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John Maxwell Team

John Maxwell Team Certified Member

Priscilla Archangel is a John Maxwell Team Certified Coach, Teacher and Speaker.

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    leaders

    Saying No: Managing Your Time in a Hyperconnected World

    How do you say “no” to the myriad of requests impacting your time?

    As your leadership role expands, you are likely discovering that the demands on your time to deliver results and to connect with people inside and outside your organization are increasing. You’re finding that you’re unable to be responsive to the needs that you used to easily fulfill in the past. You want to spend time investing in others but are faced with the challenge of prioritizing the greatest return on investment for your time spent. You find that you must make the most productive connections that are mutually beneficial to all involved.

    So, what do you do with the increasing requests for connection on social media? Then there’s the follow up emails to just get 15 minutes of your time to discuss an important topic. Meanwhile, in the office you’re encouraged to support employee engagement by increasing your interactions with team members at all levels of the organization. Continue reading

    Faith@Work

    Faith signDoes faith have a place at work? CEOs at some major corporations think so.

    John Tyson, Chairman of Tyson foods doesn’t believe that faith needs to be checked at the door when you come to work. He believes that “(His) faith is just an ongoing evolution, trying to understand what faith in the marketplace looks like, giving people permission to live their faith seven days a week…If people can talk about the football game on Monday, why can’t they talk about their faith?”1 Tyson Foods employs chaplains to provide support to employees of all faiths, whether Christian, Jewish or Muslim. 2

    Conrad Hilton, founder of Hilton Hotels had a deep devotion to God that permeated his business decisions and personal life. Upon his death, he left most of his fortune to a Catholic charity with the statement that “There is a natural law, a Divine law, that obliges you and me to relieve the suffering, the distressed and the destitute.”3 Continue reading

    EMPATHETIC LEADERSHIP: Becoming a Leader Who Cares

    istock photo

    istock photo

    I recently had an opportunity to interact with a variety of people in a service based organization for a prolonged period of time. The nature of these interactions was often stressful for myself and those around me.

    Performance of their job duties required a high level of quality control and process focus. To break the tension, I occasionally joked with them that they needed to avoid making any errors because it would require them to complete too much paperwork.

    But after a while, I began to realize that despite the pressure of their roles, most of them displayed a remarkable level of empathy. They didn’t simply act like they cared about their client population, they really did seem to understand, and they actively advocated for them. It struck me that many of these individuals are not only in roles that are appropriately aligned with their giftedness, but that they are part of an organization that genuinely cares about their work. This led me to think about the culture and the “feel” in many other organizations; and to wonder how employees, clients and other stakeholders experience them in the context of empathy. Continue reading

    Cracked Concrete – Is Your Business Foundation Sound?

    My husband and I recently realized that we would soon have to repair or replace the circular concrete driveway in
    front of our home. We thought it would last a lot longer than this. Instead, after only 14 years, several concrete slabs are sinking; weeds are creeping up in the spaces between them; a large crack is running through one, courtesy of a heavy delivery truck; another slab is scaling; and the snow plows that are a staple of Michigan winters has left scrape marks on other parts.

    We never thought this would happen because they look so strong and thick. We could wait another year or two, but the situation will only get worse.  What we thought was a solid foundation with high structural integrity, wasn’t resilient enough to withstand a variety of above and below ground pressures. What if the quality or thickness of the concrete had been stronger? What if we had ensured that heavy vehicles didn’t pull into the driveway? What if we carefully used a walking snowplow each winter instead of hiring a heavy truck to plow it (not!). In hindsight it was hard to predict we’d be in this spot, but we now need to look at options to repair or replace all or a part of the driveway.

    Fortune 500 Foundation

    As I reflected on this disappointing situation, I happened to look at Fortune Magazine’s recently released list of the top 500 global companies. Their total revenue declined for the first time since 2010 by 11.5% to $31.2 trillion, and profits shrank by 11.2% to $1.48 trillion1. Once strong sectors (such as Oil) and other stalwart corporations have stumbled, and are struggling to find their new footing. Companies that placed in the top 100 in the prior year, have now been displaced from the list.

    Continue reading

    10 Key Questions for Leaders – Part 1

    Leaders are faced with a myriad of issues each day, but one of their most critical responsibilities is to step back from the urgent and focus on the important. They must achieve a balance between the reactionary crisis mode and the proactive planning mode. This means pausing and reflecting on how they’re influencing behaviors to ensure the right outcomes. To accomplish that, there are 10 key important questions that, properly addressed, will strengthen both their leadership and their organizational effectiveness.

     

    1. google imageDisruption. What is the disruptive threat to your business model? Leaders should be constantly aware of ongoing threats to their business model and its products or services, and take action to address it. Jim Kennedy, Chairman and former CEO of Cox Enterprises provided a great example when he diversified his business away from classified ads to leverage the growing role of the internet, by successfully launching Autotrader.com. So make a list of all the products and services provided by your organization, your team, and even you, based on your skillsets. Now for each one, think about two or three ways that your product, service or skillset can be provided faster, cheaper or differently. What technological advances might make your current products or services obsolete? How might consumer preferences shift away from your current model? Believe in the possibility and probability of those ideas, then focus on how you’ll anticipate the future and address that threat. Shift your business model to where the customers are going, instead of where they are now.
    2. Purpose. Why are you doing what you’re doing? Many organizations and teams shift into automatic mode as their activities become routinized. They assume that demand will continue for their products and services, and evolve into placing more focus on what they’re doing, or how they’re doing it, instead of WHY they’re doing it. But asking the question WHY, connects you to the purpose of your activities. It’s the motivator and driving force that inspires the team to the appropriate behaviors that will support it. Once they understand your WHY, an emotional link can form as they pinpoint their contribution to accomplishing it. The underlying WHY or purpose of an individual, team or organization typically does not change, because it’s a fundamental belief and value. According to Simon Sinek, the how and what changes as necessary to continue to support the WHY. When you know your purpose or your WHY and communicate it effectively, this clarity attracts others to you who recognize a benefit from it.
    3. Failure. Where have you failed, and what insights have you learned from it? If you’ve never failed, you’ve never attempted something of impact and significance, relative to your abilities. Failure can add value when we learn something from it, and build upon it. Thomas Edison failed many times in trying to develop a light bulb. The Wright brothers failed initially before leveraging their underdog status to become the first in flight. J. C. Penney was sick and bankrupt before he built his namesake store into a retailing giant. But they learned from their failures, kept trying and eventually succeeded. The only bad failure is if you fall into shame and shut down afterwards. Instead, find a stepping stone to move forward. Failure is a requirement for growth. It’s accompanied by exploration, curiosity, pursuit, action, and flexibility. And most importantly, reflecting on and learning lessons that can be constructively shared with others.
    4. Curiosity. What are you curious about? Curiosity is a precursor to learning. Though it’s easy to be consumed with the daily challenges of leadership roles, it’s important to take time to explore insights in related areas to stimulate thought processes, and spur new ideas. Research shows that successful CEOs are curious, and this curiosity leads to growth. Mark Zuckerberg, CEO of Facebook started his Year of Books online reading club to encourage discovery about different beliefs, cultures and technologies. And Richard Kinder, Chairman and CEO of Kinder Morgan reads about 50 books a year. He learns from how other leaders have confronted challenges, particularly overwhelming ones for which they had few ready answers. His curiosity in reading is linked to his interests, and fuels his passion for learning. So dig into those areas that you’re curious about, and your learning will form the basis for future growth.
    5. Service. What does my team need from me in order for them to be successful? As a leader, your responsibility is to serve your employees, enabling them in turn to provide value to customers, investors, and the community. You serve your team by creating a compelling vision, and providing the processes, tools and structure to support innovation, recognition, teamwork, and success. Service requires a continual focus on others to understand their needs, motivations, and aspirations, and to provide them with opportunities for growth. This includes a measure of humility to steer the focus from your own, to the teams’ accomplishments, and to ensure that your decisions serve them and not yourself. Service also provides a greater connection to the team as you partner together in the organization’s success. Leaders who focus on service take responsibility when things go wrong. Leaders who focus on service empower their team. Leaders who focus on service attract, retain and develop talented people.

    Continue reading

    Leadership Development Lesson

    Motivation Moment – Pulling Your Weeds