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Friends, I am honored to introduce my good friend and my Coach, John Holman! It is a miracle he’s alive. His powerful story will give you hope and wisdom for your journey ahead. I give him my absolute highest recommendation. Check it out, he’s the real deal and well worth your time!

https://www.facebook.com/groups/1792144017683559/?ref=nf_target&fref=nf

This is his story…

“There was that day in my life;
That day when I woke to find all I had went to sleep with was now gone.
My lower right leg, my kidneys would no longer work, I no longer could talk or even lift my arms. My wife of 3 years and 3 very small kids were looking scared as i woke from a 5 day coma as they carefully explained I had just died 5 days prior. I only had control of my thoughts,but only I could hear them I could not talk. I wasn’t blind, deaf or dumb I could still understand but I had been locked inside a human tomb where my only choice was to watch people come and go, completely dissolved of hope and fearing what I was already experiencing. ”A glimpse of my funeral while still alive.” Those were the times that I learned to put one possative thought at a time in front of the other for myself.
See I could not explain my self anymore, lie or even beg. (I couldn’t even cry)I could no longer plead my case I could pray my thoughts to God and lie perplexed and frozen in time unable to resemble anything i was used to. I learned how to really live in those times. I learned how to be powerful beyond self setting limits and use better words again to lift my spirit and even incourage those that wanted to give up on me, because there are those that did,, trust me on that. My life is not for the weak. My life is about living in the strong and sometimes very uncomfortable present. The present is my love, my life, my wife and kids. I also know how to be a provider of strength beyond what holds you back and help you prepare for what scares us all ”loss”. I want to ask you to please go out and live today don’t lie in a frozen fearful state, tell your story live your passionate purposes to the fullest and most importantly love♡love deeper than anything.” John Holman ❤
Soulspereance ?

Welcome back!

As a leader you have three mission statements to concern yourself with: yours, the team’s, and the organization’s. First, if you don’t have your own mission statement for your leadership in your current role, you are doing a disservice to yourself (and everyone else). One of the most important things you can do for the team is to decide for yourself what your leadership career is all about, why you are doing it, what you value along the way, and how you plan to accomplish good outcomes. Second, conduct exercises with your team to choose as a group what your mission, vision, values, and strategic plan will be. Don’t just adopt what the organization’s stated positions are, craft your own in alignment with the greater goals. Discuss and decide how you want your group to function, what you’re trying to accomplish, and how you’ll treat each other, along with anything else your team values enough to declare and then be held accountable for. Then meet periodically to talk about the progress the team is making towards accomplishing both group and organizational goals. Specifically discuss the mission, vision, values, and strategic plans, including whether or not you are living up to them individually and collectively. Adjust as necessary, and keep moving forward together.

View your leadership as an adventure, the mission with your team as an expedition, and it will help you keep the fun in the job while you produce serious results.

Until next time, have fun taking a step back with your team and creating a common starting point that brings out the best in all of you!

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As a leader, you are not only tasked with fulfilling the mission, it is your responsibility to help evolve it over time. The mission must adapt to internal and external business realities and environments. Today’s organizations are called upon more and more to keep up with competitive demands and dwindling resources. Evolve the mission so that you are riding the surf instead of being thrown around by the waves. It only takes one scandal, one bad economic decision, or one breach of public trust to dismantle even the hardiest of companies these days. Robustly defining and regularly updating the mission, and then insisting that every level of the company make mission driven decisions, creates a buffer zone that protects the viability and longevity of the organization. It is also an essential step towards scandal proofing your organization. When a well thought out, carefully vetted, contemporary mission is the defining factor in organizational life, it is much harder for anyone to stray off course.

The mission is the reason your organization exists. Your company (or team, or non-profit, etc) was created because someone had a dream, and they had very particular ideas about how those goals should be accomplished. It only makes sense that once an enterprise of any kind is up and running, adjustments will have to be made. One of the healthiest activities any organization can engage in, is stepping back regularly to ask “Is this still where we want to go and how we want to get there?” Refining the mission as you gain experience in the marketplace (or on the ballfield or in the boardroom) makes good sense and allows you to proactively adapt to changing circumstances.

Until next time, I’ll be praying for you as you dissect your organization’s mission to determine whether or not it is still relevant, or is in need of an update.

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Carefully consider what support and resources you need to improve results. There are a lot of low or no cost resources available online or at your local public library, that can help you think of ways to make things better for yourself and the team. Recognizing, rewarding, and supporting people in their pursuit of organizational goals is one of the most important parts of your job. Make sure that people understand how what they do contributes to the overall accomplishment of the mission. Make sure that everyone feels valued, respected, and included. When you take care of the people, the product, and the process, the daily deliverables will take care of themselves.

Next week we’ll begin taking a look at mission evolution. Until then, I’m in your corner as you search out brilliant resources to help you and your team achieve outstanding results!

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Each day, think about how you can make your team’s life operationally easier, both in real time and over the long haul. This is one of the best problem prevention strategies you can use. When people’s stress level is minimized and their productivity maximized, they will be free to give their very best to the organization. Be a change agent, and fine tune what you are doing until you have a smoothly operating system in place that allows both you and the team to thrive.

Be willing to take smartly calculated risks and head out to the edge of your growth zone. That’s where big breakthroughs can and do happen. You and your team will never reach your potential until you are willing to stand up, stand out, and march on. It doesn’t mean it’s easy, or that it won’t ruffle feathers. It simply means that if you want to attain massive results, you can’t do it with the same old comfortable routines. You’re going to have to invent a new way of thinking, being, and doing.

You got this! Until next time, dare to dream about what your organization would be like if you did run the place!

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Of equal importance to excelling with your daily deliverables, is continuously improving your results. Ask the team to help you improve the process and the product, and you will have a group that continually refreshes and renews itself. There will be little chance for boredom, and mischief will be minimized when people are actively engaged not only in doing their basic job, but in helping strengthen the organization as a whole. It’s a great mindset for people to be in and stay in during their workday. Being immersed in a forward thinking environment is far better than your team hating their jobs, thinking what they do doesn’t really matter, and watching the clock until it is time to go home.

Do the same thing for yourself. Think about how you can add value beyond what you are already accomplishing. Propose projects or new initiatives, figure out how to overcome obstacles, find ways to increase productivity or lower costs. Have fun with this, and spend time thinking about the bigger picture. Set the example and keep yourself engaged in the process of continuous improvement. It will make your job more interesting too.

Until next time, I’m rooting for you to analyze the big picture and help shape the direction your organization will take into the future!

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As a leader, you are responsible for results in two areas: your own workload, and the team’s. Part of the fun of leadership is producing something of value of your own, and helping your people produce what they are responsible for as well. The overall mission and goals of the organization are usually set at a level above yours. There are typical yearly, quarterly, or monthly objectives that need to be met. Take one extra step above and beyond the norm and break those goals down into daily deliverables for yourself and the team. This is where it becomes critical to play to people’s strengths, and position them for success. Match people’s skills and personalities with operational needs, and you’ll have a huge advantage in meeting all your goals.

Minimally acceptable standards will have already been set by other people, so this isn’t a matter of figuring out how to do the bare minimum necessary to get by. Don’t settle for that! Take your team to the next level by maximizing their talents and opportunities to add as much value as possible to the organization.

Until next time, I’ll be cheering you on as you strategize daily deliverables that will make your team stand out!

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The process can be as difficult as the people trying to carry it out. It’s also an areas where you can have a lot of fun creatively solving problems. How you do things is just as important as what you are doing, and why you are doing it. If your process is out of whack, it will throw your people off. Many times, friction between people can be traced back to an operational process that has sticking points, bottlenecks, or other snafus that once identified, are reasonably overcome. Master the art of streamlining the process and you will have added tremendous value to all aspects of the organization. Products / services will move through the system more quickly and easily, people will get along better, barriers to success will be broken down, and you will help ensure that your organization is operating at peak efficiency and effectiveness.

Next up we’ll talk about how to achieve this streamlining by focusing on daily deliverables, the mission, and the culture.

With compassion & respect,

Deb

Welcome back!

The people are the messy part of any leadership job! 😉 Sometimes they will bring you joy, sometimes heartache, but at the end of the day the journey with them is well worth it. Nearly everyone we meet is a growth opportunity. Many of them are a gift. A few of them will be total blessings in your life, enriching your leadership in ways that positively alter the trajectory of your career. A few others will be exceedingly difficult or painful to deal with, but they too deserve your best.

View your team as just one group among many, and strive to help them be their very best and deliver exceptional results. Keep in mind that the golden rule of leadership is that you will not get good results if you do not treat your people right. The marginal productivity gains you might accomplish by coercing or forcing people to work beyond their max capacity are not worth the long term decline in bottom line results. You have to find the balance between holding people accountable to deliver company minimums and their personal best, which will fluctuate day to day. Define a zone of required and desired performance, and facilitate each team member’s ability to stay within those navigational buoys. You want each individual working at their own sustainable pace, not just because it fosters employee retention, but because it is the right way to treat people.

Respectfully and with compassion,

Deb

Welcome back!

The product is the easy part of the job. You either sell or deliver a service or product. No matter how simple or complex, you will have operational procedures that are necessary to create and distribute the product or service. Your job is to participate in and oversee production and delivery. Do your part well, and make sure your people are doing their part well. That includes collaborating with your internal and external stakeholders, partners, and customers. Be known as the go-to group that treats everyone well, whether they work in the mailroom, the boardroom, or are a member of the public. Be a difference maker for your organization.

Until next time, take a bottom line look at your organization’s ultimate deliverable, and refocus your sights on that objective.

Respectfully and with compassion,

Deb