All posts by Liz Stincelli

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.

Disruption, Disruptive New Year, Leadership

Make it a Disruptive New Year

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file0002063905655“It’s just that if you’re not disruptive, everything seems to be repeated endlessly – not so much the good things, but the bland things – the ordinary things – the weaker things get repeated – the stronger things get suppressed and held down and hidden.” —Robert Adamson

 

By Elizabeth Stincelli, DM

 

What a great opportunity the start of a new year brings you. Why not throw the same-old, same-old out the window? Stop using habits and the status quo as your default. Challenge yourself to stretch beyond your current capabilities. Stop playing it so safe; let go of the fear of making mistakes. Start asking different questions, looking at things with new eyes, and find the opportunities that lie in disruption. So, where should you start?

Break out of your routine

Your daily routine allows you to go on autopilot. In this mode you miss so many opportunities to see, experience, and brainstorm new things. Muster up the courage to lose a little of the control that your routine provides you. What a powerful way to break out of your every day behaviors. Don’t allow yourself to become complacent. Disrupt the status quo, disrupt your habits, and disrupt your routine.

Stimulate new ways of thinking

Establish curiosity and continual learning as part of your very being. Surround yourself with those who think differently from you, who have a unique perspective. Encourage them to challenge you to think in new ways. Learn to ask great questions of both yourself and others. What new insights might you discover? Work on becoming more mindful. Small, positive changes in the way you think will make a big difference over time.

Step out of your comfort zone

When you step out of your comfort zone, you expose yourself to a world of new experiences. And, with experience comes confidence. What better place to build confidence than outside of your comfort zone? Stepping outside your comfort zone may put you at risk of making a mistake. You might even fail when trying something new. But, it also opens up your imagination, gives you a new perspective, and helps you to reframe the way you think about failure. Be willing to feel a little uncomfortable, learn from your mistakes, and seize the new opportunities that await you outside of your comfort zone.

Learn from the unexpected

When you disrupt your current way of thinking and behaving you are bound to encounter the unexpected. Our brains love to gravitate toward what is familiar; start to intentionally seek out the unfamiliar. Put yourself in new places and situations; surround yourself with new people. Shifting the way you think and behave is almost like giving yourself a fresh start. Challenge yourself, face the unexpected, learn the lessons that are out there for you, and never stop growing.

Here’s Your Chance

Stop repeating the bland, weak, ordinary things. Break out of your routine, stimulate new ways of thinking, step out of your comfort zone, and learn from the unexpected. Here’s your chance; make it a disruptive new year!

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO 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

Creating a Culture of Comfort and Joy

DSC01655“There is joy in work. There is no happiness except in the realization that we have accomplished something.” —Henry Ford

 

By Elizabeth Stincelli, DM

 

We all know the Christmas carol “God Rest Ye Merry Gentlemen”. In this carol we sing about tiding of comfort and joy, but why do we only think about comfort and joy during the holiday season? Wouldn’t it be great to go to work every day for an organization that had created a culture of comfort and joy? Why not create a work environment where every employee knows that they are accomplishing something meaningful, where they look forward to making a valuable contribution, and where they know they are appreciated and celebrated? Employees want to work for an organization where they feel they belong, where they are valued, where they have control over their own work, and where they have leaders who they actually look to for a good example. Why not create a culture of comfort and joy?

Create something people can believe in

One of the great things about the holiday season is that we are reminded that there is something to believe in; this brings us both comfort and joy. Your employees need something to believe in all year. What does your organization offer that is of value to the world? Is it something that your employees can buy into? Can they feel good about themselves, the organization, and the cause?

Give their work meaning

Once they have something to believe in, employees need to find meaning in their own work tasks. They need to see how what they do personally contributes to the big picture. Everyone has something important to offer or you would not have them as an employee. Let them know that their work is both important and appreciated. Develop a culture of comfort and joy where employees can leave work at the end of the day knowing that their work was meaningful.

Develop a sense of community

Everyone wants a sense of connection, to feel that they belong. Create a culture of comfort and joy by developing a sense of community in your organization. Help employees to connect with one another, to find commonalities, and to appreciate the differences. Show them that every one of them belongs, that they are a part of a team, an organization, a greater purpose.

Set the example

Employees will model their behaviors after you. They will develop their attitudes based on your words and actions. So, you must set the example of the culture you are creating. Watch your actions and listen to your words; do they reinforce, or do they undermine, a culture of comfort and joy?

Give them control

If you want engaged, happy employees, you must help them to feel more competent, powerful, and in control of their own work. Employees want to be challenged, not babysat. They want to know they are trusted to make decisions and take action related to their own tasks. To continue to support a culture of comfort and joy, give employees the training and resources they need, and then give them control over their own work.

Keep it Going all Year Long

What if you could keep the optimism of the holiday season going all year long in your organization? By giving employees something to believe in; giving their work meaning; developing a sense of community; setting the example; and giving them control, you can create a culture of comfort and joy. By providing your employees with the respect, autonomy, and social support they need, you can keep a positive atmosphere all year long.

 

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO 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.

 

Great Organizations, Leadership, Leadership Behaviors

How Do You Build a Great Organization?

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“The distance between number one and number two is always a constant. If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you. That is a big lesson. I cannot just expect the organization to improve if I don’t improve myself and lift the organization, because that distance is a constant.” —Indra Nooyi

 

By Elizabeth Stincelli, DM

 

Building a great organization is about leadership. And, leadership is about you. As Indra Nooyi tells us in the above quote,” If you want to improve the organization, you have to improve yourself…” So, where should you start?

Get clear on your values

Building a great organization requires leaders and employees to embody shared values. Before you can build a culture on shared values, you better get clear on your values as a leader. What’s important to you? Why does it matter? Once you have identified the values that you are truly committed to, you can start developing a culture around those values and building a great organization.

Get your ego in check

If you want to build a great organization, get your ego in check. Leadership is not about your personal glory. It’s about achieving shared success. So, stop taking all the credit and start empowering and recognizing your employees and their contributions instead. When your employees know that their efforts are recognized and appreciated, they will give 110% towards making your organization great. So, stop thinking it’s all about you and make sure your employees know that it’s about them.

Ask the right questions

If you want a great organization you must start asking the right questions. You don’t have all the answers; you need to tap into the knowledge and experience of your employees. You must build trusting relationships where they feel comfortable giving you honest answers. A company of ‘yes’ men will never reach greatness. If you don’t ask the question, what might you miss? Your employees are your greatest asset. Make sure you are asking for their input.

Build your perseverance muscles

To build a great organization you, as a leader, must build your perseverance muscles. You must learn hang on tight while you struggle to find solutions to overcoming the obstacles you will inevitably encounter. Building a great organization requires the relentless, sustained, and passionate pursuit of long-term goals. There will be frustration, confusion, and some failures. But, you must keep the big picture in mind. Remember that there are always several paths to reaching the same goal so remain flexible and persevere even when times get tough.

Become part of an extraordinary team

Building a great organization requires you, as a leader, to become part of an extraordinary team. You can’t do it alone, and you can’t do it by surrounding yourself with those who are content to be average. Create an extraordinary team. Surround yourself with those who are smarter and more talented than you. Don’t feel threatened; feel excited about the limitless possibilities.

It Starts with You

What separates a great organization from an average one? It all starts with you. Get clear on your values, check your ego at the door, start asking the right questions, build your perseverance muscles, and create an extraordinary team to surround yourself with. Focus on how you can improve yourself and you will pull your organization up with you.

 

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO 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, Success

The Problem with Trying to Help Employees Succeed

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shadow-men-celebrate“Always be yourself, express yourself, have faith in yourself, do not go out and look for a successful personality and duplicate it.” —Bruce Lee

 

By Elizabeth Stincelli, DM

 

To be successful you must first define what success looks like. Herein lies the problem; success looks different to everyone. So, as a leader, it becomes difficult to help individuals in your organization succeed. What you think of as success may not mean anything to them. And, the way they define success may make no sense to you. The dilemma is that there is no right or wrong way to define success. We know that investing in employees, taking a personal interest in them, and helping them to grow and succeed is one of the most important roles that a leader plays. So, what do we do about the problem of trying to help employees succeed?

Respect the differences

Each individual must find their own definition of success. What does it really look like? Once success is defined, it sets up the expectations that go along with achieving it. As a leader, you can’t put your own expectations of success on those who work with you. You must help them define their own expectations and then learn to respect the differences in what it means to succeed.

Give them the resources

Once we know what success looks like, we need to formulate a plan for getting from here to there. As a leader, it is your responsibility to provide the resources that your people need achieve success. This not only requires the resources to succeed, but also to fail on occasion. Failure will always be a stepping stone on the road to success and, as a leader, you need to offer the support and resources that will allow your employees to pick themselves up, dust themselves off, and get back on the track to success.

Become their cheerleader

One of the biggest factors in the ability for one to succeed is to be surrounded by others who are supportive, positive motivators. Be a cheerleader for your employees. Provide them with a positive, supportive, and trusting environment where they can pursue their goals. Help them to gain confidence, empower them, and communicate with them openly and often. Provide them with opportunities that will help them grow towards their definition of success.

Celebrate small successes

Celebrate small successes based on what success looks like to them. Help employees to identify what success looks like for them at every step of the journey. Taking that first real step is a small success. Keeping focused and reaching a milestone is a small success. And, reaching the finish line is a, not so small, success.

Acknowledge the contribution

While they are on the road to their own success, acknowledge the contribution that their progress is making to the organization. Has their accountability improved? Are they better team members? Are they setting a good example for others to follow? Has their productivity and/or quality improved? Keep your eyes open for positive changes that are taking place, and then take the time to acknowledge the contribution that your employees are making to that change.

As a leader, the most important things you can do to help your employees succeed is to help them visualize and define what success means to them. Then, respect the differences, give them the necessary resources, become their cheerleader, help them recognize and celebrate the small successes, and acknowledge the contributions they are making. Real success is not about duplicating someone else’s version of success. It’s about defining your own goals, your own road, and your own passion. Don’t set employees up to fail by projecting your expectations of success on them. Be the support that helps employees identify their own vision of success, their own expectations, and the ability to live up to them and reach their goals.

 

 

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO 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.

 

Employee Reviews, Leadership

Make Sure Your Employee Reviews aren’t a Waste of Time

file000978694068“If my future were determined just by my performance on a standardized test, I wouldn’t be here. I guarantee you that.” —Michelle Obama

 By Elizabeth Stincelli, DM

 

It’s that dreaded time of year. If you’re in management, you struggle with how to rank your employees. What areas can you give them good marks for? What area can you tell them they need to improve in (because you can’t let them think they’re good in every area)? So much time is spent preparing the review for your employees, and then more time to dreadfully sit down and go over the review with them.

If you are an employee you dread the waste of time, the uncomfortable energy, the feeling of being placed under a hot interrogation light. And, to what end? Just to walk out of your manager’s office having no better understanding of your value, expectations, or performance than before you walked in.

As Michelle Obama expressed in the quote at the beginning of this article, using standardize methods for determining performance can often leave talent overlooked and contributions undervalued. So, how can you make sure that employee reviews individualized and are not a waste of time for you or for them?

Conversations are vital

Relationships are the key to any successful venture that requires the cooperation of more than one party. And, your organization falls into this category. You need the cooperative efforts of every individual in order to achieve your goals. So, how are these relationships developed? Establishing an atmosphere where conversations can take place, not just once a year, but on a daily basis is vital. Sitting face-to-face with your employees at the ritualistic employee review is a great place to lay the foundation for informal, unscripted, trusting conversations throughout the year. Use this time to express, and demonstrate that each employee has a voice in your organization. Show genuine interest in their perspectives and ideas. And, prove that you are willing to communicate openly with them.

It’s about the future

Use employee reviews as an opportunity to focus on the future, not the past. The past has been carved in stone, no changing it now. So, let’s focus on the upcoming year. What can the employee do to make it a great year? What do they need from you in order to be successful? This is not a competition; every employee should be tasked only with improving themselves based on where they are now, and where they want to be in the future.

Something meaningful

You need to inspire employees to give their best in the coming year. There is no better way to inspire someone than to give them something meaningful to work towards. Why is what the organization does important? What inspires you to come to work every day? Your answer to these questions must not be the superficial, financial bottom line. This will never provide incentive that is meaningful to your employees. Financial bottom lines as a ‘why’ will get employees to perform out of fear. Employees perform for successful leaders because they are passionate and inspired. How does each employee specifically contribute to the big picture? Help them to find something meaningful in their work.

Removing obstacles

This is more about you than them. What obstacles do they feel are standing in their way? Sometimes the obstacle may even be you. It can be a difficult conversation for a leader to genuinely listen to employees share their perspective on the obstacles they encounter in the workplace. But, you must listen, ask questions, and make sure you get a clear picture of their concerns. As the leader, it is your responsibility to eliminate obstacles where possible.

Value their contribution

And last, but definitely not least, make sure every employee feels valued. We don’t employ people we don’t need. So, if they are there, the task they perform must be important; just as important as any other task, including yours. Therefore, their contribution is of great value, and they need to know that you recognize them as individuals for their contribution to the overall success of the organization.

Stop treating employee reviews like a standardized test in school. These are individuals, the individuals that spend a big part of their waking hours in the service of your organization. If the employee review process is not valuable to them, it’s not valuable to the organization and it is a waste of time and money. Make employee reviews beneficial. Focus on developing a comfortable atmosphere for daily conversations. Keep it about building a great future not concentrating on the past. Share what inspires you and give them something meaningful to believe in and work towards. Recognize that it is your responsibility to remove the obstacles that employees feel they are encountering, even if you disagree. And, leave no doubt about the value of their individual contributions.

Stop wasting time!

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO 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.

 

Gratitude

Reflecting with Gratitude

IMG_0297“Gratitude makes sense of our past, brings peace for today, and creates a vision for tomorrow.” —Melody Beattie

By Elizabeth Stincelli, DM

 

This week, instead of my regular weekly article, I wanted to take a moment to remind myself, and everyone of you, to take a moment to reflect with gratitude. I’m not talking about gratitude for the wonderful opportunities I’ve been offered; the doors that have been opened for me; or amazing family, friends, and colleagues. These things are easy to be grateful for. I’m talking about reflecting with gratitude on the mistakes I’ve made, the massive failures I have experienced, the friends that turned out not to be so friendly, and the graveyard of skeletons in my closet. For every bone, every failure, and every mistake has contributed to my becoming the person I am today.

Thinking back on every wrong turn I have taken, poor choice I have made, and, what I thought at the time, were life destroying events, I am amazed that I am where I am today; stronger, wiser, and better than ever. These events did not destroy me, on the contrary, they have created a wonderful life for me and made me into a pretty darn good person, even if I do say so myself. I wouldn’t trade who I am to be anyone else in the world.

Yes, sometimes I have taken the rough road and had to learn my lessons the hard way. But, then again, what better way is there? Take a moment today to reflect with gratitude the things that had the potential to destroy you, but actually ended up making you and your life better.

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO 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.