"I find the great thing in this world is not so much where we stand, as in what direction we are moving..."- Oliver Wendell Holmes
It is hard to believe but we're already in the 3rd quarter of 2008. This is the perfect time to take a pulse on both your successes and unfinished business.
What have you accomplished so far this year?
What has your team accomplished so far this year?
Have you taken the time to recognize and reward the successes? Not necessarily from a financial perspective (although that is always nice), but minimally from sharing your successes with others (team members, support teams, business partners, your leader and the leader of those that supported the effort).
It's even more effective if you quantify the value provided (ex. timeliness, accuracy/quality, and cost savings are great measures of success) and the information is invaluable for input to annual performance evaluations.
Next is to identify the targets/goals that have been either missed or neglected. All of our behaviors are intended to support our goals, mission, and vision. Unfortunately we sometimes get derailed by responding to urgent issues and make them a priority over important issues.
As a reminder:
1. IMPORTANT issues contribute heavily to our goals and objectives and have high value.
2. URGENT issues require immediate attention but may or may not contribute to the success of meeting our goals and objectives.
3. Finally, visit the development plans for you and your team.
Tips to stay on track....
"Effective leadership is putting first things first. Effective management is discipline, carrying it out" --- Stephen Covey
In closing, please remember that one of the most pressing and long-lasting responsibilities we have as leaders, is to develop leaders.
So, please ask yourself a question: am I investing enough time to evaluate, assess and develop the leaders that have been entrusted to me?
It is hard to believe but we're already in the 3rd quarter of 2008. This is the perfect time to take a pulse on both your successes and unfinished business.
What have you accomplished so far this year?
What has your team accomplished so far this year?
Have you taken the time to recognize and reward the successes? Not necessarily from a financial perspective (although that is always nice), but minimally from sharing your successes with others (team members, support teams, business partners, your leader and the leader of those that supported the effort).
It's even more effective if you quantify the value provided (ex. timeliness, accuracy/quality, and cost savings are great measures of success) and the information is invaluable for input to annual performance evaluations.
Next is to identify the targets/goals that have been either missed or neglected. All of our behaviors are intended to support our goals, mission, and vision. Unfortunately we sometimes get derailed by responding to urgent issues and make them a priority over important issues.
As a reminder:
1. IMPORTANT issues contribute heavily to our goals and objectives and have high value.
2. URGENT issues require immediate attention but may or may not contribute to the success of meeting our goals and objectives.
3. Finally, visit the development plans for you and your team.
Tips to stay on track....
- Invest the time to assess what's important; you will almost always have sufficient time for these.
- Start your day with the important tasks instead of the "fast, enjoyable and easy to accomplish" ones.
- Distinguish between urgent and important; help your team understand this and engage your leader if in doubt. (Or help them understand the difference!).
- Don't let the priorities of others replace your own top priorities; learn to say no firmly and tactfully.
- Recognize that readiness levels and skill-sets may need to be developed and honed.
- Be willing to invest the time and resources that will enable you to be a highly successful leader and have a high performing team.
"Effective leadership is putting first things first. Effective management is discipline, carrying it out" --- Stephen Covey
In closing, please remember that one of the most pressing and long-lasting responsibilities we have as leaders, is to develop leaders.
So, please ask yourself a question: am I investing enough time to evaluate, assess and develop the leaders that have been entrusted to me?
Comments