Episódios
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ποΈ Master the art of scriptwriting for public speaking! π
β¨ Discover the secrets to crafting a powerful script that will leave a lasting impact on your audience. π€©
π From understanding the importance of preparation to connecting with a large crowd, we'll guide you through each step of the process. π
π£οΈ Whether you're delivering a keynote, presenting to a team, or showcasing a new feature, listen in on tips and strategies to help you create a script which engages. πͺ
π― Don't miss out on this opportunity to enhance your public speaking skills and leave a lasting impression. π₯
βοΈ Watch now and unlock your speaking potential! π#PublicSpeaking #Scriptwriting #EngageYourAudience #MasterTheArt #SpeakWithConfidence #leadership #management
We delve into the art of scriptwriting for public speaking engagements. By the end of this video, you will have a clear understanding of how to write a compelling script to connect with your audience. We explore the importance of preparation in delivering a great talk, highlighting key steps and strategies to ensure your script resonates with your listeners.
Whether you're preparing for a keynote speech, team presentation, or showcasing a new feature, the valuable insights and practical tips contained herein will help you craft a script that leaves a lasting impact. Don't miss out on this opportunity to enhance your public speaking skills and engage your audience like never before.
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We all have complex lives beyond the office, and sometimes, personal challenges may impact our work. It's crucial to show empathy and understanding when someone shares deeply personal information. Listening to their needs and being approachable are key to providing support. Avoid vague offers and be specific in your assistance. Remember, everyone's situation is unique, so adjust accordingly.
If you're the one sharing personal information, remember you're in control. Share with the number of people you feel comfortable with, no right or wrong answer here. Set expectations on how to get in touch, whether it's a call, text, or video. Communicate your preferred method, ensuring you receive the support you need. Share as much or as little information as you're comfortable with, no judgment. Your well-being matters. π
#SupportiveWorkplace #EmpathyMatters #WorkplaceSupport #ListenandSupport #NurturingCulture
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π Transforming Departures into Opportunities for Growth π
Don't let the departure of key individuals in your business hold you back! π Assess the impact, document critical info, identify potential replacements, and communicate effectively with stakeholders. ππ€
Actionable tip: Support the new person in the role and reflect on the process for improvements. π±β¨
Join us as we dive into the important steps you should take to transform the departure of a key team member into an opportunity for growth. ππΌ
Maintaining morale and supporting your team is crucial during this transition. πͺπ€ Don't miss out on valuable insights and strategies to navigate this challenge successfully. Tune in now!
#BusinessGrowth #SuccessionPlanning #leadership #management #growthmindset
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π― Unlock your path to success with effective goal-setting methodologies!
π Whether you're an individual striving for personal growth or a business aiming for greatness, the right approach can make all the difference. π
πΉ Discover SMART goals - specific, measurable, achievable, relevant, and time-bound. They provide a structured framework for success. π
πΉ Explore OKRs (Objectives and Key Results) - define your goals and measure progress with key results. π
πΉ Embrace Management by Objectives - collaborate with your team, set goals together, and achieve them through regular reviews and feedback. πͺ
πΉ Adopt Agile goals - take an iterative and adaptive approach, focusing on short-term goals and adjusting objectives based on feedback and changing circumstances. π
πΉ Harness the power of SWOT analysis - leverage strengths, address weaknesses, exploit opportunities, and mitigate threats to align goals with your vision. πΌ
πΉ Maximize impact with Pareto analysis - identify the most significant factors contributing to your goals and optimize resources for success
. π Set your sights high, follow these methodologies, and watch your dreams turn into reality! ππͺ#goalsetting #SuccessStrategies #AchieveGreatness #leadership #management
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π’ Struggling with Frustration at Work? π€π«
Managing frustration with employees or colleagues is a common challenge, but it can be addressed constructively. Here are some tips:
1οΈβ£ Reflect: Take a step back and approach the situation with objectivity and fairness. Everyone has their own struggles.
2οΈβ£ Seek Understanding: Dig deeper to understand the underlying reasons behind their behavior or performance. Show empathy and compassion.
3οΈβ£ Clear Communication: Schedule a conversation to discuss concerns, providing specific examples. Actively listen and offer support, resources, or guidance.
4οΈβ£ Set Expectations: Clearly communicate expectations, provide constructive feedback, and establish measurable goals and timelines.
5οΈβ£ Seek Assistance: If improvement doesn't happen, don't hesitate to seek help from experienced colleagues or managers.
Remember, by managing frustration effectively, you can cultivate a positive work environment where everyone can thrive. πͺπ
#WorkplaceFrustration #LeadershipTips #EmployeeEngagement #PositiveWorkCulture #leadership #management
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π’ Episode 40 - Mastering Performance Reviews: Tips for Writing an Effective Review! π Writing a performance review can be challenging, but with the right strategies, it becomes a breeze! πͺ Here are some tips to make the process easier:
1οΈβ£ Keep track of achievements.
2οΈβ£ Take an inventory of your work patterns.
3οΈβ£ Review and apply your training.
4οΈβ£ Gather feedback from colleagues and clients.
5οΈβ£ Be objective and specific with examples.
6οΈβ£ Focus on impact and outcomes.
7οΈβ£ Address areas for improvement proactively.
8οΈβ£ Be honest and balanced in your assessment.
9οΈβ£ Take your time and seek feedback.
There are also two (2) bonus tips for you great folks!
Master your performance review and showcase your accomplishments!
π This is your opportunity to highlight growth and set goals for the future. Let's make the process easier together! πΌπ‘
#PerformanceReview #CareerDevelopment #ProfessionalGrowth #GoalSetting #successtips #management #leadership
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π’ Driving Business Success: Convincing People to Embrace Change π
Change is essential for growth and adaptability in the business world. But how do you convince people to embrace it? π€ Here are some tips to help you drive business success through change:
1οΈβ£ Clearly communicate the benefits: Show how the change can make work easier, more efficient, and align with personal goals.
2οΈβ£ Address concerns: Listen, empathize, and provide detailed information to alleviate worries.
3οΈβ£ Highlight success stories: Inspire others with real examples of positive outcomes from embracing change.
4οΈβ£ Foster a learning culture: Encourage exploration of new ideas and provide training opportunities.
5οΈβ£ Involve employees: Seek their input and make them feel valued and included in decision-making.
6οΈβ£ Provide support: Offer resources, mentorship, and coaching to navigate the change successfully.
7οΈβ£ Lead by example: Embrace the change yourself and show enthusiasm.
Remember, change takes time, so be patient and provide ongoing support. Embrace change as an opportunity for growth and innovation! πͺπΌ
#BusinessSuccess #ChangeManagement #Innovation #Adaptability
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π Don't let your hard work go unnoticed! Advocate for recognition and appreciate those who support you.
π¬ Communicate your contributions
ππ½ Express gratitude
π οΈ Build a culture that celebrates success.
π£οΈ By speaking up, you ensure that your efforts are acknowledged and valued.
π Let's foster a workplace where everyone is recognized for their contributions. π
#RecognitionMatters #LeadershipTips
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Transcript:
Welcome back practicing leaders. Today, we're gonna be talking about a topic, which I think will strike true for most of you. You're going around, you're helping your peers. You're making sure that you get your job done. And at the same time, you're helping everybody else at the same time. Have you ever run into the situation where when you get to the end of the year, and you're looking at what your rewards are looking at.
How you're being recognized. And it feels like you're not being recognized for all the work that you're doing to try to help others succeed. This is where the message I could probably provide is that silence is not golden.
This week on the Practicing Leader podcast, we're going to talk about how do you get the recognition that you think you should be getting and what are some steps you could be taking in order to be able to recognize others as well. My name is Parul Bhargava, and let's discuss.
If you're putting in the effort to try to help others succeed, you should be recognized for those efforts. This is not about, this podcast is not about how do you get recognition for things you didn't do. This is not about how do you get recognition for the sake of getting recognition. This is about how do you get recognition when you truly are trying to support others and being successful.
We've all had the situation where we have gone through. We've done our best to try to help others when it came down to brass tacks. And it came down to when rewards were due. We often are overlooked that has happened to any 1 of us. Any number of times what we're going to be going over are 1. What is the importance of that, 2. how do you specifically address it, and then 3. If you're the one that receiving the help, what should you do to make sure that the people that you're asking for help from are receiving the recognition that they should? So let's start off with why this is important.
What is the impact of people not knowing what you're working on as you're going through and you're trying to figure out? Well, how do you prioritize? What kind of work do you need to do? What kind of work are you trying to complete? How are you helping others? The thing that you'll need to pay attention to is if everyone doesn't know Necessarily what you're working specifically your manager doesn't know what you're working on They won't be able to identify or help you prioritize The work that does need to get done.
This is where you should be focusing your time and trying to help them understand these types of things you're helping people with and why you believe those things are important to get done. There are also those groups of people which will say, well, I have no idea what that person does. I have no idea what that person is working on.
They clearly don't deserve higher rewards than me now for those types of individuals, not very much you can do about them, but what you can try to do is educate as best you can. And we'll go over some strategies of how you do that education in a way that doesn't seem like you're trying to put yourself up on a pedestal, but at the same time, communicating information effectively.
And lastly, the question that we often have to ask is if people don't understand the value that you're bringing, what kind of judgment are they going to pass? When they do pass it, if they don't understand your contribution to how someone else became successful, how are they supposed to understand how do they rate you and how do they bring you along for when somebody should be rewarded and you should be part of that consideration.
In the past in my career, I've had situations where I have folks have come to me and asked me for help when it came time to saying, okay, well, this project is now successful, my name was not necessarily included in the efforts in terms of making it successful. It wasn't recognized that I was actually contributing to the success of those individuals. Now, there's not very much I can do about it in the past, but what I can do is say, what did I learn from that? Or what can I take away from that to say, how do I make sure that others understand my contribution to it, irrespective of whether or not somebody else calls it out?
One of the things that I've leaned on in terms of how do I address this, or how do I tackle this kind of problem is, Metrics, how do you deliver metrics to individuals to help them understand how you're bringing consistency and delivery for the space that you own or delivery in the space that you're helping somebody else deliver on this in conjunction with sending out regular newsletters or communications about The success of the project that you're working on or how you're helping somebody else be successful.
There's nothing stopping you from sending out a note and saying, Hey, I was able to get X, Y, and Z completed. And I, in order to be able to help so and so out. And it's important to make sure that your management understands that you're doing this. That way they can also be aware and be like, Oh, look, this, you know, you did a great job of helping that person out.
I'm glad you did that. Other thing I've done in the past is being able to provide quarterly business reviews and stating here all the things that we worked on in the past quarter. And here's how we helped other teams succeed. And lastly, ask others to speak up on your behalf. More often than not, people will not necessarily remember to speak up for you unless you ask them.
Here's the thing. They could say yes, they could say no. But at least you've made the request and then they can choose to do it. And if they put it in writing, make sure you put it in your yay me folder and make sure to share that with your boss. How about the situation where you're asking somebody for help?
What should you be doing in order to be able to make sure you are recognizing the help that you are receiving? First off, send a note to the person saying, thank you. Make sure that you're doing whatever you can to acknowledge the effort that they are putting in to assist you. Sometimes it's part of their day job.
Sometimes it's not. And this is where taking the time to acknowledge it is going to go a long way. No one likes to help somebody that is not thankful for that help. Taking the time to not take that person for granted is important. If you want to take a step further, send a note to their boss and tell them how.
Much help that they've been tell them how much effort that they've put into help you and assist you and how they made you successful Tell them the impact of that help one step further from there is Communicating both to their boss and your boss about how much help that person has been the idea being is if you're sharing this information amongst the management team That way you are communicating how the success that you're experiencing was due to, or at least in part, helped by this work, this individual did be vocal in the support of this person.
This is where it's, it's important for you to communicate that you've asked for help, that you've gotten the help and that you're thankful for it. Make sure that you're doing whatever you can to be vocal about it. Too often people will be, uh, yeah, thanks. And then kind of move along and then not state anything.
About it and never communicate anything about it, but then more than happy to take the benefits of the help that you've gotten to talk about your own success. That's easy to do. That takes no effort. What you should be doing is communicating all the people that actually assisted you and getting you to that level of success that you're experiencing.
Recognition at work is always difficult. You don't want to be seen as promoting yourself. But at the same time, there's a difference between promoting yourself and communicating the work that you're doing. And this is where silence is not golden. Take the time to communicate the work that you're doing, how you're helping other individuals be successful.
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Transcript:
We will talk about how do you handle workplace bullies and what kind of actions you can take in order to be able to put yourself back in control.
Before we go too far, I want to make a general statement about bullies. It isn't that people are bullies. It's that people are exhibiting bullying behaviors. No one is ever just one thing. When you think about. How you get up in the morning, you get up in the morning and you come to work trying to do your best job every single day.
Why should you believe that anything else is anything else, but that is true of everyone else you work with. To that point, this is why everyone is either the hero or the victim in their own story. They will rarely ever see themselves as the proverbial villain in their own story. This is why I suggest that we focus on behaviors versus labeling an individual as a bully because behaviors can be addressed through timely and good feedback that's being provided to the individual to help them learn from that experience and be able to help them not exhibit those behaviors in the future.
You likely know a colleague or somebody else that is engaging in bullying behavior if you regularly feel like you're either insecure, exhausted, isolated, or intimidated. It could be any or all of those. These behaviors that you're experiencing could be considered bullying. Here's some examples for us to go over and talk about.
You get scolded in public, you get criticized in public, and it's done to your, to your, from your perspective unfairly. Folks are sending aggressive or threatening emails. You're getting micromanaged for the tasks and you're being assigned projects within possible deadlines. You're being belittled or being dismissed in terms of your contributions or all the people are taking credit for the contributions that you're making.
Folks are deliberately embarrassing you in front of your manager or your teammates. Or clients, some folks may be monopolizing resources or supplies and trying to keep them all to themselves. Another example would be you're being excluded from meetings that impact your work or impact the way that you're able to deliver your work.
Well, this is where you've got several examples of types of behaviors that could be exhibited, that could be considered bullying behaviors. Something to consider when you're dealing with somebody that's exhibiting bullying behaviors. You are not responsible for their abuse. You did not do something that warranted their behavior.
This behavior tends to stem from the individual exhibiting the behavior. Because of they feel a sense of powerlessness, they feel a lack of self esteem, they may be feeling out of control in another area of their life, or they lack empathy or emotional centeredness to allow them to be able to be thoughtful in the manner in which they're behaving towards you.
The thing I would ask you is to consider that don't make their opinion of you weigh heavily on yourself. When we talk about folks that exhibit bullying behavior, sometimes you'll go up and you'll try to confront them or at least have a discussion with them and say, hey, this is what's going on. And this is where the second stage of, of the bullying behavior comes into play, which comes in the form of gaslighting or effectively try to make you question what you believe has occurred in order to make it align with them not being responsible for their own behavior.
Some examples where you might be experiencing gaslighting might be you begin doubting yourself. You have difficulty trusting others You're feeling the need to apologize for something that you didn't yourself do or you're feeling like you have something to prove over and over Again or where you're feeling like you have to provide reasoning or a point of view with an overabundance of facts These things are not about you.
Again. These are about the person exhibiting the behavior trying to get you to be accountable for their behavior. Some things you may hear that individual say might be, Oh, you're being overly dramatic. You're being overly sensitive. Oh, that's not what I meant. Oh, that's not what I heard. You this is what I took away from the meeting.
I don't know why you're thinking of me that way. You're not thinking clear. You're not thinking clearly. You're paranoid. These are all things that I personally have experienced where individuals have stated those things back to me when I've actually had conversation with folks that were exhibiting bullying type behavior.
Now, the bullying behavior itself actually can come in many, many different forms. I'll go over some of them. There's the proverbial screamer. I've had a couple of bosses where they love to raise their voice and they love to be loud, obnoxious, and berate people. In one case, I had an individual that was.
Yelling constantly, both at me and, and my team, I had to ask the team to leave the room in order to be able to have a common collected conversation with my manager in order to help them understand the impact that they were having. The next type is somebody that's two faced when you're together, they treat you as if you're a trusted confidant, but when, with their other, when they're with others, they betray your trust.
They damage your reputation or take credit for your work. I've had that situation come up with me as well, where I would provide guidance and provide subject matter expertise to individuals. And what would end up happening is that they'd say they agreed with me and that this is the right approach to go.
But when push came to shove, they effectively said, no, that's okay. I don't think this, I don't, I don't believe that at all. The next one is the criticizer. They pick on every little thing you do, no matter how small it is. That individual is never satisfied. Next archetype is a gatekeeper. These people have expert control by allowing and denying resources, meetings, or supplies, or even promotions from you in order to be able to affect change on you or to control you.
Then we have the false star. This person, as long as you're on their side, They are more than willing to be able to sing your praises, but the moment you have a disagreement about anything, they will turn on you immediately. Doesn't matter whether or not it is something that is factual, content based, or anything else, they will feel disrespected, and then they will hold you to account on that.
Irrespective of whether or not you were disrespectful or not. And the last one, the wannabe. These people believe themselves to be indispensable, but they lack the skills or expertise to make it on their own. They will demand others follow their way, be unwilling or not open to changing anything about the way that they work.
And then, if all that fails, they will find the smallest things to criticize to be able to prove their point. Now, all of that was depressing, having to go through and talk about all those types of folks that exhibit bullying type behaviors and the different methods by which they do so.
Now we're past that. What do we do about it? How do we approach this? I'll start off with saying document all your work product and let it speak for itself. Keep a yay me folder from just a practical perspective. Anyone, anytime someone says thank you or appreciates the work that you do, keep a record of it for yourself.
That way, when you go have a conversation with your manager and go have a conversation with individuals that you're trying to help them understand the situation, you have a way to be able to have a documentation trail of where things are at. When it came to dealing with One of the screamers I was working with where they were very, very factual based.
So not only did they scream, they were actually very thoughtful about how they did their screaming. What helped me be able to deal with that individual was I was able to provide them clear guidance as to here exactly is where these things occurred. Here's where the, where the ball dropped from his, from his perspective.
But then here's all the things that I did in order to be able to make it not drop to help that individual understand and then walk back their perspective. It doesn't always work, but it's a starting point. This also works really, really well with criticizers as well as the wannabe. Next one is don't take it personally, or more specifically, don't respond as if you took it personally.
Don't allow your insecurities influence how you respond. Because you know what? I'm going to be honest. It took me a long time to figure out exactly how to respond in really tough situations, and it took a lot of practice. So I'm not going to say that it's easy. This is where if you have the opportunity to be able to respond well to an individual, even when they respond poorly, it's going to reflect well on you.
And as a, as a request for me, if you know exactly how to do this every single time, let me know, because I'm going to tell you, I continue to work on this throughout my entire career, and I continue to work on it even to this day. Thank you. Time to that point, when the thing happens or when the behavior occurs.
Address the issue directly in a calm and assertive manner. Have the conversation with the individual. And if that doesn't work, speak with their manager. If that doesn't work, speak with their manager. Use the management chain to your best benefit to help you handle incorrect behavior. If the manager is the one that's exhibiting the bullying behavior, speak with a peer manager or their manager.
This is where you can use terms like, I need to ask you to be in the cone of silence. Effectively, don't share what I'm about to share. Or, use another model I've used is, I need advice on how to handle a hypothetical situation where you then remove all the names. This gives you a way to be able to, while not stating who exactly is doing it, but still try to find a way to ask for assistance without directly asking for assistance.
Next one, be kind. Kindness always wins. Uh, I, this is where I will continue to believe this and continue to do this. If your actions are neutral and true to the organization's goals, You will come out on top almost every single time. Next one, document what happens and share it with the appropriate parties.
Document dates, times, locations, who else was in attendance. For those information workers, use email to your benefit and send out notes when something was contentious. Be the one that actually wrote it down first, because the first one to write it down wins. Next, remember that your well being is the most important thing.
Keep centered and have a positive self image. Go get the help that you think that you need. Go talk to somebody, go talk to a peer, go talk to a coworker, go talk to family members, go talk to whom you think you need to talk to, to make sure that you remain centered in this entire process. Dealing with bullying behavior is no small matter, and it just stinks no matter how well you cut it.
So, make sure that you're taking care of yourself through all of this. And lastly, if after you've exhausted all of these methods, and you've exhausted all of these things, and the bullying behavior continues, And it's for an unbearable amount of time for you. The sad reality is finding a new role. It might be the better path to put you in a place where you can be in a happier place than saying where you're at, because your personal well being is the most important thing here.
If you ask me, well, how long should I wait? It really depends on the seriousness of the bullying behavior, as well as what avenues you've taken up and tried to figure this out, what actions you have taken, and then also what your personal threshold is. Your life experiences will be different than mine, so I can't give you a concrete answer.
This is where you can self assess and see what the right place is. I had that situation where I had a manager who was a streamer and was also streaming racial epithets. That was it. I, like, I didn't even wait a moment after it happened. The moment it happened. Literally 15 seconds later, I resigned. So for me, that was it.
I was done. So understand the severity will make an impact on how high or low your personal threshold is. Now, what do you do if you see someone else exhibiting these behaviors or someone else going through this? What should you do? As an individual contributor, if you've observed something, speak with the colleague that it happened to and offer them support.
As a witness, if they decide to report this to somebody's manager or to HR, make sure that you let them know that you are there to support them. Also offer to be available to join them in meetings or to limit one on one interactions with the, with the individual that's exhibiting the bullying behavior.
Now, let's say you're a manager and someone comes to you and provides you feedback that someone is exhibiting bullying behavior. What do you do? First off, take it seriously and demonstrate your commitment to a safe and healthy working environment. This doesn't mean, oh, that's just the way they are.
That's just their personality. I'm thinking maybe you misunderstood them. I'm not sure whether or not that's really something that they meant to say. Don't make excuses. Listen, acknowledge, and tell them that you're committed to a safe and healthy working environment and thank them for sharing it. Not everyone is going to be comfortable in bringing something up.
So, taking the time to acknowledge it and being there and thanking them will allow them to feel comfortable coming to you again if the, if the behavior continues. As a manager, look at what is being described. You may, you might have a person with bullying behaviors in your midst and not realize it because not everyone will be comfortable in saying something if they are being bullied.
And if you see the behavior, call it out. Signal to everyone else in the room that you do not support that kind of behavior. And then finally, if it's someone on your team that's doing the bullying behavior, help the rest of the team by correcting the behavior immediately. While we want to be able to support our people as much as possible, it is even more critical that we don't blindly support team members.
Because eventually the check will come due. And when that behavior comes out and then becomes discovered, it will reflect poorly on you, especially if people have provided you the feedback. Today, we've talked about different types of bullying behavior. We've talked about the different overarching ways that that bullying behavior could be delivered.
We've also talked about some ways that you as an IC or individual contributor can safeguard yourself as well as talked about managers. What can you do in order to be able to try to minimize the impact of bullying behavior in the workplace? One last point before we wrap this up. I cannot emphasize enough how important your personal well being is.
Make sure that you're taking care of yourself and make sure you're not taking to heart what these individuals and how they're doing it to you. Their behavior is not a reflection of you or the manner in which you conduct yourself. It's a reflection on them. Let their behavior show how badly they are behaving and let that speak for itself.
Don't let it impact you in your day to day life and affect how you feel about yourself on a day to day basis.
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Rough Transcript:
There are many misconceptions or misunderstandings about what service-oriented leadership actually is. Some examples are that service-oriented leaders are weak or passive, or they do everything on behalf of their teams. What they really do is focus on serving others. These are the misunderstandings about the premise, whether that's behind service-oriented leadership, until we'll be talking about exactly that, those misconceptions, those misunderstandings, as well as what are some of the behaviors that you could be exhibiting to show you are a service-oriented leader.
This is the Practicing Leader Podcast, and this week we'll be talking about how do you show up as your best self so that way you can serve others. I'm your host, Parul Bhargava, and let's discuss
Too often media puts authority and power as the spotlight of how organizations or companies run. You see this in the media constantly with the most spectacular or new sensational methodology is talked about, rather than looking at what is best for your organization as a whole. One of the ways that's been considered as a way to transform your organization or transform leadership is by placing the needs of others at the forefront.
At its core, this is what service-oriented leadership is. One of the ways that has been considered a way to transform your organization or transform leadership is by placing the needs of others at the forefront. Let's go through the top misconceptions about service-oriented leadership. First off, service-oriented leaders are considered weak or passive.
Here's the thing, being a leader that serves others requires a bunch of strength and the ability to make tough decisions whenever necessary. While it is about serving others, it's also about doing things effectively, and that effective only comes from strength and courage and the ability to make tough decisions.
The next one is they do everything for their teams. It's a misconception in that it's not that the leader's taking on all the working tasks for the responsibilities for the team. On the contrary, These leaders are empowering their team members to take ownership and develop their skills. This is where you as a leader can provide support, resources, and guidance, and also encourage autonomy and growth of these individuals to help them become their better selves.
The next one is these leaders focus on serving others and serving others alone. While it's at the core of the principles behind service-oriented leadership. And it's about serving others. It's not at the expense or at the exception of delivering on the overall mission and goals of the organization.
It's something that works in hand, works together, hand in hand. This to be balanced with individual needs as well as collective objectives to ensure the team is overall successful. Service. Service oriented leaders needs to be a balance between individual needs as well as the collective objectives to ensure the team is successful overall.
The next one is, These types of leaders is, it's just a passive leadership stunt if you're doing it correctly. Service oriented leadership involves active listening, having empathy and understanding, collaborating well with others. And if you think those are passive exercises, we probably should have a longer discussion about how you're exhibiting empathy and how you're listening to others.
'cause it ain't an, it's not a passive exercise, it's a very active one. In order to listen to others, you have to hear more than just the words. You also have to make the person feel like they're being heard and you're helping them grow and setting expectations and providing them guidance. To reiterate, these are not passive traits.
These are not passive activities. These are very active and they require tight engagement with individuals. The next misconception is, They're always nice and never hold people accountable. These leaders will provide and prioritize growth and wellbeing of their team members, but that does not mean that they avoid accountability, and it also doesn't mean that they don't hold people to account.
They set very, very clear expectations, provide feedback, and hold individuals accountable for their actions. However, that needs to be balanced with. Doing so with compassion and understanding the situation to be able to provide a foundation that promotes growth as well as development for individuals.
The last one I've heard is that service-oriented leadership is ineffective because some may believe that this type of leadership style is solely focused on relationships and overlooks achieving results. No leadership methodology will be successful if you're not getting the results. The intent of service-oriented leadership is to provide a positive work environment that empowers individuals to deliver better results so they can enhance their own performance.
If you create a culture of trust, collaboration, shared purpose, these leaders can drive exceptional results. At its core, these leaders are focused on serving others and enabling personal growth as well as development and success. The leader's role in this is to support and empower the team and foster a collaborative and inclusive environment so that individuals can both feel valued, be heard, and motivated.
When you have a team that feels this way, valued, heard, and motivated, you have a better chance of achieving stronger results than without. Now, let's jump into the characteristics of a leader that is practicing service-oriented leadership. One of the characteristics is empathy. Can you show a deep understanding and passion for others where you're actively listening to the concerns and needs of that individual that you're listening to?
Can you do that consistently across individuals or across a team and make sure that they feel like they're part of the solution and they can help generate the ideas necessary to move everyone forward? The next trait is humility. They recognize their own limitations and acknowledge the strengths and contributions of others.
The next trade is vision. You can provide a clear sense of direction and purpose, so that way you can inspire the team to work towards a shared set of goals. Next, empowerment. Service oriented leaders know how to delegate authority, as well as provide opportunities for their team members. So that they can take on the responsibility and develop their skills.
The idea that the leader is there to provide orders is simply not true. Leaders are there to help individuals become leaders themselves. And lastly, service. They actively seek ways to support their team. They'll remove obstacles. They'll facilitate their success. They will do whatever they can to help that individual be successful and allow that individual to grow as best that they can.
Service-oriented leadership has proven to be an effective model in fostering a positive work environment, promoting employee satisfaction, and achieving long-term organizational success. If you exhibit these traits and qualities, you'll have a better opportunity to help your organization develop more leaders in the future.
Service oriented leadership is about taking care of your people so that way they can take care of your customers. This is in stark contrast to the customer comes first, and the reason for that is if your people are taking care of, they will want to take care of your customers versus the alternative, which is you put the customer first and you think only secondly of of your people or of your, your employees.
They will take care of your customers, but there is a level of mask that they put on because if they're not enjoying their job, they're not enjoying where they're at, they're trying to put on the happy face for the customer, and there's an opportunity missed where if they're genuinely happy and they're genuinely liking their job, that they will genuinely take care of the customer, and the customer will feel it day in and day out as they're, as they're buying your product, your service, engaging with your team.
If you embrace the behaviors of active listening support in empowering your people, having humility and, and all the things we talked about during this podcast, there is an opportunity where your team can unlock its full potential. This leadership style can cultivate an environment where individuals can thrive, collaborate, and achieve extraordinary results, and it's up to you to decide how are you going to do that?
If you have any questions about this podcast or any other, you can always feel free to go ahead and drop me a line. You can go ahead and gimme a call at (206) 651-4312 and leave a message. Or alternatively, you can send me an email at [email protected]. I'll go ahead and weave it into whatever conversation we have in the next podcast and make sure that your question gets answered.
This has been The Practicing Leader Podcast. My name is Parul Bhargava, and I'll talk to you next week.
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π Become a Communication Wizard! π
π«Mastering different styles and preferences is key to excelling in your role and building strong relationships with teammates.
πUnderstand learning styles (visual, auditory, reading, kinesthetic) to tailor your communication.
βοΈRecognize work styles (independent, cooperative, in-between) to support colleagues effectively.
π§π½βπ»Consider work preferences (empathetic, technician, detail-oriented, big picture) to adapt your approach.
π«Embrace adaptability and excel in your role by understanding and adapting to various preferences.Communication is more than getting work done; it's about building connections.
π§π½ββοΈLevel up your communication skills and become a wizard in your new role! β¨
#CommunicationWizard #Adaptability #ProfessionalSkills
Transcript:
βWelcome back Practicing Leaders. Today we're gonna be diving into how do you master your role, and specifically how do we drive into being better at communicating? It's not just about getting your work done, it's also about building strong relationship with your teammates. By doing so, you can excel in communications today, in this this week's podcast.
We'll be exploring the concept of how communication will differ between different styles and preferences, and how do you become a wizard and your new role by mastering these different styles and knowing how to communicate with these different styles. This is The Practicing Leader Podcast. I'm your host, Parul Bhargava, and let's discuss.
Now we're gonna go ahead and dive into different communication styles and preferences by understanding the different communication styles and and preferences. You'll get a better idea of exactly how do you get your message to land by making sure you're structuring your communication to them in a way that is most akin to what they're used to hearing.
Just like some of you're listening to this as a podcast, while others are watching this on YouTube, depending on how you learn, will have an impact on which medium you're going to choose accordingly. How you communicate with your coworkers will also play a part the same way. One axis you can look at is learning styles.
For example, if you're a visual person, You like to, you like looking at graphics, you like looking at flow charts. You like looking at things laid out visually for you, or using video as a way to be able to communicate to you. Similarly, if you have something that is more auditory, this would be someone that likes to listen to information.
They like being taught something. This is something that it will be, you can show up as they will talk about things, but that doesn't sound right to me versus a visual person that I might say I don't see it the same way you do. This where the vocabulary that is chosen actually shows what kind of learning style they tend towards.
Another one to consider is reading. Some people just say, you know what, could you just gimme the manual? I just wanna go read it and be able to figure it out myself. I'm just gonna read it through everything and look at all the documentation and go through everything that that is available. And lastly is kinesthetic.
These are folks that are like, you know what? That's cool and all. Could you just give me, just gimme access. I'm just gonna go play around. I'm gonna go muck around with it and figure out exactly how to do it myself. That way I can understand how it works. Each of these will have different vocabulary that'll be chosen.
Be observant. As you're speaking with your teammates, what language do they choose? That way you can say, you know what, if a person hears. I wanna describe this to you, and they're a visual person. If you're not using a whiteboard or you're not using visuals to be able to describe something to them, you're likely gonna miss the mark.
It'll be a little bit more challenging to get the point across. Now, let's go ahead and jump into work styles. When I think about work styles, and you think about it in terms of how does a person enjoy doing their day-to-day work, and this can be something as simple as someone that wants to be a little bit more independent, somebody that wants to be.
Do a more cooperative method or something that's in between the individual that wants to be a little bit more independent. They prefer to deep dive into a problem. They like to go in and figure out how they're gonna get it done. They go and spend their time going and figuring it out all on their own.
One of the downsides of that approach is that you also don't realize. When to ask for help or when to actually pick your head up to be able to figure out, do I need assistance here? Be able to identify these individuals to figure out how a person is gonna be working that way is gonna be important because that individual is likely not going to do as well in a group setting, and you're not gonna be able to get necessarily immediate results.
Don't worry when they go and go tackle the problem, they'll go off and go solve the problem. They'll come back to you. On the other side is someone that's more cooperative. They prefer to have working sessions. They like to hash things out together as a group. They like working things out and be able to figure things out as a group to able to figure out what exactly is the right way to approach this.
One of the downsides of this approach is sometimes I, for those individuals ideas, don't spring as naturally without the back and forth of a team setting. And these individuals are great at building consensus, great at working with others. They like being able to have that, that conversation regularly, and then they're able to get the job done.
But it's something that they wanna make sure they also have that sufficient social time as well to be able to socialize both the idea as well as to be able to speak with other people as well. And then you've got the one that's right in between, I call the in-betweener. Go figure. You prefer to take those ideas that you've come up with, go to the group, figure out does this idea make sense?
And make sure that you've come up with a good idea or concept before you take it back to your desk. Go work on things. And the thing that can, as a downside to that is, You may not realize how much time is passed between check-ins with your group to be able to identify, have I spent too much time trying to solve this problem on on my own?
This is where each of these preferences or work styles come together. You have to figure out how does each person work and where exactly are you gonna be able to achieve the best results, both from yourself? When you think about what kind of worker are you, as well as when you work with others, what exactly is gonna make them be most productive and how do you support them in doing that?
Next, let's jump into work preferences. This is slightly different than whether you'd like to work. Alone or work in a group. Now, this is about kind of the manner in which you go tackle problems. This could be somebody that's more of em empathetic, somebody that's more of a technician, somebody that actually gets driving into details versus someone that like looking at the big picture.
Each of these has slightly different fo focal points about where they bring their strengths. Let's say that you're an empath or you're empathetic. Your focus tends to be on emotional intelligence, and it does wonders in building relations, improving team morale when and here's the thing. If you see somebody has having an off day, you see it and you give them grace, you see it and you wanna find out, Hey, how can I help you?
How can I assist you in whatever it is? That's it is bothering, bothering you. The counter to that is that you may not realize that that cost of being supportive may actually delay some of your own deliverables, and this is where you have to balance between the need or want to be empathetic to others versus the day-to-day deliverables that you're accountable for Now instead of it.
Empath. Let's say you're a technician. You love to dive into problems and gosh darn it, you'll figure it out. You'll go down to the depths of wherever you need to go to and be able to go solve the problem and you will go figure it out. Now, the counter of that is a place where it becomes a success inhibitor is, You may not realize that one mind does not have all the solutions, and this is the old adage of when all you have is a hammer, everything looks like a nail.
This is where you need to make sure that you're, you are collecting information about how to best solve problems as ways to make sure that you're only ca not carrying around a hammer. The next one is about whether or not you're detail oriented. Let's say you are, you know, you have to get line things to the nth degree.
You make sure no rock remains unturned. You may not see the perfect becoming the enemy of the good. This is where trying to remind yourself that incremental progress is still progress. And finally, the big picture person, you can see where everything is gonna head. You're gonna see exactly how these large scale things you're trying to do are going to actually be rolled out and how those changes are gonna be put together.
You also may not realize that complexity of the steps it takes to travel miles. One thing I'll say is nobody is just one thing. Nobody only has one communication style and nobody has just one learning style. All of us have preferences about ways that we do things, and all of us need to excel in being able to do all of these things at different times in our careers.
The way you'll be able to excel in your role, I. Will be by how you adapt to each of these preferences, because some days you may need to be super detail oriented while another day you may need to be able deep dive into something very, very technical. Or sometimes you might need to be sometimes big picture and be able to see how are we gonna deliver the big thing next time.
Technical in this context is not, Hey, I need you to go learn about technology. It could be about any sort of domain space whatsoever. It could be about medicine, it could be about physical therapy, it could be about software engineering. It could be about anything. Your ability to adapt to any of these. Is going to allow you to be able to excel in role period as you're talking to your peers, as you're learning more about yourself, about how you work and what your preferences are.
Understanding where you stand and understand where your teammates stand will allow you to build stronger relationships and also allow you to learn how to communicate more effectively with them. This will allow you to be able to deliver your message succinctly and to the point as you learn these different preferences, and as you learn to adapt to each of these.
You yourself will come a communication wizard. If you have any questions about this podcast or any other, you can always feel free to go ahead and drop me a line. You can go ahead and gimme a call at (206) 651-4312 and leave a message. Or alternatively, you can send me an email at [email protected].
I'll go ahead and weave it into whatever conversation we have in the next podcast and make sure that your question gets answered. This has been the Practical Leader Podcast. My name is Parul Bhargava, and I'll talk to you next week.
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π Strategies for Success in a New Role π
Starting a new job or transitioning into a new role can be both exciting and challenging.
To thrive in your new position, embrace continuous learning and approach your role with curiosity.
* Be positive, take initiative, and celebrate small wins to build credibility.
* Focus on building strong relationships by actively listening to your colleagues and understanding their perspectives. Seek feedback and support to improve and grow.
* If you're a manager, understand the current situation, develop a learning plan, and establish clear alliances with stakeholders.
Embrace new challenges, build connections, and pave the way for long-term success!
#NewJob #CareerTips #SuccessStrategies
Book reference: The First 90 Days - https://thepracticingleader.com/first90days
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Transcript:
Using this as a source, please write a blog article about the same topic with the same breakdown of sections --
Welcome back Practicing Leaders. Today we'll talk about a new, exciting topic, which is about what do you do when you start a new job, where you take on a new role into transitioning out of an old job and transitioning into a new one. Today we'll talk about strategies that'll help you build positive relationships, as well as create positive sentiment with those you speak with and make the most of your new role.
I'm your host, Parul Bhargava. This is the Practicing Leader Podcast and let's discuss.
We will be covering four major topics. One of them is being new, the second is being positive and taking initiative. The third is building relationships and creating a positive sentiment. And then finally, what can you do to apply these things if you're a manager and as well as a leader. Let's go ahead and get started and talk about being new.
Because you're new. One of the things I could probably offer you is give yourself time to be able to learn all the new things you're about to discover. You don't quite know what you don't know yet. There's a tremendous amount of things to go learn. I think about it from a purely technical perspective and programming languages perspective.
Every single week, every single month, every single year, brand new technologies come out. There is no way for somebody to be able to learn all the things. Just like in medicine, just like in construction, just like in everywhere else, there's always something new to learn. Make sure that you're not walking into your new job or your new role and bringing in your previous experience with the bravado of, oh, I've seen this before.
So you then miss an opportunity to be able to learn something new. Walk in with your previous experience, but walk in curious. Now let's jump into being positive and taking initiative. Show excitement for your new role. This in this in itself will generate a positive impression for those that you meet.
While I get that your primary focus are gonna be the responsibles you've been given, as you become more comfortable in your role, look for opportunities and new points of view from those who've been there longer. This may give you an open, an opening to help people where they need help the most. Being able to offer that help will help you generate small wins.
This reminds me of a time where I, I went up to a colleague and I asked her, how can I help you? And her response was, you know what? I'm trying to figure out how to get my people promoted. I can't seem to make any progress in that. Could you go fix that for me? And to be honest, I think she was being flippant and just trying to get rid of me.
So I think she tried to get me this thing that she didn't think I, I'd be able to do. So I went and had a conversation with her manager and her manager, manager. We, I was peers with her manager, and I went and had a conversation about what do we believe the progression of careers ought to be? And I had a conversation with them about what do we think we should do in order to be able to help people grow, in order to build, to build themselves up, to be able to move into new and more exciting things over time.
It took about 30 to 45 minutes, but it removed the obstacle of, we didn't think that certain people should be promoted or certain disciplines should be promoted, and instead went into a conversation of who's ready and what kind of opportunities should we make available to them. When I brought this back to my colleague, she kinda looked to be dumbfounded because it had only been an hour, and the fundamental conversation I ended up having with her is, Now the now it's now the obstacles have been moved.
Now it's up to you and your team to be able to showcase why it's important, simply offering that single opportunity to be able to help somebody. One helped her be able to build out her team more effectively. But additionally, it started off a years long friendship with that individual to that continues to this day.
Let's jump into talking about how do you start building strong relationships and create positive sentiment with the people you're about to meet. If there's one piece of advice that I could offer you, and I don't know where I heard this, it's be interested more than interesting. Spend more time listening to people rather than spending time filling the air with you talking.
Taking the time to actively listen to what people have to say and what is important to them is gonna help you start building stronger relationships with the people you've just met. If you spend time talking about yourself and yourself only, you're not likely gonna build strong relationships in the long term.
What you want to do is take the time to be able to understand other people's perspectives about the challenges you're about to go take on, and then find out more about the role that you're joining and seeing if they have additional feedback they could provide you. Some great questions you could be asking are, what sessions do you do, do you have on what should be done?
Who else should I plan to meet? Are there any suggestions that you might have? And taking the time to hear more about where exactly they're coming from and 'cause you might hear an opportunity while you're having those conversations of a place where you might be able to offer assistance. While you, yourself may not be able to offer help directly, there may be somebody in your network who may be able to help them and make sure you're taking the time to broker an an introduction so that way they can get to know that other individual to help build connections for them as well.
Since you're new, you probably also wanna take a time to ask a couple other direct questions of the individual you're speaking with. Like, how long have you been here? What do you wish you had known when you'd started? What do you enjoy most about your job? What are you currently working on? Or even things like.
What excites you most about the future of the organization? Trying to get a, a understanding of, of what the norms are within the organization or within the team that you're in will help you set yourself up to show up as your best self each and every day. Now, let's take a look at what do you do if you're transitioning into a new role where you're now also a manager?
As well as a leader within your group. These are some things that I've done in the past When I'm, when I first start out, one of the first things I I did was understanding the situation. This is where I actually lean back, lean on my Six Sigma background, and I thought about it from the perspective of what's the voice of the customer?
What's the voice of the process? What's the voice of our stakeholders in order to be able to figure out what exactly is the current state of the organization and what are the team dynamics in order to understand what are the challenges I'll be facing in this new role? The next thing I also wanted to consider is how do I accelerate my own learning?
How do I develop a learning plan to quickly gain the knowledge about a space that where I may not be the domain expert? How do I work with the team I have in order to be able to understand what exactly the challenges they're facing? What are the skills and skills and knowledge I'll need in order to be able to succeed?
As well as going out there and seeking feedback and asking questions, I can't emphasize enough the importance of curiosity and actively listening to our key stakeholders. Now that I've learned about what exactly the situation is, and I've now begun learning what kind of information I'm gonna need. I look for opportunities to be able to find small early wins.
How do I start making a, a direct impact within the first 90 days if possible? That way it helps me build credibility with the organization as well as with my stakeholders. The idea is if you can build momentum and also to build positive feedback coming in about the work that you're doing, it's gonna lend additional credibility to you to be able to make future bigger decisions.
Now that I've got my feet underneath me and I'm now beginning to get some small wins, one of the things I wanna do concurrently in all of this is also assess my team to understand what are the strengths, what are the weaknesses? To understand what are the blind spots where, where are adjustments necessary so I can provide clear direction and provide clear vision of exactly what things need to be done and how they should be done.
One thing, I will emphasize that while we're providing that shared vision that aligns everyone towards a common set of goals, make sure it's not just about results. Make sure that it's also about the manner in which they're delivered. There are too many situations where people will deliver great results, but at the expense of others.
It's important to be able to focus on how something is being done as much as what is being done. If you focus on just the results. It's at the expense of others. You're going to end up in a situation where you're gonna have negative feelings of how things were delivered and then questioning about, well, why am I investing the time here?
If the how doesn't matter. Then everyone giving and trying to support one another breaks down rather quickly. The last thing I I've done when I've joined organization, where I've been the manager is I've started to build strong relationships and establish clear alliances with key stakeholders. How do you make sure you're all in lockstep in terms of what the long-term goals are and how do you ensure that delivery is something that we all are aiming for?
Making sure we're doing it together. This is where trying to deliver results where you're not in agreement with your stakeholders, you're not delivering the results that are necessary, and this is where making sure you've got locks up agreement with all of your stakeholders is absolutely critical. By investing the time building those relationships with your stakeholders, with your customers, with your team, you're gonna help yourself navigate any organizational landscape issues or obstacles that may arise because you'll be able to gain support for your initiatives because you're maintaining those relationships in the long term.
If you'd like to hear a little bit more about this topic, there's a great book you could read called The First 90 Days. I'll put a link to the description in YouTube on the YouTube video, as well as put it in the show notes in the podcast if you're looking for that book. Those are the main strategies about how I deal with when I start a brand new role.
Remembering that when you're new, you're new. Give yourself the opportunity to be able to learn. Next, be positive and take initiative where the opportunity arises. Be sure that you're helping others where you have a chance to do so. Next, build relationships for the long term and understand exactly where people are coming from.
Learn who your stakeholders are and do your best to be able to learn from them. Be interested, not interesting. And then finally, as a manager, there's some additional steps you can take in order to deliver your on your role as strongly as possible. If you have any questions about this podcast or any other, you can always feel free to go ahead and drop me a line.
You go ahead and gimme a call at (206) 651-4312 and leave a message. Or alternatively, you can send me an email at [email protected]. I'll go ahead and weave it into whatever conversation we have in the next podcast and make sure that your question gets answered. This has been The Practicing Leader Podcast.
My name is Parul Bhargava, and I'll talk to you next week.
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π’ Mastering Job Transitions: Creating a Lasting Legacy π―
π Don't mentally checkout before you leave.
π Embrace choices and navigate transitions intentionally.
π Stay busy throughout the transition for maximum impact.
π Leave a positive impression - people remember how you exit.
π Ensure a clean exit, leaving no mess in your wake.
π Help others grow and create possibilities for them.
π Reflect on past experiences and leave a role better than you found it.
π Check out this video to check out the provide practical tips for a successful job transition. Don't miss out on mastering this crucial career phase! πΌπͺ
#CareerTransitions #ProfessionalGrowth #SuccessTips #JobTransition #LeavingALastingLegacy
Transcript:
βWelcome back Practicing Leaders. Today we'll be talking about what do you do when you land that next big role and you're now trying to figure out how do you do a job transition and how do you make it as smooth and successful as possible, both for yourself as well as for the people that you are leaving behind.
This is The Practicing Leader podcast. I'm your host, Parul Bhargava, and let's discuss. When it comes to job transitions, there's several key points to keep in mind. One, You've created Goodwill throughout the time in your role, people will remember how you leave more clearly than the time you were in role.
Your departure's an opportunity to be able to set a lasting impression. Use this transition as an opportunity to be able to create more goodwill and leave a positive legacy for those you've left behind. Whether it be your peers, whether it be your team, whether it be whomever, tie up any loose ends, complete any pending tasks, ensuring that you have a clean exit and you don't leave a mess behind.
To that point, if you are transitioning out, be sure you're leaving clean, not leaving a mess in your wake. Leaving a role shouldn't leave behind a bunch of unfinished work and unresolved issues. Take the necessary steps to ensure a smooth transition for your successor and the team that you're leaving behind.
The thing to consider is if you've got several programs, you own a large team, you won't be able to finish all the things about all the things. However, you can do a great job of making sure that whoever's left behind, understands exactly what needs to be done. The next piece here is it's more of a mindset.
Don't leave before you're gone. Don't mentally check out. It's important to stay engaged and committed to the very end of your role. This mindset ensures a smooth transition of smooth handover and leaves a positive impression with your colleagues.
This is where it's a very big risk of , I'm gonna just focus in on that brand new role. I want to get to doing that stuff. How do I just do the bare minimum to get through this? And it's natural human behavior. This is where you have to fight that urge to do that, and instead do whatever you can to be able to help your successor be successful.
Transitions are about choices and moving from one decision to another decision. This is where there's an opportunity here where transitions don't only need to be just about big career moves. They can also involve smaller decisions. For example, if you're going on vacation or you're taking leave, don't just practice this set of thinking only when you're leaving a role.
Each choice presents a chance able to navigate a transition with intention and purpose to be able to practice this over and over again. That way when it comes time to be able to make the big decision, this becomes easy for you. Just like we were talking about, it's very easy to think about the brand new role.
You have to think about what is your transition period. The guideline I follow is I tend to stay long enough to remain busy throughout the entire period. I've set up to be the transition period. You wanna make sure that you're running it a hundred percent through the entirety of that time. By managing your workload effectively, you can maintain productivity.
Leave a positive impact and set yourself up for success in your next endeavor, whichever it might be. If you're taking on a new role within the same organization, or you're moving on to a new company, do whatever you can to make sure that every single day is as impactful as it can be. If you think about a time where you took on a role and or somebody transitioned a role to you because they're like, Hey, I'm leaving.
This stuff is yours. Think about the times where it was a mess. And in my personal experience, I had a situation where one of my peers left and they, their transition was I forwarded all my email to you and that was the extent of their transition. There was nothing more, there was no education, there was no passing off of documentation, there wasn't any hand off, anything.
And instead they said, here you go. All my mail is now yours. Use this perspective to guide your own transition process about how would you want to be left. And take that into account as you leave the role in a better state than when you found it. And lastly, think about this as an opportunity to be able to help others grow and create possibility for others.
A successful transition involves more than just your personal journey. Take the time to help others grow, create possibilities for them. Share your knowledge, mentor colleagues, empower them to succeed in their roles. Do whatever you can again, to build that positive sentiment. That way when people think of you, they think of you positively.
Now that we've covered the key points and mindset about how you deal with a transition, let's dive into some of the tactical tips for successful job transition. First and foremost, don't burn bridges. Do whatever you can to avoid this at all costs. This is where I have to remind everybody is your career space community is small.
I have worked with people several times over my career in several different roles because our paths kept on crossing, and the thing that you need to recall is if you can leave a positive impact and leave a positive sentiment with the people that you're leaving, when you cross paths with them again, because it will happen, especially in small spaces.
Whether it be in software technology, whether it be in medicine, whether it be wherever your paths will cross, so do whatever you can to not burn bridges. As you're exiting. To that point, think about how you're going to continue to keep in contact and network with these people and maintain connection with these people.
The relationship won't be the same because you won't have the same day-to-day discussions about what are some of the work that you each are doing that are related to one another, but that shouldn't stop you from being interested in what they're talking about. This is the opportunity for you to be able to build positive connections with individuals because again, these spaces are small.
Take the time to transfer your knowledge to whomever your successors are, whether it be your peers, whether it be a new team. Take the time to document and transfer knowledge as best you can, whether it be documenting through Word documents, videos, whatever the case might be. Take the time to be able to do that.
These processes that you've built, these successes that you've built within the organization that you're in. Take the time to make sure that they can continue to be successful in your absence. To that, make sure you do your best to tie up any loose ends. Review your projects, review your tasks, ensuring that there's either completion or proper handoff.
Document it once, twice, third time over. Make sure that everyone understands exactly what is there. Once you've identified all the things that are left and what the knowledge transfer process is going to be. Communicate, communicate, communicate. Take the time to be able to outline each of these things.
Send it to your peers, send it to your manager, send it to your successor. Make sure that everyone is on the same page of exactly where to find the information, that way everyone has an opportunity to be able to find it and be able to learn from it. Take the time to be able to communicate that regularly.
And I've done this even in the case of where I've gone on vacation for an extended period of time, I've made sure that everyone understood exactly what was required. Now, if you only have a onesie, twosie type things that you've got left to do, communicating those things as one-offs is just fine. But if you've got a a laundry list of things, making sure it's more widely communicated is gonna be important.
Next, prepare your successor for success. Make sure that you answer any questions you can answer for them. Do whatever you can in your level best to make sure that they're successful. Make sure they've got the right documents. Make sure they've got the right processes. Make sure they've got the right things.
Make sure that you're there to answer any questions and. In my case, what I do is even after I leave a role, I still leave a door open for them to be able to ask questions and I simply ask them to respect when and how they do that. And lastly, inform your manager of any potential risks or challenges.
Take the time to outline these things. That way they know what they'll have to watch for and be prepared to be able to do a great job doing it. This is where you want to make sure, again, you're doing whatever you can to be able to leave a positive sentiment with the people that you're leaving and make sure that they only think of you in a positive light.
It doesn't matter how or why you were you are leaving, whether because you were forced out, or whether or not you were choosing to leave because you found a bigger and better thing. Take the moment to show up the way you want to show up. Don't show up the way they did. Now we've gone through how to do a transition, what the important points are.
How do you actually tactically do it? By keeping these key points in mind, you can navigate a job transition successfully and leave a positive impact on both your colleagues and your organization.
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