Through John Canavan's unique insights into the day - to - day office/work challenges that effect leaders and alike you are given an opportunity to grasp the potential pitfalls of not managing and/or assessing situations correctly that may hinder your professional growth. Navigating these challenges is critical in your ability to approach for the benefit of your growth and fulfillment. In this new economy with generations X, Y - Millennials, baby-boomers and up and coming Z generation all vying for their part this requires perspective and preparation for the competitive work challenges ahead for all. Managing and dealing with these challenges is critical to not only success, but fulfillment in that success.
FocuStrategy
Vol. II: Navigating Your Office and Leadership Challenges
By John CanavanBalboa Press
Copyright © 2014 John Canavan
All rights reserved.
ISBN: 978-1-4525-1567-0Contents
Introduction, xi,
1. Speaking at your Meetings, 1,
2. When you Fail, 3,
3. Nice Job, 5,
4. Prioritize, 7,
5. What is Coming, 9,
6. A Good Manager, 11,
7. Analyzing, 13,
8. Using the Word "Team", 15,
9. If Your Team is Not Working, 17,
10. Stuff Happens, 19,
11. Talent, 21,
12. Politics is Everywhere, 23,
13. Focus on your Strengths, 24,
14. Staying Late at Work, 26,
15. How the Boss Views Your Performance, 28,
16. Job Anxiety, 30,
17. Cohesion, 32,
18. External Influences, 36,
19. Managers, Keep it to Yourself, 38,
20. Working with an Enemy, 40,
21. Drop it, 42,
22. Take Advice, 44,
23. Reviews and Training, 46,
24. Being Assertive, 48,
25. The Credible Boss, 50,
26. Accepting a Bad Job, 52,
27. A Colleague, a Subordinate - Complaining or Venting, 54,
28. Managing Multi-Layers of Managers, 56,
29. Don't Wait. Be a Decision Maker Now, 58,
30. Consistency with Subordinates, 60,
31. Driving your Point, 62,
32. Your Presence, 64,
33. Think Different, 66,
34. Being too Optimistic, 68,
35. Dealing with a Collapsed Norm, 70,
36. Overdoing it in your Role, 72,
37. Your Unfocused Strategy, 74,
38. Setting an Example of Work and Personal Life, 76,
39. Others Perceptions, 78,
40. Understanding your Position/Placement, 80,
41. To Do or Not To Do, 82,
42. What to get out of a Meeting, 84,
43. Creativity's Tone, 86,
44. Distrusting the Process, 88,
45. Creating Intrigue, 90,
46. Hesitation, 92,
47. Have an Idea Where You Are Headed, 94,
48. The Hiring Balance, 96,
49. Line Employee Syndrome, 99,
50. Cost Containment, 101,
51. Organizational Change and People, 103,
52. Your Social Connection, 106,
53. Opinionated Slight, 108,
54. You are Perishable, 110,
55. What is the Solution?, 112,
56. Idea Fluidity, 114,
57. You are not Appreciated, 116,
58. Others, 118,
59. That Gut Feeling, 120,
60. When to Just Do It, 122,
61. Strategic Meetings, 124,
62. Understanding the Vision, 126,
63. Transition and Change, 128,
64. AWES, 130,
65. Expected Course/Direction, 132,
66. Identifying the Driven, Contentious, Conscientious, 134,
67. A Conscience in Conflict, 136,
68. Sunday Anxiety Syndrome, 138,
69. Your Lack of Confidence, 140,
70. Unqualified Boss, 142,
71. You have a Doubt, 144,
72. Understanding your Equilibrium, 145,
73. Understanding the Company, 147,
74. Paralysis, 149,
75. Lags and Gaps, 151,
76. When Times Get Tough, 152,
77. Predictability in Management, 154,
78. Bad Ideas and Peripheries, 156,
79. Your Motives, 158,
80. The Perils of Talking too Much, 159,
81. Dismissing Others, 161,
82. Your Assumptions Lead to Your Conclusions, 162,
83. Push you Off, 163,
84. Being Distracted, 164,
85. The Numbers, 166,
86. Keeping Them Down, 168,
87. Hypothesis, 170,
Daily Business Thoughts by John Canavan, 171,
About the Author, 195,
CHAPTER 1
Speaking at your Meetings
When attending meetings have you noticed that they all have a specific tone? The leader of the meeting or the Inviter sets the tone and creates the justification for content and length.
• Before entering a meeting know what you're going to say, but be ready to change it in case the agenda shifts. This entails preparation. When you are not prepared, it is uncomfortable and shows.
• If a meetings tone is dull and redundant to previous meetings, look to bring new content that may drive and open up discussion. At a minimum you break up the dead air and you look progressive.
• Make sure you have your key points laid out in a way that you can flow from one-to-another. There is nothing more confusing than bouncing from topicto-topic. Also you will look like you're unable to hold a thought.
It's also a good habit to arrive early to meetings. It gives you an opportunity to speak with others before the meeting begins and can give you some insight as to what other topics will be brought up. The points you bring up in meetings should be concise and substantive. Speak with confidence and authority on the points you bring.
CHAPTER 2
When you Fail
The reaction is different for everyone when they fail. Some shut down, others blame others, and some accept defeat and move on. When you manage a team/department your reaction is important to the morale and disposition of the people you manage as they learn from you. A few things to consider.
• Regardless of fault do not blame others. The temptation is there especially when it's blatantly obvious. You can show your annoyance, but move on quickly. Looking at variables and assessing why and how is helpful and will give you insight as to cause.
• Think. Avoid reacting impulsively. In more cases than not you will more than likely exasperate the issue. Talk to other involved (not allowing them to blame) and work through the issue. Make sure your intentions and directions are clear so you don't fail twice on a similar issue.
• Avoid thinking that you are the smartest in the room. Don't make assumptions about others on your team/ department. They may have made decisions based on poor information they received or direction.
The bottom line is that people's intentions (mostly) are good and when there is a failure they are feeling just as bad as you are. The way you deal with it is the way they will deal with it. Shut down and sulk and your next project will not go so well. Blame others and you have justification and an outlet to fail again. Accept blame and move quickly to adjust and deal with the issue head-on.
CHAPTER 3
Nice Job
Regardless of how high or low you are on the totem-pole it's good to hear, "Nice job." We all have our good days and bad days. It's not easy to be on-point all the time. As a manager your job is to support the performance and growth of your subordinates. It does not take a lot to explain and jolt someone into a certain direction.
• Being critical of your subordinates less than stellar performance and/or constantly pointing out errors does not do anyone any good. It shows your lack of leadership, reduces the morale of your subordinate and they will work just that much less, and it is bad for productivity.
• Letting subordinates know that their work is pertinent and worthy goes a long way in upping their morale and performance. When they feel a part of something they contribute with self-worth.
• As a leader it is your responsibility to increase your subordinate's performance. Moving beyond your critical thoughts of someone its good habit to show them you're not petty and concentrated on their missteps.
Your subordinates know when you're unhappy about something and it sets the tone for their day. This is not to say that will not have any performance HR issues with subordinates, but it is your job to build on the strengths, not weaknesses. Finding those strengths is leadership. Telling someone, "Nice job" does not put you in a box when praising a specific job.
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