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Annapolis, Md: Thanks for taking my question.
I know that in any area, contributing factors to success seem to
be personal strength, technology, and process.
Would you agree with this wrt leadership?
Can you give percentages of how these contribute to success?
Thanks
Donald Wilson: This is a good question. Effective
leadership defintely depends on a changing range of factors that a
strong leader has mastery over. Personal style and strength are
central -but many leaders, particularly older leaders, are weak in the
technology area, and leave process more to those around and underneath
them while defining more fundamental directions and vision. Sadly,
there are no easy percentages that can be offered to success -- it
varies by every factor imaginable. I would say a kind of grace and
building common endeavor toward a well understood vision of success is
about as important a skill as a leader has.
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Tulsa, Oklahoma: Should a leader have many different
leadership styles to fit the particular moment of the organization.
Example: Strict,team player, concensus builder, domineering......
Donald Wilson: In my experience, most leaders have a
fundamental leadership style that sets the tone of an organization.
While any good leader has what a musician calls "riffs" on that style
-- profound changes to respond to the moment can often leave an
organization in a kind of shock. Yet, at the same time, many
organizations are plagued by leadership styles that are overly
domineering, don't listen well or seek consensus. Here are styles that
need a lot of work and change, and leader coaching can play an
enormous role in that. In some businesses, something called a "360" is
done, to show the leader what all around him -- from customers to
subordinates, think of his or her style and effectiveness. Armed with
this, both pro and con, a good leader coach can encourage the good and
weed out the bad. There can be alot of surprises!
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Alexandria Va: What are the key things to keep in mind
when you are managing a small team in a small company? We are like a
family at this small start up that I work in and I don't' want to
jeopardize that. How do I maintain that cozy atmosphere and still be
an effective boss?
Donald Wilson: I think that setting a tone of trust and
constant information is vital to those seeking a family like tone --
envisioning how a good parent leads the way is not a bad method, with
obvious leaving out of the patronizing possibilities that that may
entail! Good boundaries are essential, and grace in setting those
boundaries. I think that a leader who leads by holding regular
meetings to inform formally gets alot further than one who has
occasional conversations and thinks all get it.
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Melbourne, Aust.: When I managed a group of people, I was
fairly good at keeping them motivated and interested... but now that I
am in a business of one, I'm struggling with managing myself.
Procrastination is a major problem. Any tips?
Donald Wilson: This is an enormous problem of the current
working situation in America. How do we motivate ourselves as sole
proprietors when we are used to motivating others? First, allow me to
suggest a great book. Chris Wahl, who designed our Leader Coaching
program at Georgetown, has written BE YOUR OWN COACH -- Your Pathway
to Possibility, by Crisp Publishing. It is packed with motivating
methods. Second, I urge you to keep an honest time log on the hour and
analyze it each week. If you are on AOL, their schedule-calendar
feature makes it easy. Looking at big chunks of wasted time staring
you in the face is a great change motivator. Another is, get a coach.
(I know, I'm biased). However, I have seen many solo ventures helped
by the collaboration and counsel a coach can provide. Forming a group
of entreprenuers that meet weekly or monthly in your arena is also a
big help. Being a constant reader of motivating literature really gets
you off the dime. This year is Ralph Waldo Emerson's 100th birthday.
If you can get through his essay "Self-Reliance" without feeling
supercharged, I would be very surprised. What might seem obvious,
setting deadlines with real consequences for yourself through reward
schemes that only you know you will respond to is also very helpful.
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Herndon, Va: My CFO is technically great, but is really
lacking those personal skills you were talking about. He has had
plenty of feedback about the issue but seems not to know HOW to
change. How can a coach help change something that seems so
fundamental to his personality?
Donald Wilson: A coach can offer specific actions, tasks,
ideas, strategies and reading to help a leader change. And because the
coaching relationship is a one on one, confidential, coach as your
advocate for your best self relationship, possibilities for real
change are there -- and I have seen it happen. The coach must be a
truthteller,and back up what seems apparent with real examples. No, it
is not easy, and it takes time. But change is possible. And coaching
is making a huge difference,which is why almost half of Fortune 500
companies are making large investments in coaching for their managers.
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Alexandria, Va: The company I work for recently
reorganized the structure. Previously, the production staff had more
involvement in setting up deadlines for projects and input of
procedures. The new structure is "management heavy" and most of the
management does not know the extent of the work. Hence, short
deadlines are given to projects just to please the client. The
production staff is getting very annoyed. Can you please give me some
advice on how to handle this situation?
Donald Wilson: This is a tough situation, and widely
experienced given the massive changes in today's workplaces with
constantly changing ownership, and management styles. Coming together
as a production staff to first establish common complaints (outside
the office) and common objectives - and seeking a meeting with the key
most potentially helpful managers is a way to go. The important thing
is to be gracious, make sure you preface complaint with concern that
brings managers into a spirit of common endeavor ie "we're sure you
are getting up to speed, as we are -- but...." Remember, you are the
engine of the company, and operating together, you have great
leverage. Alone, you are only a complainer to be dealt with alone. See
your task as to educate management about the extent their endeavors
are impacting your efforts, rather than protest.
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Washington D.C.: Hi there
How do you deal with micromanagers? Are there general guidelines
to dealing with these types of bosses?
Donald Wilson: A constant refrain. Candor is key. And so
is calling it what it is -- gracefully as possible. When you do this,
I feel like I am being micromanaged. And at the same time, lead off
with what you think the manager has helped you with. Always start with
an affirmation of what is good about their leadership.
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Washington, DC: Could you suggest ways to motivate a team
and bring a team together as well as any good management courses you
might know of?
Donald Wilson: Asking team members for ideas on how
things could go better is essential, and unbelievably often
overlooked. Organizations constantly look outside,when their answers
are inside, on their own teammates minds, waiting to be asked. On
courses, the team leading aspects of coaching that Georgetown's
professional development program has are great.
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Ashton, Md: How would you advise managers in leading a
younger team member who is very talented in terms of technical skills,
but who is inexperienced at performing as part of a team?
Donald Wilson: Bring the young person into your circle.
Take them out for coffee and lead by explaining your own experience.
Mentor simply by sharing history. A young person may well resent being
given advice, but at the same time deeply appreciate being taken into
confidence with someone's own lessons learned. And trust me, you can
give all kinds of advice by giving none at all. By that I mean, simply
explaining what you learned and how you learned it.
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Boyds, Maryland: With a M.S. in Health Promotion
Management and having been a small business owner for over 8 years, I
struggle to find work in : Health
education/wellness/communications/media relations/consulting...
Good communications/presentation skills/promotional skills and
sales.
My most recent, altho contractual & short-term experience was
promoting specialty physician practices in Montgomery County.
Can anyone help ?
I seek a full time position.
Would Coaching also be a viable option for my skills?? I realize I'd
need coaching certificate or education/training..
Thanks a bunch -
Donald Wilson: Yes, I would think coaching would have
much to offer you. A good coach has a niche, and a select area of
experience to explain from. Medical care practice provision is a
hugely growing field, so too is small business. Both are new coaching
arenas that you could specialize in, and the communication skills you
have are great for coaching. A great article about different ways of
exploring coaching appeared in the Washington Post recently -- called
a Coach for Team You. I recommend it. I also suggest learning in
person with a program like Georgetown's where the learning is face to
face, and coaching is learned by doing it, and being observed doing
it. Very hard to do this by phone or e-learning, in my view. It is a
human and humane profession, best done face to face. And yes you can
make a living at it.
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Reston: Etiquette question. I've been tipped off that I'm
about to be fired. I saw the budgetary writing on the wall and already
have something (that pays better even) lined up for the new year, so
that's not an issue. The issue is that I've learned that the company
is about to hire someone with no experience at about half my salary to
do my job (hence why I'm being fired). And, in my final two weeks, I'm
going to be asked to train him to do my job. I'm a little bit ticked
about this. If they want to replace me with someone cheaper, that's
their right. But asking me to train someone else to do my job so they
can fire me seems pretty insulting. But should it? I've never been
fired before and I'm not sure what the etiquette in this situation is.
For all I know, this is a perfectly reasonable request that people who
are terminated get all the time. If so, there's no reason to get upset
about it. So, are they being unreasonable or am I?
Donald Wilson: There is no one way to do this. The most
essential question to ask yourself is --what is my purpose? Do I want
to leave smoothly and have good recommendations that say the company
had financial difficulties and that was the only reason I had to go?
(And is that the case?). Or is my being used, as I see it, and
stopping that, more important to me? Only you can answer. What is your
long term interest? Does it matter to you what this employer says
about you in the future? If it is about money only, and you conduct
yourself with grace and professionalism, you may make long term
friends here who may end up in other companies with the potential to
hire you. It is amazing how often this kind of thing happens. IE I
remember when you handled that deal with such class, and I knew I
would want you on board when I got in to the kind of position to hire
someone.
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Washington DC: DO employers weigh education at all??
It seems that experience is the only thing that matters so why even
get a degree? What kind of consideration is given to master's
graduates or Ph.D. graduates who may not have as much experience as
someone with just a BA because they have spent more time in school?
Donald Wilson: This is one of those questions with a
thousand answers. Employers are incredibly varied and individual here.
For me, experience that shows success is vastly more important than
degees. Yet, in some fields, degrees are an essential first step to
being considered. But there is no substitute for having done it. The
test pilot Chuck Yeager once said that when looking at the best, it
came down to experience, experience and experience. I wish he had
added success in that experience, but you get the message from the
greatest test pilot in the world.
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Washington, DC: I run a company that has recently gone
through a series of layoffs. Although my remaining employees
understand that a poor market was behind the move, it feels as if the
morale has been permanently scarred. How do I begin to rebuild faith
in my leadership and this company without promising the unpromisable:
no more layoffs.
Donald Wilson: Candor and compassion are key. A good
leader doesn't pretend the bad can't happen, but shares the downside
potential with the upside. Rebuilding faith in leadership happens with
success with the new lean structure, and showing concern that people
had to go. Also make sure you help those who have left to the best of
your ability,and make sure your team knows you have helped and will in
the future. You cannot imagine how much that will help.
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Washington, DC: Don:
When should one consider utilizing a Career Counsellor?
Tom Daschle
Donald Wilson: And you are one of many Tom Daschle
impersonators. But will you be on Leno? But let me say, that Daschle
is a terrific leader. Working for him was to have constant stories and
examples of leadership shared, and a style of grace and leadership by
example that I wish many could have in Washington. There is a reason
he became leader of the Senate so fast. He does the simple things very
well, and the not so simple even better. Most great leaders surround
themselves with people who do well what they do not do well, and that
is a key component of team leadership. Tom has that.
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Woodbridge: I kind of don't like when companies/groups
describe themselves as "like family." It's not necessarily bad, but
last year I was laid off from a place that described itself as such
and obviously family feelings don't matter a hill of beans when
survival of the institution is at stake.
Donald Wilson: It does if when people are let go for
economic reasons that "family" company does all it can (without
sacrificing itself of course) to help those it can no longer employ.
IE, offering to pay for career counselling or coaching for a limited
time. People in the employ of such a company see that and are far more
loyal.
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Somewhere, USA: What is the best way to manage up? I'm
sure you're aware of the micromanager. I can't breathe without my boss
asking about it, I've shown great work over the past few years, and
have always exceeded expectations on reviews, yet she just won't let
me have any autonomy, although I've asked for it repeatedly, and she
agrees. I just think that is her personality -- overbearing and
mistrusful. How do I deal with this?
Donald Wilson: Is there a mutually admired and respected
third party you can engage in this? Prepped by you first of course?
Instead seeing it as her personality (and you might be quite accurate
there I grant), how about if you confine yourself to explaining how
specific actions of hers make you feel. IE When you do X, it makes me
feel mistrusted. When you do Y, it makes me feel like I am not
appreciated. And see what the response is. Are there others who report
to her who you can collaborate with who see her in the same way? Is HR
helpful? There is no one best way to manage up, but trying new
strategies is essential to free up log jams.
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Dupont Circle, DC: Those boundaries you mentioned in the
small company area hard - I find colleagues as well as people
reporting to me seek a degree of personal connection that can really
backfire if you ever have to provide negative feedback, discipline, or
even fire them.
Donald Wilson: Quite true and well said. All the more
reason to do so with as much grace and compassion as possible. You
would be amazed how much this will set you apart from the vast
majority who do not.
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Washington, DC: I am working for an exciting web
development company, which has me thinking I would like to have a
small business of my own in the future. However, my fear is that I
will be working 24/7 when I take that leap. Is it possible to start
your own business and still have a life? And, if you go down that road
and bail how difficult is it to find employers who will find you more
attractive because for your experience as a risk taker, instead of
viewing you as a failure?
Donald Wilson: As a small business owner myself, this has
been a big issue in my own life. There is no question, that when you
are starting a business, the first year or two is often incredibly
intense. But keeping balance is vital. Particularly with your physical
health. As a former NCAA running coach, one of the things I do is work
with start up businesspeople is to make sure they are staying fit in a
smart way. "Having a life" while starting a business depends much on
how much you do to establish a good foundation -- clients, knowledge,
marketing, allies, etc. before you leap. On the last part -- many
employers find you vastly more attractive as a candidate even if you
have failed in your own business, because you tried. Especially if you
are articulate about how and why and what you learned. The vast
majority of businesses in the US fail -- most in the first 2 years.
Failure is a great teacher. Often greater a teacher than success, as
Jim Loehr, the mental toughness trainer the best athletes rely on says
so well. We all fail. Some of us get up stronger. And failure? Well
how you view yourself is the answer there. Good coaching helps
redirect and reenvision failure as a stepping stone to success.
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Arlington Va: I have a micro-managing boss. I feel like I
could use some freedom in my job but I'm also new to the workforce so
sometimes I feel that I'm not qualified to have her let go of me a
little. I'm bored with what I do but at the same time, I feel that
since she's in every little thing that I do bossing me around that I'm
not qualified to conduct my own work as I think it should be done. Do
you think that is true or is it that her telling me what to do all the
time is stifling and brain-draining?
Donald Wilson: Hard for me to know without closer
understanding of the situation. My advice here would be to find a
mutually admired third party to hear you both out if at all possible,
if you believe you can do that without putting your job in jeopardy.
You may want to try some of the techniques I have described in answers
previous. Being told what to do all the time is stifling. The first
conversation should be with her directly and graciously, ie when you
do this, I feel this way. As opposed to a critique. Bring it back to
your own feelings and allow her a chance to change and react and see
it from your perspective.
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Arlington, Va: I have two bosses: my direct supervisor,
who's about my age and level of experience, and the general manager in
my department, who is slightly older and a lot more experienced. I
greatly admire the GM and we seem to get along really well. Lately, I
have the impression that my direct supervisor is going against every
idea I give in meetings and is being bossier -- she used to be
friendly. I suspect that my being outspoken, added to my
qualifications and friendship with the big boss, are making her
insecure. I don't want her to feel like I'm a threat to her and I've
always respected her as my supervisor. How do I deal with this?
Donald Wilson: Alot of positive affirmation of the direct
supervisor's leadership is a good place to start. Particularly in the
presence of the GM. If she is opposing you just to oppose you, then
let her contrariness stand alone and seen for what it is. Your GM is
not blind, and will see the situation for what it is over time. So far
as being outspoken is, you may want to examine that. If that means you
are not being smooth in how you put forward ideas, and seeking
collaboration with your direct supervisor first, then you may wish to
alter your own style. The best way to make someone feel respected is
to show respect. Early and often, with grace not looking like a
flatterer.
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