Blog Archives - Page 6 of 29 - Price Associates

Making Small Adjustments for Small Changes

By Jill Morris and Steve Morris

When you drive a car, sail a boat, or fly an airplane, you are constantly making small adjustments in the steering to deal with shifts in wind, current, other traffic and road conditions. You must do the same when small changes occur in your environment that impact expectations. You are accountable for driving that clarity whether you are a manager or not.

There are both implicit and explicit accountabilities that we must manage. We tend to have a casual approach to implicit accountabilities, particularly around implied or unstated expectations, like you will come to work wearing clothing and some much less obvious.

Why Self-Objectivity Matters in the Workplace

By Mindy Bortness

One of the most difficult things to achieve in the workplace is gaining objectivity, especially when it comes to self. Every individual is saddled with years of experiences, biases, and self-perceptions that make it difficult to look inward, and at others, for who they really are.

I’ve found, when a person strips away all of that baggage, they’re able to do something quite unique. This individual can see himself or herself more clearly. The newfound reality usually breeds a sense of gratefulness. When working with clients, I see them begin to see themselves for who they truly are and develop an appreciation, and relief, for how they’re wired.

The Magic of Working with Others

How to foster teamwork skills

By Ron Price

From Episode 77 of The Complete Leader Podcast

We all love to root for and celebrate winning teams—but how exactly do we create one?

Skip Hall, an old friend and NCAA football coach, once told me that on average players only get 11 to 20 minutes of play per game. That’s it! They’ll commit 20 hours of practice and preparation per week just for this short amount of time on the field. For a successful team, that time can pay off in wins and championships. However, if your team isn’t versed in the skills needed for successful teamwork—communication, goal orientation, relationship building—they won’t be winning many games.

How Are You Showing Up?

By Jalene Case

“Eighty percent of success is showing up.” You’ve no doubt heard this popular quote by Woody Allen. But I would add that how you show up matters. Your interactions with others, and even with yourself, can shift from ineffectively blah to purposefully engaged when you’re thoughtful about how you show up. It’s palpable to everyone in the room.

My first coach taught me this strategy for getting the results I wanted from meetings. In addition to setting a clear agenda, she suggested asking, “Who do I want to be?” Think of this as defining how you want to show up, the energy you want bring to the space, the character traits that you want others to see and feel from you. I’ve taught this to many clients over the years, and they’re always surprised by the impact of this seemingly simply preparation step.

Prepare Employees to Look to the Future

By Dr. Evans Baiya

Without imagination, innovation stalls in the present. Futuristic thinking is a critical skill for everyone—business owners, leaders, veteran team members, and new hires alike. Without it, teams can’t imagine what the organization will look like in five, 10, or 20 years. They can’t imagine their future customers, sources of revenue, competitors, or even what it will be like to work at the organization.

These questions take imagination, and without the skills to answer them, an organization’s strategy and ability to innovate are at risk. As a skill, futuristic thinking requires the ability to see the big picture, roleplay long-term plans, make accurate predictions of possible outcomes, and determine the direction to take to fulfill those outcomes. If an organization can’t think beyond the present, taking advantage of changing landscapes in the market becomes much harder.

Clarity in Communication

By Dr. Lisa Aldisert

Everyone is getting busier, which is great for business but perhaps more challenging in execution. This continues to be more complicated if you are working remotely or in a hybrid situation.

During the most intense periods of the pandemic, employees adapted and got the work done clumsily but effectively. What’s different now is the pace and higher levels of expectations. Business is returning to previous activity levels and leaders need to help their teams adjust to expectations.

So what’s a leader to do? These suggestions may seem obvious, but this is one of those times where it’s important to go back to basics.

You Don’t Have to Write All Your Goals

By Jalene Case

In my 20s, a dental hygienist said to me, “You don’t have to floss all your teeth.” I said, “Great!” Then she landed the one-two punch with, “You only have to floss the ones you want to keep.” Her trick worked. I’ve been a devout flosser ever since. The same is true for goals: You don’t have to write all your goals, only the ones you want to achieve.

Like flossing your teeth, you know setting goals is important to do on a regular basis; however, do you understand why writing them is crucial? Let’s learn from the experts.

The results of Harvard Business Study found that:

83% of respondents had no goals
14% of respondents had plans but didn’t write them down and still, they were 10 times more likely to succeed
3% of respondents had written down their goals and were 30 times more likely to succeed compared with those who had no goals

Can You Find the Right Fit for Your Team?

How to understand and evaluate people to ensure the future of your organization. Episode #67

By Ron Price

These days, hiring and keeping talent is a never-ending conversation. With rapidly changing workplace standards and expectations from employees, finding the right people—and keeping the right people, in the right positions—is crucial to an organization’s continued success post-pandemic.

The key to ensure your future? The ability to understand and evaluate your team.

The problem is, many leaders think they excel at evaluating others. Some even say they have a sixth sense or gut feeling for people and will decide whether somebody fits in at their company within 30 seconds of meeting them. One study that says people form first impressions in the first seven seconds.

Greatness Starts with Optimism

By Mindy Bortness

To me, being optimistic is all about energy. When I approach a new situation with optimism, I’m bringing a lighter, more open energy into the interaction. This intention then becomes the focus. Despite what energy exists prior, or any somber facts that lead up to a current difficult situation, the infusion of optimism is always an energy reset for forwarding momentum and results.

Bringing optimism to the table allows others to move past their pain. While pain exists in the workplace—through tenuous relationships, tricky in-person/virtual settings, the stress of workloads, and fear of failure, to name a few—my goal is to always help people push through. I don’t want individuals to spend too much time in their pain; instead, I want them to acknowledge it and learn from it for their better future.

Help Your Employees Unleash Creativity

By Dr. Evans Biaya

Creativity is the cornerstone of innovation. As a leader, you want to foster imaginative thinking in your employees. The good news is that everybody has imagination. It follows that everybody is capable of coming up with ideas. Whether bad, good, or great, employees bring ideas with them to work every day.

So, what’s the correlation between creativity and innovation? The truth is, you cannot have one without the other. While creativity is thinking up new things—what could be versus what is—innovation is doing new things to bring new value. The product of creativity is the generation of ideas, and ideas are what innovation is built on. Innovation is simply applied creativity.

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