When talking about success Oprah Winfrey said "Everybody has a calling. And your real job in life is to figure out as soon as possible what that is, who you were meant to be, and to begin to honor that in the best way possible for yourself."
 
So how do you do that?
 
When you were young, whether you knew it or not, your parents hard-coded you with a definition of success. This influence not only drives YOU to try to succeed in the way you have done but it may have prevented you from tapping into your greatest strengths and passion.
 
Your parent’s success norms were established from what was important to them, determined by the circumstances and experiences THEY knew to be true.
 
As we grow up, we seldom challenge these built-in assumptions or stop and reflect on what we are doing to redefine ‘what does success mean…to me’.
 
The result for many, is an ongoing internal battle; chasing somebody else’s idea of success, guilt-ridden, filled with negative self-talk, feeling stuck or unfulfilled.
 
Self-Discovery Takes Work
When working with new coaching clients, one of the first questions we tackle is ‘what does success look like for YOU!’ We do this through a series of questions and in-depth discussion.
 
Self-discovery to figure out ‘who you are and who you’re meant to be’ takes work. It means thought provoking introspection and reflection about what success really means to you. While it may feel a bit overwhelming at first, you’ll soon reveal clues into what you are good at and where to begin for meaningful progress best suited to the real you.
 
The definition of your success and the meaning you attribute to it differs from one person to another – it is made up of guiding principles (values), beliefs and desires.  It is yours and yours alone to determine.
 
It all starts with getting to know yourself really well, reflecting and observing all that you know about YOU.
 
Are you ready to dive in and create your own journey to success? If so, then this post is for you! Below is a personal discovery assessment to help you begin your own journey. Print your own copy to write on.
 
Personal Discovery Assessment - Blueprint for Success©
For some people, the questions may feel daunting to answer; there is no rush, take your time. It’s perfectly OK to chunk into a few questions at a time, pick the easiest ones first or just talk it out with someone you feel comfortable with. 
 
Each question will help you probe deeper into ‘who you are and who you are meant to be’.
 
Be very specific and thorough with your answers; take whatever time you need to think about each question to answer fully.
 
(Click here to download a free Blueprint For Success© to write on)

1. What more do I want out of life?
2. What do I value?
3. What do I spend most of my time doing these days?
4. What do I most like about myself?
5. How do my values shape what I’m interested in?
6. What do I most love spending time doing? What about it is enjoyable?
7. What do I want to be known for? Why?
8. What am I most proud of? Why?
9. Who really motivates me? What is it about them that motivate me?
10. What work makes me tired, worn out and saps my energy?
11. What do I want to learn more about?
12. What hobbies do I love to do? Why?
13. What one thing do I really want to change?
14. What excites me about the changes I want to make?
15. What scares me about the changes I want to make?
16. To what extent am I really willing and able to change?
17. What do others come to me for?
18. What perceptions do others have about me that I would like to change?
19. If money weren’t a factor, what work would I be doing? Why?
20. To what extent do I believe in myself?
21. What are the self-limiting beliefs that hold me back?

What Does Success FEEL Like to ME? (check all that apply)

 
Now armed with this wealth of information, begin to look for patterns and reveal the clues of ‘who am I, what are my gifts’ – what picture do you notice emerging? 
 
Observe how aligned you are on your current path with what you see as success – are you close or is there work to be done?
 
Once you see the gap you can begin to make your success plan – your blueprint.  There are always steps you can take to begin a new journey, a change in direction or even to start all over if needed!
 
Create Your Success Plan

1. What is my greatest learning from this self-discovery?
2. What change is needed to move closer to my desired outcome?
3. Who can I connect with or surround myself with to accelerate my growth/success?
4. What steps do I need to take to move closer to my vision of success?
5. What activities do I need to do more of?
6. What activities do I need to do less of?
7. What attributes do I have that I can leverage to move me forward?
8. How do I need to show up differently to other people to line up with my success ambition?
9. What one thing can I begin with today that will move me toward my future success?
10. What one thing will I commit to doing next week to keep momentum for my goals?
11. What two things will I start to do next month to move me ahead?
12. What change do I want to see over the next year that aligns with my objectives?

Success begins as soon as you create the right mindset and take meaningful action in the right direction! There are a variety of tools and methods you can use to understand 'who you are and who you are meant to be', you can begin the journey whenever you are ready.
 
If you are looking for help to connect the dots from your current situation to a more fulfilling future, then look no further – reach out today for candid guidance and a coach who will be in your corner!

Change can be a dirty word in many work environments today. Lets face it “Transformation” is the buzzword de jour! Almost everyone is feeling the affect of increased workload and the speed of change in their job. 

It may be brought on from process improvement, new-fangled technologies to learn, added responsibility, regulatory scrutiny, or the most-feared-change of all…downsizing!

Constantly having to adapt, even for the best leaders, takes quite a toll.  As a leader not only do you have to continually reframe and communicate the gist of the changes to your team, but you are also expected to be ‘on’ and supportive of whatever is thrown your way.  This can be downright exhausting! 

So how IS change affecting you?  Are you coping? Or are you nearing burnout? 

Take this simple assessment to find out:
​
Pump Your Brake Assessment © (Answer Y/N):

• Have you become more of a crisis manager than a leader? 
• Do you feel obliged to take on extra task work when change occurs? 
• Have you lost your individual leadership identity, becoming just the messenger (often bad news)?
• Have you lost your sense of accomplishment because you barely start one thing and have to move on to something else, due to changes?
• Do you constantly have to rally the team to get behind change that doesn’t add up?
• Do you feel under appreciated for all the effort you put in?
• Are you unable to sleep because your mind races thinking of work?
• Are you feeling exhausted more often than not?

Here’s the thing, change is hard when it is imposed on you, yet, making your own change can be immensely exhilarating when it is something you want to do. 

When you find yourself in a constant state of change, inflicted beyond your control, you will eventually shut down if you don’t find good coping strategies. Your health may be adversely affected, your family life may be impacted and for sure, your work performance will suffer when you burnout. 

Fear not! You CAN find balance again. First step is recognizing the issue. Just like slowing a car down on a slippery road you can 'pump the brake' to prevent burnout.

The trick is finding ways to regain control over changes that affect YOU. Here are 5 action steps you can begin right now…today! 

1. Book Yourself a Break – NOW!
I strongly believe in taking time back from work when you begin to feel frustrated and stressed. If you don’t make time for yourself, no one else will give it to you!  

If you are a nose-to-the-grindstone type then taking time back may seem tough for you… initially. But taking back time for yourself is a game-changer to regaining balance. 

Action Step: Start with small steps – book an hour into your calendar a few times through the week.  RIGHT NOW – look at your calendar and book it…..yep, right now, it will only take a moment. 

• Pick two days over the next week and block a full hour, protect this time like it is sacred – as if the CEO booked a meeting with you.  This hour is an imperative!
• For that one-hour, you turn off your phone. Yes, off! Then walk out of the office buy yourself a coffee, and disappear.  Go for a walk; sit quietly to think or better yet, go workout. Watch how you feel walking away.

Once you get control over your time, you can build up to taking a half day off every month or so. You are worth this investment of time. I know it seems counter-intuitive given you likely have plenty to do, but trust me you will regain energy.

If you are already at the ‘burnout point’ then take a much bigger step - book a two-week break. Yes TWO! Detach completely – no phones/computer or email. You need the extra time to properly let go and become refreshed.

Why do this? Because pushing yourself harder and harder will not make you accomplish anything faster or better. In fact, it is when you pause, step back, reflect, giving yourself a break that you will become most effective, more able to make sense of the various changes and give yourself greater perspective to move forward.

2. Bust Your Paradigm
Paradigms are patterns you have adopted or think to be true. A paradigm can also be the way you approach your day.  Often a paradigm is something we adopted based on what we think others expect of us. 

Take crisis management at work for instance. If you are the Olivia Pope in your business that fixes every crisis, then you become the one everyone brings the crisis to.

Action Step: Hand off crisis tasks. In leadership roles it is true, the buck stops with you. But handing off crisis tasks to the right people on your team versus being the one who ‘does’ it provides big growth opportunity to others. 

Delegation of important tasks takes leadership courage. It takes great trust. It means giving your team the confidence in handling very important work, with you as their safety net. You remain involved yet you set high expectations, selecting the right people for the right tasks. Watch how they rise to the challenge!

This is not an easy shift when you are known for being ‘the fixer’, yet once you master this hand-off, you will achieve far greater results with far less stress in the future.

Why do this? It’s a win-win! Giving others the accountability to fix big fat meaty issues stimulate their capabilities to grow as well as improve overall team engagement because they see you have faith in them.

As an individual takes on work that stretches their thinking, it pushes them out of their comfort zone; in turn they build new skills and develop. This then frees you up to act as a guide/mentor versus the doer. The results are far more gratifying for both you and the team.

3. Share - Give Work Away
Similarly most leaders, who are hit by wave after wave of change, take on more work than they give away.  Often under the assumption it is easier to do it himself or herself rather than ask someone else to.

Action Step: At the end of each day write down two things that you did that someone else could have done for you. They might be administrative tasks, attending a meeting or simply to-do items that someone else could have accomplished just as easily. The next day, delegate those items and begin to make this a daily practice.

Why do this? You may think that you’re a master delegator and that you’re maximizing your productivity every day, but this simple habit will help you measure your delegating skills each and every day.

4. First Things First
In Stephen Covey’s well-known book The 7 Habits of Highly Effective People, he points out how important it is to ‘Put First Things First’ as Habit #3. 

During changing times you can get bogged down with task work that doesn’t actually move you forward. When you practice choosing what you spend your time on, you will get the highest return on your investment. 

Action Step: Refer to Eisenhower's Urgent/Important Principle that Covey talks about. Begin to organize tasks using these key principles focusing on the most important priorities. 

• Important outcomes that usually lead to the achievement of your goals
• Urgent activities linked to the accomplishment of someone else’s goal. Not dealing with these issues will cause immediate consequences.

Why do this? Get the biggest payoff for your time at work! Spend most of your time in the upper green zones. Avoid or eliminate time-wasting activities and ensure you delegate distracting work that doesn’t provide payback. By practicing these tried and true methods you maximize your time and you become a better leader.
 
5. Let Go of Perfection
According to Dr. Brené Brown, world renowned researcher and author:
 
“Perfectionism is a self-destructive and addictive belief system that fuels this primary thought: If I look perfect, live perfectly, and do everything perfectly, I can avoid or minimize the painful feelings of shame, judgment and blame.”
 
Every leader I know who suffers because of today’s pace of change, has some degree of perfectionistic qualities. They have very high standards; they surround themselves with over achievers (just like themselves), which is great, however they can be very hard on themselves and others too. They tend to put in long gruelling hours to complete everything to their satisfaction and they struggle with handing off and delegating. 
 
Action Steps: Become aware of your tendency for perfectionism. Be kind to yourself, review your goals and validate when you are being too hard on yourself – is what you want attainable or realistic? If not, cut yourself some slack!! Involve your team, be more choosey on what you personally take on.
 
Self-worth is at the core of perfectionism, take stock of all the great work you do well to help change your emphasis and perspective on being perfect.
 
Use a Lifeline When You Need One
When work pace and change is getting to you it is OK to seek assistance from a professional. Many people need extra help to ‘pump their brake’ until they develop new habits.
 
Some of the benefits working with a professional include:

• Confidential advice
• Objective review of your approach
• Candid feedback and pragmatic guidance
• Help to build a workable, realistic plan
• Trusted partnership to push you through the hard parts to maximize your own skills and better leverage your team
• Gain insight from other leader’s experience

 
Drop me a line when you’re getting frustrated or fear burnout. I will help you find a path to take back control, refocus your time and energy into work that makes you want to get up and go in the morning again!

Last month we focused on the letter “S” – Steadiness of the DiSC behavioural style.
 
This month concludes the Style Talk Series as we focus on the profile “C” – Conscientious characteristics. You may also like to review the first two parts of the series focusing on the profile "D"- Dominance, or focusing on the profile "I"- Influence.
 
As previously mentioned, in each article I am highlighting real-life clients who tend to illustrate a strong profile of just one of the DiSC behavioural traits. 
 
You will have different degrees of each behavioural style in your own profile but you tend to have a dominant style that many at your work will witness. How you behave compared to people with differing styles to you may be quite different, even when presented with the very same scenario. 

Meet Nadeem (not his real name)
Nadeem is an Accounting Advisory Executive with a leading professional services firm. Nadeem has traveled the world, offering advice on accounting and risk management for 15+ years and is considered a leader in this field.
 
Nadeem has led large, matrixed teams, working on highly complex projects with large multi national corporations providing advice and guidance on Accounting and Tax.

• Nadeem is known best for being accurate, precise, detail-oriented, and highly conscientious. He is very analytic and operates systematically, making decisions carefully with plenty of research and information to back it up.

 

• He has high exacting standards for both himself and others. His focus on detail enables him to see what many other people overlook; he is a great problem solver because he draws upon creative solutions based on many years of experience.

 

• As a team member Nadeem brings unique perspective and acts as the "anchor of reality". When something is proposed, Nadeem will think through every detail. He makes realistic estimates and will openly voice the problems he may see.

 

• Nadeem is very meticulous and even tempered. He is committed to seeing tasks fully completed. He takes great pride in doing work accurately and is the ‘go to’ person to analyze, research, or test information.

 

• He has excelled in the consulting environment, avoiding politics by remaining focused on the work. He is highly independent and works well in this specialized field where tasks are clear, detailed and requires following procedure to meet deadlines. He is counted on to deliver.

 

• Nadeem, as a leader is instructive; he is factual as well as supportive, setting high expectations for his team. He gives direct feedback, in fact, he doesn’t hold back. Typically he relies on facts and data vs commentary and feelings to describe performance. To some, this is harsh.

 

• As a result, Nadeem can be perceived as cold or uncaring. It is perceived he overlooks social cues when communicating in person thus being unaware of peoples' reaction. He gets down to business quickly, without taking much time to make a personal connection in most interactions. 

 

• His heavy reliance on detail makes it awkward for him to see a broader perspective in the firm. When he finds problems or perceives a risk, he will avoid decisions which can slow down projects or initiatives he leads.

 

• Nadeem is an instinctive organizer, he can create and maintain systems very well. His drive for consistency, logic, and accuracy helps him cut through political barriers and other 'noise' that otherwise could derail colleagues. He always can be counted on to ask important questions that emphasize quality and/or logic, and will seek a diplomatic approach and consensus within groups.

 

• From a development perspective, Nadeem aspires to make Partner in the firm. He has been told he will need to focus on doing the right things and not just doing things right. Nadeem needs to be more open and accepting to others' ideas and methods. As well as organize his team to contribute to goals, not just do them on his own or by allocating task work.

 

• Building relationships is a critical skill to move up in the firm and for him to be taken seriously for more senior level leadership. This requires more concentration for Nadeem on people development; making it deliberate to work with other people rather than working on his own.

 

• Nadeem has received feedback that he is aloof and may see himself as 'better than others'.  This is not the first he has received this insight but he struggles with creating personal connection with people at work.

 
We have identified for Nadeem that he needs to pick up on social cues and demonstrate interest in others. This includes taking a brief time in the first part meetings to greet people and chat for a moment, assess his audience then communicate in a way the other party feels valued.
 
Nadeems’s development plan includes coaching on relationship building. Some areas include meeting preparation; helping him to assess the people he will meet so he is more prepared to make the right first impression. Also we are doing DiSC assessments with each of his direct team to help him decode their styles. Lastly he is working with an internal mentor who has the exact opposite style to his so they can learn to appreciate their differences. In future this will arm him for analyzing people and provide a roadmap for flexing his communication style accordingly.
 
Do you know anyone like Nadeem?  Or can you see yourself in his profile? He is a good representative of a strong “C” behavioural style.
 
Can you imagine how it may benefit to you to better understand your own DiSC style and how your style may impact others?  
 
Once you see how your style affects people you work with, you can adapt accordingly.
 
Likewise as you leverage team dynamics using DiSC assessment, you can find ways to pair people for the best outcomes as well as anticipate where friction may occur.
 
Do you want your own DiSC Assessment?
Email me to reveal the secrets of success.  Everything DiSC Workplace® assessment is a great tool to use with your whole team. This assessment will decode how best to communicate for your own success. It makes a great foundational piece for business planning, improving employee engagement and team development.
 
Not only will you receive a detailed report but I will also provide a confidential debrief that delves into your personal profile and/or team dynamic. Drop me a line when you’re ready to learn more about yourself and discuss potential career/leadership derailers so you know how to head them off!

Last month we focused on the letter “I” – Influence of the DiSC behavioural style and previously we focused on the “D”.
 
This month we will continue the Style Talk Series focusing on the profile “S” – Steadiness behaviours and communication characteristics.
 
As I mentioned before, the clients I highlight tend to be symbolic of a strong profile of just one of the DiSC behavioural dimensions, this month using the “S”. 
 
In your own DiSC profile you will have differing degrees of each behavioural style. That said, people at work likely have observed your most predominant one because when you are under pressure your most dominant style usually shows up.
 
There is no perfect style, no right or wrong either; just like people are from different backgrounds, we each view a situation and react uniquely because we are approaching it from a different vantage point. This series is to help introduce the benefits of understanding your style.
 
Meet Melissa (not her real name)
Melissa is a Senior level Human Resource Business Partner for a global financial institution. Melissa has been in HR (different departments) for most of her 20+ career.
 
She currently supports over 40 executives (various levels) who collectively have over 2000 employees. Her day-to-day work is strategic, focused on providing business executives’ HR advice, shaping and implementing strategic plans. Melissa is keen to be promoted to VP level.

• Melissa is known for being even-tempered, reliable, and predictable. She views the world positively. She is very friendly, sympathetic with others, and very generous of her time. She is recognized for being understanding and a great listener.

 

• As a team member Melissa is the ‘harmony keeper’. She is the one everyone talks to about his or her troubles. She strives for consensus and will work to reconcile any conflicts should they arise.

 

• Melissa tends to be a rule follower; she is highly respectful of authority and a loyal team player. She works best when there is respect for procedure and continuity in process.

 

• She is doggedly determined to see tasks through to the end and she will juggle many tasks and take on quite a bit but always complete her work. A very dependable partner.

 

• Melissa can be perceived as a bit shy until she gets to know you, she doesn’t dominate discussion and is quick to fall back and let those around do most of the talking. She genuinely enjoys people, but prefers to open up with individuals and groups that she trusts and feels most comfortable to be around.

 

• She has flourished in work environments that have consistent protocols in place and are low on conflict. She is able to help guide others through tumult and change quite effortlessly but withdraws if conflict is directed at her or if there is indecisive leadership.

 

• Melissa has a natural ability to create process and procedure and prefers to ensure everyone follows accordingly, becoming frustrated with people who skip steps or miss important detail. She is methodical in her approach to work and seldom misses a thing.

 

• As a leader Melissa is supportive, generous with praise, helpful and clear about what needs to be done and how.  Her team can count on her; she doesn’t flip flop and always stays the course.

 

• She can become perturbed if there are multiple changes in direction and struggles communicating to her team during these high stress periods until she has had a chance to review and understand. This can appear to be slow to respond to the team.

 

• Melissa can become quiet and defensive when working with someone who enjoys conflict and debate. She prefers to avoid confrontation and will, in some cases, back down from her opinion or side-step a heated discussion.

 

• From a development perspective, to move up to a more senior level, Melissa has to become more comfortable with change and the ambiguity it will inevitably bring. She can make a best guess decision without every bit of data to ensure work continues to flow drawing on her tremendous amount of experience. She would do well to surround herself with others she trusts who will help her assess more quickly.

 

• She has a perfectionistic tendency that causes her to work longer hours than necessary; she needs to embrace the art of delegation and leveraging others strengths vs taking it on.

 

• Melissa has received feedback that she may be mistaken for meek, giving others to believe she is a push over who will relent and agree when hard-pressed. She is actively working on changing this perception.

 
We have identified that for Melissa to move up, she needs to command more authority. Colleagues, leadership and clients enjoy working with her but to be ready for the next move she has to prove she can manage conflict directly and comfortably. 
 
Showing she can stand her ground and be more direct in her communications will give senior leaders more confidence in her capabilities at the next level.
 
Melissa’s development plan includes coaching courageous confrontation, role-playing in a safe environment using real-life scenarios and critiquing conversations.  Through routine practice she will develop comfort in finding her voice, without sacrificing her strong values for harmony.
 
Do you know anyone like Melissa? Or can you see yourself in her profile? She is a good representative of a strong “S” behavioural DiSC style.
 
Imagine the benefit to you to better understand your own DiSC style and how you impact other people?  
 
Once you see how your style affects people you work with, you can modify appropriately.
 
Likewise when your team uses DiSC assessment as a development tool, you will better understand the dynamic of everyone within the team.  Some people may be a lot like you when others are not, you will see how to get the best out of everyone when you learn how to communicate to their style.
 
Time for your own DiSC Assessment?
Email me to reveal the secrets of success.  Everything DiSC Workplace® assessment is a great tool to use with your whole team. This assessment will decode how best to communicate for your own success. It makes a great foundational piece for business planning, improving employee engagement and team development.
 
Not only will you receive a detailed report but I will also provide a confidential debrief where we will into your personal profile and/or team dynamic. Drop me a line when you’re ready to learn more about yourself and discuss potential career/leadership de-railers so you know how to head them off!

Last month we focused on the letter “D” – Dominance of the DiSC behavioural styles.
 
This month we will continue the Style Talk Series focusing on the profile “I” for Influence behaviours and communication style.  I personally relate most with this dimension myself, though not quite to the same extreme as my client. 
 
As you will see, the client I am highlighting tends to be emblematic of a strong “I” profile which is just one of the DiSC behavioural traits. 
 
You will have varying degrees of each behavioural style in your own profile but we all have our ‘go to’ dominant style that others tend to see, particularly under stress. Two people may react quite differently when presented with the same situation, depending on their dominant behavioural style.
 
Meet Daniel (not his real name)
Daniel is a Senior Vice President for a national Sales organization that employs 4000+ people across Canada. Daniel worked his way up to a senior level over 18 years of progressive moves.
 
He joined the company directly from University, when he began as an intern in Customer Operations gathering customer information from clients to prepare for year 2000 cut over.

• Daniel has always been seen as outgoing and a people person. Long before he led people he was seen as enthusiastic team member who connected quickly with the customer. He naturally developed relationships and was easily liked.

​

• Daniel is an innovative, out-of-the-box thinker, always seeking creative solutions to issues. He learns faster than most – a ‘quick-study’. He is skilled at garnering interest in just about everything, he engages people smoothly and effectively.

 

• He creates a positive, motivated work environment filled with enthusiasm and low on conflict. Most people love to work with Daniel because he is so charismatic, upbeat and optimistic, even when there is a lot of change.

 

• As a leader, Daniel is highly collaborative and he trusts his team to deliver. He is quick to delegate and leave important matters with his team, almost to a fault. Sometimes they are not fully equipped to handle the issues.

 

• Daniel avoids detail, he tends to focus on the plus side of information and not go too deep into specifics.

 

• He is a sought after speaker on several topics he is passionate about. He reads an audience quickly, assessing what they need to know, making quick adjustment to ensure the information connects. Daniel can make even the most complex information easy for anyone to understand.

 

• He tends to move from one thought to another swiftly, sometimes frustratingly so.  People around him don’t find it quite as easy to change topics. When others are looking for data and facts he can exasperate them by glossing over the specifics.

 

• Daniel also uses time in meetings to socialize, talking about unrelated topics. As a result, he can be seen as long-winded. This aggravates those who want him to stick to the facts, get to the point and avoid personal discussion.

 

• Over the years Daniel has worked best with managers who gave him plenty of opportunity to share and implement his recommendations. He has many helpful ideas and enjoys discussing them and gaining support. To his manager’s credit she would often pair him with others to develop detailed implementation plans leaving Daniel out front to pave the way with stakeholders.

 

• Not surprisingly, managers who rejected his input or shutdown ideas in meetings were the ones he didn’t have a great relationship with.  When he was a mid level leader in Customer Operations, his manager would often nag for routine reports and constantly follow up as if he was a poor performer – he says that was the worst year in his career.

 

• Daniel didn’t set out to work in Sales, he didn’t see himself as a ‘salesperson’, more like a fixer. However he soon learned that solving customer issues through the selling the right product was very rewarding; leading others to do the same was a great fit.

 

• From a development perspective Daniel has had to learn to resist being impulsive in decision-making and to take time to listen to others who did the research. He is working on slowing down his speech and stream of thoughts to give others time to absorb and allow them to question him.

 

• He received feedback that he is perceived as a poor listener. This was a surprise and blindsided him as he genuinely cares for his team. He is working on active listening techniques to ensure he improves this perception. Additionally he is working on time management, using strategies from the book 7 Habits of Highly Effective People by Stephen Covey.

 
For Daniel to continue to move up in the organization he must take more time to consider data and facts; use solid supporting evidence to help formulate decisions, and incorporate facts into his narrative.
 
He is seen as a promotable resource for the business, he may be considered for President or CEO of a smaller division in the future.
 
Daniel’s development plan includes an executive coach (external) as well as internal mentorship from the CFO, who is giving him guidance and support to develop data-driven decision making.
 
Do you know anyone like Daniel?  Or do you see yourself in his profile? He is a good representative of a strong “I” behavioural style.
 
Can you imagine the benefit to better understand your own DiSC style and how you may impact others?  
 
Once you grasp how your style affects people you work with, you adapt accordingly. Likewise as you build a team, you can better understand the dynamic of everyone within the team.  Some may strike sparks with you, yet they bring tremendous benefit overall when you learn how to communicate to their style.
 
Time for Your Own DiSC Assessment?
Email me to take advantage of the insightful perspective of Everything DiSC Workplace®
assessment or to arrange a session with your whole team. This assessment will decode how best to communicate for your own success.
 
Not only will you receive a detailed report but I will also provide a confidential debrief where we will delve into your personal profile and/or team dynamic. Drop me a note when you’re ready to learn more about yourself and discuss potential career/leadership de-railers so you know how to head them off!

Ever work with someone whose style drove you crazy? Perhaps they talked too slow or fast for you, were overly demanding or passive, very logical or maybe they talked so much about feelings and relationships to the point it made it difficult to get down to business? The list of bugaboos varies because what bugs one person, may not bother another to the same degree.

We are all made up of a unique combination of behaviours that show up as our style to others. So when you work with someone whose blend is quite different to yours, they will likely hit a nerve if you're not well armed. 

Assess for Your Own ‘Ah Ha!’ Moment
One way to ease this kind of discord is to conduct an assessment that decodes both you and your team’s behavioural styles. 

My tool of choice is a DiSC® model behavioural assessment tool – Everything DiSC®Workplace by Wiley Brand.  It is simple, yet uncovers ‘pinch points’ quickly with leaders and/or their teams so they can immediately adjust. This tool works for building better cohesion in a team, improving communication, reducing tensions, but also offers self-awareness for leaders I coach, most of whom have a few ‘ah ha’ moments as a result!

Over the next series of blogs I will highlight each one of the four dimensions of DiSC® characterized by people I’ve worked with (names changed, of course). 

DiSC®Background
Harvard psychologist Dr. William Moulton Marston created the theory of DISC® in the 1920’s, illustrating that people exhibited emotions through four ‘Normal’ behaviours of Dominance, Inducement, Steadiness, or Compliance – aka DISC® In the 1950’s an industrial psychologist named Walter Clarke went on to create the first assessment using the DISC behaviours Marston founded. Over the years the assessment has been improved and updated but the principles remain the same. Today we use the terms: Dominance, Influence, Steadiness and Conscientious in the assessment.

First I will start with a profile of the “D” – Dominance.

Meet Belinda (not her real name)
Belinda is a Vice President in a Customer Service group (Canada) of a large multi national company. She moved up through the ranks fairly fast. Here are some of her traits and behaviours that demonstrate a strong “D” profile:

• Belinda is known as a leader who takes charge and for some she is seen as aggressive and rather pushy.  To others she is the ‘go-to’ for getting some of the most difficult issues resolved, counted on to deliver time and again.
• She makes decisions quickly and decisively. She has been acknowledged for a long list of accomplishments. Her expectations of people are to act rather than study or ponder options, often asking why things aren’t done yet. She can push others quite hard, seemingly unaware of their needs, yet quick to delegate to those who are keen.  
• People who share her interest in accomplishment do well working with her. Anyone working with her can expect her to be very direct; they always know where they stand, it is no secret with Belinda. 
• She is outcome focused and sees the bigger picture rather than all the details it will take to get something done. In any customer-related crisis, Belinda knows exactly what to do.  She is able to provide her people context for how what they do will affect the customer and the overall business.
• Depending on the person she reports to she may nudge (shove, go around or annoy) them to pull rank and push others in other groups to get things done if she isn’t seeing results fast enough. She worked best with leaders who gave her high autonomy yet would become highly frustrated with bosses who questioned or blocked her ideas.
• Belinda always has goals and is determined to become the Country General Manager.
• From a development perspective she’s been told that people perceive her as a poor listener and a bully.  She knows she pushes people but that is what she thinks it takes to make work happen. She knows the steps to listen more actively, though finds it is a challenge, as she just wants to get things done. She is working on consensus building with others affected by her decisions. 
• She also received feedback that her tone and body language show displeasure when she is frustrated.  She has difficulty holding back her views on most subjects.

Do you know someone like Belinda?  Or can you see a little of yourself in her profile?  She is a good representative of a strong “D” behavioural style.  Most of us have behavioural styles with varying degrees of each of the 4 DiSC® dimensions so certain circumstances may bring your “D” more to the forefront.  

For Belinda to be considered for future, more senior level roles she must make an effort to develop work relationships by recognizing the opinions, feelings and ideas from others. Taking time to get to know people versus putting them to work.

Without some coaching, guidance and support from others, Belinda’s trajectory in a large multinational company will surely be hampered. Much of her advancement will depend on whom she reports to and whether she reigns in her power punches!

Can you see the benefit to you to better understand your own DiSC® style and how you may impact others?  

Get Your DiSC® Assessment!
Email or call me to take advantage of the eye-opening perspective of Everything DiSC® Workplace assessment or to arrange a session with your whole team. This assessment will surely provide a clearer understanding of how you affect others and decode how best to communicate for your own success.

Not only will you receive a detailed report but I will also provide a confidential debrief where we will delve into your personal profile and/or team dynamic. Call or email me when you’re ready to learn more about yourself and discuss potential career/leadership de-railers so you know how to head them off!

Building a kick-ass team is one of the most rewarding experiences for any leader. To see the team YOU established succeed and thrive creates a sense of pride and satisfaction like no other.
 
Do you remember how it felt to be a part of an awesome team? You were in sync, you had fun, and you were an unstoppable machine. Everyone was connected and continuously driving in the same direction to get stuff done.
 
This blog marks the beginning of a series of posts that will walk you through the full cycle of not only building a team, but also supercharging it!  Today, we start from the beginning, which involves creating your vision, crafting roles and selecting the right members. Over the course of the next few months, I will address other topics such as the settling in period, navigating through difficult times, celebrating successes and preparing for transformative windups.
 
The “Kick-Ass Team Building From the Ground Up” series will also include tons of practical tips and tricks for boosting your own leadership capabilities, so please follow along for full access to an abundance of insight and advice. 
 
Without further ado, welcome to part one of our series – The Start Up Phase!
 
There are countless reasons why you may be forming a new team right now. It may be the beginning of a new project or initiative, or there may be an important new business direction underway and you have to pull a group together.  Regardless of the reason behind the new team formation, here are your steps to get started:  
 
1. White-Boarding
Let me preface by stressing one thing – do not skip this step! Even if you’ve been handed a group of pre-selected individuals to begin with, I encourage all of my clients to start with a blank slate. Before you go sticking boxes on an org chart, ensure you are crystal clear on your own vision. Grab a whiteboard and consider these key questions:

• What is the primary accountability of the unit?
• What are long term/short term goals that need to be attained?
• What output will this team specifically be responsible for?
• What may have changed from before, and/or what problem(s) need solving?
• What are the timeframes, challenges, known issues, potential pitfalls?
• Who are the stakeholders the team will need buy-in from or interface with?
• What does success look like with this team and how will you measure it?
• How will this team differ from others?

 
Having this information readily available will assist you in figuring out which roles are required on the team and what work you’ll be in charge of overall.  It will also provide a basis to review the team’s progress once set up.
 
2. Suss Out The Work
When beginning to build a team, it’s common for leaders to immediately think about managers – how many they need, who they will be etc. But there is a major drawback to this approach. What tends to happen is teams end up with too many people trying to lead without clear and distinct accountabilities – and you know what they say about too many cooks in the kitchen!
 
Instead of beginning with management, do a bottom-up build. Consider the day-to-day work of your team and allow your structure to fall into place according to what actually needs to get done.
 
In order to ensure you stack your structure with the right number and level of roles, consider these questions first:

• What work is routine or repetitive?
• How much creativity/problem solving will be needed?
• Is the work time bound?
• What information will need to be communicated? Frequency?
• How detailed is the work?
• What processes will be followed? Systems used?
• How much subject matter expertise is necessary?
• What decisions will be made by which roles? (Decision rights)
• How much autonomy will there be?
• What work processes go together? Need to be separate?

 
Your answers to the questions above should start to create a picture of how many people you really need to DO the day-to-day work?  And in contrast, how many managers are required to manage the people doing the day-to-day. 
 
If you can, quantify the output that will be delivered – you may have to make a few assumptions at this point – and think about the ROI (return on investment) of your resources.  You tend to get bigger return with ‘doers’ than with ‘managers’.
 
Here are some common pitfalls that many leaders face during this step of a new team formation:

• Not having a clear picture of the work that needs to be done day-to-day – this leads to confusion and poor productivity at the outset, which doesn’t make for a good start
• Planning for too many resources before the work is available. Consider spacing out the ramp up of your team or you’ll have people twiddling their thumbs at the beginning
• Assuming all the people you have can do whatever you throw at them. Most people prefer some structure and clear expectations

 
3. Map Your Structure
This is when you get to move the boxes around.  When creating an organizational structure, I prefer using an accountability-based approach – that is establishing a hierarchy with clarity so everyone will know who is on the hook for what. 
 
Clear accountability is a critical success factor for a smooth running team. Also vital, yet sadly overlooked, is ensuring that each Manager fully understands that their responsibility includes the development of their team members, not just direct reports. This includes formalized succession planning for managers to have replacement plans for their own roles – setting this up in the beginning will make your job a whole lot easier. 
 
Now layout a future focused org structure identifying how each role reports.  Every role on the org chart needs a unique and clearly defined accountability in order to reduce confusion and improve self-sufficiency. Notice we haven’t talked about the people yet?  This is done on purpose. 
 
Million Dollar Tip: Never design your structure around your people.  Big mistake! (Send me a message if you want to know why)
 
Here is an example of how you might divide work initially in order to support your longer-term structure to ramp up staffing over time:  

Org structures evolve due to many variables over time, but having a plan to begin with a ‘target’ operating model (future structure) will help as you begin the hiring/selection process. Look for talent who can grow and be developed over time into expanded roles.
 
4. Spec Your Jobs
I know this may seem tedious, but believe me, this is worth the investment! Not only will this step get you thinking about what work is needed to be done and the talent you will need, but also the document you create will serve multiple purposes over the life cycle of the team (e.g. sourcing people, evaluating compensation, performance management). 
 
Each role needs its own spec - a profile. Consider all the elements similar to a job posting you would need, which details the skills necessary, the type of characteristics required to be successful and the education or knowledge you feel is a must or nice to have in each job.
 
If you’ve never done this before, you can cheat by ‘Googling’ similar jobs and reviewing postings for relevant content.  They will give you a clue for the type of jobs in the market (no one I know ever got into trouble for using another job posting for inspiration).  Just ensure your job spec thoroughly outlines the work duties, tasks, and responsibilities so that a potential employee has an idea of what they’ll be signing up for!
 
5. Pick Your Talent
Finally, it’s time to talk about people. I could write a whole blog on just this step – I love selecting talent – but I’ll save that for another time! For the sake of moving along, I’ll keep this section brief.  
 
If you already have a pool of people to select from, resist the temptation to simply slot in people you know in the boxes.  Do yourself a favour and review them against the job spec for ‘fit’, and ask yourself if they are the right people to do the job.  If not, you may need to post the role.
 
This is the step where it really pays to have objective help in screening candidates and conducting interviews.  Having someone to whittle the list of candidates down to a choice few will save you time – they can also be your point person to field follow up calls and emails. 
 
I highly recommend involving several people that you trust in the interview stage to help you screen for ‘fit’. It’s important that anyone new joining the team or business matches both the style and organizational culture of the company. If you have management roles, start with those first and perhaps have them join you in future interviews as you build out the team.
 
Prepare a series of questions that will help you probe and qualify the candidates until you find the right people to fill your roles. I also recommend considering the use of a comprehensive assessment tool that can give yet another dimension about fit to the team and clues for how best to manage and communicate moving forward. 
 
Dots Leadership Solutions can assist you with crafting your structure, developing job specs, preparing your selection strategy and even screening, assessing and interviewing candidates – it’s kind of our ‘thing’. Give us a call today and let’s chat about the next team you’re building.
 
Stay tuned for our next blog in the 'Building a Kick-Ass Team' series Part 2 – Team Identity

One of the most frustrating and time-consuming aspects of every manager’s role is dealing with a difficult person on their team. But getting good at managing the most challenging employee can be well worth the time and effort invested, even if it doesn’t seem it at the time. Not only will you demonstrate top-notch leadership skills to ‘the powers that be’, but you’ll also be role modelling for those you are developing to be a leader – which looks great on you!
 
There are all kinds of difficult people to manage or to work with: the know-it-all’s, passive-aggressive’s, quiet sulker’s, loud mouths, pity partier’s etc.  And while you can develop specific strategies for managing each type, I have found there are a few general approaches for dealing with ANY difficult person that are often successful:
 
1.  Understand Your Own Type
I know what you’re thinking…’Hey, I’m not the one who is difficult, so why start with me?’  Well, that is because when you understand yourself, you can better strategize how to flex your style to effectively communicate with others. It also helps you recognize why some people drive you to the brink and press your buttons more than others. There are many assessment tools that can be used to develop a greater understanding of your own personality type and how you affect others.  DISC, Kolbe and Myers Briggs are quite common and a good place to start; it doesn’t matter which tool you use as long as you do the homework on self-discovery.  
 
2.  Understand Each Of Your Team Member’s Type
Unsurprisingly, I also recommend understanding the personality type of each of your team – not just the difficult one!  Teams are like living organisms; they have reliance and dependency on one other. People get along much better when they learn to appreciate the nuances and differences of each other. Personality assessments provide a non-threatening, consistent language that facilitates the breaking down of communication barriers.
 
3.  Be CANDID!
This is not for the faint of heart. Being clear and candid with a difficult person is not easy for most people, yet it is the single most important first step in managing the situation.  Regardless of the different types of ‘difficult people’, when you can articulate the issue head on, you’ll make better progress.  Help them to understand how their behaviour is impacting the office, the team or any key stakeholders.  Good ol’ Dr. Phil says, "You can't change what you don't acknowledge", and that holds true here too.  You have to call out what the problem is, particularly when it is causing trouble with others.  The way to do this is by clarifying the effect the person’s behaviour is having on others without judgement and blame.
 
A great reference for how to frame these conversations is a book called Crucial Confrontations. Just as the title implies, confronting is crucial! Regardless of how awkward the situation, when you deal with it with compassion and the right intentions, you can work with the person to find solutions.
 
4.  Look For An Underlying Issue
I’m not saying you should give them an excuse for their ‘difficultness’, but you may find that something may be at the root of their behaviour issues and knowing this will give you a clue for how to manage it.
 
I once worked with a man who, when heard on the phone with his wife, was clearly in a dictatorial relationship – he was a doormat at home, but a tyrant at the office! Once we realized that he had a need to feel in control because he had zero control outside of work, we were able to adapt how we dealt with issues to give him some measure of power within his work.  Very quickly, he stopped battling everyone else. 
 
Simply put, if you can spot the underlying issue, you can adapt your response.  It takes a little thoughtfulness, but it absolutely works.
 
5.  Tap Into Empathy
Sometimes you have to walk in someone else’s shoes to understand where they are coming from.  Try to put yourself in their situation to understand their point of view before jumping to conclusions. Did you know CCL research shows that, “Managers who show more empathy toward direct reports are viewed as better performers in their job by their bosses.”
 
In today’s social media rich world we are terribly quick to label a difficult person and criticize before taking time to understand who they are and how they view life.  In the workplace, it is a big win when you can find the bridge into their way of thinking – you can then help by making a connection and break down the issues.
 
6.  Accept 100% Responsibility For Your Response
I often say, no one can make you FEEL anything – how you choose to respond to any tough situation is all up to you.  The fact that someone is driving you crazy is a direct reflection of how you are responding to somebody else’s ways.  This is completely within your control. This is a tremendously liberating concept when you realize you have the ability to control your response. Brian Tracy - Free Your Mind: How You Are Responsible offers a great snapshot for just how to accomplish this!
 
When it gets really tough dealing with a difficult person and you are about ready to give up or you’ve been trying to follow HR guidance and still not getting at the heart of the matter, give Dots Leadership Solutions a call – we have a kit bag of approaches that have worked very effectively.  We also have some great assessment tools and can be available to plan for or facilitate discussions if you need an objective third party!
 
 

“Let’s play follow the leader Nanni,” my 3-year old grandson says, pulling on my hand.  He then leads me through the house, taking me downstairs and back upstairs. We crawl, we jump and we stand still; he laughs when I shadow him and is so delighted I’m following his lead. He then says, “Nanni its your turn to be the leader!”. After much laughter, we fall into a heap on the couch.  Fun and shenanigans like this make for some great memories.
 
Too bad leading a team isn’t quite that straightforward – or is it?  As a leader, trusting your team members to take the reins and empowering them to problem solve on their own demonstrates a great sign of strength. The very best leaders involve their team in creating the roadmap to attaining business results. Likewise, they involve them in making improvements to the workplace where it will directly affect their roles.
 
Today, organizations and employees are demanding more of their leaders than ever before.  With corporate downsizing, rising inflation, the instability of the markets and the low Canadian dollar companies are struggling to stay ahead; they need leaders who can effectively maximize every resource.

Likewise leaders are looking for high performing teams who not only follow, but who can be trusted to take on key projects and initiatives – they have to be able to do far more with way less. Open communication between the leader and their team members is a critical success factor to high performance, yet many struggle to connect effectively.  Therefore the relationship of the leader with their team is at the core of what builds employee engagement and results.
 
How do you measure up as today’s leader?
Here are some of the key leadership traits employees look for in today’s leader.  Take a moment to evaluate yourself on a scale of 1-5. 
 
Authenticity         ______________/5
A leader who is ‘real’ with their people. Someone who doesn’t hide behind a corporate mask and is humble enough to show they too make mistakes. They can relate to their employees as they have been in their shoes.
 
Empowerment    ______________/5
A leader who gives their employees the latitude to solve problems on their own and backs them up, when necessary.
 
Reliability              ______________/5
A leader who follows through on their commitments – they say what they will do and then, what do you know? They do it!  Employees want to be able to count on their leader to be dependable.
 
Supportiveness  ______________/5
A leader who demonstrates support to their employees through action, not just words.  They take time to know their people, they support their career goals and leverage their greatest strengths by giving them the right work. They then acknowledge and recognize their good work.
 
Action Oriented ______________/5
A leader who gets things done, but does so with their team.  They want them to succeed, together. Employees today want to be a part of a winning team who love to accomplish important and meaningful goals. 
 
Leading                  ______________/5
A leader who makes thoughtful decisions – is not ‘wishy-washy’.  One who works with their employees to find their own path and who helps ‘connect the dots’ from organizational goals to the department, team and individual.  Someone who organizes work appropriately, fully utilizing the best skills of their people.

What’s next?
Now that you have an idea of what your strengths and weaknesses are as a leader, create an action plan, focusing on the traits you may still need to work on.  Consider seeking additional, candid feedback, from your team by asking your team to complete the attached assessment of the traits.  Have them complete it anonymously, dropping it in your mail slot/on your desk.  Once you have reviewed the feedback demonstrate to your people how you will be working on these areas. 
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Additionally, share your results and plan with your own leader to open dialogue for further feedback from their perspective.
 
Be the leader others want to follow…
The role of today’s leader is to create a positive employee experience tailored to meet the needs of individuals in the team, while delivering exceptional results for the business.  Today’s leader requires a blend of finely honed communication skills and smart-savvy business prowess, with a knack for understanding and leveraging the skills of the people they lead.
 
To create a positive culture and environment where your people really do want to follow you, take the time to learn about the people who work for you!  You may discover some outstanding and hidden gems and have some fun at the same time!  

For more information, or to discuss how we can help you reach your leadership goals, please feel free to Contact Us. You can also learn more about Dots on our About page.