Randy Clark's Blog, page 60

The Best Christmas Present Ever

So what was the best Christmas present ever? I’ll get to that, I promise.

I love the holidays and almost everything about the season. I love the music and go caroling most years, and I love Christmas movies. Cold weather and snow don’t chill me they thrill me. Holiday decorations inside and out adorn my domicile. Maybe I go a bit too far, I think I might drive my wife a little crazy, but hey it’s the holidays.

A New Holiday Tradition

A few years ago, my wife and I began a new holiday tradition. We are fortunate and don’t lack for much. We live a simple and frugal lifestyle, which brings us much happiness. Because of this, neither of us is the easiest person in the world to buy for. So, when it comes to choosing gifts for each other, it can be a challenge.

So, we began donating to charities in each other’s name. We knew what charities each other was passionate about and we’d share our thoughts about donating. It’s been a rewarding experience that fits my idea of what the holiday season should be about. But, it’s not the best Christmas present ever.

A Gift with a Name Tag

Here’s the great thing. Anyone can do this. Give a gift in the name of your spouse, child, or parent. It doesn’t have to be the only gift, it can be, but you can still give them presents to unwrap on Christmas morning. One charity, one donation, and one big smile from the person in whose name the donation was made. Give someone the the best Christmas present ever.

The Best Christmas Present Ever 

25 years ago, my eldest daughter moved to Florida on her own. It was her first teaching position. At Christmas, I received a card from her. In the card, she wrote me a note and said my Christmas present was a coat for a homeless lady. That was 25 years ago. To this day it’s my favorite Christmas present. It indeed is better to give than to receive.

Here’s a little song I wrote about her gift.

Who’s Birthday Is This? 

As I look at the tree

The presents piled underneath

The candles, the cards, and the wreath

I can’t help but think

We don’t understand

This is not a celebration of man.

 

Everywhere I go

People scurry to and fro

Hurried and worried and frayed.

And so I pray

Please show me the way

To put love back into this day.

 

        Why do we honor this day?

        Is this how he showed the way?

        What do you think he might say?

        Whose birthday is this anyway? 

 

Dawna Marie

My daughter 23

Showed me what true love could be.

In her Christmas card she wrote

Dad, your present is a coat

To a cold and lonely homeless lady.

 

Give yourself a gift this holiday season and help someone in need. Happy holidays!

 

 

The post The Best Christmas Present Ever appeared first on Randy Clark Leadership Training.

How to Take Corrective Action Without Creating Conflict

Whenever I ask a group of leaders if they’re ever unsure of when corrective action is needed the majority raise their hands. They admit that yes, there are times they’re uncertain as to whether discipline is called for. I get it — been there done that.

When I follow up by asking who has avoided holding a teammate accountable for fear of conflict almost everyone admits they have. And then I ask if avoiding corrective action for fear of conflict has led to larger issues. Once again, the consensus is yes it does, and it has. My last question is, do you think you’ll avoid holding someone accountable in the future for fear of conflict? The response to this question is more often thoughtful looks and people staring at their shoes. The good news is corrective action doesn’t have to lead to conflict.

When to Use Corrective Action

When the results don’t meet expectations be careful not to jump to the conclusion that corrective action is called for. Maybe – maybe not. First, a few facts need to be determined.

Was the teammate(s) responsible for the poor results trained?

And not only were they shown what to do once and handed a checklist but were they thoroughly trained, was their understanding checked, and was their performance monitored. Because if not, corrective is not called for follow-up training is.

Were they given expectations?

Was the team given expectations of results, time limits, and activities to be followed?

Were there consequences out of the team’s control?

Once as a manager of an installation team I critiqued a crew for finishing early. I didn’t think to ask why they returned to the office hours before they were expected. Had I asked I would’ve learned the product they were to install had been ordered incorrectly. It was out of their control. Before jumping to conclusions get the facts and know if there were circumstances out of your teammate’s control.

Do they have the tools they need to complete the task?

And not only physical tools, hammers and screwdrivers but also systems, procedures, and checklists.

Did they decide not to follow procedure?

If they were trained, given expectations, had the tools they needed, and nothing got in the way, then we can conclude they decided not to do it correctly, and that’s the first step in changing this behavior. Why did they decide not to meet your expectations? Did they think it was optional? Were they influenced by others? Did they believe they had a better way? Did other things take priority such as time restraints, which led to shortcuts? Could it be interruptions that caused a loss of focus? Or were they disruptive, lackadaisical, or uncaring?

How to Effectively Complete a Corrective Action Without Creating Conflict
Come from Help

Stop thinking of corrective action as conflict. It doesn’t have to be. You may not be able to predict or control how the recipient of the critique will react, but you can control how you approach the action. Instead of thinking of corrective action as punishment leading to conflict think of it as help. If someone needs disciplined it’s for their own good, isn’t it? Corrective action is a way to help someone. Letting a teammate get away with not adhering to procedures doesn’t help them. Offering sincere help does. I cringe at the number of times over the years that I’ve allowed someone to fail for fear of conflict.

Answer the first four questions listed above to determine if corrective action is required.
Determine as best you can the answer to number five, which is why did they decide not to follow instructions.
Meet one-on-one in a quiet place without interruptions. (If it could turn contentious have a senior manager or Human Resources specialist join you.)
Explain that you’re there to help.
Keep a professional, unemotional business-like demeanor.
Begin the conversation sharing why they’re a valuable employee.
Outline the infraction and ask questions to understand why the rules weren’t followed.
Share expectations and activities to be followed in the future.
Get a commitment from them that they’ll follow the activities.
It may be best to put it in writing with signatures from all.

Are You Helping or Hurting Your Team?

Handing out corrective actions when training is needed, not discipline, isn’t helpful. Critiquing someone for poor results that were out of their control is destructive. Knowing why someone decided not to do what was expected is the beginning of helping them. Knowing when corrective action is called for, and then coming from a place of help you’ll no longer view corrective action as conflict. When that happens, you’ll lead your team to higher levels of achievement.

Photo Credit: https://unsplash.com/photos/g8bqFDerlLA

 

 

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You Never Know When You’ll be Called to Give

I was shopping at my local Dollar Tree when I was handed an opportunity to give, to make a difference. I was called to give. If you’re unfamiliar with Dollar Tree, everything in the store is one dollar, it’s the 21st-century version of the five and dime store. This has nothing to do with my story, but twice I’ve convinced cashiers to have some fun and announce over the store sound system, “Price check on register one.” It’s fun to watch folks in line stop and wonder what the …?

In Line at the Register

Anyway, I was in line when the register next to me closed. Two young ladies had been waiting longer than me so, I invited them to jump in front of me in line. It seemed the right thing to do.

Both girls were wearing bright green camp T-shirts, which I asked about. They were camp councilors working at an Indy Parks camp for the summer. When I was a teenager this camp was the local YMCA. I shared a few of my teenage memories with them.

I asked if it was a volunteer position or paid. They laughed and said paid, but not enough. They weren’t negative about it – just honest. 

Popcorn and Pretzels

As I watched them empty their shopping basket, I noticed it was full of snacks – bags of unpopped popcorn, sunflower oil, pretzels, and cookies. I asked the young ladies who the snacks were for and was told it was for the kids at camp. It seems there wasn’t much at the camp in the way of snacks.

And then I asked who was paying for it. I learned the girls were using their own money. I shared that both of my daughters had careers in education and had spent countless out-of-pocket dollars on school supplies. They bought the snacks because they had been called to give.

As the cashier started to ring the two girls purchase, I asked if they’d inserted their charge card. They hadn’t. I asked the cashier to please put their items on my tab. It was $22.00. It was the best $22.00 I spent that week.

Called to Give

When I got home, I told my wife I had a present for her, and then handed her the receipt. She asked me what it was, and I told her the story. She put her arms around my neck, kissed my cheek, and said, “Thank you, it’s a wonderful gift.” Like I said, best $22.00 of the week. So, will you be ready when the opportunity to give presents itself?

If you enjoyed this you might also like, Leadership Development Doesn’t End at the Office.

If you have any leadership questions be sure to Contact Me.

 

 

The post You Never Know When You’ll be Called to Give appeared first on Randy Clark Leadership Training.

This Personnel Mistake Could Destroy Your Business

A friend, who owns a mid-size, small business, asked me to meet with a member of his team. My friend wanted my advice on whether I believed this individual could fulfill his responsibilities, and if not could I help? The company had promoted the employee into a management position overseeing a dozen or so people. He had been put in charge of a division of the company and so far, hadn’t risen to the occasion. I would soon learn the promotion came close to being a disastrous personnel mistake.

I met with the new manager a couple of times over coffee. After the first meeting, I let my friend, the business owner, know that I wasn’t sure if I could help, but there were a couple of areas I could focus on. It would be up to the new manager as to whether he applied my advice and acted. It was up to him to prove his promotion wasn’t a personnel mistake.

Unfixable Problems

One of his problems was procrastination, which people often think of as time management. Procrastination adversely affects time management but isn’t a time management fix; it’s a thought process problem. I gave (let’s call him John Doe) several actions he could take to help with his procrastination including the gumption factor, which is tackling the most difficult, least desirable action at the beginning of the day.

I also shared strategies with him on communication, organization, and motivation. Although he seemed interested and sincere, little changed. I soon learned I was wasting my time. He should never have been put in the position. Promoting him was a personnel mistake.

Know Your Players

Last week my friend called me. John Doe was no longer in the position. He was no longer employed by the company. He had been incarcerated. It was a lesson for my friend and any business owner. Know whom you’re putting in an upper management position.

Background Checks Should be Rechecked

My friend’s company completed criminal background and driver’s license checks on all new employment candidates but didn’t run backgrounds on existing employees considered for promotion.

Before promoting an employee into a leadership role that can affect the company’s bottom line, who has direct access to company funds, and influences employees, an updated background check should be completed. In this case, all three checks bulleted below would’ve waved red flags.

Criminal Background
Driver’s License
Credit History

The employee, who drove to job sites on company time, hadn’t had a valid driver’s license for more than three years. He also had a bench warrant for failure to appear, and he didn’t pay his bills. John Doe’s pay was being garnished, but the payroll clerk never told my friend, the owner of the business. It was a recipe for disaster. The company could have been liable had John Doe been involved in an accident on company time. Also, when someone is financially desperate who knows what they’ll do? I once had a customer service representative steal credit card information from customers.

The bottom line is before putting someone in an upper echelon leadership role three checks should be completed, criminal background, driver’s license, and credit history. It could save you a lot of pain down the road.

If you have any leadership questions, Contact Me. It’s better to talk about it before it turns south.

  

The post This Personnel Mistake Could Destroy Your Business   appeared first on Randy Clark Leadership Training.

Is it Time for a LinkedIn Profile Tune-Up?

A co-worker recently asked me to review his LinkedIn profile and offer improvement suggestions. He’s in leadership and wanted to present an appropriate image. I was glad to do it, and I benefited from looking over his account. My teammates LinkedIn profile was good, but I appreciated that he wanted it to be better than good. I offered him a few suggestions. Is it time for a LinkedIn profile tune-up on your account?

The other side of the coin is this exercise inspired me to review my LinkedIn account as if I was on the outside looking in. I found more than one area that needed to be updated or improved on my profile. Regardless of how professional your headshot is or how thorough your job history, profiles need tune-ups, if for no other reason than to keep them current. Here are the area’s I reviewed on my co-workers account as well as my own for a quick LinkedIn profile tune-up. Is it time to take a close look at your LinkedIn profile?

A Basic LinkedIn Profile Tune-up 
Headshot

What’s the first thing you look at when you open a LinkedIn account? If you’re like most, it’s the profile photo. A lot can go wrong with the photo beginning with the lack of one. Unprofessional, inappropriate, and poorly shot photos can cause a visitor to bounce out before they read one word of your content.

Another reason to check your image is they have an expiration date. “A few years ago, before giving a presentation, an audience member approached me and said, “You don’t look anything like your headshot.” I politely laughed. He said, “It’s not funny.” He was right. I updated my headshot (Yes, I used a pro). If your professional portrait is past its prime, regardless of how much you like it, consider what people think when they meet you face-to-face. Whether it’s for a job interview or a sales call, an old photo that poorly represents you isn’t a good place to start.” — The Top Ten Reasons You Need a New Headshot

Listing Jobs

Listing too many jobs might hurt your chances of landing a position more than help you. Sharing multiple positions might seem as if you aren’t a long-term player. That you’re someone who switches organizations one after another, a job hopper. Don’t misunderstand me; you should list all of your positions—to a point.  If you’ve held twenty jobs in the last twenty years – don’t go back twenty years, stop at ten or five.

My teammate had posted positions he had held at the same company as separate listings. I advised him to use his final title and list the organization once. This might not always be the best case, for example, if listing a previous position is critical to sharing your experience and qualifications, then of course list it.

Another reason not to list jobs too far back is age discrimination. Believe me, it’s real, and I for one don’t want a Human Resources manager to eliminate me due to age without reviewing my profile or talking with me. I want to get my foot in the door. TMI on my job history could slam the door on my foot.

“It is commonly recognized in this industry that it’s best to leave age references off of one’s resume. Career advocates emphasize that employers are mainly interested in current experience, regardless of the age of the candidate. Experience older than 20 years is generally not considered relevant. “It is commonly recognized in this industry that it’s best to leave age references off of one’s resume. Career advocates emphasize that employers are mainly interested in current experience, regardless of the age of the candidate. Experience older than 20 years is generally not considered relevant.” — NPR.org Older workers find discrimination built into job search websites.  

Recommendations and Endorsements

My friends LinkedIn profile had two glowing recommendations. I was surprised there were only two, because I’ve heard many folks sing this man’s praises. Teammates and customers have enthusiastically complimented his work. I suggested he reach out to those who thanked him for his help or complimented his work and ask them for a review. A variety of reviews looks better than ten from the same category, for example, customers, vendors, bosses, and direct reports share different perspectives and positive perspectives help.

What’s the difference between a recommendation and an endorsement? “Recommendations are written by other LinkedIn members as a way to recognize or applaud a business partner or colleague. Meanwhile, endorsements are less specific. These are more vague virtual thumbs-ups that your connections can give you to supposedly authenticate your experiences. Surely you have logged into LinkedIn and received popup notices asking you about a connection’s skills set, such as: “Does Bill Faeth know about financial management?”– 5 best practices for requesting a LinkedIn recommendation.

LinkedIn Help Line Requesting a Recommendation

The Little, Not So Little Things

On my co-worker’s profile, only one of the six or seven previous jobs listed shared the organization’s logo. This might seem like a small thing, but it takes the entire page down a notch in appearance and professionalism. Go to your profile, click on the pen icon, and you’ll find a place to add the company logo.

I learned my teammate had been published in trade periodicals but had not linked to any – I suggested he do so.

I also learned he facilitated training classes but had never recorded a class he conducted, and recommended he tape a session, seek professional editing help, and then share it on his profile.

When I reviewed my page, I realized I had put my first published book on the page in 2015 but not the two books after. I added the two additional books immediately. It was past time for LinkedIn profile tune-up.

My co-worker had more than 250 followers. I suggested he strive for 500, that mysterious realm where LinkedIn stops counting. However, I recommended he be subtle about it. I told him to go to his LinkedIn network, scroll down to people you may know, and then if you do have a connection with any of the people, reach out to connect. Joining groups is another way to add followers without being pushy.

Is It Time for a LinkedIn Profile Tune-up?

Is it time for a LinkedIn profile tine-up? Does your profile play out of tune? If your LinkedIn profile is playing sour notes, it might be time for a LinkedIn profile tune-up. Review your headshot, job, history, recommendations, and don’t overlook the little things. Sometimes the little things are more significant than we know. LinkedIn is known as the professional social media. It’s the network for businesses. An incomplete or outdated profile on LinkedIn is unprofessional. If you’re in a leadership position the last thing, you want to do is look like second-rate. Leaders should act, talk, and yes, look like leaders. Does your profile look like that of a leader?

 

Photo credit: The Digital Artist ID: bb4833c99b26474b5e Provider: Pixabay

The post Is it Time for a LinkedIn Profile Tune-Up? appeared first on Randy Clark Leadership Training.

What is the Return on Investment of Fun in the Workplace?

Is there a return on investment of fun in the workplace?  Most people will agree having fun is healthy and healthy living is fun, but what about fun in the workplace? Is fun in the workplace disruptive, does it lower production, does it cause personnel problems? Or does fun in the workplace help employee retention, improve performance, and build teams? Is there a return on investment of fun?

There are many proven benefits of fun in the workplace. More employment candidates are looking for cultural fit than ever before. Employees who aren’t happy are less likely to be retained, and organizations that focus on employee engagement are thriving.

What is the return on Investment of Fun?
Reduces stress

Work can be stressful, deadlines, unhappy customers, supplier problems, and personnel issues all create friction and build stress. Most human beings aren’t at their best during times of stress; it’s easy to get frustrated, flustered, and angry, which often leads to mistakes. Fun and humor might be used at stressful times to relive this and avoid errors.

Adds Energy

Having fun energizes people. When work becomes drudgery, it sucks energy like a vampire on a vein. Adding fun at work can improve production through added energy.

Builds Teams

People who have fun together appreciate each other more than those who don’t. And when people appreciate each other they help each other get the job done.

Promotes a Positive Work Environment

Where do you think more work gets done, a positive work environment or a negative one?

Laughter is the Best Medicine

Doctors Sgroi and Eugenio headed a study of 700 workers who were shown 10-minute comedy clips or given refreshments. When these workers returned to their tasks, their productivity improved overall by 12 percent. — Center for Competitive Advantage in the Global Economy.

In this Huffington post, New Study Shows Laughter Really is the Best Medicine. They quote studies showing that laughter improves memory and recall, lowers cortisol, and even reduces heart disease all good for the workplace.

It’s Not Only About Playing Ping Pong and Bring Your Dog to Work Day

“Workplace fun can be about getting it done. Remember when you didn’t study for that exam because you did something “FUN” instead? The next day, with upset stomach and sweaty palms, you tried to fake your way through the test. When you got the grade, it was awful. Remember that? How fun was it? We Homo Sapiens need to complete tasks and then bask in the glow of accomplishment. Because when we succeed, we feel better about ourselves, and it’s certainly more fun. You don’t have to play to have fun at work, but you can. Throw a Frisbee, play a joke, socialize a little. However, you can make the work, itself, play. For example, check out charthouse.com. When you make work fun, it energizes the team, produces endorphins, and stimulates production.” — How to Have Fun at Work

Is Your Workplace Fun?

Is your workplace fun? Does it needs to be? I mean, it’s a job just get it done, collect your check and go have fun at home with family and friends, right? Or have you considered how having fun, or the lack thereof, affects the work environment? Is your workplace fun? If it is what makes it fun? If not what can you change?

You may also enjoy this post, 10 Ways to Promote Fun at Work .

Photo credit: Lars Plougmann via Foter.com / CC BY-SA

 

 

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10 Ways to Promote Fun at Work

I wanted to title this post 10 ways to have fun at work to help your team be more productive and why you should, but WordPress informed me it was too long for a blog post title. So, here’s my point, the reason to promote fun at work isn’t only to have a good time, it’s to improve teamwork by showing appreciation which leads to increased performance  and higher retention while positively impacting the bottom line. So, there it is, besides all the positive things fun at work adds to any organization, it will help your business be more profitable. How does it improve the profit margin you may ask?

Why to Promote Fun at Work

Happy employees are less like to leave, lowering turnover, therefore reducing the cost of recruiting and training replacements.
Employees who enjoy coming to work get more done. Most of us have had jobs we dreaded going to. They weren’t our most productive positions. A fun environment is the opposite. It inspires greater performance and production.
Fun can be used to break down silos and develop teamwork. Too many departments in too many organizations work against each other or at least ignore the needs of others. Teams that play together learn to work together.
When you promote fun at work it shows appreciation and appreciated employees get more done.

All the above, when done properly, will help an organization be more efficient and more profitable.

10 Ways to Promote Fun at Work

When I say have fun at work, I’m not suggesting goofing off. Fun can be getting the job done. Some of the most fun I’ve ever had at work was fun competition between teammates based on completing the best, most, or fastest work. Here are 10 ways to have fun at work and help the team do better.

Non-work Meetings

Once a month or quarter hold a meeting that doesn’t directly tie back to your industry. For example, hire a comedian to hold an improvisation class with your sales team. It’s fun, will bring the team together, and give them some ideas to improve sales presentations.

Create a Fun Committee

Bring in a few team members from different departments to develop a fun committee. Give them the goal of implementing fun initiatives in the workplace that aren’t disruptive or counterproductive. You’ll be surprised what they come up with.

Celebrate

Celebrate birthdays, work anniversaries, holidays, promotions, and milestones. Take the time every day to recognize what went right and celebrate your victories.

Tell a Joke

Share an appropriate for the workplace joke of the day

Hold a Contest

A company I work with  held a department vs department penny war. Each department decorated a penny box, which was a contest of its own. Then, for a month loose change was collected in the boxes. The company matched the collection and they donated more than 3,000 dollars to a local charity. It was a lot of fun.

Decorate

Allow employees to decorate their workspace. Bring photos of family, knick knacks, and certificates. Decorate work areas for holidays, Halloween, July 4th, Thanksgiving, and Christmas.

Casual days

Another group I work with allows sports attire from their favorite team every Friday!

Game it

At TKO Graphix the CSR’s took on the challenge of increasing Google reviews. They did so by asking happy customers to leave a review. The new reviews were copied, printed, and placed on a window. Then the CSR’s name was put in a jar for a monthly gift certificate drawing. The reviews went from less than ten to more than 60 in three months with a 4.8 rating. Yea, that was fun.

Get Involved with the community

Create a volunteer committee that looks for ways to involve your team in giving back to the community. At TKO the company promotes monthly initiatives, such as, a Blood Drive and a Holiday Toy Collection. The thing is, they tell me they get more out of it then they give, and if you want to find a way to break down interdepartmental silos – this is it.

Wellness Initiative

A wellness committee can sponsor weight loss contests, smoking cessation drives, and more healthy actions. It works because it’s another great way to bring people together and that’s fun.

Have Some Fun – Pick One!

There you have it 10 ways to have fun at work, 10 ways to help build a better team that has fun while getting more done. I have a challenge for you. It’s simple. Pick one fun action and get it done. Are you up for having fun?

 

 

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Here’s a Management Development Plan that’s Easy to Use and it Works!

Currently, I facilitate nine management development training classes, five groups meet every week for 30 to 45 minutes while the other four meet every other week. Four of the training classes are at TKO Graphix. Why does TKO Graphix do this? Because as good as TKO Graphix current management team is they want to be better. They want to go from good to great, as well as develop future leaders. What plan does your organization have to develop and improve your leadership team? What’s your management development plan?

Does your organization have a management development plan, or do you throw new managers into the deep end hoping they keep their head above water? If that’s your system – how’s it working so far?

Time after time I hear stories about organizations scrambling to find the next manager because the current leader gave two days’ notice … an hour ago. I hear stories about poor management micro-managers, bullies who use intimidation as a motivator, do as I say not as I do bosses, and more. I hear about the difficulty in keeping remote management teams all on the same page. When I hear this, I share that I have an answer. It’s not easy, and it’s not perfect, but it’s a darn good start. It’s a management development program that anyone can do.

You and your team can improve consistent management, recognize and prepare your next managers, and teach best practices to your management staff.

How is this Accomplished?

So, how is this accomplished? With a management development plan, a system, that can be used with new, current, future, and remote managers. The system uses a workbook that covers the following and more:

Hiring practices
Training
Conducting meetings
Conflict management
Behavioral modification
Motivation
Team building
Communication
Time management
Silo busting
Goal setting
Employee reviews

Why Have a Managements Development Plan? 

There are many reasons to offer management and leadership training.

Establishes consistent management practices throughout the organization
Shows interest in employees, which leads to improved job satisfaction and increased performance
Develops camaraderie among teammates from different departments, therefore, busting silos
Provides a management forum to share information and ideas
Trains the best practices to achieve the highest results directly impacting the bottom line

How Can a Management Development Plan be Implemented?

Current Managers – Meet monthly (or as often as needed) for 30 to 45-minute training sessions.
Remote Managers – Options include centrally located group meetings, participation online such as Skype, or prerecorded sessions
Future Managers – Have direct managers recognize and nominate candidates. Use the management candidate survey in the Workbook to determine if the individual fits the management profile. Conduct monthly (or as often as needed) leadership training sessions (30-45 minutes) with all management candidates.

Are You Ready to Get Started with a management Development Plan?

Ready, set, go—what are you waiting for? Are you waiting for the next time you’re stuck with no manager, or when you find out your west coast district manager hasn’t conducted reviews, or when you see a manager critiquing an employee in front of the team? Yes, you could wait until you’re desperate, or you could start now. The Workbook, which is currently ranked number 47 on Amazons top 100 office management books, is available on Amazon, click this link to view it — The New Manager’s Workbook a Crash Course in Effective Management  

For more advanced training try this, The Manager’s Guide to Becoming a Leader

Reviews of the Workbook
“Thank You, Randy!”

“I consider myself a scholar in Leadership theory and practice and have enjoyed the academic journey. I have also read countless leadership books written by greats like Collins, Sinek, Maxwell, and others. When I was asked to lead a training and development team for a large company, with a primary mission of developing new manager training for the 24 to 32-year old age group, I knew I had a big project ahead of me. The company wanted “the basics,” in a crash-course type format (due to a high operational workload) that didn’t need to be instructor-led or seminar based. So, I tried to compose a syllabus that could be translated into a workbook and made available to newly appointed managers—but I could not get ahead of the urgency. Then, almost by accident, I came across Randy Clark’s “New Manager’s Workbook.”

When I opened and viewed the contents, I realized that my outline (brainstorming) had 9 chapters devoted to deficiencies I recognized. Then, when I read the material, I realized how brilliantly put together his book was! Randy saved me many months of work, and he did a fantastic job on the material. I have made this tool available for the company’s new managers with great reviews. This is very much a “crash course” that is perfect for that person who gets thrown into a management role and wants to find early success. For what it is, the New Manager’s Workbook is perfect. It reduces the high-level and complex theories associated with leadership, theories of motivation, and understanding human behavior, to a manageable, easy-to-follow, ready-available, progressive resource to effectively manage people. Thank you, Randy!”

“I often refer to his literature as my playbook” 

“I’m a new Installation Manager for a general contractor that hired Randy to come in and give us weekly classes. Since I started attending these classes, he has answered a lot of the questions I had on how to approach certain scenarios I encounter. His exuberant method of instruction makes the class even better and keeps everyone on the edge of their seats. He has a great way of explaining things to where anyone can understand it, and I often refer to his literature as my “playbook” that I can reference to when I’m uncertain on how to confront a tough situation.”

“I am a better manager because of it”

“Our business bought copies for every manager and we’re using it in leadership training classes. I was one of the first in our organization to embrace his leadership methods and it changed how I managed people. I had never looked at managing as helping people, but it works, and I am a better manager because of it. Managing people doesn’t have to be confrontational. It’s a common-sense approach to leadership that can be used in the office and at home.”

“…path to becoming a more effective manager” 

“I have been in management for twenty plus years, but never truly had a grasp on being a manager. It is not just being in charge! This book has given me a path to becoming a more effective manager and what it means to manage people and the activities to make them more successful! This book is a must read for anyone that is involved in management.”

Is it Time to Get Started?

If this is the training you’re looking for. If it’s what’s missing from your organization, Contact Me. I love talking about leadership training and hopefully I can offer some constructive advice.

So, what is your management development plan?

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Leadership Development Doesn’t End at the Office

A member of a team studying The New Managers Workbook a crash course in effective management, pulled me aside to share a story. He told me his 19-year-old daughter had called him from college to thank him. She’d noticed a new dynamic between mom and dad. They were getting along better than ever, not that they had severe problems, but according to dad, he wasn’t always a good listener or open to his wife’s and daughter’s ideas or input. His daughter said she’d seen a change in dad. He was becoming a better listener to her and her mother, and was open to hearing their ideas. In the past, once dad’s mind was set he closed the doors. He wasn’t open for business. But now he was open.

Dad’s Story

As I listened to his story I thought that’s wonderful, but what’s the connection? And then he connected the dots for me. He looked me in the eye, grabbed my hand to shake it, and said thank you. He had applied what he was learning in the leadership development classes to his relationship with his family. It had improved his homelife. I was grateful he shared the story. It not only made my day it gave me satisfaction and fulfillment, because it’s a big reason I conduct leadership development, to watch others grow.

It’s an Old Tale

It’s not the first time I’ve heard this from folks in leadership development. Entire classes have talked about how they’ve applied the leadership training to their lives, and not only work. Management development trainees have shared how they’ve improved communication, team building, and silo busting at home, church, and club. Behavior modification, conflict management, and activity driven goal setting have improved the lives of not only themselves, but their loved ones.

Others have used problem-olving techniques and time management methods to make things better in all aspects of their life – not just work.

The Best You

Striving to be a better leader at work begins with becoming a better human being. Improving who you are doesn’t involve punching a time clock. Becoming an upgraded version of yourself, the new and improved version, you 2.0, is 24/7. So, if you strive to be a better manager and leader of people the kickback is you become a better person in every aspect of your life. Don’t you love it?

Photo by Xavier Miralles on Unsplash

 

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Indianapolis Department of Metropolitan Development Presentation

Last summer I presented to a group of approximately 30 members of the Indianapolis Department of Metropolitan Development. Their mission is to guide the future of metropolitan Indianapolis by, “… creating affordable homeownership opportunities and supporting the growth of jobs and investment in our community. The Department of Metropolitan Development works in partnership with other city departments to build a world-class city, neighborhood by neighborhood.” The Indianapolis Department of Metropolitan Development Presentation was fun and I hope it made a difference.

My Goal for the Indianapolis Department of Metropolitan Development Presentation

I introduced myself with a short resume of my leadership experience. Next, I mentioned my two leadership books and that they were based on my many management mistakes. I discussed participation and questions (there is no dumb question). And then I shared my goal. I explained that if all we did today were for me to stand at the podium and lecture, then not much would be accomplished. Therefore, my goal was for each person to choose one actionable item from the presentation. I explained that at the end of my talk I’d go around the room and ask each person for their take away.

You Can Manage Projects but Should Lead People

I proceeded with my presentation sharing the idea that projects can be managed, but people should be led or influenced. I shared what makes someone worth following; it’s not a title, or money, or charisma. Next, we discussed assumptions made by immature manager’s and followed up with 10 ways to be a better boss. I ended my part of the presentation with activities great leaders avoid. During the presentation, I handed out fill in the blank one-pagers. As I talked, I reminded everyone of my goal, and explained they might find an actionable item on any of the pages or they could be inspired to create a plan.

What’s Your Plan?

With about 15 minutes to go, I went around the room and asked each for their plan. Everyone participated, some enthusiastically. I believed a few of the action plans might benefit from one of my books so, I gave a few away. I don’t know who followed up with their commitments and who did not. However, I heard enough passion, saw enough commitment, watched as many took notes, and responded with enough thoughtful questions to know some action was taken and that’s certainly better than me standing at the podium and talking for an hour, isn’t it? I had reached my goal for The Indianapolis Department of Metropolitan Development Presentation.

If you have any questions please feel free to Contact me or call me at 317-306-9713. I love talking about this stuff.  I’m also available for leadership development seminars at your organization, but only if I appreciate what the organization stands for, believe I can make an impact, and it looks like fun. Thank you, Randy.

 

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