. In fact, relaying a problem efficiently should stimulate creative thinking in the audience. Don’t cramp their thinking by crowding language with your own predictions and biases. You can say: This is what’s wrong. Here is an example of how things would go if there was nothing wrong. Explain why this matters. Add any supporting material. Offer possible solutions and invite the audience to add them. A sample might look like this: We realized the networking event is now completely full and a lot of people are writing asking if they can still get into it. This demand is a good thing because it’s a testament to how popular the event was last year. We had 30 people then and now have that plus 15 on the waiting list! Is it possible for us to open an online option? Use your voice, but keep it open-minded Mary Karr, American poet, essayist, and best-selling memoirist said, “Voice isn’t just a manner of speaking. The writer who’s lived a fairly unexamined life - someone who has a hard time reconsidering a conflict from another point of view - may not excel at fashioning a voice because her defensiveness stands between her and what she has to say.” When telling a story that is meant to captivate your audience and make them feel like they have a little skin in the game, it is critical to think of their perspective- even if you don’t agree. To get them to give a little, it helps if you do too. Consider these two examples: Example 1 The date you proposed won’t work for us. We need it done a month earlier or the entire timeline is off. We’ll miss the whole project deadline if you aren’t able to finish sooner. Example 2 I’m comparing the date you shared to our timeline and am worried that we’re too far apart. Would you mind looking once more? I tried to think of ways to consolidate on our end, but I’m worried that we don’t have the manpower to finish early. This is far out of my own wheelhouse and I’m reliant on another team to help, but they know they can’t start until October. Do you think we could adjust based on that piece? Let me know what you’re thinking. In Example 1, the speaker can’t seem to think beyond their own need for a finished product. In contrast, Example 2 honors the possibility that this deadline is hard for the other party too. They provide context for why it’s difficult to shift things on their end, even admitting their own limitations. After sharing this background, they ask if the recipient might reconsider their initial estimate, now that they have a better understanding of the situation. Listening as an approach to narrative In the mid-90s there was a Nickelodeon show for preschoolers called “Blues Clues.” The show starred a blue, animated hound and a 20-something human narrator in a colorful rugby shirt named “Steve.” Young viewers would wait for Blue to drop clues and try to guess from home what she planned to do for the day. Steve, meanwhile, would ask the audience to help him solve these tiny mysteries- even though of course he couldn’t hear their answers. Steve, now in his early 50s, balding, and bespectacled, occasionally posts on his social media using that same strategy to ask open-ended questions such as “How are you doing?” It’s astounding- adults, perhaps former fans of the show- will fill the comment section with extremely personal, reflective responses letting him know they are worried about a health issue or struggling financially. Steve, again unable to hear them, looks deeply into the camera and nods, allowing a long time for them to speak. Sometimes he adjusts his glasses or wipes his brow, nodding again- encouraging them to go on. Recently a young man posted a video, tears streaming down his face and said, “The guy from Blues Clues just asked on Instagram how everyone is doing, and I don’t know… it just made me miss my dad.” Giving people space to speak is one of the most generous ways to tell a story. When you are sharing a narrative, invite your audience in by giving them a chance to tell you what they think, if they would do anything differently. Coax them on, “I’m especially interested to hear your thoughts” or “You have so much experience here, I’m looking forward to hearing your advice.”
As a leader, you’re probably someone who wants to be really supportive and see your people succeed. You’d like to see them perform at a high level, take on new and interesting projects, overcome challenges, etc. What a great intention! I’m going to guess you see yourself as a real integral part of that success. So, what does this end up looking like? Usually, it means that a well-intentioned leader ends up jumping in to fix the problem the moment they sense a pause or issue cropping up along their employee’s path. Which is so genuinely nice of them. Nice leaders are ADDICTED to being helpful. But the practical effect of this is that the leader cuts off the employee’s opportunity to actually THINK on their own or to actually TRY SOMETHING. People have become leaders usually because they were great at their job as sole contributors. They did the “thing” really well and they got promoted because of it. So they can solve problems really well and work really efficiently. Those qualities are great as an employee, but once you become a leader, these skills should honestly be the LAST ones you use in your role. YOU don’t need to learn these skills anymore—your PEOPLE DO. If you want to really spur growth in your employees, the skill you need to cultivate is holding BACK all of that great efficiency and problem-solving skills you have in service of your people. POWERFUL leaders are rigorously, intentionally UNHELPFUL. Want to become a powerful leader? Here are some tips to help: Quit thinking for them.Quit solving for them. When an employee comes seeking an answer to a question, start by saying: “Happy to help, but first: tell me, what do you think the answer is?” (You might hear back “I don’t know” and all this means is they haven’t had a chance to think about it yet. All you say back is “That’s okay. Try something. Take your best guess.”) Most of the time they have an idea—they just aren’t 100% SURE. Sometimes you have to really slow it down and allow them to try before jumping in to “help.” In moments like this, I don’t really care if they know the exact right answer. I want to find out how MUCH they know and HOW they’re thinking through it. It’s in the safe struggle that people build their proverbial muscles. Let them get it WRONG!Encourage them to SWING! Let them fail SAFELY! Often, they don’t fail at all. They prove to themselves that they know more than they think they do. They build confidence. There’s so much more available to them in the process of TRYING than there is in just getting the answer. Break your helpfulness addiction. Recognizing that you have this need to be helpful (or simply to be liked sometimes) and the corresponding tendency to jump in and fix problems is the first step toward becoming a more impactful leader.Here’s how you can work on breaking this addiction: Self-Awareness:Begin by observing your own behavior. Whenever you notice yourself about to take over a task or give an answer--take note. Did they really get stuck? Was it "just quicker" for you to do it? Keeping a log of these instances over a few days at work will help to understand the patterns and triggers that prompt your helpfulness. Set Boundaries:Define clear boundaries for YOURSELF for when and how you will engage in problem-solving. This is an internal process--not one you'll share with them. Creating a policy for yourself will give you guidance on when it's okay to intervene and when you lovingly hold back in service of their growth. This can help you resist the urge to step in prematurely. Ask Guiding Questions:Focus on asking way more than telling in your guidance. Use open-ended questions that prompt deeper, broader thinking to help them connect the dots rather than providing answers. For example: “What are the potential solutions you’ve considered?” “How might you approach this problem differently?” “What resources or information do you need to move forward?” Using these strategies not only encourages the natural growth of your direct reports, but also drives a fundamental shift in your effectiveness as a leader, moving you from a simple problem-solver to a facilitator of their success. The end result? A more capable, confident, and self-reliant team that thrives under your leadership. You have the power in you to be the most impactful leader your employees ever experience—start by being unhelpful.
0 Reenergizing Yourself to Meet Your End-of-Year Goals
At the beginning of the year, everyone gets excited about setting new goals and planning for the future. We get out our calendars or notebooks and eagerly jot down our objectives, visualizing the New Year’s possibilities. However, as the months roll on, life’s demands start to crowd our once-clear canvas. Emails pile up and personal responsibilities increase, leaving our goals sidelined. With four months left to go until the end of the year, staying focused on your goals from the beginning of the year can be hard. But don’t worry! Here are some easy steps to help you get back on track and finish the year strong. Reflect on Your Achievements Define Your Current Position and Goals Start by assessing what you have accomplished thus far. Reflecting on your progress helps you see where you stand in relation to your goals. Take a moment to quantify your achievements. Specificity is key—define your goals in measurable terms. For example, instead of a vague goal such as “become more successful,” pinpoint what success looks like for you. Is it a certain job title, a specific financial milestone, or a newly acquired skill? Action Steps Review your goals: List the goals you set at the beginning of the year. Measure progress: Note the milestones you’ve reached and the tasks you’ve completed. Identify gaps: Highlight areas where progress has stalled or where you need to put in more effort. Reassess Your Remaining Goals Set Clear Deadlines If you’ve ever procrastinated, you know how crucial deadlines are. Without a clear end date, goals remain abstract ideas. Establishing deadlines creates urgency and helps prioritize tasks. Action Steps Set deadlines: Assign specific dates to each goal. Break down tasks: Divide your goals into smaller, more manageable tasks with their own deadlines. Monitor progress: Check your progress against these deadlines. Align Your Goals With Your “Why” Connect to Your Values Your goals need to resonate with your personal values and vision for life. If a goal doesn’t align with your core values, it won’t motivate or sustain you through challenges. Action Steps Clarify your values: Write down your core values and life vision. Evaluate goals: Check each goal against your values and adjust them if necessary. Find your why: Articulate why each goal matters to you. Prioritize Your Goals Focus on Achievable Objectives It’s good to dream big, but you should also set realistic goals. Focus on what you can achieve by the end of the year. Action Steps Prioritize goals: Rank your goals based on importance and feasibility. Plan actions: Outline the steps you need to take to achieve each prioritized goal. Stay flexible: Be ready to adjust your plans as circumstances change. Get Excited About Your Goals Again Revisit Your Motivations Sometimes all it takes to reignite your passion is to revisit the initial excitement and motivations behind your goals. Sometimes, you need to remind yourself why you were excited about your goals in the first place. Action Steps Visualize success: Spend time imagining the successful completion of your goals. Celebrate small wins: Acknowledge and celebrate every small achievement. Stay inspired: Surround yourself with motivational quotes, success stories, or a vision board. Seek Support and Accountability Engage Your Network Accountability partners or support groups can provide the encouragement and accountability you need to stay on track. Action Steps Find a partner: Connect with a friend or colleague with similar goals. Join a group: Participate in professional development groups or online forums. Share your goals: Update your accountability partner or group on your progress. Review and Adjust Your Plan Stay Flexible Things change, and that’s OK. Your goals may need to evolve. Regularly reviewing and adjusting your plan ensures that your goals remain relevant and attainable. Action Steps Schedule monthly check-ins: Set aside time to review your monthly goals and progress. Adjust as needed: Modify your goals or action plans based on your progress and changing circumstances. Stay positive: Maintain a positive attitude and focus on what you can achieve rather than what you haven’t. Final Thoughts Reenergizing yourself to meet your end-of-year goals requires reflection, reassessment, and a renewed commitment to your objectives. By defining your current position, setting clear deadlines, aligning your goals with your core values, prioritizing achievable tasks, reigniting your passion, seeking support, and staying adaptable, you can recapture your enthusiasm from the beginning of the year. Remember, it’s never too late to refocus and achieve your goals with energy and determination. Keep these steps in mind and let the excitement you felt at the start of the year help you reach your goals by the end of the year!
A few months ago we wrote about annual reviews, and how to make them more meaningful, useful, and less stressful. One of the tools we discussed for the reviewer, was keeping a journal or logbook on the good points and the “needs coaching” aspects of the reviewee. Today we’re going to talk about journaling for the reviewee, and journaling in general. I have found it to be a game changer in my career, both as a worker bee, as a manager… and as a regular ole living, breathing human person! I keep three different journals: Journal # 1: … is motivational. I start my day with a personal journal. I write down what I plan to accomplish at work and in my personal life. I also do some daily affirmation things. Daily affirmation exercises are often considered a bit cheesy, and yes, Saturday Night Live did some hilarious sketches poking fun at the daily affirmation stuff. Stuart Smiley always closed the bit with, “I’m good enough, I’m smart enough, and doggone it, people like me.” When I was first coached on this, I didn’t take it very seriously. But, as part of the training, we had accountability partners and whether I liked it or not, journaling was a requirement. We checked that each of us was journaling and what we were journaling (although we were allowed to keep portions of our journals private). We discussed its effects, and how this daily activity evolved over time. This was an ongoing training for management, sales, & operations personnel. With few exceptions in the group I worked with, we grew to embrace that morning journal exercise. Journal # 1 is an everyday thing for me, it has become a habit. I keep it short; I keep it positive; I refuse to make it redundant, with one exception. Here is what I wrote this morning, June 19, 2024: Keep moving… get up and walk around. Look outside!! I’m excited to see the team at A.C.M.E. Flour & Feed (fake name!!) today. Airplanes are the bane of my existence, but they are a tool of my trade… get over it and get on with it. 54 families*. I’m glad to be here. *Note: There are 55 employees in my division. 54 of them are not me. They make their living at this company, and they need to be considered in my daily decisions. “Glad to be here,” is something I write down every day. I first heard it at a keynote speech from Blue Angels Pilot, John “Gucci” Foley. Gucci is one of my all-time favorite speakers. “Glad to be here,” is something all Blue Angel pilots close their dialog with when debriefing a mission. I found that simple tag line inspirational. “You’ve gotta be ‘Glad to be here!’ And, if you’re not… you’ve gotta work on being somewhere else! If you start your day expecting things to be great and believe that you’ll be glad to be wherever you are, your chances of that becoming your reality increase exponentially. Journal #2: … is biographical. I usually put entries in this journal at the end of a day. When related to our workday, I believe in documenting successes and challenges. Spending most of my career in sales, this is sort of like a call report, but about yourself, not your customers. It can be effective in any vocation. Capturing milestones, accomplishments, challenges, & cool stuff, and how you navigated these events, is something everyone should consider. It is especially important if you’re starting out or starting anew. If you did something great, write it down… and how you did it. If you did something dumb, write it down… and what you learned from it. If you experienced a policy enforcement, or had a conversation that you disagreed with, but were afraid to speak up in the moment… write it down! Because you might forget. Work life and personal life get busy, a lot of us spenda lot of our day just wading through the mud and the mire just trying to get through it all. Have you ever gone through a challenging stage in your career or personal life, and looked back and wondered how you got through it? Do you think it might be important to remember how you overcame the obstacle? Journaling helps! The simple act of writing it down helps commit it to memory. I rarely go back and look at these journals from a research standpoint, because if you write it down, it sticks with you. This recap isn’t necessarily an everyday exercise, but it can be. Where I find it most important is in documenting success, wins, and cool stuff. Our memory banks only hold so much information, and for most people, our memories can be kinda mean to us. So many successful athletes and coaches will tell you that they remember their losses and heartbreaks much more vividly than their championships. A good way to rewire that memory bank is to write those wins down. You got a project done ahead of time; write it down! You brought up an idea that everyone loved, you made a presentation in front of a large group, no one fell asleep, and everyone applauded when you were finished… write it down!! You got married, and you really like this person… write it down! Alright, that might be extreme, someone will probably have photos. And that leads us to… Journal #3: … is a performance management timeline. I started doing this a few years after I became a people manager. Early in this management role, there was a lot of disfunction on some of the teams I worked with. I spent as much time with our Human Resources department and writing letters of reprimand, as I did performing my day-to-day job. Performance reviews were all about “where you need to improve” vs. “what you are doing well.” There needed to be a change, and one of my mentors gave me the idea of a performance management timeline. A simple Excel spreadsheet that documents events, milestones, and yes, cool stuff. (You MUST write down the cool stuff!) Nobody is perfect, but I also believe no one is all bad either. As a manager, I focused on documenting coaching opportunities, and slaps on the back and “way to goes!” Currently, I have the good fortune of working with a true team, a group of people who are fantastic, passionate, self-starting, professionals. They require very little coaching, and almost no supervision. When review time came, I had limited data to discuss, so I told them to keep their own timeline journal. Writing down their wins, issues, concerns, and ideas is a requirement and needs to be presented and discussed twice a year. It has worked very well. As a reviewee, it might be helpful to your supervisor to remind them of the good work you’ve done, your accomplishments, your areas that needed improvement (in your opinion), and how you addressed them. Your manager might be doing it already, or they might not. If they are, a second data source based on your personal experience is still going to be helpful. If this exercise feels like you’re just giving yourself a pat on the back, good. A final note: … it’s not bragging. It's journaling. It’s a good way to start your day and a record of good things you do. It also helps you remember what you’re capable of when things aren’t going so great. Write it down!!
