Monthly Archives: January 2016

Failing, Fear, Leadership, Myths

Four Myths that Cause Us to Fear Failure

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file0002062790027“It is impossible to live without failing at something, unless you live so cautiously that you might as well not have lived at all, in which case you have failed by default.” —J. K. Rowling

  

By Elizabeth Stincelli, DM

 

It’s part of life, part of business, part of any challenging endeavor that we undertake. We’ve all experienced it, we’ve all survived it, yet we all fear it: failure. Why does the mere thought of it undermine the self-esteem of even the most confident among us? We fear failure because we believe the lies we tell ourselves. Here are four myths that cause us all to fear failing:

We will be less than

We often fear that if we fail we will be seen as less than perfect. Well, here’s the cold hard truth, none of us are perfect and we never will be. Just because we aren’t perfect, doesn’t make us any less valuable, less capable, or less worthy.

We won’t make any progress

We often think that if we are failing, we aren’t making any progress. The fact is, quite the opposite is true. There is more to learn from failure than there is from any amount of success. As long as we are learning, we are making progress.

It will define us

We often fear that failing makes us a failure. We are not defined by our failures; it’s what we do with them that really matters. Failure is an event; it does not speak to who you are, what your values are, or what you are capable of accomplishing.

We won’t recover

We’ve failed before and we‘ll fail again. We recovered last time, we’ll recover this time, and I’m willing to bet that we’ll recover next time. Not to say that recovery isn’t a long hard road, but the lessons are in the journey. And the truth is, the more we fail, the better equipped we become to deal with and recover from our next failure.

Start Failing

The truth is you’re going to fail. You will fail, the person next to you will fail, and the person above you will fail. Failing is an inevitable part of life. But, it is in failing that we find the opportunity to learn, to grow, and to gain confidence. It doesn’t make you less than. It will not hinder your progress. It does not define you. And, despite how you may feel at the time, you will recover. It’s time to stop believing the myths and start failing.

 

© 2016 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Culture, Leadership, Leadership Behaviors, Partnerships, Success, Trust

Are You Creating Supportive Partnerships with Your Employees?

DSC04777“It is probably not love that makes the world go around, but rather those mutually supportive alliances through which partners recognize their dependence on each other for the achievement of shared and private goals.” —Fred Allen

 

By Elizabeth Stincelli, DM

 

We can accomplish nothing notable alone. We need, as Fred Allen states in the quote above, to form mutually supportive partnerships. This applies both to our personal and our professional lives. In your organization, as the leader, these partnerships must start with you. You must create an environment where support can thrive. You must show your team that you have trust in their abilities and encourage them to develop trust in each other. You must build strong relationships inspire relationship building in others. You must focus on being of service and teaching others to also be of service.

Culture matters

In order to create supportive partnerships, you must establish a firm foundation that is embedded in the very culture of the organization. This culture must encourage and nourish mutually support partnerships at every level of the organization. Employees must know that they are part of a larger vision, that they matter, and that supporting each other is the secret to success.

Trust your team

Trust is a necessary component of supportive partnerships. One of the best ways you can show your support is to make sure everyone knows that you trust your team. When employees see that you have trust in team members, it gives them confidence in each other and allows them to learn to trust both you and their colleagues.

Build relationships

You can only create supportive partnerships if you truly know those who you should be supporting. You must build relationships with your employees on both a personal and a professional level. In turn, they must understand the importance and benefits of building strong relationships with each other.

Be of service

In order to create supportive partnerships, as a leader, you must set the example for your employees of the importance of being of service. You must provide for the needs of employees and serve as a coach, mentor, and cheerleader. Make sure they have access to the resources that they need. And, provide them with ample opportunity to be of service to others in the organization.

Nurture Supportive Partnerships

We are dependent on others for our individual success and the success of the whole. As the leader, you set the example. Entrench supportive partnerships into the culture of your organization. Develop a web of trust throughout your organization. Encourage the building of strong relationships. Be of service and offer opportunities for employees to serve others. When you, as a leader, nurture the creation of supportive partnerships within your organization you set everyone up for success.

 

 

© 2016 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

Leadership

Four Things Employees Need Most from Leaders

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Client“Research indicates that employees have three prime needs: Interesting work, recognition for doing a good job, and being let in on things that are going on in the company.” —Zig Ziglar

  

By Elizabeth Stincelli, DM

 

What do your employees need most from the leaders in your organization? In the above quote, Zig Ziglar shares three employee needs based on research results. While I definitely agree with these needs, based on my experience I would like to suggest there are four additional things that employees need from leaders. If you take a moment to put yourself in their shoes, you realize that your employees have the same needs that you have. These are actually the same needs that people have no matter who they are, what their occupation is, or where they reside. They want to know that they make a difference, that someone cares, and that they belong. So, what four things do employees need most from leaders?

To be valued

First of all, employees need to know that their leaders value them. I’m not talking about just valuing that the task they have been assigned gets completed. I’m talking about genuinely valuing them as individuals. They each have something unique to offer. Their contributions matter and they need to know that you recognize and appreciate their expertise, their experience, and their potential. Learn to truly value every employee on an individual level.

To be respected

As a leader, you want to be respected. Well, your employees also have a need to be treated with respect. They don’t want to feel taken advantage of or that they are being taken for granted. Every employee is part of your organization for a reason. No one person’s reason is any more important than another’s. Every employee plays an integral role in accomplishing organizational goals and achieving success as a whole. Treat them with the respect that they need and deserve.

To be trusted

No one likes to feel like they are not trusted to do the job they have been hired to do. When you micromanage your employees you are sending the message that you do not trust their ability or their judgment. Employees will never reach their full potential unless you learn to put your trust in them. Give them the training and access to resources that they need, then step out of the way and trust them to do their jobs.

To be part of a community

People need to feel like they belong. This applies to home, community, and the workplace. Employees need to know that they are part of something bigger than themselves, that they belong to a larger community of individuals working toward the same goals, and that they are making a meaningful contribution. Create a strong community in your organization and then make sure every employee feels that they are an important part of it.

Give Them What They Need

Employees are simply happier, more satisfied, more loyal, and more productive when leaders in the workplace are meeting their needs. Make sure that employees are being valued on an individual basis. Treat every employee with respect. Show them, through your words and actions, that you have trust in their abilities and judgment. And, create an organizational community where every employee has a sense of belonging. Step up your leadership and give your employees what they need.

 

 

© 2016 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Character, Leadership

What is the Character of Your Organization?

file6751242227651“Character may be manifested in the great moments, but it is made in the small ones.” —Phillips Brooks

 By Elizabeth Stincelli, DM

 

Change is consistent and the ability of your organization to remain successful is dependent on the strength of its character. While the way you lead must continually evolve, this evolution must be built on the solid foundation of strong organizational character. This character determines your focus, keeps both leaders and employees grounded, and provides the loyalty and perseverance necessary for continued success. How can you determine what the character of your organization is? Start by asking yourself these four questions.

Can you see the big picture?

Metrics will never tell the whole story. Can you see the big picture; the picture that extends beyond just the numbers on a screen? Are you putting short-term results ahead of good, solid business practices? Focusing on the short-term can actually be a disadvantage in the long run. Are you able to evaluate the consequences of your decisions on the organization as a whole? Do you fully understand both the short and long term effects of your actions? Can you see how your words and actions, as a leader, impact the character of your organization?

Do you have the right people in the right positions?

Employees do a good job when they are doing it because they want to. No amount of micromanagement can replace a structure where people are put in positions that allow them to use their talents. Are your employees serving in roles where they can inspire and influence others? Are they trusted to act and make decisions without being micromanaged? Are they allowed to use their skills and experience to design how their own tasks get accomplished? Are they encouraged to use their talents to mentor others? The character of your organization can be quickly undermined by the wrong employees in the wrong positions? Are your employees being utilized in the right places?

Do people know what to expect?

One of the greatest gauges of the character of your organization is consistency. Do employees know what to expect from you as a leader? Do customers know what to expect from your employees and your products or services? Do employees know what to expect from colleagues? When everyone involved in the organization feels engaged with the core purpose and values of the company they will act in a way that is consistent with these values. What people expect from each other and your organization speaks loudly as to the character of your organization.

Are you asking the right questions?

No one person knows all the answers. Are you asking the right questions? Are you asking a diverse group of people? Are you questioning your assumptions about what is possible? Are you asking for and then responding appropriately and quickly to feedback? When you start asking the right questions, you start to get a realistic picture of where you are, where you are heading, and where it is possible for you to go. Asking the right questions leads to the diverse, creative thinking that helps develop the character of your organization.

It’s Time to Act

Will the character of your organization remain consistent when you encounter hardships? Is it strong enough to weather continual change? The character of your organization needs to be solid, to be strong, and to be consistent.

It’s time to act; time to start asking the questions and getting a realistic picture of the character of your organization. Can you see the big picture? Do you have the right people in the right positions? Do people know what to expect? Are you asking the right questions?

Make sure the character of your organization sends the right message to everyone involved both internally and externally. Attention to character helps to build a strong foundation for your organization that will withstand the challenges and twist and turns you will encounter in the future.

 

 

© 2016 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.