Category Archives: Your Career

Leadership, Your Journey

Courageous Conversations – Do You Speak Up for Others on the Small Things and the Big Things?

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For some people speaking courageously is in their DNA, for others (like me), it can be very hard to have a “courageous” conversation to advocate for yourself or for others. Advocate can sound like really official – in very basic terms, it’s speaking up for others and speaking up for yourself.  Very often we anticipate it as a difficult conversation.

 I am intentionally framing it as a “courageous” conversation” not a difficult” conversation. Because words matter, it fundamentally changes whether you even choose to have the conversation, the energy you bring to it, and how you navigate it. Here’s the difference – courageous is defined as “the quality of mind or spirit that enables a person to face difficulty, danger, pain, etc. without fear.”    

I realized when talking to my daughter about this recently, there can be a long-lasting impact when we don’t speak courageously on behalf of others.  This applies to dehumanization and racism that exists in our society, or the conversations and situations that happen in our lives every day where people’s confidence and self-worth are injured by the words, attitudes, and actions of other people.

When we allow people to be unkind or devalue others and to avoid the possibility of conflict, because we consciously or unconsciously desire to preserve a relationship, or maintain a position of power or influence, we are silently supporting injustice.  We have to choose courage even if it leaves us vulnerable.  It is the sacrifice we choose so that others may live (with the confidence to fulfill their hopes and dreams). 

People can speak and behave in ways that hurt others under the guise of . . . . “I speak my mind  . . .I’m just speaking the truth . . .I’m direct . . . This is not my issue if they’re too sensitive . . .That is their issue if they took it that way . . .” etc. etc. etc.  When we stand-by and say nothing, we lose an opportunity to share the impact of their behavior on others.  It is likely impacting their lives and careers in ways they may not recognize, or they may be attributing their challenges to other people and not their own behavior.

I have been subjected to inappropriate words, attitudes, and actions in ways that have been hurtful to me.  I haven’t always had the courage to address the conduct of others that was just wrong — in a professional setting or in my personal life.  There were times when I needed someone, especially friends, to speak courageously on my behalf and they did not.  I am at a turning point, and I am stepping into courageous conversations with purpose and thoughtful intention, not just for others but for myself.   

Be the one that speaks courageously on behalf of others – whether they are in the room or not in the room.  We all have that compass on the inside to guide us or we can choose to see the discomfort, embarrassment, or pain in the eyes of others.               

Don’t look the other way. 

©Bloom in Every Garden 2020. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to the author with appropriate and specific direction to the original content.

What I Learned Today, Your Career

Navigating Challenging Times – A Plan To Tackle The Complex

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Over the last few days I’ve learned some things about how to devise a plan for complex issues in challenging times –

  • Move quickly but not recklessly – there is a difference
  • Be clear about what you are trying to solve – do you have an issue, anticipating one, preventing one?
  • What does the data tell you? Does your solution need to accommodate a breadbox, a wheelbarrow, or a tank?
  • What are the factors you need to pay attention to that fundamentally change the plan? Who is monitoring those factors closely?
  • Can you buy or borrow? Can you mirror an idea and duplicate it?
  • Quickly narrow down your options, focus your attention and energy
    Lay out a timeline of multiple options that are deployed based on decision criteria you establish right from beginning
    Monitor your emotions (and the emotions of those around you) – don’t operate from a place of fear or panic
    Use time and resources wisely even when under pressure to just get it done

©Bloom in Every Garden 2020. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to the author with appropriate and specific direction to the original content.

Your Career

Using Your Faith in Your Work

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I recognized opportunities to use my faith in very practical ways to navigate situations I recently faced in my professional life. To put our faith into action, we need to be mindful not to adopt the culture, words, and behaviors that may surround us at work.

I was planning for a meeting where there had been a series of prior dialogues between colleagues who had some tense exchanges. I was hopeful that it could change – here’s what I did:

  • I was careful not to say what everyone else was saying or endorse it by reacting to it with the same energy
  • I thought about the motivations behind their actions, maybe they had the same goals and intentions but were approaching it from different perspectives based on their experiences
  • I considered the stress and pressure of their positions and the weight of their responsibilities
  • I recognized the power of prayer to influence the outcome of this specific situation, but also the power of prayer to change the individuals and the course of events moving forward

I was preparing for an important presentation. I had presented the material at a high level several times before with confidence, but this time the presentation had more detail about some significant changes. The day before the presentation, anxiety kicked in big time, here’s how I moved past it:

  • I acknowledged where the anxiety was coming from – fear of failure, unrealistic standards and expectations of myself, and concerns about the opinions of others (I was 3 months into a new role)
  • I stopped what I was thinking and saying – I’m so stressed, Maybe I’m not ready to do this, I’ll be glad when it’s done
  • I spoke to the fear and anxiety with words of faith – God has not given me a spirit of fear, but of power, love, and a sound mind; God causes everything to work together for the good of those who love Him
  • I reminded myself about the success I experienced in similar situations and with even bigger challenges – and I spoke words of affirmation – I can do all things through Christ who strengthens me; In all these things, I am more than a conqueror
  • I re-focused my attention on completing my preparations – it shifted the power back into my hands

We can’t let the demands of our work and the attitudes of other people edge out our faith, our faith can change things in a way that nothing else can.

©Bloom in Every Garden 2015. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to the author with appropriate and specific direction to the original content.

Leadership

Leadership – The Benefits of Empowering Your Team – For Them and For You

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Empowerment is based on the idea that giving teams the resources, authority, and opportunity, as well as holding them responsible and accountable for outcomes of their actions, contributes to their competence and satisfaction.

Empowerment requires . . .

Leadership to share information and delegate decision making, so their teams execute in a way that drives excellence in service and performance so that they take the initiative to anticipate and solve problems.

Empowerment takes . . .

Leaders who are flexibility on “how” things get done and can accept different outcomes that accomplish the same goal.

Empowerment exists when . . .

Leaders listen to understand, respect and value input, and trust their team’s experience, instincts, and capability.

Empowerment increases . . .

Leadership capacity for other activities and tasks that require their attention.

I recently had an experience that gave me an opportunity to empower my team and I almost missed it.

A client manipulated a process and the team unknowingly authorized it. For a variety of reasons I recommended we stay the course and address the issue at another time. The team did not agree  and recommended a different course of action with a solid rationale behind it. I recommended again that we stay the course. They asked me very directly if I would allow them to take personal ownership of this situation. I realized they were very capable of handling it, changed my position, and gave them the authority and responsibility to handle it. They were successful – and the outcome was better than anticipated.

What I learned –

  • I had to be willing to change my mind and relinquish my position
  • I had to trust the team and not second guess the decision
  • I had to be ready to support them if they needed it

Think about your team and how you can empower them – it will ultimately empower you.

©Bloom in Every Garden 2015. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to the author with appropriate and specific direction to the original content.

Leadership

Leading Volunteers (Part 3 of 3) – Retention

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Volunteers are often balancing work, family, and even multiple volunteer commitments – they are making choices about how they spend their time.  A volunteer’s decision to stay — and be highly engaged and committed — is based on much more than loving what they do. Here’s what they would say . .

 What Matters To Me .  .  .

  • I Serve With Great People
  • Roles & Responsibilities Are Defined, It’s Clear Who I Go To For What
  • I Understand What Is Expected Of Me
  • If There Is An Issue Concerning Me – It’s Addressed Promptly And Directly

I Feel Valued When .  .  .  

  • My Time is Respected And Well Spent
  • I Have the Tools & Resources To Perform My Role
  • I Am Kept Informed – I Know What Is Happening And Why
  • My Efforts Are Acknowledged And Appreciated
  • I Can Make Suggestions And Raise Issues
  • My Leadership is Accessible And Responsive
  • My Capabilities and Interests Are Understood
  • I Am Given Opportunities To Grow Should I Desire To Do So
  • My Leadership Recognizes The Demands And Challenges of My Role

What matters to volunteers is not very different than what matters to employees – but the game changer is there is no compensation to compel them to stay.  Make retention a priority in your volunteer strategy.

©Bloom in Every Garden 2015. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to the author with appropriate and specific direction to the original content.

Leadership

Leading Volunteers (Part 2 of 3) – Managing Performance

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Managing volunteer performance is important — especially for volunteers serving in a leadership capacity and for volunteers serving in capacities closest to those you serve.  This is often a challenge for leaders who do not want to appear unappreciative for the volunteers’ contributions; or avoid a tough conversation that could result in the volunteer deciding to leave. Ultimately it’s better for the organization to be short-handed vs. “wrong-handed.”

The basis for managing performance is the job description and specific goals and objectives established with the volunteer.

Where To Start .  .  .

    • Be clear about the intent of managing performance: it is to ensure everyone is effectively delivering the mission of the organization;  and to help everyone be better and do better – it is not to penalize or find fault
    • Communicate the process during the interview and onboarding process, it can make volunteers more conscious of their performance
    • Consider 360-degree feedback: feedback is collected anonymously using an online tool, and compiled and delivered to the volunteer in a way that provides a better understanding of their strengths and areas for development

Specific performance issues have to be acknowledged and promptly dressed.  What’s most important is to understand why before determining a course of action.  

  • Is it a single incident or does it represent a pattern of behavior?
  • Is it a misunderstanding of responsibilities or expectations? (e.g.  Are they are clear on the what, but maybe not the how?)
  • Is it organizational fit – is there a fundamental gap – can it be reconciled?
  • Is it an issue of burn-out? (Will lightening their load or an extended break re-energize them?)

Or .  .  .  

  • Is it job fit – would they be more effective in another role?
  • Has the scope of the role grown beyond their capacity (Do they need help?)
  • Is there potential that can be developed? (Are there specific experiences, training, or self-study that will make a difference? Do they need a mentor?)

Consequences of not addressing performance issues:

  • It risks a negative experience for those you serve with rippling affects to your brand and reputation in the community
  • It may cause other volunteers to serve with less enthusiasm and commitment – or leave entirely
  • It may create challenges recruiting & onboarding new volunteers
  • Trust and confidence in leadership is affected

Managing performance is a leadership skill and training is often necessary to provide strategies/tools/techniques to ensure consistent application across the organization – which is essential.

©Bloom in Every Garden 2015. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to the author with appropriate and specific direction to the original content.

Leadership

Leading Volunteers (Part 1 of 3) – Talent Acquisition

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Thoughtfully and purposefully selecting volunteers is the basis for a rewarding experience for both the organization and the volunteer.

Take the time to develop job descriptions and define the skills, experience, commitment and behaviors that roles require.  It’s the basis for screening, interviewing, and managing performance.

Actively seek new talent (before you have an opening) to manage organizational growth, succession planning, or a sudden vacancy.  Your leadership and best volunteers are “talent scouts.”

Make application screening a top priority, speed of response and professionalism of interactions are critical. The process has to be well defined (who, how, & when) including application intake & acknowledgement, application review, reference checking (if applicable) and  communication with the volunteer.

Consider a team interview process using a interview worksheet for each interviewer to assign a score for each aspect of the role outlined in the job description.  Discuss their motivation (which drives their commitment) and how they expect to contribute.

Trust your instincts – is there an overwhelmingly positive impression or an unexplained cause for concern?

Placement makes all the difference, consider where the volunteer will best serve the organization now and in the future.  Beyond qualifications & organization fit – how well can this individual’s personality and style fit the team they will work with?

Close the loop and provide prompt feedback – the volunteer should not have to wonder where they are in the process.

Invest in onboarding, revisit the job description and commitment, confirm availability for scheduling, plan training, describe how they can share ideas/feedback, and schedule introductions to the team. Also schedule a touch point 30 days after they start to ensure things are on-track.

Remember the volunteer is watching for indications of how your organization operates as a signal of what their experience will be serving with you.  The quality of their experience will impact how they talk about your organization – especially to other potential volunteers. Their experience should make them even more excited and motivated to join your team.

©Bloom in Every Garden 2015. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to the author with appropriate and specific direction to the original content.

Leadership, Your Career

When Your Leader Needs Leadership

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There are times when your leader may need a fresh perspective, guidance, or the truth.

They may seek your counsel, or you may decide to engage them if they are . . .

  • Under Fire – managing a crisis under immense pressure to make tough decisions quickly
  • Near the Brim – demanding above and beyond the organization’s capacity without recognizing the level of resources and effort required
  • All Over the Place – creating confusion and inefficiency due to a lack of focus and clear priorities
  • Out of Tune – exhibiting a pattern of behavior, decisions, and/or communications that’s disconnected them from the heart and soul of the people in their organization

When They Seek Your Counsel:

  • Listen carefully and playback for clarity
  • Confirm their intentions and goals
  • Offer options they have not considered – don’t hesitate to ask for time to develop a point of view
  • Recognize there are broader considerations & implications that may determine the path forward

When You Engage Them:

  • Engage face to face to observe their reaction and adjust your strategy (no email!)
  • Consider when you will have their attention and focus – timing is everything!
  • Connect it to what they value (their performance, team results, etc).
  • Organize the facts and collect enough data points to support your position
  • Develop possible solutions and offer to be directly involved (be more than just the messenger!)
  • Keep your delivery concise (with supporting information should you need it)
  • Be realistic about the outcome – and open to how and when your leader chooses to respond

©Bloom in Every Garden 2015. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to the author with appropriate and specific direction to the original content.

Your Career

The Power of Grace in the Workplace

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Most organizations are lean, driving reductions in costs with high expectations for productivity.  Teams may be operating with a fraction of the staff they’ve had in past years.  Many times there is not a corresponding reduction in the volume of work and projects.  As a result, employees are performing multiple roles, working long hours, and juggling competing priorities to bridge the gap.

Even the most conscientious, productive, organized person may not respond promptly, miss a deadline, make an error, or express frustration under pressure.  How Can We Help Each Other – Extend Grace!

How Do We Do It?

  • Give the benefit of the doubt – operate from a place that it was not intentional (vs. how could this happen and there’s no excuse)
  • Cover them – don’t expose them – reach out one-on-one to reach a solution vs. broadcasting the issue (using “reply all” to an email or sharing the issue with other colleagues)
  • Act like a partner – not a demanding customer who gives no room for error when working with support teams or suppliers
  • Keep it in perspective – there is always a solution and often it’s not an earth shattering scenario!
  • Don’t respond in-kind if grace is not extended to you – your response can change the tone and outcome of the situation

Taking this approach can build a mutual respect and a loyalty which drives “discretionary” effort – that’s the effort that’s above and beyond what they are obligated to do.  It’s a game changer in today’s environment.

©Bloom in Every Garden 2015. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to the author with appropriate and specific direction to the original content.

Leadership, Your Career

Leadership – Who’s On Your Team?

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Is Your Team Positioned To Fulfill Its Purpose At The Highest Level Possible?

Consider your team’s purpose and goals (near-term and long-term), what skills, talents, and experiences are required?  Are there gaps?

The Thinker . . the creative engine – has vision and thinks big!

The Architect . . translates the vision into the design and a plan.

The Butterfly . . actively seeks different experiences and brings that perspective to the team.

The Connector . . has the relationships and networks to reach valuable resources.

The Doer(s) . . executes specific tasks and instructions with a quality and detail focus.

The Challenger . . expresses contrasting point of views and isn’t afraid to be honest.

The Believer . . they’re committed – no matter what it looks like, “they don’t stop believing!

Don’t Forget Chemistry – How individual styles and personalities complement one another will ultimately impact how effective the team will be.

©Bloom in Every Garden 2015. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to the author with appropriate and specific direction to the original content.