Leadership Winter 2013-14 by Ryan Lucas

LEADERSHIP Winter 2013-2014

Elements of Good Leadership pg. 4 Structure of a Successful Meeting pp. 6-7

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Network Give How to

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ew ees in N y lo p m E Tips for Positions

leadership Winter 2013 - 2014

A word from your Account Management Team... It’s already time for this Winter’s issue of LEADERSHIP! This quarter we aim to help you redefine what it means to be a leader. Take the reins and go forward into the New Year with a renewed understanding of leadership essentials, enhanced networking skills, effective meeting tactics, and much more! We know that being a supervisor or manager is not easy. If you run into any obstacles this winter, either in your professional or personal roles, MINES can help. Call us 24/7 if you need a little guidance, consultation, or just need to talk. – The Account Management Team

MINES & Associates 10367 West Centennial Road Littleton, Colorado 80127 800.873.7138 www.MINESandAssociates.com

pp. 8-9

Krames Staywell Success Tips for New Employees pg. 10

Our theme for 2014, Total Wellbeing, has been designed to help bridge the gap between our potential and optimal wellbeing. We will supply the knowledge necessary to support healthy lifestyles in order to be well in both body and mind. With this idea of mind-body relationship at the forefront, our topics will focus on the 8 dimensions of wellness: Physical, Occupational, Intellectual, Environmental, Financial, Social, Spiritual, and Emotional Wellness. Each month we will explore how different aspects of wellbeing are connected to each other and more importantly how they apply to you so you can achieve balance and promote your own Total Wellbeing.

Total Wellbeing

The Year of Integration

Physical Spiritual Intellectual Social

Total

Emotional Financial Occupational Environmental

Keep an eye out on MINES & Associates in 2014 as we explore the mental health landscape. From financial planning to social influence, physical wellness to emotional health, all aspects of your life are connected and can affect your wellbeing. Let us help you stay on top of this constantly shifting world and make your wellbeing easier to focus on than ever before.

MINESBlog

A Fresh Perspective This year we will be talking about all kinds of innovative and useful topics centered around wellbeing and how it relates to you and the world you live in. So we invite you to get in on the conversation today. Read great articles, ask questions, and keep on top of what MINES is up to. See something you like? Rate it on our blog or tell us about it. Want to see something specific? Let us know what interests you and how MINES can help. Just go to www.minesblog.wordpress.com

Webinar Series

Useful Resources for the Mindful Professional

Wellbeing

Join our partner, Brown Richards, for any of their monthly webinars. This year they will cover a huge array of topics from paying for college, single parent survival tips, optimizing brain power, and much more! Visit our website to learn more, or register for upcoming events at www.minesandassociates.com/webinar.

Is there a topic you’d like to see us explore? We’d love to hear from you.

Shoot us an e-mail at communications@minesandassociates.com and let us know what you’d like to see.

www.MINESandAssociates.com | 800.873.7138

The Elements of Good Leadership There’s a great difference between being in-charge and being a leader. Telling people what to do and when to do it is just a small part of being a leader. If you don’t develop the other leadership skills that help motivate teammates and keep projects on-task, you risk limiting your effectiveness and potential in your workplace role. Here are the key elements that build strong leaders.

Coaching

• Leaders clearly define goals for their team. • They set an example for teammates to follow. • They motivate their teammates and are supportive and honest with them. • They don’t play favorites, but treat everyone fairly. • They resolve conflicts and help everyone work toward the same goals. • Leaders say what they’re going to do and they follow through. • They are active listeners when someone shares a problem or concern. • They avoid communicating in ways that pass blame or create tension.

Decision-making • • • • •

Leaders think through problems and avoid rushing to judgments. They look at all the options to resolve problems or meet goals. They’re willing to listen to the suggestions of others. They’ll take risks to push new ideas and project goals. They avoid repeating past mistakes and seek to learn from their errors.

Assertiveness • • • •

Leaders tell their team members what’s expected of them. They don’t wait to resolve an issue or address a concern. They move quickly to avoid wasting time. They prefer active involvement to passive behavior.

Leaders also know how to separate “You” from “I” in the way they communicate with their subordinates, especially when related to personal feelings or project expectations.

“You” statements include:

• “You always interrupt me during meetings.” • “You’re always the last one to arrive at work.” • “You can’t seem to meet the deadlines you’re given.”

“I” statements include:

• “I’m concerned with your behavior in meetings.” • “I expect you to arrive to work on time.” • “I’ve noticed that you’re having trouble meeting deadlines.”

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How to Give Feedback

Providing an employee or colleague feedback is a fragile yet necessary thing. By following the tips below you can help make sure that the feedback you give is effective, constructive, and offers the employee knowledge on how to improve.

Types of Feedback

First, let’s explore types of feedback. There is: • Positive feedback: “You did a great job on this last project.” • Neutral feedback: “Here are diagrams you’ll need for this project.” • Negative feedback: “This task could have been performed another way; you’ll need some improvement here.”

How to Give Effective Feedback

The most effective feedback is: • Selective: Make sure to concentrate on the areas that are most important, not giving unhelpful details or nit-picking about behavior. • Specific: Tell the employee specifically what they did well or did not do well. For example, “The way you handled Mr. Barber was very good,” instead of, “You’ve been associating well with customers lately.” • Timely: Give feedback right after the event happens. • Descriptive: Tell the employee the specifics of

what you observed, not what you concluded. This will help the employee know what you’re talking about. • Sensitive: Although feedback should be given as soon as possible to the employee, don’t give feedback if you or the employee is emotionally distressed. Find the most opportune time to talk. • Helpful: If you are giving negative feedback, suggest ways that your employee can improve. This way, you are setting a goal that the employee can work towards.

How to Give Negative Feedback

Giving negative feedback is not always easy. But following these guidelines can help your employee improve, leading to a positive experience for everyone involved: • Be assertive. Be direct in telling the employee the situation or behavior that needs improvement. • Ask the employee to talk about the situation or behavior and what he or she thinks about it. Be empathetic to the employee, and don’t argue over points, but work toward finding a corrective response to the issue that both parties can agree on. • Find agreement with the employee. Help the employee understand why the behavior or situation is unacceptable.

• Help your employee develop a plan of action. Be specific on how the employee can achieve improvement, and work with him or her to accomplish it. Don’t push the employee too hard; focus on accomplishing small steps to reach big goals. • Summarize. Talk about the points you and the employee went over, and see that both parties agree and understand the plan of action. • Talk about what would happen if the employee doesn’t improve. Write down which improvements are necessary. • Check in with your employee. Agree upon a date that you can meet with the individual to discuss and review improvement.

How Feedback Can Be Most Effective to the Employee The employee must: • Understand what the employer expects. • Accept the plan for improvement. • Be able to take action. M

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Important Structures For A Successful Meeting Successful meetings use structure. Procedures and structure help groups perform significantly better in meetings. Meeting structures are the solid foundation upon which effective meetings are built. Below is a list of some of the important structures that make a successful meeting: • A regular time for the meeting is established, or meetings are scheduled for a period of time. For example, meetings for a given month, quarter, or year are scheduled at one time. • The meeting leader is prepared. • Desired outcomes are written. • Important inputs to the meeting are prepared and brought to the meeting. • Meeting recorder(s) is selected. • The meeting format is developed. • The meeting agenda is prepared and available ahead of time and is reviewed and modified as needed before the meeting begins. • Planned participation is used within the first 15 minutes. • Meeting minutes are recorded. • The meeting is critiqued for continuous improvement.

Meeting format elements: Successful meetings have a format. Knowing what will be happening in the meeting creates a sense of comfort. A format that is the same for every meeting allows the group to quickly take care of critical, mundane business, leaving the majority of the time to work on important agenda items.

Part 1: Meeting Startup • • • • • • •

Be sure meeting inputs are prepared and at the meeting Introduce any guests or new members to the group Verify that a quorum exists Review the group’s goals and progress on the goals Agree on the meeting’s desired outcomes Finalize the meeting agenda, including asking for any new agenda items Prioritize the agenda items with items requiring the most participation coming first; estimate times for each agenda item

Part 2: Meeting Body • Proceed through the prioritized list of agenda items • Summarize agreed-upon action items and decisions as they are made • Announcements

Part 3: Meeting Wrap-up • Summarize all action items and decisions • Plan next meeting; desired outcomes, agenda items, and any meeting inputs • Identify roles and responsibilities for next meeting; meeting leader, recorder, etc. • Critique the meeting and overall teamwork 6 Leadership Winter 2014

Part 4: Follow-up and Preparation for Next Meeting â&#x20AC;˘ Prepare and distribute minutes of the meeting.

Sample Meeting Plan. The following information is a complete example of a meeting plan that incorporates the points discussed above:

1. Determine Roles and Goals for the meeting Roles Leader: Jane Recorder: Lisa Timekeeper: John Desired Outcomes: problem statement Information that is needed for the meeting: a brief summary Who needs to come/How they will help reach goals: list of attendees 2. Create Meeting Outline and Assign Allotted Times A. Verify a quorum exists - 1 minute B. Introduce guests - 1 minute C. Review minutes and follow-up items from last meeting - 4 minutes D. Address the problem statement - 25 minutes E. Reports - 2 minutes F. Draft next meetings agenda - 5 minutes G. Summarize decisions and assignments - 1 minute H. Critique the meeting - 4 minutes 3. Prepare a Preliminary Agenda Date of Meeting: Monday, February 3, 2014 Start Time: 10:30 am Place of Meeting: Room 22 End Time: 11:15 Total Time: 45 M

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Networking Networking is an invaluable tool that anyone in the business world can utilize. Effective networking can be your best form of marketing, as well as being extremely affordable. To give a definition, networking occurs when there is a planned event or gathering with the primary goal of connecting with others. The purpose of networking can vary based on one’s own agenda, yet the primary focus is to meet people, and have people meet you. In other words, you have the opportunity to market yourself and your business in a relaxed, social situation. This often proves to be a comfortable situation for all involved. There are many opportunities to network in virtually every community on some scale. For a new owner of a small business, usually the most productive starting point would be to contact a local chamber of commerce or other organization that suits your field of business. Most chambers of commerce and professional organizations have membership dues that can be a considerable amount of money. To make sure that the organization is right for you before you join and pay dues, it is usually acceptable to request to visit the group first as a guest at no charge. This will enable you to get to know the group, get the feel of the group, and make sure it is right for you without putting out any money first. You may want to visit, and possibly join, several chambers or organizations, but whatever you choose to do, it will only be effective if you use it. Regular attendance at the meetings is extremely important for effective networking. As you attend the meetings, you will be recognized by more and more people as well as getting to know more and more people, and this facilitates you reaching your goal. People will know you and your company and refer to you, and you will do the same for them to reciprocate. Personal referrals and word of mouth advertising is invaluable and highly effective. To make the most of your networking meeting, here are a few guidelines you should follow: • Arrive early. If you are there before the mass of the group, you are assured the maximum opportunity to meet everyone. • Arrive with a goal in mind. Before the meeting, set a goal for yourself for that day, and then achieve it. Don’t arrive at the meeting feeling lackadaisical or unfocused. Take some time for yourself to get focused before the meeting. • Make sure you have writing materials and plenty of business cards and/or brochures. • Make sure you have a purse or briefcase for the materials and business cards that you will accumulate. • Make sure to shake hands when introduced, or when you introduce yourself. • Don’t huddle up with co-workers or friends. It is easier to be approached by others if you don’t appear to be busy with idle conversation. • Don’t be afraid to approach people you don’t know. • Wear a name tag or business card. • Don’t “hard sell” yourself or your company. Networking meetings are to be social and semiinformal/relaxed. • Do your best to remember names of individuals you have met.

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While it is important to prepare for your meeting by following the preceding criteria, it is also very important to prepare by making sure your personal appearance is appropriate for the gathering. Your appearance is the first thing people notice. Unfortunately, lasting impressions can be formed about you or your company before you even open your mouth based solely on your appearance. Because of this, it is important to pay attention to this detail. Some points you may want to note would be to: • • • •

Have a good haircut. Wear clothes that are setting-appropriate. Wear clothes that fit properly. Pay attention to detail. Make sure you don’t have a snag in your stockings or stain on your blouse, for example. • Most importantly: be yourself. If you are comfortable with your appearance, your confidence will surely be a benefit.

After the meeting, it is important that you follow up with the people you have met in a timely manner. If someone was interested in your company, don’t wait two or three weeks to drop them a line; they may have forgotten you by then. Also, it is very important to follow through on any promises you may have made. If you told someone you would call them with some information, make sure you do it! It is very important to be credible and reliable in order for your networking efforts to be truly fruitful. Networking can be costly in fees, dues, luncheons, etc., but if done effectively, it can prove to be an invaluable investment in your business’s success. M

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Success Tips for New Employees You’ve just been hired or transferred to a new department. You’re excited, apprehensive, and a bit overwhelmed. Here’s how you can make your transition easier and less stressful, so you can enjoy your new coworkers and be successful in your new job.

Understand the big picture

Be helpful

Understand the purpose of your job in helping carry out your company’s mission. Visualize a jigsaw puzzle with you as the one missing piece that will make the picture complete. This will make your job more meaningful, even if it’s limited in scope.

Offer to help your coworkers whenever you can. This will create a supportive relationship with colleagues. Sometimes there may be a need for employees to stay late. If you volunteer, you’ll be looked on as a team player.

Dress appropriately At your interview, ask about the appropriate dress. Make sure your clothes are neat, clean, and pleasant for others to look at. Even if your company has a casual dress code, the more professional you look, the more respect you’ll get from your supervisors.

Get to work early Arrive to work at least 10 minutes early. Use that extra time to relax and prepare for the day. This will help you appear more organized and confident.

Take notes Take notes or tape-record your training sessions. You may think you’ll remember everything, but it’s better to have notes to refer to so you don’t have to depend on memory.

Ask questions Don’t assume anything. Repeat important instructions by saying, “What I understand you’re saying is --. Is that right?” Always ask someone if you’re not sure how to perform a task.

Be patient Everything is new for you -- new people, new tasks, a new environment. Don’t get down on yourself for not learning everything the first week. Instead, notice how you’re improving.

Ask for help No one expects you to be up to speed on everything your job entails right away. If there’s a deadline, and it’s obvious you won’t be able to meet it, ask for help.

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Keep your deskspace organized You may know where everything is even though your deskspace looks like a tornado just hit it, but you’ll appear disorganized to others. So take a few minutes at the end of the morning and at the end of the day to organize your work area.

Ask for feedback Check with your supervisor after the first week on the job to ask how you’re doing. Then continue asking for feedback once a month. Some questions you might ask include: Is there anything I can improve on? Am I working fast enough? Am I accurate enough? How can I add to my knowledge or skills? How can I make things easier for my coworkers?

Be friendly People are wary of others until trust is built. Since you’re the new kid on the block, your coworkers will be sizing you up to see if you’re a positive addition to the department or team. Finding things in common with your new coworkers will create a bond of friendship. A one-on-one lunch with a different coworker each week will give you an opportunity to ask about his or her personal interests and share yours.

Show appreciation Everybody craves appreciation. Be sure to thank your boss and the coworkers who are helping you learn your job. M

Employee Burnout: How It Happens and What You Can Do to Help Employee burnout happens in every workplace. Workers may start the job as enthusiastic employees, and then turn into problem people who show up late or don’t show up at all. If you know of workers who have lost motivation for their jobs and show signs of apathy, they may be experiencing employee burnout. A worker can experience burnout due to a great amount of stress; this stress can be job-related, but it can also be a result of great levels of stress at home. The important thing to remember is that employee burnout can be reversed and there are things managers and employers can do to help an employee get back on track. How

Does Burnout Happen? Burnout occurs when a person is placed under stress for a long time. Oftentimes, the person is physically and/or emotionally exhausted, and no longer functions like he or she used to. If an employee has been placed in a demanding situation at work or at home, the person may suffer symptoms of burnout as a result, especially if the stress is persistent and ongoing. An employee may experience burnout if he or she was passed over for a promotion or overworked without recognition, or if there is continual change in a department. An internal inability to set appropriate boundaries may also contribute to burnout. For instance, employees might bring too much work home with them.

Recognizing Employee Burnout Burnout symptoms are: • • • • • • •

A change in work habit or attitude Loss of enthusiasm or motivation Absenteeism or tardiness Negative reactions or comments Emotional outbursts Health problems Drug or alcohol use

Additionally, as an employer or supervisor, there are steps that can be taken to help avoid employee burnout affecting the workplace: • If your company is downsizing, readjust workloads in creative ways. Ask employees for input, and see which tasks they would prefer to do and which tasks they would like to avoid. • Give ample notice about changes in positions or tasks. If downsizing has occurred, firm up schedules to give a sense of routine and continuity. • Redistribute workloads if employees seem overwhelmed. • Listen to employees and try to counsel them the best you can. • Pay attention to what motivates each individual employee and utilize that when assigning projects. • Understand your personality style and be aware of how that can play a role with individual employee communication. • Depending on your HR policies, it may be possible to schedule after-work events to boost employees’ spirits. • Refer employees to resources provided by your Employee Assistance Program (EAP). M Winter 2014 Leadership 11

A note to Supervisors... From time to time, situations arise when a supervisor is not sure how to respond to a particular behavior. The Employee Assistance Program is available on a 24/7 basis for consultation on issues such as: referring an employee to the EAP, how best to respond to and manage difficult behavior in the workplace, and whether training or some other form of group intervention (such as an organizational intervention or a conflict resolution) may be helpful for a particular situation. The EAP can serve as an ally to anyone who is working with a troubled employee.

• 24/7 supervisor consultation regarding problems in the workplace

• Assessment of behavioral risk on the job • Return-to-Duty conferences

• Advisory services in writing, revising, and implementing policies

• Supervisor and Manager training

• Unlimited formal Work Performance Referrals

• Coaching for management and leadership skills

• Conflict resolution for supervisor-employee problems

MINES believes that employees are an organization’s most valuable resource. Your EAP is always available to provide you and your employees with support.

The MINES Team

Questions? Reach us at 800.873.7138 | www.MINESandAssociates.com