Nevermind The Gap : Recent Episodes
Nevermind The Gap
Most of us are doing the BEST we can, yet feel we can never bridge the gap between where we are and where we 'should' be. Join Lindsey and X. Carmen, two professionals who stepped off the path into their own version of success, as they explore gaps big and small in our lives and in society. Feel confident with the journey and stop minding the gap.
SUMMARY
Neurodiversity is the concept that there’s a lot of variety in how brains work.
- Example, the company values neurodiversity.
Neurodiversity refers to the idea that neurological differences, such as those seen in autism or ADHD, reflect normal variations in brain development. Neurodiversity is often contrasted with the “medical model,” which views conditions like autism or ADHD as disorders to prevent, treat, or cure. There has been a push to move away from this idea of pathology and more toward a more nuanced perspective with variations of what is “normal.”
Neurodivergent is the word that describes individuals.
- Example, James is neurodivergent. The class has three neurodivergent students.
How can employers make their workplaces more neurodiversity-friendly?
- Offer small adjustments to an employee's workspace to accommodate any sensory needs, such as
- Sound sensitivity: Offer a quiet break space, communicate expected loud noises (like fire drills), offer noise-cancelling headphones.
- Tactile: Allow modifications to the usual work uniform.
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Movements: Allow the use of fidget toys, allow extra movement breaks, offer flexible seating.
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Use a clear communication style:
- Avoid sarcasm, euphemisms, and implied messages.
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Provide concise verbal and written instructions for tasks, and break tasks down into small steps.
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Inform people about workplace/social etiquette, and don't assume someone is deliberately breaking the rules or being rude.
- Try to give advance notice if plans are changing, and provide a reason for the change.
- Don't make assumptions — ask a person's individual preferences, needs, and goals.
- Be kind, be patient.
For more information, please visit some amazing tips and resources from Tracy Winter Website The Nerd Coach.
TOOLS/RESOURCES
Tracy Winter Star Coach Podcast
Tracy Winter Website The Nerd Coach
What is Neurodiversity?
What is Neurodiversity? By Harvard Health Publishing
Coaching the Neurodivergent?
Connect with us! We would love to hear from you!
Discovery Call with Lindsey
www.lindseyhonariadvisors.com
lindsey@lindseyhonariadvisors.com
Discovery Call with Carmen
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
How can leaders do a better job at ensuring that their employees are engaged and aligned with the mission and vision of the organization and their particular role? For the employee, what are some things you can do to remain aligned with your work and the value add you were hired to do?Possible areas to consider as a leader:Work must have purpose for engagement to take placeImplementing engagement programs internally and externallyNew perspective and new tools needed – employees can see how their work impacts the organization’s mission Gap on resources – what is lacking that could contribute to someone’s overall success in their current role (support from key stakeholders / training or materials)As Rebecca Ray, PhD stated: “The culture you create or the culture you destroy will determine the success of your business”. Rest In Peace, Dear Friend, John B. LazarConnect with us! We would love to hear from you!Lindsey Honari:www.LindseyHonariAdvisors.comlindsey@lindseyhonariadvisors.comX. Carmen Qadir:www.coachingandconsultingexperience.comdrcq@coachingandconsultingexperience.com
Summary:
Advice for both our male and female listeners on how women can inadvertently hold themselves back:
- Doing my job well will get me noticed (without the necessary relationship-building) - very common in some cultures - don’t rock the boat.
- Don’t want to appear pushy or aggressive OR conflict avoidant - can be too ‘nice’
- Less professional development opportunities or mentors - especially in male-dominated fields
How to engage better:
- Ask - what does this person want to accomplish? What does that look like? What barriers exist from their perspective? It might be different than what you perceive.
- For networking, think of ways this might feel intimidating or exclusive. It’s not easy walking into a room of mostly men. Or people who may not look like you. If you see someone not as represented, make it a point to introduce yourself and then introduce that person to others.
- Not everything needs to be scheduled at the end of the day! It is still more socially acceptable for male executives to miss dinner than female executives. Consider a business lunch instead of a dinner.
- Company internal audits – where are they with expanding female leadership roles. Some women professionals might want to add their name to the "hat" but leaders might not have awareness. Therefore, leaders don’t know what they don’t know.
TOOLS/RESOURCES
The Women’s Leadership Gap
AAUW: Barriers and Bias, The Status of Women in Leadership
Connect with us! We would love to hear from you!
Discovery Call with Lindsey
www.lindseyhonariadvisors.com
lindsey@lindseyhonariadvisors.com
Discovery Call with Carmen
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
SUMMARY
There are distinct trends colliding: retirement of the Boomers and some Gen X, new workplace realities from the Covid pandemic, and generational differences in attitudes towards work and boundaries.
Where we see this in our work is leaders who feel that the younger generation is not prepared, or capable of taking the reins. “But you don’t represent the company or you don’t look/act like me, so I don’t want to hand over the reins.”
More 65-year olds in the workplace than ever before. Don’t want to retire, some have to continue to work - lack of pensions, cost of living, especially in later years….
At the same time, there is real agism. Boomers and older Gen X - Brought so much value to the organization, then not needed anymore or as much, especially given the new technologies and realities.
Sense of feeling not as needed anymore and vulnerable, so reluctant to share/cede power.
Reframe the conversation - what LEGACY do you want to leave versus maintaining control
Shift from how different each generation is to the value that the new generation brings. Embrace the change and be proactive in succession planning.
Questions to consider as an existing executive/leader and for emerging leaders:
What can you do to let go? Develop talent?
Why do people leave?
What can you do to help make adjustments to the system?
Who in your team/division/organization could potentially take on your role? How could you better prepare them for this?
What skills do you possess that are unique? How could you cultivate these in your team or organization?
TOOLS/RESOURCES
Article in Wall Street Journal - America has never had so many 65-year olds. They're redefining the milestone.
Succession Planning Tips
Connect with us! We would love to hear from you!
Discovery Call with Lindsey
www.lindseyhonariadvisors.com
lindsey@lindseyhonariadvisors.com
Discovery Call with Carmen
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
SUMMARY
Executive Presence is a skill as much as it is a natural ability
For some it does come naturally, for others, it must be learned or honed.
Using data to tell stories - know your audience - emotional intelligence - active listening
Journey on how you connect with those around you.
Goal - inspire confidence.
5 traits are the building blocks:
Resilience - bounce back, don’t take it personally
Influence - its in your relationships. It’s the lubricant to keep the gears going. At high levels, results are harder to measure due to the complexity of the work.
Organization - do your homework. Be organized so you are prepared to handle non-related meetings that all contribute to the functioning of the institution, company, or organization
Scope - high altitude, vision. Executives have a broad scope, as opposed to managers. Also they are in the spotlight, which ties into relationships and Influence, as well as Resilience
Speed of Thought - being mentally nimble. Not just smart, but not getting bogged down in one or two issues. Ability to context switch.
Benefits from having Executive Presence:
Developing executive presence is more than just a question of winning popularity or power. One of its main benefits is that it helps you reduce stress. Managers with executive presence, and who focus their attention on the moment, can cope better with challenges in several ways. The Roffey Park study from the Roffey Park Institute shows that they demonstrate:
- Clearer thinking and perception.
- Greater courage, conviction and sensitivity in handling conflict.
- More focus on higher priorities.
- More energy and passion.
- Calm when dealing with change.
- More openness to new opportunities.
- Confidence in their own views.
TOOLS/RESOURCES
Book: Executive Presence: The Missing Link Between Merit and Success by Sylvia Ann Hewlett
Podcasts: The Look and Sound of Leadership, Unlocking Executive Presence through Emotional Intelligence and The Executive's Executive
Articles: Developing Executive Presence-Building Belief in Your Leadership
Executive Presence: What Is It, Why You Need It And How To Get It
Connect with us! We would love to hear from you!
Discovery Call with Lindsey
www.lindseyhonariadvisors.com
lindsey@lindseyhonariadvisors.com
Discovery Call with Carmen
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
SUMMARY
Goals provide focus and direction both personally and professionally. In this episode, we look at how to set realistic versus aspirational goals. Realistic goals have both impact and chances for success.
We discuss how to take yourself through realistic goal setting, as well as provide examples from our own goals and those of our clients.
TOOLS/RESOURCES
Worksheet exercise - Create space in your busy schedule, find a quiet spot, follow the directions below:
Part I: Brainstorming Ideas
Block at least an hour. Find a spot where you won’t be distracted by work or family
Make a list: A) What do I want to be, want to do and want to have B) What do I NOT want to be, want to and want to have.
Part II: Refining Goals
What gets/makes you excited? Scale 1-10. Those closest to 10 become the top 3 goals
What will truly move the needle?
What is within your locus of control vs what depends on others? If you don’t have control, what is in your sphere of influence?
What is getting in the way?
Part III: Choosing and Setting Goals
Specific/Measurable/Deadlines
- Reverse engineer it
Make it formal – on the calendar with action steps and with hard deadlines
Mapping/ActionSteps – cut them up in pieces – map out the details; identify the gaps and the much-needed resources
- Identify potential roadblocks. How will you overcome them? Ask yourself what is in your control or influence?
Commitment – how well does the goal align with your value system
Who is your support system? Who is my cheerleading team? (I.e.. Your personal trainer, coach, a friend, family, a work colleague. Be very specific as to how they can support you.)
Connect with us! We would love to hear from you!
Discovery Call with Lindsey
www.lindseyhonariadvisors.com
lindsey@lindseyhonariadvisors.com
Discovery Call with Carmen
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
SUMMARY
With the end of the fiscal and calendar year, holidays, family, and travel, how do we find the time to rest and reflect?
In this special episode, see coaching in action as Lindsey coaches Carmen to invite more ease and grace into a time of year that can often lead to burnout.
Topics covered: Setting boundaries and priorities around one’s time
Creating coping strategies to avoid burnout
ROIC - Return on Invested Capital - the time, energy, and effort each obligation requires to fulfill.
HRR - Honesty, Reflection, Rescheduling
TOOLS/RESOURCES
How to decide if something is Aspirational vs Realistic? Ask yourself what the true cost of adding or committing to something.
Step 1: Awareness - what is going on/missing/feeling?
Step 2: Reflection - what is the true cost of moving forward?
Step 3: Agency - making an informed, deliberate decision
Step 4: Choice - creating the conditions for success, identifying resources and derailers
Buckets - what are the 3-5 things that, when full, help you be your best? What, if not full, keep you from being your best?
Connect with us! We would love to hear from you!
Discovery Call with Lindsey
www.lindseyhonariadvisors.com
lindsey@lindseyhonariadvisors.com
Discovery Call with Carmen
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
Giving and receiving feedback are some of the hardest and most dreaded work activities. This episode discusses the barriers to giving and receiving effective feedback and the tools and techniques to lead to meaningful improvement.
Leaders and managers lack the bandwidth or tools and usually provide feedback only when there is an issue or during ‘formal’ reviews. Even then, the feedback is not always effective or actionable.
Who is giving the feedback, common triggers, and incomplete information for follow-through also impact how we receive feedback and what we choose to do (or not do) with the feedback.
Tools/Resources:
Feedback Essentials
MindTools Feedback Matrix
Keys to Giving Actionable Feedback
- Golden Rule: Establish intent (verb)
- Start with positive feedback what’s going or doing well
- Be specific rather than general: use examples, not opinion 4. Get curious. Use “what” instead of “why”
- Focus on 1 or 2 “critical few” issues
- Focus on things the receiver can change
- Focus on the future improvement, not blame for the past
Tips for Receiving Feedback
- Know your tendencies – defend, deflect, shame, blame?
- Listen with an open mind – we tend to view even well-intentioned feedback
as being judged
3. Keep listening - avoid interrupting or becoming defensive
4. Unpack the feedback - ask for clarification, reframe for understanding 5. Thank them for the feedback. It is a gift to help you be your best
6. Confirm what is the very next step on how to develop/improve
7. Summarize what you heard and next steps.
Tips for Receiving/Asking for Feedback
Checklist of questions to help the Giver of Feedback:
-Do you see any gaps with where I am now and where I want to be in the future? (leadership, supervising people, quality of work, types of experience)
-What did I do (in a specific situation) that was helpful or effective?
-What could I do differently in the future (in a specific situation) to be more effective or to get better results?
-What do you see as my (performance or communication) strengths?
-What areas could I improve (performance, communication, or development needs) in the future?
-What resources/assignments would you suggest to help me improve/develop/learn?
Connect with us! We would love to hear from you!
Discovery Call with Lindsey
www.lindseyhonariadvisors.com
lindsey@lindseyhonariadvisors.com
Discovery Call with Carmen
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
SUMMARYDecision-making can be challenging when organizations do not have the appropriate personnel or experts to facilitate implementing strategies and changes. In this episode, we discuss the value of including those resources and key stakeholders involved, having the right mindset/confidence and utilizing evidence-based materials with powerful questioning and insight into making the most effective decision. TOOLS/RESOURCESEBM: What It Is and Why Leaders Struggle Using ItEvidence-based Management and Leadership (Briner & Walshe)Effectiveness of Leadership Decision-Making in Complex Systems (Leonie Hallo et al.)Connect with us! We would love to hear from you!Lindsey Honari:www.LindseyHonariAdvisors.comlindsey@lindseyhonariadvisors.comX. Carmen Qadir:www.coachingandconsultingexperience.comdrcq@coachingandconsultingexperience.com
As a leader, what are you truly listening to? What cues are you picking up, both verbal and nonverbal?
Do you primarily listen: to answer? to solve? to understand? to let others vent?
You can learn more about the different levels of listening and what impact this has on conversation, understanding, and results. Dive into deep listening and how it differs from active listening.
Listeners (pun intended) will get resources on:
The Neuroscience of Deep Listening
A Question Roadmap to listen more deeply
Books and other resources on listening for business and results.
TOOLS/RESOURCES
Coaching as a Leadership Style: Dr. Robert Hicks
Deep Listening - Oscar Trimboli
The Center for Deep Listening – Pauline Oliveros
Michael Bungy Stanier, The Coaching Habit:1. The Kickstarter Question: What’s on your mind?2. The AWE Question: And What Else - repeat until the other person says “that’s it”
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The FOCUS Question: What’s the REAL challenge here for you?
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The FOUNDATION Question: What do you want (instead)?
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The LAZY Question: How Can I Help?
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The STRATEGIC Question: If you are saying Yes to this, what are you saying NO to?
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The LEARNING Question: What was most useful to you?
Connect with us! We would love to hear from you!
Lindsey Honari:
www.LindseyHonariAdvisors.com
lindsey@lindseyhonariadvisors.com
X. Carmen Qadir:
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
SUMMARY
It’s our origin story!
Business and organizational leaders, managers, professionals, and individuals engage coaches to advance their careers and enhance their personal lives. But what actually is coaching?
Listen in on how Carmen and I came to be coaches. We discuss what IS coaching anyway? How is it different from therapy or consulting? How is it used? How can I use it in my organization/for myself?
Some quick definitions:
International Coaching Federation
The International Coaching Federation (ICF) defines coaching as partnering in a thought-provoking and creative process that inspires a person to maximize their personal and professional potential. The process of coaching often unlocks previously untapped sources of imagination, productivity, and leadership.
ICF Houston (our home chapter)
Anyone can call themselves a coach. ICF-credentialed coaches are professional coaches who have met stringent education and experience requirements and have demonstrated a thorough understanding of the coaching competencies that set the standard in the profession. In addition, ICF-credentialed coaches adhere to strict ethical guidelines as part of ICF’s mission to protect and serve coaching consumers.
TOOLS/RESOURCES
www.ICFHoustoncoaches.org
www.coachingfederation.org
The Look and Sound of Leadership
The Coaching Habit - Michael Bungay Stanier
Connect with us! We would love to hear from you!
Discovery Call with Lindsey
www.lindseyhonariadvisors.com
lindsey@lindseyhonariadvisors.com
Discovery Call with Carmen
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
SUMMARY
Forces not centered on patient care are present and rising in all healthcare institutions. These systems result in a significant loss of autonomy for healthcare workers, which causes stress and burnout.
We cover this in two season-ending episodes. This installment examines the drivers and incentives behind academic medical centers, government funding, and for-profit healthcare institutions. Episode Two will examine these systemic issues' impacts on individual caregivers. We hope you join us for both!
TOOLS/RESOURCES
https://news.gallup.com/poll/468053/record-high-put-off-medical-care-due-cost-2022.aspx
https://www.statnews.com/2018/07/26/physicians-not-burning-out-they-are-suffering-moral-injury/
https://pro.morningconsult.com/articles/health-care-workers-series-part-2-workforce
https://www.nybooks.com/articles/1970/12/17/the-medical-industrial-complex/
https://www.locumtenens.com/about-us/what-is-locum-tenens/
https://www.nytimes.com/2023/06/15/magazine/doctors-moral-crises.html
https://grants.nih.gov/grants/funding/r01.htm
https://nexus.od.nih.gov/all/2023/03/01/fy-2022-by-the-numbers-extramural-grant-investments-in-research/#:~:text=Like%20RPGs%2C%20the%20R01%2Dequivalent,to%2021.6%25%20in%20FY%202022.
https://www.medicalnewstoday.com/articles/private-equity-in-healthcare#who-it-affects-most
https://www.nber.org/system/files/working_papers/w28474/w28474.pdf
Connect with us! We would love to hear from you!
Lindsey Honari:
www.LindseyHonariAdvisors.com
lindsey@lindseyhonariadvisors.com
X. Carmen Qadir:
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
Riverside FM: https://www.riverside.fm
Login: lindsey@lindseyhonariadvisors.com
Password: 59o6Riverside!
SUMMARY
Today, women are entering the workforce at the same rate as men and are getting similar pay. The pay and advancement disparity now occurs when women have children.
What can men and women do to support each other, both at a personal level and system level?
What does it mean to be a Growth Partner? How can work structures adapt to support parents, regardless of gender? What can YOU do as a partner or decision-maker?
RESOURCES/TOOLS
Pew Research Center - Gender Pay Gap https://www.pewresearch.org/short-reads/2023/03/01/gender-pay-gap-facts/
US Census Bureau - Gender Pay Gap https://www.census.gov/library/publications/2022/demo/p60-276.html
Family Pay Gap - https://www.rsfjournal.org/content/rsfjss/2/4/104.full.pdf
World Economic Forum - Gender Pay Parity - https://www.weforum.org/agenda/2022/03/gender-gap-strategies-parity-diversity/
Labor Day - No Mercy, No Malice
Connect with us! We would love to hear from you!
Lindsey Honari:
www.LindseyHonariAdvisors.com
lindsey@lindseyhonariadvisors.com
X. Carmen Qadir:
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
Summary
What is the difference between Achievement and Accomplishment?
Why don't Achievements sustain us over the longer term? How can we gain more lasting satisfaction from our time, talents, and energy?
In this episode, we explore the difference between the two and how we can tap into the motivation of Accomplishment.
Resources
What We Lose When We Push Our Children To Achieve
Why Success Doesn’t Lead to Satisfaction
HOGAN Assessment Staying Motivated After a Major Achievement Connect with us! We would love to hear from you!
Lindsey Honari:
www.LindseyHonariAdvisors.com
lindsey@lindseyhonariadvisors.com
X. Carmen Qadir:
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
SUMMARY
Brenee Brown nailed it when she identified the following:
Clear is kind. Unclear is unkind.
As managers and leaders, providing clarity on the business, mission, and goals empowers teams and strengthens alignment.
As individuals, clarity helps us ask for the results or behaviors we expect while reducing the chance that the target is missed.
Clarity makes it possible to make a solid plan to turn vision into reality. With clarity, you can motivate your team and create passion, purpose, and a sense of belonging.
TOOLS/RESOURCES
Dare to Lead - Brenee Brown
Leaders should strive towards clarity, not transparency - John Maeda (2009)
Three Leadership Principles to Live By: Clarity, Empowerment and Accountability - Forbes Business Development Council (2022)
Clarity is the key to effective leadership. What are your goals? - Ofspace Digital Agency (2020)
Connect with us! We would love to hear from you!
Lindsey Honari:
www.LindseyHonariAdvisors.com
lindsey@lindseyhonariadvisors.com
X. Carmen Qadir:
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
SUMMARY
There are many dimensions to Rest.
Most associate rest with an absence of work or a passive undertaking.
In fact, it is multi-dimensional and an active undertaking.
But don’t stress - it is easy to include different elements of rest, providing you understand which type you need at a particular moment.
Links
How to Rest Well (Psyche)
The Benefits of Resting and How To Unplug In A Busy World (Forbes)
7 Types of Rest That Every Person Needs (TED)
The Science of Sleep: How Rest Helps You Stay Active and Mindful (National Academy of Sports Medicine [NASM])
Connect with us! We would love to hear from you!
Lindsey Honari:
www.LindseyHonariAdvisors.com
lindsey@lindseyhonariadvisors.com
X. Carmen Qadir:
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
There is a Succession Gap that goes hand-in-hand with the Generation Gap in the workforce. This is acutely felt in family-owned businesses, where older generations are forced to stay on longer because the succeeding generation is either unprepared or unwilling to step into senior leadership roles. Phillip Brooks, Founder and Chief Coaching Officer of Fresh Perspectives, LLC, speaks with us about the Succession Gap. Phillip is a family business CEO and talks about his observation on the Succession Gap, its causes, impacts on organizations, and possible solutions. We also discuss how this impacts other sectors, including healthcare and corporate organizations.
Our conversation covers the following:
- Inside-Out Succession Planning
- Career wishes for younger generations
- Cultural scaffolding
- Connecting Mentorship from older to younger generations, especially in family businesses
Tools/Resources
https://hbr.org/2016/12/succession-planning-what-the-research-says
https://www2.deloitte.com/content/dam/insights/us/articles/4772_Leadership-succession/DI_Succession-planning.pdf
HappiGenius - App to raise emotionally intelligent children
Connect with us! We would love to hear from you!
Lindsey Honari:
www.LindseyHonariAdvisors.com
lindsey@lindseyhonariadvisors.com
X. Carmen Qadir:
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
SUMMARY
The Generation Gap spans 4 cohorts currently in the workforce: Gen Z in their early 20’s, all the way through Boomers in their 70’s. Each has a distinctive work style, work ethic, and communication preference. Taking the time to be aware of these differences, as well as expressing how YOU prefer to give and receive information, can help bridge these gaps. Additionally, consider ways to create cross-generational interactions that are low-stress, such as Reverse Mentoring.
TOOLS/RESOURCES
Jamie Belinne’s The Care and Feeding of Your Young Employee
3 Strategies to Bridge Generational Divides at Work
How to Manage a Multigenerational Team
The Generations and Various Characteristics
Connect with us! We would love to hear from you!
Lindsey Honari:
www.LindseyHonariAdvisors.com
lindsey@lindseyhonariadvisors.com
X. Carmen Qadir:
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
SUMMARY
How to have less but more productive meetings
Rules and Preparation
Structure and awareness of conversation drift
Tool to fill out in advance:
- Purpose: should be a verb and very short (exampe: to align on the next phase of the rollout, to debate the merits of changing suppliers, to review last quarter’s performance)
- Goal: what do you want to walk away with at the end of the meeting (actions, alignmuent, understanding, fire in the belly)
- Agenda: provides structure for the meeting and must support the purpose and the rules.
- Expectations: rules of the road; come prepared, be on time, come with ideas
Effective Meeting Tips:
- Don’t bring problems only. Bring potential solutions as well.
- Magic questions: What are you struggling with? What help or resources do you need from me or others
TOOLS/RESOURCES
Donna McGeorge - the 25-minute meeting
https://hbr.org/2022/03/dear-manager-youre-holding-too-many-meetings
https://www.instituteofcoaching.org/resources/communication-tool-1-funneling-technique
Connect with us! We would love to hear from you!
Lindsey Honari:
www.LindseyHonariAdvisors.com
lindsey@lindseyhonariadvisors.com
X. Carmen Qadir:
www.coachingandconsultingexperience.com
drcq@coachingandconsultingexperience.com
SUMMARY
The data is sobering. According to Gallup, 49% of people promoted within their companies are underperforming up to 18 months after those moves. McKinsey reports that 27% to 46% of executives promoted/brought in are regarded as underperforming two years later. Most onboarding leaves executives and new leaders woefully underprepared for their new roles.
How to practice the skills needed to grow out of old and into new identities we need to succeed at work?
Scenario 1: Are you, or the person you are coaching, aware of the need to develop new skills?
Top 3 behaviors of un-self-aware individuals:
- Don’t listen to or accept critical feedback.
- Cannot empathize with or take the perspective of others.
- Have difficulty “reading a room” and tailoring their message to their audience.
Scenario 2: If you or they are aware and willing to change, how to put new skills into practice (via the help of a coach)?
In organizations working with a coach requires more than just the one-on-one relationship between leader and coach. It requires support and resources from others in terms of time and feedback. HR departments are often overworked and understaffed to handle all elements of the onboarding that will improve the odds of a successful promotion or hire.
TOOLS/RESOURCES:
Ozan Varol blog
Altitude vs. Audience - The Look and Sound of Leadership Podcast
https://hbr.org/2018/10/working-with-people-who-arent-self-aware
https://hbr.org/2021/11/how-to-succeed-quickly-in-a-new-role (Gallup and McKinsey studies included)
Connect with us! We would love to hear from you!
Lindsey Honari: www.LindseyHonariAdvisors.com; lindsey@lindseyhonariadvisors.com
X. Carmen Qadir: www.coachingandconsultingexperience.com; drcq@coachingandconsultingexperience.com
Identity at the individual or the organizational level can impact how we show up, perform, and are perceived by others
Especially as one is promoted or asked to take on leadership roles, identity plays a bigger role than we might be aware of. Example: Patient bedside to research lab to administration.
Building new skills is a way to embrace the changes required by new situations and roles
Article: How to Identify Skils Gaps in the Workplace - at the team or organizational level
Article: How the Identity Gap Formula Can Help You Succeed - at the individual level
Other examples from our work with clients
TOOLS/RESOURCES
How to Identify and Address Skill Gaps in the Workplace
https://councils.forbes.com/blog/how-to-identify-skill-gaps
Leadership Development Council (December 2022)
How to Identify Skill Gaps in the Workplace1. Survey Your Leaders 2. Conduct Interviews with Employees 3. Train Current Team Members 4. Take a New Approach to Hiring
How the 'Identity Gap Formula' Can Help You Succeedhttps://www.entrepreneur.com/living/how-the-identity-gap-formula-can-help-you-succeed-new/320294
Ben Angel
ENTREPRENEUR STAFF
Entrepreneur Network Contributor (October 2018)
- The first step in closing the identity gap is to choose your goal
- Working with your identity, which is the battery that powers the light bulb
- Psychological/spiritual energy incorporates your beliefs, values, outlook on life, willpower, focus and attitude. This energy is nourished via ongoing education, spirituality (for some) and life experiences that lead to heightened levels of self-awareness and emotional IQ
AWARENESS - how does this action, feeling, or thought move me forward or hold me back?
ACTION - How can you back awareness up with action?
Simple Scaling (Likert Scoring)
Scale of 1-10 - where I am now, where I want to be?
What can I do to move the needle forward just one notch?
Would you love to connect with us? We would love to hear from you!
Lindsey Honari: lindsey@lindseyhonaricoaching.com
X. Carmen Qadir: drcq@coachingandconsultingexperience.com
SUMMARY
Tech-enabled Always On Economy
Leaders spend their days in meetings, putting out fires. They usually get to the real work after the formal workday ends and the informal workday begins.
Especially true in Healthcare, where lives and safety are on the line.
Constantly reacting, multiple demands on our time, and have multiple roles to play in the workplace and within our families,
Take a step back and reflect on:
- Awareness - thinking realistically about your time by understanding that it is limited
- Arrangement - designing and organization goals, plans, schedules, and tasks effectively
- Adaptation - monitoring your use of time - adjustments, interruptions, changing priorities
For the process-oriented, OKR (Objectives and Key Results) tracking can help
Another tool is understanding the nature of priorities - are they external, such as taxes or budgets, or internal, such as ‘want to’ or ‘should.’
Discuss what values are being triggered by priorities
What motivator or value does this internal language trigger?
Discuss one assessment tool to understand these values, and how they motivate us (Hogan)
TOOLS/RESOURCES
- https://hbr.org/2020/01/time-management-is-about-more-than-life-hacks
- https://hbr.org/2023/01/is-it-time-to-shake-up-your-wfh-routine
- Objectives & Key Results (OKRs) -self-accountability tool reflecting a live tracking of your objectives and progress via Excel format
- Control Scale
How to say NO - where do you actually have control?
I have to = external
I need to = internal
I want to = internal
I should = internal
What motivator or value does this internal language trigger?
- Hogan Assessment
https://www.hoganassessments.com/
Contact us!
Lindsey Honari: lindsey@lindseyhonaricoaching.com
X. Carmen Qadir: drcq@coachingandconsultingexperience.com; www.coachingandconsultingexperience.com
Too often, we set aspirational goals that are, in reality, not attainable due to the time, effort, or personal tendencies required to accomplish them. How can we set goals that are realistic and attainable? How do we manage our own expectations?
DISCUSSION
New Year is a time for resolutions and goal setting. We miss the mark because the goals we set are aspirational, rather than realistic. Most often we think of this as individuals, but this also applies to organizations striving to adopt change in the form of new initiatives or culture shifts. What trips us up? We know ‘what’ we want to accomplish, but rarely dig into the ‘why’. Many goals or resolutions require proper scoping to understand what is realistically required for success. Need to ask ourselves and our clients - what is the expected impact given the effort? Confuse urgent for important - so many meetings, never really get anywhere. Chunking it down - once you understand your why and the expected impact given the amount of effort required, break it down into smaller pieces. What needs to happen in parallel, and what needs to happen sequentially (this, then that).
TOOLS/RESOURCES
Discover your ‘why’ - what is driving the initiative or your own actions.
Rakshitha Ravishankar, Kelsey Alpaio - 5 Ways to Set More Achievable Goals
Khe Hy - Rad Reads, $10k Work
Connect with us!!
Lindsey Honari: https://www.linkedin.com/in/lindsey-honari/?locale=de_DE
X. Carmen Qadir: https://www.linkedin.com/in/dr-cce/
DISCUSSION
- Human beings are assumption machines. We assume not just about others, but about ourselves and our roles.
- Assumption gets in the way of effective communication
- It’s not about the nail
- The key to good communication is not in what you say, but in listening.
- Most of us listen to answer, react, solve, defend
- The purpose of listening is to hear - what the other person is saying, how they are saying it, what they are not saying, etc.
- The moment we start thinking about our answer, we stop listening
- Tip: notice when you stop listening to the other person. Name what you are doing (answering, solving, helping, defending yourself or others). Choose to begin listening again. Ask the other person to recap what they just said.
Application in the workplace
Instead of harden into resistance and assumptions, soften into curiosity
In high stress, high impact situations (such as medicine), use Urgency, Transparency, and Empathy to communicate effectively with others.
TOOLS/RESOURCES
https://hbr.org/2017/02/poor-communication-is-often-a-symptom-of-a-different-problem
https://hbr.org/2012/06/leadership-is-a-conversation
https://hbr.org/2020/07/5-tips-for-communicating-with-employees-during-a-crisis
Many of us are ‘stuck’ in a specific role or specialization. Covid led many of us to reevaluate our work lives and face the Fulfillment Gap.
Feel stuck by doing only one or two things (example: surgery has a bias towards narrow focus versus even limited variety).
What holds us back the most after financial security is not giving ourselves the time to explore what no longer serves us and what might fulfill us. Not only what we want in our subsequent roles but also what we don’t want. What becomes possible? How will we no longer think or feel? What will others observe in us?
Discuss the critical questions to ask ourselves - Harvard Business Review articles
Poem by Zara Bas -
You no longer need a unit of measurement to know your value.
We tend to focus on quantitative signs of fulfillment only.
TOOLS/RESOURCES
Benjamin Laker - 4 Steps to Making a Successful Career Change
Heather Karns Lee and Bill Fisher - What's Stopping You from Reinventing Your Career?
Zara Bas - I Have to Tell You Something
You once measured yourself in grades
Numbers on scales
In certificates
Now look at you.
You no longer need a unit of measurement to know your value.
What is behind being busy, all of the time? We explore what is behind our tendency to fill every minute of every day being 'productive'. Podcasts and articles referenced include Tara Brach's "From Human Doing to Human Being" and Harvard Business Review's article by Serenity Gibbons on "How to Beat Busy Culture".
Coaching concepts include:
The Thoughtful Pause: Asking ourselves why am I really doing this? What image and whose standards am I aspiriing to?
Catastrophizing
The Hidden Benefit of Saying No
Activating the other hemisphere of our brains through the fine art of doing