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Committing to Improvement – How to grow

Committing yourself to constant improvement is a lofty task to take on.

Many people say they want to continually grow, but the reality of growth is not something we are actually wired to enjoy. Growth happens two ways.

Either we:

  1. Learn something totally new that we know nothing about
  2. Learn something new about a topic we have previous experience with

 

I want to dig into the second growth point. Learning something new about a topic we already have experience with. When our brains start to receive information that is different or in contrast to something we already know our body actually physically responds. Simply put, we start to sweat, our heart rate increases, and our cortisol levels increase. Our brain is actually in the process of trying to listen to a new thought, but our neuronal network already has a mapped-out belief of that thought. This is called stress! That means we have to be willing to push through the physical discomfort and be committed to truly mapping the new way of thinking.

(much more on this thought that falls into the neuroscience of leadership Neuroscience of Leadership )

At work we all want to continually improve because continual improvement means title advancements, more money, and more recognition. It feels good to be better at what we do.

So why does it seem so difficult to get people in our business moving forward consistently?

Why do people stall after a few years of building their business?

 

The answer I want to focus on is we that we stop actively listening to feedback. Sometimes it because we may not be receiving feedback. Or maybe we are receiving feedback but the person giving the feedback isn’t someone we take feedback well from. However in many cases the lack of growth is because we aren’t getting the feedback at all. Feedback is a gift. It is a jewel that we should all be seeking continually. Do you always remember everything that you said in a conversation after you finished it? Likely the answer is no, but the person you were talking to probably remembers a good deal of it. They would be able to summarize quite simply what you were talking about. Other people are like a mirror for us. They can reflect back what we say and do, which constitutes a behavior. Those behaviors produce our results.

 

If you don’t have feedback in your work environment seek out someone who can give it to you. It may not feel comfortable at first, but it will help you grow!

If you would like some help giving feedback or if you are in need of feedback click HERE to setup a coaching session. Lets get you growing!

Ps. Be sure whoever you seek feedback from is someone who you respect and who has the desire to be candid. Sugar coating feedback doesn’t help anyone.

 

How to decode the ME generation

This isn’t the first time you’ve heard that millennials act entitled.

Entitled is the buzzword probably most associated with the millennial generation. We label them this way because they show up in our businesses and ask for a lot from us. At least from our perception they ask for a lot. To many millennials what they expect is just a no brainer.

When you’re on the leadership side of a business you know exactly what the development path for an employee looks like. You also know what it reallytakes to move through that path. You can anticipate many of the speed bumps and roadblocks they may encounter along their journey. What seems like common sense to those of us leading in the business is actually unknown to the millennial employee.

Let me break this down a little more for you. You may be thinking, “They have to know building a career requires time investment, sacrifice, and paying your dues.” The truth is they only “kind of” know that. You could call it unconscious incompetence.

The millennial generation is the first generation we’ve seen enter the workforce that truly grew up with 100% of their life exposed on social media. (or at least the option to have it be) If their lives are broadcasted to the world then you can bet that there friends lives are too. This leads to the potential for A LOT of comparison. What is it that they say, “comparison is the killer of joy”.

Well welcome to the generation who has more exposure to everyone else’s life than any generation past.

Before social media exposed us, we really only knew the intimate details of the lives of the people closest to us. That also meant we were privileged to know the struggles those people encountered as well. We share our challenges with the people closest to us. In todays world though when we look at the social world of EVERYONE around us, not just our close friends & family, we typically only see the glorious parts.

Talk about a problem! The entitlement shows up because millennials think they should have the perfect setup from day one. If you ask them that they’ll deny it. They will say they know it will “be tough”, “take time”, “require hard work”.  The truth is though that their minds get in there way when they are really in the tough moments. They lose all sense of time and perspective and can easily see a challenge as meaning things are “all bad”.  I can attest to this as a millennial myself. I want the perfect schedule, the perfect pay, and the perfect team. However, I’ve been lucky enough to have people along the way help me realize that getting to all of that is not as easy as it seems based on my insight to everyone elses life through their social exposure.

Decoding the millennial generation is as simple as getting connected to them. The connection YOU build with them will enable you to be the person they trust when the journey feels hard. They are not unwilling to get in and do the hard work. But if they don’t have help from someone who can guide them through the mental tough stuff and help show them the way you will likely lose them. Help them see that path you know exists AND the tough stuff that is likely to pop up along the way.

The millennial team members joining our businesses don’t know.

A secret quality of every great leader

Truth be told I’ve been in a tough spot of late. I’ve found myself in one of those parts of my leadership journey where I don’t see the path ahead of me and I feel completely at a loss for which direction to turn. While this isn’t a brand new feeling for me it’s a feeling I’m very uncomfortable with. I like to feel in control. Don’t all leaders?

As much as we may say and think that we are totally okay with the unknown, we’re not. As humans our brain is not wired to handle change smoothly.

When the unknown shows up and we get ourselves situated with it we’re often fine. But the process of being in the unknown is not a comfortable place to be as a leader because we are the ones in the business who are meant to know where we’re going. How do you lead if you don’t know what is up ahead?

Starting in the middle of 2015 I found myself without a clear vision for the first time in my life. A foggy vision means no forward movement in my eyes.

Many leaders are like me in that we like (and I mean REALLY like) forward movement.

As 2016 was beginning I was void of a vision. I recall an evening with a few of my closest friends and a bottle of red wine where I said, “For the first time in my life I have no idea what the next year is going to bring to me. I know it’s big changes, but I have no idea what those changes are.” Uncomfortable. Uncomfortable. Uncomfortable. And I’m someone who I would say and I think most people around me, especially my team, would say thrives in times of change.

I’ve read hundreds of leadership books that have told me the “secret to great leaders”, or “3 things every great leader does”. I’m sure you know the same books. The ones that restate the same qualities that every powerful leader embody. I know you can agree with me when I say that in more than one of those hundreds of books a quality I’ve read great leaders have is vision. Another quality I’ve read great leaders have is the ability to set goals. Well, when you’ve read all the books and you’re trying to be one of the “great leaders” and you suddenly find yourself without vision and without the ability to make a new goal because you don’t know what your vision is it is a tough spot to be in. Sound familiar?

Maybe what I needed instead of a book on being a great leader was a book on “mental ruts 101”. In the last 6 months I’ve been floating around, struggling to make a move forward yet determined not to sit still. If you’ve been where I’ve been you will understand what I’m describing feels like walking in a circle. Sometimes the circle gets bigger and you move forward a little but you don’t move forward with the usually slingshot style movement many leaders are accustomed to.

Well I don’t like floating very well and I certainly don’t like not having a vision and goals for the future. But like all parts of a journey there is a purpose for this kind of chaos. It’s a purpose that I haven’t read much about in leadership books because it seems that what we are always reading about are the good parts of leading. How rewarding it is, how much leaders love what they do. I could go on and on. The truth is sometimes leaders need to take a strategic pause and be still. Still their minds from needing to know the vision of the future. Walk forward each day without a goal in mind beyond what is happening in that moment in that day.

The last 6-8 months has been a lesson for me in patience. It’s been a lesson is pausing. I struggled with the pause because I have never paused. I’ve pushed, pushed, pushed my way towards wherever I felt my vision was leading me. What I’ve learned is pauses can be strategic. I don’t have to sit idle and feel frustrated, I can use the time to refuel. I can re-inspire myself and reconnect with people who motivate me. I can work on some inward reflection and growth. I can actually take time for me.

I’m not dismissing the power of reading leadership books that discuss the qualities of great leaders. I do believe it’s time we discuss the tough stuff too. The emotional journey to becoming the great leader and the stuff that will continue to pop up for us even when we get “there”.  I don’t know that the list of qualities ever gets smaller or can be condensed into a few things. What I do know is one item that needs to be on the list of qualities embodied by a great leader is the ability to take a strategic pause.

Leadership when your team pushes the boundaries

I speak with salon managers and owners all of the time who share stories with me like

  • “I have one stylist who always comes in late no matter what I do…”

  • “I have a stylist who doesn’t seem to care about the feelings of anyone else on the team…”

  • “I have a stylist who is always out of dress code.”

These statements are ALWAYS followed up with: “But he/she is a really busy hairstylist”.  I always hurt a little for the leader sharing these stories with me because I know it’s a terrible feeling. The feeling where it seems like your hands are tied and you are at a complete loss with what to do. You feel frustrated, stuck, and unsure of the right move.

When leaders feel any of these feelings they are doing a disservice to themselves and to their teams. We’re certainly not at our best when that is our reality.

As a salon owner myself, I recognize the financial risk involved in losing a high performer. It is scary. Really, really, really scary! The numbers fly through our head… can we afford to lose $$$ a month, what about cash flow, how long will it take to rebuild that lost revenue?

There is something much scarier though. Losing MORE than one high performer because you let yourself be held hostage by someone trying to exist outside of your business boundaries. When you see them pushing boundaries so does every other team member you have. And day by day the other team members start to feel frustrated, annoyed, and underappreciated. They start to wonder why that other person gets away with those things and quickly it feels like favoritism or just owner ignorance.

Growing a profitable high performing business means you must have your teams respect because your team respecting you means they respect your business and the way you run it.

So what is the solution to regaining emotional control of the business and removing the ties that feel like they bind our hands? You have to set your boundaries.

The best place to begin with boundaries are your business values. What is important to you? What do you want the business culture to embody? By choosing 2-4 key values you immediately set spoken boundaries. They become the basis of the conversation you have to have with the team member who is trying to play by their own rules. Your conversation feels less like, “You have to stop being late…” and more like, “It is so important to us at (salon) to grow and when you show-up late you’re trampling on that value….”

The values become your standard for what everyone has to uphold. They let you take the emotion out of it. The best case scenario is that these values were used when you hired your team so that they are attracted to your business because of what you mutually value. No worries if you’re starting today though. Today is better than never. Sit down, collaborate, and brainstorm what you care most about your business feeling like. Then, think through what values have to be in place to create those feelings. You can involve your team in designing the business values if you really want to gain their buy in. I always suggest you host an interactive team meeting to share the values and what they mean to each person. Once this is done it will feel like a weight off of your shoulders because you’ve now set the expectations for the business and you can feel safe using them to guide the tough conversations.

Having a hard conversation based on emotion doesn’t get us anywhere. Not having a hard conversation can cost us more than one employee. Having a hard conversation based on a standard set of values gives us credibility and strength. If your team is pushing boundaries, ask yourself if you’ve properly set and upheld them.

Planning your 2018 Successes

It is that time of year again. New Years resolution time. I don’t need to go into the details of how many new years resolutions are not met because I know you’ve probably personally experienced giving up on one or two. But because I love data i’ll share the statistics with you…

80%

I know there have been times in my life where i’ve probably fallen into that category but I think it’s actually a good thing. Who can actually execute 100% of all of the ideas they have for themselves? If you really want a high level of execution you’ve got to land on your top 20%.  How do we get better at landing on the top 20%? How do we ensure that one of the top goals we have for ourselves does not end up in the 80%  stat?

Here are my tips for creating new years goals that you can make happen!

  1. Start Early: Our brains are never void of the power to create new goals for ourselves? So why do we need a New Year or new beginning to get our minds wandering to the places of our dreams? I suggest keeping a note in your phone of any idea that pops into your mind. Then, when it’s closer to the new year and your making goals for yourself you have a great resource to pour back through and edit down. Pick the top items your heart really feels connected to. Will they improve your life? Improve your health? Improve your relationships or your financial status? If you brainstorm over time you’re more likely to have a good list to start selecting from.
  2. Simplify: You don’t need 20 new resolutions to pursue. You just need a few good ones that you’re heart feels set on. I like to pick one for each category of my life: career, personal, health, finances. Four tops for me. Then I can take those four and really dig in to increase my chances of success.
  3. Get creative: Use the amazing tools at all of our disposals to dream big. Pinterest is my favorite resource but there are a million others available to you as well. Or if you’re a pen and paper kind of person then get started with a vision board that you can hold in your hands.

why goals are crucial for millennials?

One of the biggest things that millennials say they desire is work life balance. So how are you helping your millennial teams plan their goals for next year to ensure they land in a space where they feel like they have that? If you want to retain them you’ll understand why being part of this process (even instigating the it happen) will help you!

My suggestion for building connection with your millennials this year

  1. Start early: It is the beginning of the year! Start the conversation with them and get them thinking about their goals and how they fit together. (personal and professional)
  2. Simplify: teach them a goal setting tactic that will help them be more successful. Try SMART goals SMART goals
  3. Get creative: Plan a half day to work with your staff and make vision boards. Include a vision board for the business so they can see where they may want to get involved in the next year. Show them what you have in mind and give them time to work on their own personal visions too. Ask them to share with you and the team.

The best way to accomplish a goal is to know it exists. What are your goals this year??

 

 

When your team pushes boundaries

Leadership when your team pushes the boundaries…

I speak with salon managers and owners all of the time who share stories with me like

 

  • “I have one stylist who always comes in late no matter what I do…”
  • “I have a stylist who doesn’t seem to care about the feelings of anyone else on the team…”
  • “I have a stylist who is always out of dress code.”

 

These statements are ALWAYS followed up with: “But he/she is a really busy hairstylist”.  I always hurt a little for the leader sharing these stories with me because I know it’s a terrible feeling. The feeling where it seems like your hands are tied and you are at a complete loss with what to do. You feel frustrated, stuck, and unsure of the right move.

 

When leaders feel any of these feelings they are doing a disservice to themselves and to their teams. We’re certainly not at our best when that is our reality.

 

As a salon owner myself, I recognize the financial risk involved in losing a high performer. It is scary. Really, really, really scary! The numbers fly through our head… can we afford to lose $$$ a month, what about cash flow, how long will it take to rebuild that lost revenue?

 

There is something much scarier though. Losing MORE than one high performer because you let yourself be held hostage by someone trying to exist outside of your business boundaries. When you see them pushing boundaries so does every other team member you have. And day by day the other team members start to feel frustrated, annoyed, and underappreciated. They start to wonder why that other person gets away with those things and quickly it feels like favoritism or just owner ignorance.

 

Growing a profitable high performing business means you must have your teams respect because your team respecting you means they respect your business and the way you run it.

 

So what is the solution to regaining emotional control of the business and removing the ties that feel like they bind our hands? You have to set your boundaries.

 

The best place to begin with boundaries are your business values. What is important to you? What do you want the business culture to embody? By choosing 2-4 key values you immediately set spoken boundaries. They become the basis of the conversation you have to have with the team member who is trying to play by their own rules. Your conversation feels less like, “You have to stop being late…” and more like, “It is so important to us at (salon) to grow and when you show-up late you’re trampling on that value….”

The values become your standard for what everyone has to uphold. They let you take the emotion out of it. The best case scenario is that these values were used when you hired your team so that they are attracted to your business because of what you mutually value. No worries if you’re starting today though. Today is better than never. Sit down, collaborate, and brainstorm what you care most about your business feeling like. Then, think through what values have to be in place to create those feelings. You can involve your team in designing the business values if you really want to gain their buy in. I always suggest you host an interactive team meeting to share the values and what they mean to each person. Once this is done it will feel like a weight off of your shoulders because you’ve now set the expectations for the business and you can feel safe using them to guide the tough conversations.

 

Having a hard conversation based on emotion doesn’t get us anywhere. Not having a hard conversation can cost us more than one employee. Having a hard conversation based on a standard set of values gives us credibility and strength. If your team is pushing boundaries, ask yourself if you’ve properly set and upheld them.

Start where you are

Happy and content? Overwhelmed? Frustrated and ready to quit?

Get your thoughts organized. All the good ones and the bad ones.

Get clear on what you want to see happen. What is the reality you’re dreaming of?

Get clear on the thoughts you MUST think consistently for that to happen.

Start.

 

Start with the thoughts. They lead to action.

Take a cold shower. Find your willpower. Start.

 

How do you handle the feelings that show up sometimes as a leader?
Our minds are powerful tools that can either aid us or manipulate us into a place where we doubt our journey.

 

How do you choose to see things?

 

You have to find the motivation to move forward into the next part of your journey.

 

Sometimes that means you’ll have to dig deep and other times it will feel easy.  Maybe you need a good nights sleep before you decide to conquer the roadblock holding you back. Or you may need a weeks worth of good nights sleep. The point is, you have to start where you are.

The Strategic Pause

Truth be told I’ve been in a tough spot of late. I’ve found myself in one of those parts of my leadership journey where I don’t see the path ahead of me and I feel completely at a loss for which direction to turn. While this isn’t a brand new feeling for me it’s a feeling I’m very uncomfortable with. I like to feel in control. Don’t all leaders?

 

As much as we may say and think that we are totally okay with the unknown, we’re not. As humans our brain is not wired to handle change smoothly.

 

When the unknown shows up and we get ourselves situated with it we’re often fine. But the process of being in the unknown is not a comfortable place to be as a leader because we are the ones in the business who are meant to know where we’re going. How do you lead if you don’t know what is up ahead?

 

Starting in the middle of 2015 I found myself without a clear vision for the first time in my life. A foggy vision means no forward movement in my eyes.

Many leaders are like me in that we like (and I mean REALLY like) forward movement.

 

As 2016 was beginning I was void of a vision. I recall an evening with a few of my closest friends and a bottle of red wine where I said, “For the first time in my life I have no idea what the next year is going to bring to me. I know it’s big changes, but I have no idea what those changes are.” Uncomfortable. Uncomfortable. Uncomfortable. And I’m someone who I would say and I think most people around me, especially my team, would say thrives in times of change.

 

I’ve read hundreds of leadership books that have told me the “secret to great leaders”, or “3 things every great leader does”. I’m sure you know the same books. The ones that restate the same qualities that every powerful leader embody. I know you can agree with me when I say that in more than one of those hundreds of books a quality I’ve read great leaders have is vision. Another quality I’ve read great leaders have is the ability to set goals. Well, when you’ve read all the books and you’re trying to be one of the “great leaders” and you suddenly find yourself without vision and without the ability to make a new goal because you don’t know what your vision is it is a tough spot to be in. Sound familiar?

 

Maybe what I needed instead of a book on being a great leader was a book on “mental ruts 101”. In the last 6 months I’ve been floating around, struggling to make a move forward yet determined not to sit still. If you’ve been where I’ve been you will understand what I’m describing feels like walking in a circle. Sometimes the circle gets bigger and you move forward a little but you don’t move forward with the usually slingshot style movement many leaders are accustomed to.

 

Well I don’t like floating very well and I certainly don’t like not having a vision and goals for the future. But like all parts of a journey there is a purpose for this kind of chaos. It’s a purpose that I haven’t read much about in leadership books because it seems that what we are always reading about are the good parts of leading. How rewarding it is, how much leaders love what they do. I could go on and on. The truth is sometimes leaders need to take a strategic pause and be still. Still their minds from needing to know the vision of the future. Walk forward each day without a goal in mind beyond what is happening in that moment in that day.

 

The last 6-8 months has been a lesson for me in patience. It’s been a lesson is pausing. I struggled with the pause because I have never paused. I’ve pushed, pushed, pushed my way towards wherever I felt my vision was leading me. What I’ve learned is pauses can be strategic. I don’t have to sit idle and feel frustrated, I can use the time to refuel. I can re-inspire myself and reconnect with people who motivate me. I can work on some inward reflection and growth. I can actually take time for me.

 

I’m not dismissing the power of reading leadership books that discuss the qualities of great leaders. I do believe it’s time we discuss the tough stuff too. The emotional journey to becoming the great leader and the stuff that will continue to pop up for us even when we get “there”.  I don’t know that the list of qualities ever gets smaller or can be condensed into a few things. What I do know is one item that needs to be on the list of qualities embodied by a great leader is the ability to take a strategic pause.

The Leadership Practice

If you interact and lead Millennials or Gen Z then take a coffee break and check out my blog. I’m sure you’ll find some peace of mind to see there is a whole tribe of us walking through these changes daily. Join in on #theleadershippractice

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