Posts Tagged ‘Paul Dillenburg’

The Monkey on Your Back

Author: Paul Dillenburg, Date: 8/16/2012

“…if subordinates are afraid of failing in front of their boss, they’ll keep coming back for help rather than truly taking initiative.” – Steven R. Covey

As a resource for new managers, an absolute classic all managers should read is the Harvard Business Review article, Who’s Got the Monkey. In the article, the authors point out a key misstep managers often make, attempting to “help” direct reports find solutions to their problems by accepting responsibility for the solution. This inevitably causes the manager to take up his/her time with finding a solution when the burden of responsibility should remain with the direct report. If, like most managers, you have multiple direct reports, taking on just one problem from each of them will add up to a considerable amount of time away from what you should be focusing on as a manager.

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Rewarding Others: Personal Currencies

Author: Paul Dillenburg, Date: 8/1/2012

One of the challenges many managers face is determining how to engage, motivate and reward their workforce. While financial incentives do have a part to play, they often are not enough to keep employees “happy” with their work.

Not long ago I was discussing this topic with colleagues and the phrase “personal currency” came up. The theory behind personal currency is that each of us place a high value on different things in our work lives. Those things we value most are our currency. For example, some individuals find the most value from monetary rewards or advancement opportunities. Others covet flexibility of schedule or autonomy in their work. Still others place a high value on skill development or involvement in a variety of projects. The list of personal currencies can go on and on.

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Will Coaching Work: 4 Questions to Answer

Author: Paul Dillenburg, Date: 7/10/2012

Faced with smaller developmental budgets, organizations need to be selective and invest a disproportionate amount of resources in key talent. One avenue for developing top talent is hiring a coach. But, truth be told, not everyone in your organization needs a coach. And, it is not appropriate to invest in coaching for all leaders. How do you know if a coach is the best resource for a given leader?

Here are 4 questions to help you determine if a leader should work with a coach:

1. Does your organization support coaching?
In order to achieve the results intended, individuals need support not only from their coach but also their boss and peers.

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Teacher and Student

Author: Paul Dillenburg, Date: 6/13/2012

On a fairly regular basis, I facilitate mastermind groups for high potential employees. For those of you not familiar with a mastermind group, it is a monthly gathering of 5 – 8 individuals from different organizations that seek professional development through peer learning and the presentation of leadership content.

One of the key “ground rules” I like to present to the group is the idea that we are all teachers and students.  Meaning, you can teach everybody you interact with something and everyone you meet can teach you something.  This is an extremely powerful message and one not everyone embraces – especially as leaders.  But for those of us that must lead through collaboration, if you aren’t open to others input you may find yourself without followers.

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Never Forget the ‘Why’

Author: Paul Dillenburg, Date: 5/23/2012

As I’ve trained and coached new managers over the years, one area I try to focus some attention on is connecting the “manager” to the “individual.” So often we are forced to wear the “manager” hat at work. The “manager” cares about what gets done. The “manager” is interested in the assignment of tasks, the completion of projects, and the quantifying of results.

But what about the “individual?” We as “individuals” care about the why. The “individual” wants to find the connection between who I am as a person and who I am as a manager. The “individual” asks questions like, “Why did I become a manager?” “Why should others follow me?” “Why do I do what I do?” “Why am I putting in so much effort?”

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The Myth of the Charismatic Leader

Author: Paul Dillenburg, Date: 5/9/2012

When you hear the word “leader,” what images pop in your head? Often it’s the gregarious, outspoken, energetic, showman, whose personality seems larger than life – someone who is able to rally and motivate employees with their words. But what if you are not gregarious, outspoken, or a master presenter? Can you be a leader that others will follow?

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Stop ‘Chasing Shiny Objects’

Author: Paul Dillenburg, Date: 4/16/2012

To maintain market share in a tough (but hopefully improving) economy, companies are becoming more creative in defining the scope of their potential service offerings to customers. Offerings not typically seen as a company’s niche in the past are now being considered as innovative ways to expand their customer base. The unfortunate side effect for some companies is that they find themselves “chasing shiny objects” which may take resources and energy away from existing priorities.

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360 Degree Feedback: Using the Data

Author: Paul Dillenburg, Date: 3/20/2012

Over the last several years, I have noticed a trend in 360 degree feedback that I think should be a “watch out” for organizations taking part in the process.  What I am seeing more and more, particularly from organizations that are new to the process, is a disproportionate amount of attention on the “bells and whistles” of the 360 survey tool.

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The Value of Executive Coaching

Author: Paul Dillenburg, Date: 3/6/2012

More and more companies are using executive coaching to improve their bottom line. It is one of many approaches to developing leadership talent. Three reasons that coaching is particularly effective include:

  1. Individualized attention. Unlike many other approaches to leadership development, each participant gets focused attention to learn about their strengths and development opportunities; and, develop specific action steps that tie to organizational results.
  2. Accountability. Coaching is results-focused. The client creates goals and the coach helps hold the client accountable to those goals. Coaches provide clients with the process, tools, structure, and support to achieve higher levels of performance.
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Stop Holding Yourself Back

Author: Paul Dillenburg, Date: 2/14/2012

Over the last several months, I have been reading books from a few different genres – some are biographies, some are books on leadership, some are books on investment. What is striking is that even though these books tend to focus on different subject areas, I have gotten the same “advice” from many of them. That advice is, stop holding yourself back. Whether it’s the business classic Think and Grow Rich by Napolean Hill (1937) or the more recent Rework by Jason Fried and David Heinemeir Hanson (2010), authors interested in getting the best out of their readers often focus on the power of self-confidence.

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