Leadership

Contact us for a free consultation and we’ll help you develop the criteria for creating up-skills for your teams. 604-421-1722

In these rapidly changing and complex times, it is imperative that you as a leaders are equipped with effective skills and training to meet the challenges ahead. Organizing, managing and planning within the cultural changes that the modern day leader has to deal with is a pre-requisite to a successful business or organization. Learning practical, hands-on skills are key, whether you’re an emerging leader looking or a seasoned manager looking for fresh perspectives and insights, we offer courses to meet your education and training needs.

Learning to listen before you make decisions:

Great leaders know they need to ask questions and listen on multiple levels to get the “big picture” in place, before any decisions can be made. Do you listen first? When you listen what are you listening for? Do you know body language? When someone is trying to manipulate or stonewall? How do you get under these situations and lead the group forward? People are always expressing themselves, do you know what they are saying when they do?

Determination and drive to see a project through:

When you start to lead a group you have to set the tone and tempo and be prepared to see it all the way through, when you step away from the project and leave it half finished, hoping someone else has it covered, you are not leading, you are avoiding what needs to be done. Your team will know when you “let go of a project” because they can feel it. Your interest is elsewhere, your presence is not on task. Leaders stay the course and underline the principals they want to set for others.

Leaders don’t bring their problems and temperament to work: 

Establish positive states you can access before you get to work each day. Anchor them to common things, like the steering wheel of the car, the starting of the engine, or fastening your seat belt. If you ride a bike or walk to work, then anchor those positive states to those items. Shifting your state long before you head into the office brings a new energy to your work, and with consistency people learn to know they can count on you to bring that positive state to work. Seeing you enter the business with a brisk positive step and an optimistic hello to others really sets you as a leader apart from others. You are setting the tone for others, for the work place, and for the customers you serve. Everyone can be a leader when you establish a positive frame for the day.

Are you too enthusiastic for your team? 

If you hear this kind of personal commentary, you might notice it may be coming in from someone that has just too much on their plate. They may need to move slower and feel uncomfortable with the pace you are leading at.  They may be unsure of the next step, or prefer a different mechanism to control strategies.  As a leader recognize this, and help them de-plate their own situation – in private – where its safe for them to unload. And keep your enthusiasm running high, it’s infectious and can keep the momentum going when you need it most.

There will be challenging moments: 

Keeping the team on task requires clear decision making strategies. If you don’t have the clear vision to lead your team, you are going to get pushed around by timelines, people issues, problems and delays. Sometimes you just have to make a decision and let it flow. In the recent replacement of the retractable roof on BC Place Stadium we watched as engineers and site managers made and managed decisions that got the job done. Some of the pieces that were essential to the project were still in production, some still in transit, and all of it had to flow into a time line meeting the objectives of the project leader.

Decisions have to be made, and in moments of managing a large project you have to be prepared to manage the stress and handle your team’s stress too. There is no point losing it on team players when something of this nature hangs in the balance – here you need everyone pulling together, working together, with a clear purpose on what the objectives are. Long before this project started, the beliefs and values of this team needed to be well in hand.

Hold yourself accountable to your own values: 

When you are leading, you really never can – not lead. People are observing you, watching your behaviours, “what will she/he do now?” This is all part of building the interior knowledge of who you are, what’s important to you, and what you bring that is uniquely your own to any task.

Comments are closed