develop leaders, not more followers Shannon Cassidy

Develop Leaders, Not More Followers

Shannon Cassidy Leave a comment

 

Besides the celebration, what happens if you get a promotion? What if you need to leave your company for some reason or you find yourself called to a different path in life? If any of these occur, what happens to your team? A great leader is always on the lookout for people they can teach and mentor. They search not for more followers but for potential leaders who can replace them. They develop leaders, not more followers.

So how do you develop another you? Another great leader? Begin with these four methods.

Give them experiences tailored to leadership.

As a manager or leader, you have certain tasks that are not required of anyone but you. Find ways that your potential leaders can gain experience in those areas. If you make a presentation once a month, allow your mentee to try her hand at it. As you develop their leadership skills, watch for unique talents they can apply to managing. Look for skills that you didn’t use because you didn’t have that talent. Allow them to see behind the curtain and try their hand at the parts of your position that are invisible to most.

Teach them to network.

Networking events can be painful and awkward, but great leaders jump in and do the work no matter how they feel. Teach your candidates how to network by having them follow you and watch how you initiate conversations. After they’ve witnessed your techniques for a while, they will be equipped to network independently. Networking is extremely valuable no matter the job. Giving your mentee the chance to cultivate abilities and confidence in networking is vital to the future of your company. As they progress into leadership roles, they’ll already have contacts and people skills.

Allow them to fail.

E.M Forster said, “Spoon feeding in the long run teaches us nothing but the shape of the spoon.”

It is highly beneficial for your leaders-in-training to fail, so you need to give them that chance. Push them to figure out problems on their own and then allow them to act on the wrong solution. Micromanaging will not teach your candidates how to stand on their own when they move into the leadership role. Of course, this doesn’t mean allowing their failures to affect the company while you just watch. But little by little, allow your leaders-in-training more responsibility.

Trust them to lead.

Just as it is difficult to watch your child leave your nest, it is a hard decision to allow your leader-in-training to leave your watchful eyes to lead independently. In order to complete the development of a leader, you must take your hands off the result. Think about it: If you teach your leader-in-training how to make smart, informed decisions, but still require that they run every idea by you before they’re allowed to make a move, how empowered will they feel?

Begin now to look around and select employees that you see have potential for leadership. If you do leave your company or your current position, you will have a succession plan in place for continued growth without you.

Leaders develop more leaders.

 

Sources:

http://guides.wsj.com/management/managing-your-people/how-to-develop-future-leaders/

http://www.bloomberg.com/bw/stories/2010-02-16/how-companies-develop-great-leadersbusinessweek-business-news-stock-market-and-financial-advice

http://www.forbes.com/sites/dailymuse/2013/06/25/5-strategies-that-will-turn-your-employees-into-leaders/

3 Keys to Entrepreneurship from 3 Key Leaders

3 Keys to Entrepreneurship from 3 Key Leaders

Shannon Cassidy Leave a comment

Right now in a small town in Indiana, a city in Ohio or a farm in California, young girls are dreaming of their future.  Many of those dreams have nothing to do with the boys from One Direction. Creativity is blooming and innovation is blossoming. Some day, these young ladies may find themselves on Fortune’s list of the Most Promising Women Entrepreneurs. Created in 2009, the program honors extraordinary female leaders who have founded companies.

3 past winners of this honor offer insights into the entrepreneurial world that any business could benefit by following.

The Ability to be Strategic 

Jody Miller is the co-founder and CEO of the Business Talent Group. She is a proponent of project-based solutions that offer independent professionals the opportunity to take charge of their work-life balance. Her company is on the leading edge of redefining the work place.

“You’ve got to have a sense of where the world is going and how you fit into it. If you need to supplement your existing skills, you need to know what those things you need are and how to get them. It requires a constant ability to understand where your skills are and where the market’s needs are, and then you get the skills you need to supply what’s most in demand.”

To be competitive and relevant in the ever-changing work force, you cannot be content in your skills and wait for the perfect opportunity to knock on your doorbell, buzz on your phone or land in your email. You must keep yourself informed so you can have a battle plan.

The Ability to be Flexible

It could be easy to assume that the world of fitness has exhausted all its possibilities from the Jack LaLanne exercises in the 1940s to the current craze of CrossFit. But Payal Kadakia invented something new when she cofounded ClassPass. Customers pay a monthly fee and gain access to thousands of fitness classes in their area. Kadakia started the company two years ago after trying to find a ballet class in New York City. She just wanted to dance that day and couldn’t. Her innovation has changed fitness. Over 7 million people have subscribed to the service.

“ClassPass has pivoted its business twice, and we’re hoping the third time’s the charm. We started as a search engine, then offered the Passport, but ultimately were able to realize our vision through the ClassPass. Despite the evolution, our mission to help people live happier, active lifestyles has always been the same. To overcome the hurdles we faced, we’ve had to be flexible in our approach in order to keep moving forward. It is better to take a few steps back and change directions than to keep going down the wrong road.”

Technology, business and the vast world of social media form a trifecta that is constantly shifting like the hosts of The View. Flexibility in navigating the market is not an asset but a necessity. As Payal Kadakia opines, the willingness and ability to take a new approach in business can make the difference between a company being relevant or antiquated.

The Ability to be Courageous

The ubiquitous cyber-attack is almost a daily headline. Michelle Zatlyn met this phenomenon head on as the co-founder and head of user experience of CloudFlare, a service that speeds up websites and gives them enhanced protection from cyber-attacks. Websites that sign up with this global network load twice as fast and use 60% less bandwidth than other websites. Today, more than 2,000,000 web properties are faster and safer.

“People don’t take opportunities because the timing is bad, the financial side is unsecure. Too many people are overanalyzing. Sometimes you just need to go for it.”

Zatlyn and her company take on the bullies of the internet every day. Cyber terrorism is real and on the up rise. Her courage has led the way to protect sites. Sometimes the ingredient that makes an entrepreneurial venture succeed is simply the guts to try it. We can all make lists of why we should not take a brave step towards our dreams. The ones who tear up that list and make the leap anyway are the leaders in the entrepreneurial world.

 

Women like these will continue to inspire and pave the road for young dreamers throughout the country.

Resources:

http://fortune.com/2015/09/09/2015-most-promising-women-entrepreneurs/

http://nextshark.com/payal-kadakia-how-she-turned-her-love-of-dancing-into-a-startup/

http://www.sfgate.com/business/article/Q-A-with-Michelle-Zatlyn-co-founder-of-CloudFlare-2373155.php

http://worklife.wharton.upenn.edu/2015/02/projects-job-jody-miller-business-talent-group/

 

 

Maximizing Employee Productivity: It's as Easy as 1, 2, 3 photo Shannon Cassidy

Maximizing Employee Productivity: It’s as Easy as 1, 2, 3

Shannon Cassidy Leave a comment

How to maximize employee productivity may seem like the best kept secret in business, but it doesn’t have to be a challenge. Employees are motivated by the same things that motivate you; it’s simply putting the process into place that foster the desire to give their best every time they walk in the door.

Learn What Motivates Them

An annual engagement survey, a stay interview, or a casual conversation can bring light to the factors that motivate your best employees. By simply asking those who have dedicated years of hard work to the organization, “Why did you stay? What motivates you to work so hard? What would drive you to consider a new opportunity?” you can gain invaluable insight regarding motivators. Some might answer that they love the challenge of the position, while others may tell you that they feel the work they do makes a difference in the lives of others. Some might appreciate some light competition in the workplace while some may strive for reward or acknowledgement.

Once you understand what drives your best employees, you can develop policies and practices that provide this kind of motivation to all employees as a workplace culture. Perhaps you can promote feeling challenged by implementing a progressive fast-track to leadership program for those who show promise. You might help each employee understand how their contributions really matter to the company or what the company has done to support local causes to promote the personal satisfaction that accompanies performing meaningful work.

Establish a Work Environment that Drives Performance

Employees who are overheated, exhausted, or unorganized can’t perform to their full potential. Establish a work environment that’s conducive to stellar performance. Ask your employees which simple changes might increase their productivity to find quick wins that improve morale and boost productivity. HR managers often find that employee requests are not what they expected – they tend to be very inexpensive, unburdensome requests but fulfilling these requests instantly boosts morale and productivity. Some common requests include a small fan, an anti-fatigue mat, or a chair or stool.

Keep in mind that asking the question but failing to deliver can ultimately decrease productivity. If a request is made that simply can’t be done, it may be beneficial to explain the reasoning to employee who made the request and ask if they have any other ideas or suggestions that you can work on.

Reward Them for Achievement

Reward employees for longevity and productivity. Genuine acknowledgement in public is often the simplest and most meaningful reward to employees at every level and every supervisor, manager, and administrator can do it. Reward employees throughout the day by providing paid breaks every couple hours to refresh and recharge. Reward them annually by commending them for the dedication to the organization. Consider issuing small bonuses for production over a certain threshold.

The key to motivating employees to perform highly lies right within the walls of your own organization; it can be found through simple discussion with your very own high performers and then timely and sufficient follow through. Arm yourself with knowledge, respond appropriately, establish a comfortable environment, and reward your employees every day that they walk through those doors ready to produce.

 

Reasons to use a gantt chart

Reasons to Use a Gantt Chart

Shannon Cassidy Leave a comment

 

Imagine juggling several balls at once, keeping your eyes on all of them. To drop one is to spoil the entire performance. In order to accomplish this, you must be a skilled juggler. A project manager’s job is like this, keeping all the parts of the moving project working and going forward.

But there is a wonderful tool that help with the juggling – the Gantt Chart. Even though Henry Gantt invented it in 1910, it is relevant and extremely useful today, especially with all the Gantt Chart software.

Patrick Hankinson of Hello Focus explains:

Put simply, a Gantt Chart is a way to visualize a project schedule. At first glance a Gantt Chart might not look substantially different from a horizontal bar chart. However, by plotting progress (either completed or expected) against project elements, Gantt Charts create a visual timeline that is coherent and easy to interpret. 

Reasons to Use a Gantt Chart:

  1. You can have a chart that is visual and flexible. The chart will be an evolving document that can tell you and your team the exact progress you’re making on individual aspects of the project and the project as a whole.
  2. You can manage jobs effectively. By using a Gantt Chart, you can break the project down into manageable tasks. It all boils down to manageability. Gantt Charts help you break down big projects into small chunks so that tasks can be delegated and responsibilities shared. As part of this process, you’ll work out who will be responsible for each task, how long each task will take, and what problems your team may encounter. This detailed thinking helps you ensure that the schedule is workable, the right people are assigned to each task, and that you have workarounds for potential problems before you start.
  3. You can set accurate deadlines. Make it a habit to schedule or reschedule tasks for a project directly on your Gantt Chart. By doing so, you’ll see how every tiny change affects the timing of the entire project — which means more precise planning and accurate deadlines.
  4. You can define dependencies. One of the best reasons to use a Gantt Chart is to determine out the total amount of time it will take to accomplish a project (what project managers like to call the Critical Path). This can be done by defining dependencies — those tasks which depend on other tasks before they can be started or completed.

According to the editorial team and Mind Tools:

In Gantt charts, there are three main relationships between sequential tasks:

Finish to Start (FS) – FS tasks can’t start before a previous (and related) task is finished. However, they can start later. Start to Start (SS) – SS tasks can’t start until a preceding task starts. However, they can start later. Finish to Finish (FF) – FF tasks can’t end before a preceding task ends. However, they can end later.

  1. You can display the progress of your project. You can use these charts to keep your team and your sponsors informed of progress. Simply update the chart to show schedule changes and their implications, or use it to communicate that key tasks have been completed.

Do you utilize Gantt charts?

 

Sources:

https://www.smartdraw.com/gantt-chart/gantt-chart-tips.htm

http://hellofocus.com/what-is-gantt-chart

https://www.wrike.com/blog/project-management-basics-beginners-guide-to-gantt-charts/

https://www.mindtools.com/pages/article/newPPM_03.htm

 

 

Finding What Make You Come Alive photo Shannon Cassidy

Finding What Makes You Come Alive

Shannon Cassidy Leave a comment

Do you look at what your organization or company needs and try to fill that need? Sounds like a wonderful practice, right?

Or do you look at what you have to offer and try to use that talent in helping your company?

Howard Thurman, an influential African American author, philosopher, and civil rights leader said, “Don’t ask what the world needs. Ask what makes you come alive, and go do it. Because what the world needs is people who have come alive.” Howard Thurman

Have you come alive in your gifts or talents? Do you use those in your occupation? Take a few minutes and think through these four questions. See if you can put your finger on what makes you come alive.

  1. What do I do with ease while others may struggle?

Just because it is easy does not mean it is your purpose, of course. But a good way to discover what gives you joy is looking at the tasks or assignments that come easily to you. In the same way, if you struggle with a certain ability, you can be sure it’s not something that makes you heart beat faster. Listing what you can do easily is a good place to start on the road to living fully.

  1. What are the compliments I have received more than once?

Your friends and family are a great resource you have for finding out what makes you come alive. Listen to them. They will probably tell you again and again if they notice that you are good at something. Ask those closest to you what they see you doing with exuberance and joy.

  1. What can I imagine doing for 10,000 hours?

Malcolm Gladwell, in his book Outliers, quoted neurologist Daniel Levitin, “The emerging picture from such studies is that ten thousand hours of practice is required to achieve the level of mastery associated with being a world-class expert—in anything.” So what could you imagine doing for that many hours – or what have you done that is on its way to 10,000 hours? If you’ve been spending that much time at it, it probably helps your heart come alive.

  1. What energizes me and what exhausts me?

List the activities or tasks you have done the past couple of weeks. Beside each, write “energize” or “exhaust.” As you look back and analyze your list, make note of any patterns. As you evaluate how you’ve felt after each task, the things you do that make you come alive will emerge.

Once you have realized what makes you come alive, use that knowledge to make your life, and the lives of those around you, more valuable. If you concentrate on what makes you fulfilled, you will naturally meet the needs of those around you, simply because you will be drawn to those needs. Rumi said, “Let yourself be silently drawn by the strange pull of what you really love.” The world needs our heart when it is made alive.

 

Sources:

http://www.vocationvillage.com/strengths-assessment-10-ways-to-know-what-you-are-good-at-doing/

http://tinybuddha.com/blog/find-your-calling-5-steps-to-identify-your-purpose/