Right Fit Leading

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Book Excerpt: New Age Communications

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This time I\’m sharing about new age communications. You can purchase relevant chapters by selecting the link “Access This Chapter” at the bottom. Book Excerpt, Chapter 11, Page 210 Communication is about relationships and information sharing. When communicating, senders and receivers should agree on the purpose of the messaging activity and commit to an open and honest two-way exchange. Senders must try to understand the receiver’s information needs and attend to noise in the channel that includes emotions, relationships, and environment. Culture may also enter into the communication considerations. This can lead to the need to develop skills to handle diversity of thought and action between sender and receiver. Considering all the variables that can affect the interaction provides an ability to ensure that the message is suitable for the current social context. Access This Chapter!

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Book Excerpt: Motivationally Intelligent Leadership

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This excerpt is from my work on motivationally intelligent leadership. You can purchase relevant chapters by selecting the link “Access This Chapter” at the bottom. Book Excerpt, Chapter 3, Page 34 The leader’s emotional intelligence can be viewed in terms of six leadership styles. They are coercive, authoritative, affiliative, democratic, pacesetting, and coaching (Goleman, Boyatzis et al., 2013, Girma, 2016). Leaders who can deal with disasters are coercive, and leaders who can engineer a turnaround are authoritative. Affiliative leaders can compromise to build team harmony and morale. Democratic leaders give their people a voice in decisions. Pacesetting leaders can define and exemplify high performance standards, and coaching leaders are supportive of the development of skills. No one style is best, because as leaders, master each of these styles, they gain additional power to shape employee performance and organizational climate (Girma, 2016). Mastery of these styles is what we call “leading.” SOURCE: The relationship between leadership style and employee job satisfaction study of federal and Addis Ababa sport organizational management setting in Ethiopia (Girma, 2016). Access This Chapter!

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RFL: Ideas for “Mature” Job Seekers

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Some experts suggest more training or use of employment services when helping job seekers 50 and over. This approach is highlighted in an Urban Institute article in 2011, “Can Unemployed Older Workers Find Work?” The article\’s position may not, however, offer the best advice for those seeking an opportunity. One great initiative is offering networking services and increasing social media connections to assist in the job search. This is a welcome and necessary undertaking. There is a constant that can interfere with its effectiveness. If you connect with a person who has no job to offer, it is often just a conversation. The most effective connection, then, is when someone has a job to offer and is connected to someone is ready to accept that opportunity. That is the connection that is needed based on our current conversation. It is important to think about questions prospective employers may ask about older workers. How long will the person stay with us? What kind of time will the person spend with us before retiring? How will the person fit with younger workers? These are all valid questions, but they should not be disqualifying. More important, the questions should be posed equally, with minor changes, for younger job seekers. No one has all the answers to finding a job. This is food for thought and something employers may want to consider. If you are interested in the conversation, you can share your thoughts with me or take my survey.

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Book Excerpt: Relating to Emotional Intelligence (EI)

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Emotional Intelligence (EI): Sharing another excerpt with you. You can purchase relevant chapters by selecting the link “Access This Chapter” at the bottom. Book Excerpt, Chapter 9, page 167 These findings are insightful because they help us examine the potential for leaders to improve communication in a variety of areas. These areas can include knowing your own strengths and weaknesses, being more capable of handling negative emotions, increasing your adaptability, finding ways to improve relationships, and communication skills. \”…the information presented here leads us to understand that adjusted or learned emotional intelligence skills can help people and organizations adopt strategies and policies that promote efficiency and that can enhance telework operations. Organizations have always tried to ensure the emotional skill of managers, but the vehicles have been employee selection, appraisal systems, and formal or informal feedback mechanisms. Improvements in managerial EI will not eliminate the need for those avenues of improvement; however, it can provide a mainstream way to transform and improve current practices and enhance existing knowledge.\” Access This Chapter!  You can get access to all of my works here.

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Right Fit Leading: CLUE Leadership Skills

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CLUE is a helpful formula for developing or refining leadership skills. Connect. Conduct the rest of the engagement in search of a win-win outcome. If that is not possible, strive for a shared understanding where all parties know the engagement’s views and commitments, proposed goals or outcomes, and next steps. Listen. Make sure you hear what everyone is saying. Good listening is like good research. The researcher is after truth regardless of the reason for the effort. Understand. Listen to understand, not to reply for the best results. Then do what good communication requires by analyzing what you have heard and compare it to what you already know. If your approach needs to change based on that understanding, you might want to schedule a session at another time. But make sure to schedule the session. Engage. Ensure that the conversation pays attention to the views and commitments of all parties with an equitable focus on these issues. Get started on connecting with people, keep connecting with people, and find ways to measure your connections with people.

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Right Fit Leading: “The Talk”

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Companies and their leaders get anxious when deciding on having “the talk” with employees. “The talk” can be positive or negative and it goes beyond whether people are onsite, remote, or hybrid workers. Let us look at leading and managing employees with a focus that is as much on the engagement as it is on the issue. No matter where people work, leaders must employ open and honest communication at every opportunity. I am seeing many wonderful approaches to leadership, but leaders must be agile in the way they communicate. There are 4 ways leaders can ensure successful communications. Engage. Ensure that the conversation pays attention to the views and commitments of all parties with an equitable focus on these issues. Listen. Make sure you hear what everyone is saying. Good listening is like good research. The researcher is after truth regardless of the reason for the effort. Understand. Listen to understand, not to reply for the best results. Then do what good communication requires by analyzing what you have heard and compare it to what you already know. If your approach needs to change based on that understanding, you might want to schedule a session at another time. But make sure to schedule the session. Connect. Conduct the rest of the engagement in search of a win-win outcome. If that is not possible, strive for a shared understanding where all parties know the engagement’s views and commitments, proposed goals or outcomes, and next steps. I hope this engage-listen-understand-connect roadmap for “the talk” is helpful for you. Let me know if you would like to discuss further.

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Right Fit Leading: Consider Hiring Culture

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Organizations need to consider their hiring culture to make sure they are kind to job seekers. This may not be someone you eventually hire, but it is someone who has a voice and who can speak volumes about your organization. Why am I writing this? A person I am mentoring recently went for an in-person interview and he was very excited about the prospects. The company told him they were filling more than one position. When he arrived for the interview, he was one of some 40 people undergoing a group interview for 4 positions. Then the organization announced that there would be a chance for people to stay for in-person interviews in the afternoon. My mentee said many people left at that point. In addition to telling job hunters the pay levels of the positions they are seeking; employers should practice full disclosure in advance about how the interview will be conducted. They should also give the person a good sense of where they are in the interview process. I am not a life coach; but I am skilled in leader and business development. The best advice I give to those I mentor about job hunting is to understand that if it is not in writing, it does not exist. That extends to how, when, and where the interview will be conducted. Have you had similar experiences?

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