As leaders, we regularly hold others accountable for their actions and for doing their jobs. In many cases, we find it easier to hold others accountable than ourselves. It’s easy to make excuses about our bad habits or our failure to stay focused.

Learning to hold yourself accountable and ensuring you live up to the standards you set for others is one of the most beneficial things you can do for yourself as a leader. To help ensure you stay true and accountable, begin practicing the following skills.

• Write down your goals. Know what you’re working toward and when you plan to have achieved it. Monitor your progress regularly and make adjustments when progress isn’t going as planned.
  

• Write down your tasks. This is the first step toward holding yourself accountable. Make a list of what you will do either daily or weekly, in order of priority. Work on high priority items first, and then move to lesser priority items. At the end of the day, if you haven’t made it through your list, decide how to handle this issue, either working late to complete the items, or moving them to the next day’s list. Over time, you’ll get a good handle on how much you should get accomplished in a day, and you’ll begin to see patterns emerge regarding what gets in your way of accomplishing your daily or weekly goals.

• Have an accountability partner. Work with someone who will hold you accountable and you hold them accountable.  Have regular check in calls and document progress.  Work with someone who is comfortable to call you out when you get off track and visa versa.

• Give yourself incentives to ensure you get work completed or meet goals. You can use positive or negative reinforcement to help you stay accountable. For example, promise yourself you can have a special night out if you complete all your tasks this week. Conversely, you could deny yourself something you normally do because you enjoy it if you don’t meet your weekly goals.

Holding yourself accountable takes discipline. These exercises are designed to help you develop this self-discipline to the point that you don’t even have to consider whether or not you’ll meet the requirements you set for your self. Once you have this self-master, you’ll be well on your way to being the leader you’ve set out to become.

It’s that time of year! Everyone is back at the gym, and making all sorts of resolutions about how they’re going to change their life in 2017. Resolutions are great, and a new year does offer all of us the chance to hit the “reset” button by setting some new goals and making some much needed changes.

However, we’ve all seen resolutions broken and new plans abandoned sometime in February or March. One of the best ways to help ensure your goals for the year don’t get thrown by the wayside is to measure and track your forward movement. We often get discouraged about meeting our goals because we don’t see progress. Here are some ways setting up metrics can help you.

• Metrics let you know where you started. In order to track your progress on any goal, you must make note of your starting point. When you feel discouraged about your progress, look back at where you’ve started for reassurance.

• Metrics help you set intermittent goals. Small goals that add up to big goals can help you stay focused and prevent burnout. For example, if you want to lose 50 pounds, set milestones of 10 pounds, for example. When you reach each ten pound goal, you feel energized to keep going.

• Metrics pull you back on track. If you set goals and appropriate measurements to follow, you’ll see when your efforts are not where you expected them to be. By taking an honest look at the metrics, you can see how to get back on track.

• Metrics give you reason to celebrate. How can you know when you’ve done well if you don’t measure your efforts? Metrics let you know when you have reason to celebrate, helping you stay motivated and ensuring you feel good about your efforts.

So, as you’re busy setting goals for the New Year, remember to set up some ways to measure your progress against those goals. Don’t forget, as well, to set some reminders so that you remember to take regular measurements. Tracking your progress as you move toward your goals is the easiest and most effective way to keep yourself on track as you work to meet your 2017 goals.

Many people see the value of having a written plan in theory, yet have trouble actually writing out plans for their own projects. This is usually because they either don’t know where to begin, or because they believe that the plan will change so frequently that it doesn’t make sense to document.

However, even if you believe those two statements to be true for your business or project, it’s still helpful to have a written plan. Here are three reasons why:

1. Putting your plan on paper will help you to formulate it more completely. All those things you don’t know – you’ll have to start thinking about them in order to write them down. That thinking will help move you forward in your plan. As you move forward, other questions will arise, helping you to further flesh out your plan in order to get it on paper. If you need help to get started, you can find plenty of business and project plan examples online.

2. You’ll have to commit. Writing a plan down helps you to commit to certain tasks and time frames. This kind of commitment helps prevent floundering, which stalls a project’s progression.

3. You’ll be accountable. Writing down your plan and reviewing and revising it periodically will help hold you accountable to yourself to do the things you need to do. It will also help you to stay on top of where your project is heading compared to where you originally thought.

It Doesn’t Have to be Perfect

Don’t avoid having a written plan because you know it won’t be perfect. Nobody’s original plan for a project or business is perfect. Make a commitment to reviewing the plan at certain intervals and make updates as you go. Sometimes, learning what doesn’t work is as important as learning the things that do work. Seeing your plans written down, and how you’ve revised and updated these over time can be very valuable in moving forward in your project and in preparing for future projects, so be sure to keep each revision of your plan as documentation.

Written plans can be a great way to document your journey on a project or a business. These plans can serve as both a roadmap to help you get where you’re going and a record of how you’ve achieved your goals.

For the month of September I thought I would make it “Ten Tips Month.”   I will share with our readers ten tips to enhance team building ideas, customer service skills, leadership development and sales coaching skills.  Some of these tips may be new ideas to you and others may be reminders of the importance of the things you are already doing.  As I say in my workshops “We all know things, what is most important is what we do with what we know.”

Sales Coaching

Coaching sales people can be very rewarding for a manager.  It is a model that will tap into the sales person’s inner drive to succeed.  I can also help identify any blind spots that may prevent the sales person from reaching their full potential. 

1)      Develop an internal coaching program – it can prove to be very beneficial to have your sales executivesdevelop an internal coaching model.  Using a coaching program to manage your sales people help set the expectations for performance and hold sales reps accountable for their results.

2)      Allow for creativity – effective coaching allows for the art of creating possibilities and opportunities that didn’t exist before.  This can be truly inspiring.

3)      Coach with no agenda – this concept is sometimes difficult for managers to understand.  After they have their targets and numbers that need to be met, right?  This is not what I mean by agenda.  I mean that during a coaching session the manager does not have any expectations of the outcome of each session.  This allows for more creative ideas to flow and for the salesperson to come up with their own solutions.

4)      Eliminate excuses for non performance – often the sale manager themselves have their own limited beliefs around what can and cannot be done.  It really comes down to choice.  I always say “reasons or results.”  Let the sales person choose and as a manager monitor and explore the validity of your own beliefs.  You might be pleasantly surprised at what is possible.

5)      Build trust – the backbone of all relationships is trust.  With trust comes respect.  When you enter into a coaching arrangement trust is paramount.  Do you trust them?  What have you done to earn their trust?  If you don’t trust them or they don’t trust you, then it is highly unlikely you will be able to effectively coach them. 

6)      Tracking performance – critical to success in every area of our lives, this is very important with coaching.  Tracking actions and results is mandatory for any successful coaching arrangement.  It keeps things documented and accountability where it belongs – with the sales person.

7)      Must be coachable – not everyone is coachable.  There has to be a willingness on the part of the sales person to participate in a coaching relationship.  Are they open, willing and determined to succeed.

8)      Clearly identify the “Gap” – the gap is the difference between where the sales person is and where they need to be.  As a coach you need to identify if they have the skills, beliefs and attitude to succeed.  A manager can co-create the strategy to achieve the desired outcome, then track the milestones. 

9)      Be selective –much like we are not able to sell to everyone and need to identify our niche customers, the same applies to coaching.  Be vigilant about who you spend your time and energy coaching.  Only work with those with the willingness and committed to the process.

10)   It’s an inside job – to be an effective sales coach you may have to change what you do and how you think.  Very successful people think and do things differently and this is large part because they are able to manage their mindsets and beliefs.

by Cindy Stradling CSP, CPC

From Manager to Coach

One of the many things I love about the training and development world is being given the opportunity to contribute to another person’s development.  Recently I was in a meeting with a client and she was explaining to me that they were having difficulty getting their account reps to embrace a new attitude towards selling.

This company historically had not expected their account representatives to do any sales activities, simply manage the accounts and provide great customer service.  Several years ago that changed and president felt they were missing huge opportunities by not having the account reps letting their clients know of their many offerings and the other options available to them.

The client explained to me that when they decided to make this change they provided the account reps with a sales training program.  This program was delivered by a gentleman who was very familiar in their industry and was able to customize a program that was most applicable (someone not in our alliance).  She shared the information from the program and it was an excellent design.  She said nothing had changed since the training and the senior folks were frustrated.  She asked me if I had any suggestions.

The first I wanted to know was if the managers had attended the training with the reps.  She said yes they had so they would be familiar with what was covered in the program.  Then I asked her if the managers changed anything about the way they managed the account reps.  She said not that she knew of.

I shared with her that I thought there is a big difference in managing a group of managers and managing a group of sales people.  I suggested the managers needed to change how they interacted with their account reps and be clear on the new expectations.  I suggested that they learn a sales coaching model that would help them interact differently, ask different questions and set the parameters around metrics and accountability.  She thought it was a great idea.

We did a one day Manager as Sales Coach program to provide the managers with a general overview and some coaching tools.  This session was followed up with six telephone training sessions to role play, conduct actual coaching sessions and to focus on specific areas needed to support them becoming powerful coaches (i.e. listening, asking questions).  While most of the managers have embraced the coaching mindset, a few are still skeptical. 

During the last call one manager shared that he had actively started to use some of the new tools and happily reported it was slowly making a difference.  I debriefed the others and they too were experimenting with their new tools.  We have three phone sessions left and I am confident the managers will transition into becoming effective sales managers.  It is often slow to transition from old ways of doing things, the key is to stay committed to the results you want and take necessary actions required to get there.

By Cindy Stradling CPC, CSP

True Colors – GOLD

Assessments : So Many Choices
by Cindy Stradling

There are hundreds of assessment tools in the market today and depending on the results you are looking for there is one that can provide participants and managers with a better understanding of each other’s person communication style, strengths, areas for growth and preferences.  One of my favourites is still True Colors when you are looking for an easy to administer and fun way to learn about yourself and others on your team.  For the month of May I have decided to provide details about each of the four colors Blue, Orange, Gold and Green.  As you read through the details each color, identify what is most like you and least like you.  Have fun!

Communication with a GOLD

Setting the tone

Clear expectations, short & long-term goals, specific action plans

Hierarchical structure, clear roles

Feedback Techniques

Specific measures of performance, achievements

Clear, specific feedback re accomplishments, contributions

Regular, consistent “pats on back”

Praise for

Accomplishments

Thoroughness, responsibility

Contributions  to growth of organization

Rewards

Tangible

Traditions, rituals, ceremonies

Values

Orderliness, organization, structure

Stability, traditions, loyalty, commitment

Reliability, dependability, diligence

Accountability, efficiency

Accuracy, perfection

Dignity, culture, heritage, tradition

Fairness, honest, integrity

Doing things for others

Home, family

Assets, wealth, security

Preferred Environments

Structure, efficiency

Clearly defined personal space

Sufficient storage, well-organized

Permanence, stability

Clocks, notice boards, schedules

Rewards for accomplishments

Recognition for work ethic

Message, communication systems

Team Building

Co-operative team player – completer, great planner and time manager

Establish orderly environment

Be on time

Give frequent, specific feedback

Offer examples and facts

Provide sufficient resources

Avoid infringing on home life

Provide leadership, clear direction

Gradually introduce changes

Learning Styles

Prefers structure, rules, routine

Quiet, orderly, uninterrupted environment

Traditional directed instruction

Worksheets, textbooks, charts

Likes to share in responsibility

Step-by-step: needs the basics first

Wants to “do it right”

Prefers regular, ongoing feedback

Evaluation via tests, quizzes

Recognition for being on task

Content, not theory, is key

Characteristics

Generous, parental, responsible

Realistic, pragmatic, practical, decisive

Predictable, steadfast, concerned

Reserved, usually calm, patient

Trustworthy, punctual

Playful, organized, always prepared

Maintain “status quo”, dependable

Practice the “work ethic”

Conscientious, accurate, thorough, neat

Procedural, orderly

Skills

Time management

Following procedures and rules

Project implementation, follow-through

Supervising, coordinating

Guarding, caretaking, securing

Handling detail, doing routine work

Accounting, collecting data

Dispatching

Interests

Providing service

Results-oriented

Practical application

Groups, association, institutions, teams

Collecting, organizing data and things

Cultural events, traditional celebrations

Leadership Style

Expects punctuality, order

Expects staff to stick to job descriptions

Fosters loyalty, tradition

Seldom questions traditional standards

Rules-oriented

Minimal conflict

Threatened by change

Rewards and Motivators

Rewards based on loyalty and hard work

Security (job, family), time for home, family

Structure, rules, routine

Clearly defined expectations, step-by-step

Traditional directed instruction

Shared responsibility, serving others

Being prepared, doing it right

Recognition for being on task

Content, not theory is key

Stressors

Non-conformity, disobedience

Unpredictability, ambiguity, chaos

Incomplete tasks, ignored deadlines

Insufficient time to complete tasks

People who don’t follow through

Lack of closure, structure, direction

Irresponsibility of others, disloyalty

Haphazard attitudes, surprises

Acceptance of poorly performed tasks

Too many questions, insufficient info

Disorganization, waste, inefficiency

“Out of Esteem” Behaviours

(or what others might see when you’re having a bad day)

Complaining, self-pity

“Victim” attitude

Anxiety, worry, depression

Fatigue

Psychosomatic problems

Malicious judgments about self, others

Herd mentalityà blindly following leader

Authoritarianism, phobic relations

Refusing to co-operate, withdrawal

At Work

Accurate, thorough, neat

Procedural, orderly

Pragmatic, service-provider

Results oriented, responsible

Establish and organize institutions

Want rewards based on loyalty and hard work

Careers – Professional

Accountant, auditor, banker

School counselor, teacher

Librarian, archivist, curator

Doctor, dentist, nurse, chiropractor

Therapist (occupational, physio)

Administrator, manager

Lawyer, judge

Computer programmer

Careers – Vocational

Clerk (stats, payroll, claims)

Receptionist, secretary, reservations

Data entry, telephone operator

Police, court reporter

Bank teller, cashier, bookkeeper

Agent, broker (real estate, insurance)

Dental hygienist, radiology technician

Recreational therapist

Air traffic controller

Coaching for Accelerated Results

by Cindy Stradling CSP, CPC

As a coach I work with many people who are employed in a variety of jobs.  I coach salespeople, entrepreneurs, executives, managers and homemakers.  Everyone’s situation is unique and yet similar.  The people I work with have one thing in common, they have areas of their lives that do not work as well as they would like.  I love working with people as they create their goals and work week by week to achieve them.  Sometimes there is a misconception initially where the coachee thinks the coach is going to tell them what to do.  I explain to them that in coaching, the coach asks questions so the coachee can arrive at their own conclusions and discover their own insights.  The real coaching is in holding the coachee accountable to produce the results they say they want in their lives, even when they don’t feel like doing the work they committed to.  I have included below an outline of what coaching is, what it isn’t and the roles and commitments of both the coach and the coachee.

What is a Coach?

Professionals in all sectors require a coach for many reasons.  One-on-one coaching is a powerful way to support people to provide objective analysis, constructive support and accountability so they can achieve the goals they set for themselves.

Your coach is your champion and provides a structure to hold you accountable to do what you say you are going to do even when you don’t feel like it.  In other words support you to “Plan your work and Work your Plan.”

What a coach does:

• Mirroring-reflecting back
• Listening without judgment and beyond what they say (listen from the place of their commitment)
• Ask hard powerful reflective questions to help the client gain clarity
• Hold client accountable by telling the truth and by endorsing and validating them
• Create a safe environment
• Help client identify strengths and possible blind spots
• Partner with the client – celebrate their successes
• Conduct all interactions with complete confidentiality
• Does not council (i.e. legal)

What the client does:

• Set goals and be goal oriented
• Does the assigned homework and projects
• Honest and tells the truth
• Willingness to be coachable and move forward with their commitments
• Prep-work – Coaching Call Prep Form
• Willingness to move through fears and be open to change
• Commitment to the process

Commitments of the Coaching Program

 My commitment as your personal coach: I will exercise the highest degree of professionalism, integrity and honesty.  I am committed to your success.  I at all times with maintain the highest ethical standards and diligently respect your confidentiality.

Your commitment as my Client:  I request that you also bring a high degree of professionalism, integrity and honesty to your coaching sessions.  I request that you be open to new possibilities, fresh ideas and unique ways of approaching solutions.  I request that you be accountable and committed to producing your results.  Foremost, be prepared to have fun and enjoy the coaching.

Getting the Most from Your Coach

• Lead our session, know what you want.  The Coaching Call Prep Form is designed to assist you to do so.(sent in a separate file along with this agreement)
• I am professionally trained to help you discover your own answers; I do not tell you what to do.  Use me as a resource, not as an answer.  Said another way, I will support you with all of the resources, training and experience I have, but ultimately only you are responsible for getting the results you want.
• Enjoy our calls, personal and professional development is fun.
• Be fully human and communicate authentically, I respect your needs.
• Make sure you are fully heard and have the courage to express yourself.
• Double your level of willingness.
• Be prepared to be challenged, raise your standards, redesign your time, remove all sources of stress from your life, change your behaviors and discover more about yourself.

Leadership Training

I have conducted many assessments since the start of Athena Training and Consulting in 2005 and there are some common outcomes that are desired from Leadership training.  Here are 7 areas where I have found organizations want training and coaching for their leaders so they can build powerful teams.

Organizations and Employees want the following attributes/attitudes in their Leaders:

  1) Leaders who are consistently approachable – people want to trust their leaders and know they can always come to them when they need their support.  Leaders that deal with difficult situations in a timely and fair manner.

  2) Leaders who listen and understand the employee’s perspective (this does not mean agree with them, it means the employ has the experience of being heard.

  3) Leaders who are positive, focused, yet flexible (open to new ideas)

  4) Leaders who support their employees to being their best.  Delegating and coaching to give employees an opportunity to grow.

  5) Leaders who set a clear direction and walk their talk.  Leaders who live with integrity to what they say they will do and what they actually do.

  6) Leaders who communicate when things go well and celebrate employee’s successes – recognition.

  7) Leaders who set challenging yet achievable goals that are aligned with the Company mission and support the success of the employees with a high level of accountability.