Taking yourcareertothenextlevel

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<p>2006 CAA Non-Profit Marketing Workshop Public Relations</p> <p>Taking Your Career to the Next LevelJeff GhannamCrystal Communications &amp; Marketing, LLC703.888.8203jghannam@crystalcommunicationllc.com @ghannam4Lockheed MartinCommunications Leadership Professionals Workshop </p> <p>July 17, 2013</p> <p>My obligationActionable information. Current, real-life situations from my experiences, previous attendees and YOU. You will gain confidence to tackle your most pressing management challenges and to grow personally and professionally.</p> <p>Your obligationParticipate, open up, and share your stories and challengesVegas Rules. Take notes on how you can apply this info. Walk away with The Three Things you can apply right away. Buckle up!</p> <p>Know Your PartnerTake two minutes to get partners name, title, and what they think they need to get their career to the next level. </p> <p>What makes a good leader?</p> <p>Mission and vision drivenTransformationalEffective; gets things doneSkillful communicatorListens, considers input and builds consensusCommitted to the job Good interpersonal skillsEthical, straightforward, and worthy of respectRole model; leads by example</p> <p>What is the difference between management and leadership?The managers job is to plan, organize and coordinate. The leaders job is to inspire and motivate people.- Warren Bennis</p> <p>Manager or leader? Which one are you?</p> <p>Warren Bennis on the differences between managers and leaders:The manager administers; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focuses on systems and structure; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager accepts reality; the leader investigates it. </p> <p>Manager or leader? Which one are you?</p> <p>The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye on the bottom line; the leader has his or her eye on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. </p> <p>Leaders are naturally born, right?Leaders are not born. They are made. They are made just like anything else through hard work. That's the price we have to pay to achieve that goal or any goal. - Vince Lombardi</p> <p>The Road to The Next LevelManage and Motivate YourselfManage and Motivate People and TeamsManage Up (Your Boss)Manage conflict</p> <p>Managing Yourself</p> <p>Become more self-aware Deal with expectations Be a good listener Delegate without guilt</p> <p>Managing and Motivating Yourself</p> <p>Think back to a career highpoint when you were happiestwhat specifically motivated you at that time?</p> <p>Self-AwarenessWhat motivates you andmakes you happy?What are your strengths and weaknesses?How are you perceived by others?</p> <p>Assess YourselfPersonality tests (Myers Briggs, Emotional Intelligence, Minnesota Multiphasic Personality Inventory(MMPI), the Big FiveLook at performance assessments in a new wayAsk for honest feedback</p> <p>Managing expectations of yourself and othersSet reasonable expectations right from the start. Be clear about what you want from others and what you can deliver to others. Agree on goals, plans, and timelines. Agree on specific deliverables, time frames and delivery dates. Input and agreement are important. Acknowledge and adjust. If not going according to plan, change the expectation. Dont put this off; it doesnt get easier. </p> <p>Better ListeningMake the decision to talk less.Ask questions.Focus on their most important needs.Use inviting body languageeye contact, nods, uncrossing your arms, and facing the person speaking.Avoid thinking about what youre going to say next.Stop doing other things all other things while someone is speaking to you.Dont interruptthe two second rule.Summarize and repeat what you heard when its your turn to talk. Ask for clarification if needed.</p> <p>Why do we Hate to Delegate? Why should you delegate? helps you develop your colleagues; helps you focus on your core responsibilities; and advances your organization's capability. What tasks should you delegate?Everything but your core responsibilities. Delegate tasks that other staff need to learn, like to do, or are good at doing.</p> <p>How to Delegate</p> <p> Explain why the task needs to be done What background information does the delegatee need to perform the task properly What are the guidelines, but not explicit directions, for how the delegatee should go about performing the task What is the desired outcome or deliverable What is the timeline for when the task should be completeInput and acceptance from your delegatee.</p> <p>Managing and Motivating People</p> <p> Psychological needs Motivating people Enhancing Team Dynamics Managing Meetings</p> <p>Hierarchy of Psychological Needs Abraham Maslow, 1943. </p> <p>Maslows motivators on the job</p> <p>Physiological Needs: Provide lunch and rest breaks and wages sufficient to purchase the essentials of life.Safety Needs: Provide a safe working environment, freedom from threats and relative job security. Social Needs: Create a feeling of acceptance, belonging, and community by reinforcing team dynamics. Esteem Needs: Recognize achievements and provide status updates to make employees feel appreciated and connected. Self-Actualization: Provide challenging and meaningful work which enables innovation, creativity, and progress according to long-term goals. </p> <p>What are the best ways to motivate people? Its about the mission. Ensure employees that what they do impacts the whole company, organization, process or task. Let them know what they do is important.Praise, thank and recognize the employee for a job well done--or even partially well done.Care about them professionally. Discuss ways to create a more satisfying career path, including promotions based on concrete outcomes.Add variety to a persons job. Ensure that the job description involves a variety of tasks.Provide feedback along the way, pointing out both positive and negative aspects.</p> <p>Enhancing Team DynamicsClearly state the purpose/objectives of the teamChoose the right people and identify roles/responsibilitiesDiscuss and solve problems as a teamTeam rewards vs. individual rewards Be an engaged leader</p> <p>Managing Team MeetingsThe dominator. This person uses meetings as monologues. Strategy: Look for a place to interrupt, quickly summarize his/her point of view and turn to the group and say, "Does anyone else have an opinion about this?"What do you really hate about team meetings?Failure to manage these people</p> <p>Managing Team Meetings The wallflower. He/she has good ideas but is just too shy to share them. Strategy: Encourage him. Bob, youve had experience with this. What can you tell us?" If the whole group is quiet, chances you are the problem.</p> <p>Managing Team MeetingsThe side-talkers. In a big group, two people will huddle together. Strategies: 1) Stop and stare with a smile 2) Call on someone who is sitting next them 3) If all else fails, You must have a good idea over there. Fill the rest of us in. </p> <p>Managing Team MeetingsThe gripers. They may have a legitimate point and you dont want to shut down honest dialogue. Strategy: Summarize the basic concern; use neutral words. Turn to the rest of the group and say, "What about this concern? Lets examine it. Does anyone else feel this way?</p> <p>Managing Up: Working with the BossFeel his/her pain. Let him/her know you understand the business or industry and care about the company or organization.Agree on your personal goals and objectives and get them in writing. They should be measurable.Report to the boss regularly. Schedule weekly meetings if possible.Be available. Notice when he/she comes into and leaves the office. Be there before and stay after, if possible.</p> <p>Managing Up: Working with the BossLook for opportunities to make your managers life easier.Identify and solve problems. Dont present problems without bringing realistic solutions. Its not personal. Develop tough skin. Dont overreact to bosss comments.Show him/her your appreciation (but dont suck up.) </p> <p>Handling the disconnect with your bossProblem:Your boss assigns you more than your share of grunt work. Strategy:Write a proposal for an assignment you would prefer and explain why you would be the right person for the project. Do they know they are not meeting your needs? Talk to them about what you need.</p> <p>Handling the disconnect with your bossProblem:Your boss doesn't give you feedback. Strategy:When you finish a substantial piece of work, give your boss extra time to review it. Follow up. And speak up at meetings and get feedback.</p> <p>Handling the disconnect with your bossProblem:Your boss is verbally rough. Strategy: Do not take the gruff talk to heart. Its really not about you. Seek emotional support from co-workers who have also been subjected to your supervisor's wrath. Stand up for yourself in a professional manner. If its unbearable, keep a record of the abuse and report the abuse to your supervisor's boss, especially if its bullying or harassment.</p> <p>Resolving ConflictNever argue, just listen. By listening, you will understand the issue and let them vent. Ask for more information. But dont grill them. It shows you have an interest in solving the problem. Be positive: I understand why youre upset. I hear what you are saying. Speak softly and slowly.</p> <p>Resolving ConflictShow that you care: Tell them you want to solve the problem or this is an important issue.Solve the issue at that time if you can, but asking for time is good too. Thank them for bringing up the issue. Be genuine they brought it to your attention. </p> <p>In closingI have learned and will apply these Three Things within three months:1)______________________________2)______________________________3)______________________________</p> <p>What is the Key to Getting to the Next Level?None of us is as smart as all of us. -- Ken Blanchard</p> <p>Thank you!Jeff GhannamCrystal Communications &amp; Marketing, LLC703.888.8203jghannam@crystalcommunicationllc.com @ghannam4</p> <p>******</p>