To make progress.. just try getting away with it.

Confidence, Decisions, Happiness, Momentum, Uncategorized No Responses »
May 082012

People who tend to make the most headway and those who tend to spend less time waiting -  don’t rely on corporate endorsement before taking action.

That’s not to say they take mad, irresponsible decisions and buck the system just to be rebellious. No, they are considered and are 99.9% sure of them-self.  However, they are  unhampered by the great corporate unsaid:

Ask around enough and someone will say no, squash your idea or find rules and processes to grind you to a halt. 

Although I have frequently been guided by the North East principle that “Shy bairns get nowt”.  (Translation! “If you don’t ask  – you will never receive”) the guiding thought should be ‘don’t ask – just do it’.

Colin Powell said ‘Less effective middle managers endorse the sentiment, “If I haven’t explicitly been told ‘yes,’ I can’t do it,” whereas the good ones believed, “If I haven’t explicitly been told ‘no,’ I can.”  There’s a world of difference between these two points of view.

Use the 5 point progress checker before asking for permission:

  1. Are you asking for permission because it’s a habit and you have not learnt to be guided by your own self belief…. yet?
  2. The one you are seeking endorsement from – how likely is it that they need to demonstrate their  jobs worth status by declining acts of initiative?
  3. Does your boss actually want to be bothered with your permission seeking or would they rather you just got on and delivered the end result – how ever you go about it?
  4. It’s easier to get forgiveness than permission – are you fearful of having to explain things if you intuition does not work out?
  5. Remember, if you end up as the buck stops here leader,  there will be no one to ask – get used to it.

 

I have a few Coaching slots available, but likely not for long. If you want support in the leap from capable manager to confident leader I’m happy to talk you through the scenario – you don’t need anyones permission!

Have a great week.

 

Posted by Paul Fox at 10:02 am Tagged with: , , , ,

Which work matters?

Decisions, Energy, Momentum, Overload, Uncategorized No Responses »
Apr 192012

The work that you will judged on when it comes to your annual review – that’s what work. The work that your bonus may be riding on.

Those half a dozen or less objectives you agreed with your boss will be the bottom line for you my friend.

Time to get selfish with a ‘Big S’.  If you are in a connundrum about what work to do, where your priorities lie – just review your annual objectives. Which, of course means that sometimes, if you are being resolute and loyal to your goals, that something has to give, something won’t get done, or you’ll have to gracefully decline requests, tasks or interesting but ultimately none showstopping work.

The only time to prioritise is when you are deciding which work to take on in the first place. After that, it’s too late – it takes work to get rid of work.

Stop trying to do everything.

Be clear there are two types of everything.

1. Everything that comes at you during the course of a day. For instance, the digital hailstorm of information, data, other peoples crap or crap that you let yourself get sucked into in a moment of ill judgement.  Stop trying to get all that done – because it’s impossible, exhausting, dumb, – it’s a never ending supply.

2. Everything that you have decided to do. (That you have agreed will matter and that you are being paid to make happen)

I have this conversation with busy executives at least once a month. Not because they are not smart or savvy or informed. Mainly it’s because they lose sight of what matters because they are human, fallible, and most honourably, but fatally, because they are trying to help everyone else before themselves.

Just think annual performance appraisal.  Your boss might be enamoured if you have handled  a lot of nice, interesting stuff – but standby if it’s as a consequence of you not delivering on your core objectives.

(Oh, and by the way, self preservation is good for the whole. If everyone selfishly delivered their core objectives… the business would be in outstanding shape.)

 

Posted by Paul Fox at 11:12 am Tagged with: , , , ,

Creating a Life of Opportunity – By Dan Rockwell

change, Confidence, Momentum, Walking the Talk No Responses »
Jan 022012

The following was such a powerful message to start the new Year I copied it ‘as is’ direct from Dans’ blog. He deeply resonated with me at this time.

Check out Dan’s blog at http://leadershipfreak.wordpress.com/

Creating a Life of Opportunity

Life without opportunities is dull and unfulfilling. Lost opportunities discourage; lack of opportunities defeat.

We’ve all heard people wishing they had more opportunities. This happens for two reasons.

  1. Comparing our opportunities with others makes us want what others have. Envy and greed are, however, partners with emptiness and frustration.
  2. Wrong-headed thinking about opportunities. Opportunities are not primarily about getting.Getting is the result of opportunity not the opportunity itself.

Definition:

Opportunities are your chance to add value before receiving benefit.

You have more opportunities than you can imagine because opportunities are about giving. The more value you add, the greater the opportunity.

Confession:

Dark, greedy selfishness lurks in my heart, alongside generosity. I worry about giving too much and what I’ll get in return. I have two responses to my darkness.

  1. Be generous anyway. I call it acting otherwise.
  2. Experience shows the richness of adding value exceeds the narrowness of greed and envy.

Bottom Line:

The simple act of giving results in richness.

Adding value creates opportunity.

2012 Challenge:

Create a life of opportunity by thinking first of what you give rather than what you get. Worry less about getting and more about adding value.

Be generous and see what happens.

Resources:

Books that will help you build a life of opportunity.

Go Givers by Bob Burg

Leadership is Dead by Jeremie Kubicek

QBQ! The Question Behind the Question by John G. Miller

All Hands on Deck by Joe Tye

**********

How can individuals create a life of opportunity?

Posted by Paul Fox at 10:09 am Tagged with: , , , , , ,

Wrapping Up 2011

change, Decisions, Happiness, Momentum, Motivation, Thinking, transition, Uncategorized 1 Response »
Dec 192011

Bring your year end to a definite conclusion and start 2012 with a clear direction. (Why wouldn’t you?)

Myself and Mrs. Fox sit down every year about this time with a glass of sherry and a mince pie and run through the following ‘completion exercise’. In doing so we have tied up and reflected on our last year, giving consideration to accomplishments and setting the tone for what lies ahead. It’s actually really rewarding and quite pleasant!:

  • What did I accomplish both personally and professionally? (Everything counts from landing business deals to surviving another year as a parent with everyone intact!)
  • What difficulties did I have to overcome to realise those accomplishments?
  • What qualities and strengths did I evoke to handle those difficulties?
  • Given all the above what is now possible for me this next year? (Your 12 month personal and professional goals)

 

All the very best for an extra-ordinary 2012.

Paul

Posted by Paul Fox at 12:46 pm Tagged with: , , , , , , ,

Force Generates Resistance – Excellent News!

Momentum, Motivation, Resistance, Results, Uncategorized 2 Responses »
Nov 212011

Everyone’s heard of resistance training right? You get on a machine in the gym, load it with with weights and will your muscles to move the stack.

The resistance of the load is what make your muscles scream in objection, break down and ultimately repair and become stronger.

Resistance to you and your ideas also develops your leadership muscle and diplomacy qualities.

You really, really want people around you who resist you and your ideas – and force you to grow. The alternative? Folks who just roll over and never challenge you. Worse still, your team nod their heads in agreement… and then bugger off and do their own thing regardless.

Hmmm, hang on a minute. So your team never or rarely push back and resist you? That’s because:

  • They believe its not worth the effort. (To convince you and you then do your own thing regardless of the effort and courage it took them to speak up)
  • They are too scared to ‘rock the boat’. (Once your team stop bringing you problems and issues you’ve lost leadership)
  • They are pushing (for now) just you can’t hear it because of your busyness or attachment to your way.
  • You are not pushing hard enough and no one is feeling the need to resist.

Force is good. Force as a force for good not as a force for ego. Make it your business to know the difference.

 

Posted by Paul Fox at 1:51 pm Tagged with: , ,

Back in the Saddle. The Progressing Perfectionist

Effort, Momentum, Results, Time & Productivity, Uncategorized 6 Responses »
Sep 142011

Hello again,

It’s Paul Fox back with the Constructive Coaching blog.

Where have I been and why am I back… is anyone interested!?

Way back around 2009 I took a break from producing my own ezine and co wrote on a monthly ezine ‘The Leader’. The Leader became a published book ’21st Century People Leadership’.

So now the book project is done and I’m going back to my independent roots.

I’m really keen to write freely and widely on all manner of topics around being a good manager, great leader, productive employee, profitable partner, inspiring owner. Whatever your job or title is, for want of a better expression… just being the best you can be – and having a life not just a job.

I don’t think my style has changed much – so if you ‘enjoyed me the first time around’ chances are we’ll pick up nicely again! I’m using this blog software which, allows me to post stuff at will and for instant comment to be made – I hope we set off some great conversational threads. Welcome back.

I have come along way with my IT skills – but not all the way clearly, as this should have been my 1st blog, but it went out in 2nd place!

So on the subject of being perfect…

My friend in Portland just sent me some dice. I don’t know why – but she did!

Anyway, those dice now have pride of place on my desk. Why? A few days back I was procrastinating about making a call that could seal a deal and just could not get the conversation ‘right’ in my head. So I had this thought. “Just roll the dice. Just roll the dice, pick the phone up, get your heart in your mouth and your bottle in your hand and ask for what you want Paul”.

So I did. One thing led to another and the deal is sealed. I could have spent a lifetime perfecting that conversation in my head ‘trying to get it perfect’.

Are you a perfectionist? Do you know anyone who is? Let’s look at the drive to be perfect and what it can cost you and your business progress.

What’s so bad about being good? Nothing at all, but trying to be perfect can cost you a lot in terms of progress, mental exhaustion and dynamic relationships.

People who can mobilise themselves in the face of tough problems are usually those who don’t worry about being perfect. They’re happy to move ahead with a partial solution, trusting that they’ll invent the rest as they go along. Contrary to what the experts might say, to some degree or other most of us ARE making it up as we go along, because each one of us, our businesses, our relationships, our markets are all unique and in unique combinations.

Now, perfectionists will try to tell you that their relentless standards drive them to levels of productivity and excellence that they couldn’t otherwise attain.

But often just the opposite is true.

Perfectionists usually accomplish less, because they waste so much time paralysed by fear of failure. They won’t start anything until they know how to finish it without any mishaps and they won’t finish anything until its perfect.

That’s a tough regime.

Even though they don’t know exactly how they’re going to do something, high-performing people keep their vision of the end-result uppermost in their minds and forge ahead anyway. They believe that they’ll get the help they need (and they ask for it), find the resources they need, and figure out the how-to’s as they go — and they usually do.

They know the key is getting started and the result will flow out of momentum.

 

 

 

Posted by Paul Fox at 4:19 pm Tagged with: , , , , , ,

Every Solution – Creates It’s Own Problems

change, Momentum, Results, transition No Responses »
Aug 262011

Every solution creates it’s own problems.

The car was the solution to the horse & cart. (Creating pollution, gridlock)

Email was the solution to ‘too slow’ mail. (Creating overwhelm, escalations, focus on the small stuff)

Credit cards were the solution to personal cash flow issues. (Creating stress, over extended debt, irresponsibility)

Command & Control management was the solution to large workforces. Â (Creating dis-empowerment, resentment, lack of initiative)

Making a stand for your ideas. (Creates contention, attack, isolation)

The point? Leaders looking for solutions that won’t at some point bring more problems to be overcome – are deluding themselves.

The ‘new’ problems are evolution in action.

 

Posted by Paul Fox at 2:30 pm Tagged with: , , , , , ,

Decisions & Time Poverty

Confidence, Decisions, Momentum, Time Poverty 1 Response »
Jul 072011

Most of us are much better and more prolific decision makers than we give ourselves credit for.

After all, our day is but a sum total of constant decision making:

‘Should I get out of bed and go to work?’

‘Should I take the back road and avoid the traffic?’

Lunch – ‘Egg or spam with my chips?’

‘Do I confront my boss today about that dodgy decision he just made?’

‘Should I go home at five and delight my partner or hang around ‘til six to get that report finished?’

All day, day in day out -Â one decision after another.

So, the Big Questions.

If we are making hundreds perhaps thousands of decisions everyday how come all that practice has not made us masterfully decisive and decisively clever?!

How come we still make big clangers or spend hours, days, years or even decades procrastinating over a decision? A few thoughts…

Time Poverty – Paralysis. We get paralysed about certain decisions because we worry we will make the wrong decision and we ‘don’t have time’ to make wrong decisions’.

Consider most of us have 30 – 60 years remaining life expectancy; therefore, you have all the time in the world to make a decision and course correct if it doesn’t work out. The sailors among you will recognise that sailing a course is just one big exercise in course correction. (If you don’t know your life expectancy go to this link for a projection based on your personal factors:

Life Expectancy Calculator

Time Poverty – Haste. We make hurried decisions that turn out bad. Again, as we are coming from ‘time is short’ – a time poverty mentality. The scarcity mentality produces decisions based on fear. Fear based decisions are often short-term reactions and short lived in impact.

99.9% of personal regrets will be about things you didn’t do and wished you had rather than about things you did do and wished you had not. Regrets for decisions we made can be healed over time regrets for decisions we didn’t take are inconsolable. Believe me – or check out your list of regrets.

Decisions create information and more decisions. Every decision you make will provide information and therefore, an opportunity for momentum. Whilst you can’t guarantee the information and where it might lead at least you are keeping the energy alive. With no decision you can guarantee you will stay as or, where you are.

Get the yardstick out. When faced with a big decision help yourself do the right thing by asking questions such as:

  • Does this decision fit into my identified needs, goals, values and priorities?
  • Does this decision fit into my family’s or businesses values?
  • Does this activity measure up to what my parents have taught me?
  • What does the speaker base his facts on?
  • Do I know anyone who has experienced this?
  • Is this realistic or a fantasy?

Decisions make themselves. However much we believe we are in control of our decisions often times they just rise up from within us when we least expect them and sometimes they don’t…. as much as we would like them too. Sometimes the best decisions we make are really irrational. I remember deciding to buy our current house within 20 seconds of walking through the door – without any idea how we could raise the biggest finance of my life. (Yesterday I spent more time deciding which sandwich to buy in M&S…)

Perfection or Progress. Next time you are stuck just ask; ‘Do I want perfection or do I want progress?’ It works.

Do the Right Thing. Air Chief Marshall Sir Brian Burridge was the Commander in Chief of RAF Strike Command. “I remember as a junior officer in a command position, vacillating about the appropriate punishment for one of my less well-disciplined airmen… he had transgressed – again. How should he be punished? What did the ‘system’ expect? Surely the system was watching my every move and what would ‘it’ think of me if I went against the grain?”

“Away from base on a course, I revealed my dilemma to an experienced, but not particularly senior commander. His advice was simple but telling – ‘Do what you think is right!’

“I now realise that, having the moral courage to do what is in your soul which may go against the grain of the organisation, is fundamental to your intrinsic motivation as a leader. To go against your intuition and find that, actually, you had misjudged the system’s expectations or that it had no expectations at all, undermines the faith in your own judgement. More importantly, if the situation created by your inferior decision becomes unravelled, you will never forgive yourself.”

What I notice with clients is that as soon as they start to base more of their decisions on what they think is right, the quality of their choices is enhanced and so their success and personal fulfillment.

Get out your paper & pen make a note of those decisions pending and make a commitment to yourself against each. (NB The commitment may be to not rush the decision and to see what unfolds)

Posted by Paul Fox at 10:14 am Tagged with: ,

The Power of Follow Up

Follow up, Momentum, Results No Responses »
Jul 052011


I never was all that sure of the intent when a former coach of mine used to say ‘human beings are basically sleaze bags – especially you Paul’. I now know what he meant and have found peace with that sage advice!

Given half the chance we humans let projects and promises drift, find sexier things to do other than the stuff we really should be doing, make promises without fully engaging with what we have committed to… and then don’t deliver. We treat ‘our word’ with less than substantial reverence and then we get stopped by less than formidable obstacles.  Sleazy maybe – shoddy without doubt, the ‘norm?’ – looks like it from here.

With the above mediocre behaviour pretty much widespread, it’s now no wonder that the person who rigorously applies follow up principles tends to get bigger results and positive recognition.

Follow Up Principals

Tell people immediately and clearly that you will be following up on your conversation, request or instruction. Then do it! You will stand out from the crowd if you just do this bit. I will never forget being introduced to a third party by a client of mine as “This is Paul, he always does what he says he will do”. Aside from the birth of children one of the proudest moments of my life….. (Yes, I do intend to get out more)

Follow up – not check up. The difference is where your intention is coming from. To follow up is to ‘come from an intent to support’ for the person and to seeing the job through – whatever it takes; to keep the end game and their success in mind. The need to check up often stems from a lack of trust or faith in the relationship. The checking up mindset often gets lost in the minutia of the task whilst losing sight of the bigger picture. An ‘interesting’ behaviour some brave clients admit to is delegating their favourite work and then checking up to make sure the person is failing – so they can justifiably take that work back! 10/10 for honesty.

Schedule follow up activity – make it happen. As a manager or leader you need to be freeing up your brain for opportunity, therefore your follow up actions should go straight in the diary so you can forget about them until the time comes to act. Electronic dairies are brilliant for his. If you don’t use an electronic diary for recording your follow up you are just playing at it.

Make responsible complaints by holding others accountable for their unfulfilled promises. Letting others off the hook when they fail to deliver or follow up as promised is in fact ‘training’ them that that is an OK thing to do. Point out the behaviour and ask if that’s what they want to be known for. Chances are – not really. Just recently, I pointed out to a potential client that he had made two promises to me and not followed through on either. Was he a man of his word or not? (A risky thing to do with a prospect perhaps)?  A week later he said he was horrified by how easily he makes and breaks simple promises, “I’ll call you later” type promises. From now on he will be known for being a man of his word.

No plan survives 1st contact. Is a military term that compels tacticians to always have a follow-up plan. It’s a good place to come from because if you know your plan won’t survive fully intact you know you have to plan for follow up.

There is a big disconnect between knowing and doing. 70% of people who understand what personal changes to make to be more productive will change. The other 30% who also understand will do nothing. How come? Simply, when people get ‘back to the office’ they simply become to busy with the day job. If they have no one following up on their promises to themselves its unlikely change will occur.

Training (coaching, management, leadership) without follow up is just entertainment. This dawning of realisation is spreading. The Sunday Times recently ran an article to highlight the estimated £75m that British industry ‘waste’ on training that has no follow up – and therefore creates no change or shift.

And that’s why coaching works – because it’s essentially a rigorous follow up process and a ‘being held to account’ relationship.. The same principals apply for the managers and leaders who apply themselves with a coaching style. Opportunities first –  followed up by follow up. Not rocket science really – just good habits and focussed behaviour.

 

Posted by Paul Fox at 1:13 pm Tagged with: , ,
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