Category: Blog | Page 15 | Mariposa Leadership

November 13, 2013 / Articles We Like

Infographic: Generational Differences in America 101

I’ve written a lot about the different generations, and find understanding the root of their differing behavior and corresponding attitudes to be both a fascinating topic and a valuable management tool. As with everything in management, increasing the understanding between team members helps build positive and productive relationships. Also, with this understanding, it is easier to identify and focus on complimentary strengths, and opportunities for growth.

The infographic below is specific to America. It identifies the life shaping events of each generation, how those events lead to specific characteristics, and how to speak to those characteristics as a manager. Learn the language of each generation to increase employee engagement, and help your employees grow and develop. Read more.

About the author:

Anne Loehr is the President of Anne Loehr and Associates, co-founder of Safaris for the Soul, and an Executive Leadership Coach for Mariposa Leadership, Inc. For more good reads, visit Anne Loehr’s personal blog at: www.anneloehr.com/blog/.

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November 13th, 2013|Categories: Articles We Like|Tags: Anne Loehr, baby boomers, employee engagement, generation x, generational differences, growth, management, millenials, productive relationships|

November 12, 2013 / Ask Mariposa

Ask Mariposa | Dealing with Change

Toby asks: Our new VP has been on the job for six months and is trying to change everything about the way we do our work. This has left middle management feeling vulnerable. The consistent message received is that everything that was done for the past 4 yours was all wrong and needs to change. How do we roll with the changes yet keep morale from tanking?

Sue Bethanis, CEO of Mariposa, responds:

Thanks for your question! The first thing I suggest doing is ASSESS the situation: 1) what changes are good? 2) which ones are not so good? and 3) which ones are hard? After you have done an ASSESSment, figure out for yourself which ones you can roll with and don’t need help, which ones are hard, and thus you need help with? Go to your boss and ask for advice/help on the hard ones. And ask him/her to give you some of the reasoning behind the ones that you deem to be “not so good.” Have your assessment of the situation ready to give your reasoning as well, and let him know how the “not so good” changes have affected you in a negative way.

To learn more about the skills of Assess, check out our Executive Guide to In-the-Moment Coaching.

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November 12th, 2013|Categories: Ask Mariposa|Tags: ask mariposa, assess, change, Mariposa Leadership|

November 1, 2013 / Book Reviews

Book Review: The Collaboration Economy: How to Meet Business, Social and Environmental Needs and Gain Competitive Advantage

Head: (4 out of 5)
Heart: (4 out of 5)
Leadership Applicability: (5 out of 5)

The world today faces numerous complex environmental, economic and social challenges which have created a Waste Economy. The challenges are vast and a single solution does not exist. However, companies can fill the global leadership gap and create urgency in addressing these problems through collaboration. Collaboration is the new economic mindset and according to the author, Eric Lowitt, it’s already underway.

In a Collaboration Economy, the private, public and civil sectors work together for their own as well as collective good, making profit, growth and sustainability possible. Companies that establish the right collaborative partnerships – such as what Unilever, Coca-Cola, GE, and Nike, leaders of the Collaborative Economy are doing already – are able to gain competitive advantage and create prosperity in perpetuity.

The Collaboration Economy offers a plan, easy to use frameworks and tools for collaboration and equips companies of any size with adjustments that can be made in three areas: company strategy, corporate culture and operations. Other content includes:

How and why the transition from Waste to Collaboration Economy is occurring, the roadblocks that must be cleared, and a replicable framework readers can use to nurture cross-sector coalitions.
Systems of the global economy – energy, recycling, food, shipbreaking, individual consumption and water – and the challenge each must resolve to sustain over the long term.
CEO leadership traits and lessons learned; specific tactics companies are employing to integrate social dimensions in their strategies, culture and business operations.

Leaders who want to align growth and sustainable development will want to read this book. Buy it now.

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November 1st, 2013|Categories: Book Reviews|Tags: eric lowitt, the collaboration economy|

October 31, 2013 / Articles We Like / HR / Talent Management

On: "7 Hottest Trends in HR Technology"

Because advances in HR technology have historically changed the way talent is managed, we suggest this article, by author Meghan Biro, CEO of TalentCulture Consulting Group, as she looks at technology trends to help HR make smart decisions.

In the article, 7 Hottest Trends in HR Technology, published in Forbes, Meghan predicts companies will become more selective about their technology investments, opting for those which are easy to implement, are user friendly and deliver targeted results. Read it now for more, including her trends in analytics, social media and mobile applications.

What trends are you seeing in HR technology? What are your predictions on how they will impact talent management processes?

Comment below! Or pose a question via Ask Mariposa.

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October 31st, 2013|Categories: Articles We Like, HR / Talent Management|Tags: Forbes, HR, meghan biro, talent management, technology|

/ Articles We Like / Blog

On: "Your Brain is Hooked on Being Right"

We share this article by Judith E. Glaser, CEO of Benchmark Communications and the chairman of The Creating We Institute, because it offers a glimpse into communication patterns that can be detrimental to relationships – in life and the workplace. The need to be right causes others to either fight, flight, freeze or appease, all of which prevents honest sharing of information and opinion.

In the article, Your Brain is Hooked on Being Right, Judith explains the brain science behind why we become addicted to arguing our case and winning and offers practical tips for breaking this addiction. Read it now.

Are you addicted to being right? How are you trying to break your addiction?

Comment below! Or pose a question via Ask Mariposa.

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October 31st, 2013|Categories: Articles We Like, Blog|Tags: brain science, communication, Creating WE, judith glaser|

On: "Productivity Improvement: It's Not What You Think"

In this article, author Dorie Clark sets out to challenge the traditional mindset on what it means to improve one’s productivity. Many executives try to increase productivity using times of intense focus without interruptions. Dorie contends that this “head’s down” approach isn’t the only route to increased productivity, and may hinder creativity and innovation.

In the article, Productivity Improvement: It’s Not What You Think, published in the National Center for the Middle Market, Dorie redefines productivity. She draws on the expertise of Mariposa CEO, Sue Bethanis, for tips on behaviors executives can adopt right away to positively harness the energy in office interruptions. Read it now.

What is your definition of improving productivity? How do you go about making the most of office interruptions?

Comment below! Or pose a question via Ask Mariposa.

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October 24th, 2013|Categories: Articles We Like, Design Thinking / Creativity / Innovation|Tags: creativity, Dorie Clark, innovation, interruptions, Mariposa Leadership, productivity, productivity improvement, sue bethanis|

October 15, 2013 / Coaching Skills / HR / Talent Management

Two Cool Ways the Skill of Reframing Benefits Leadership Team Development

Great leaders help others come up with their own solutions to problems through strategic questioning and listening techniques. This is the hallmark of In-The-Moment (ITM) Coaching, and the best tool leaders can use for leadership team development.

The final step of ITM Coaching is Reframe, and learning how to reframe in a coaching conversation is a mutually beneficial process. Here are two cool ways reframing develops your direct report – and you as a coach:

Reframing both empowers your direct report and establishes accountability. In Assess, you arrived at an understanding of the most important problem that needs to be solved right away. Now, the questions you ask will help your direct report arrive at his/her own plan of action. In doing so, you empower him/her to take the steps necessary while gaining his/her commitment to specific actions.
To successfully reframe, leaders need to be self-aware. Are you present or distracted? Do you understand the problem to be solved or are you pushing the conversation towards a solution too quickly? In the role of coach – and in other roles leaders play – understanding the drivers of your own behavior helps to prevent derailing the conversation. Self-awareness is an essential leadership skill.

The goal of ITM Coaching is to help others generate solutions for their own issues and Reframe is the step where the rubber meets the road. For tips to help you master Reframe and other how-to’s on ITM Coaching, download the free Executive Guide to In-The-Moment Coaching.

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October 15th, 2013|Categories: Coaching Skills, HR / Talent Management|

October 2, 2013 / Design Thinking / Creativity / Innovation

3 Reasons Why Design Thinking Generates More Innovative Ideas

Albert Einstein once said, “Insanity is doing the same thing over and over again and expecting different results.” This holds true in business today.

Leaders face intense pressure to innovate but can have difficulty generating breakthrough thinking that leads to innovation. Many generate and settle on ideas in isolation, without input, testing and feedback. And they go nowhere. To avoid the insanity trap, a different way of going from idea-to-innovation is needed: leaders need to think like designers.

Here are 3 reasons a leader who becomes adept at design thinking generates more ideas that lead to innovation than those who don’t:

They develop empathy for the customer. Empathy for the customer can be achieved through many methods, including interviewing and videotaping. What it gives leaders is context for idea generation and decision making and a view into how to design something that will work for the customer.
They are willing to fail fast, and try again. Prototyping is the gold standard for product design, and it works for designing services and experiences for customers as well. Prototyping allows leaders to test an idea quickly and solicit feedback quickly in order to refine it quickly.
They hone their ability to influence others. Leaders who think like designers understand that an idea alone will not become a financed project until support for that idea can be generated.

Want more tips? Read our Leader as Designer article.

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October 2nd, 2013|Categories: Design Thinking / Creativity / Innovation|

October 1, 2013 / Ask Mariposa

Ask Mariposa: Getting Direct Feedback From Your Boss

Cody asks: I have been working at the same place for the last three years. I have yet to receive any pay increase despite a stellar record and a lot of praise from people around me. I have been given an employee excellence award twice during this time. Despite all this, my boss seems to have issues with me. Not sure how to deal with this. I have asked for a raise twice and both times I was told by my boss that s/he would set up a meeting with me to discuss only to have nothing happen. My company very much frowns upon going around or over your direct supervisor and we don’t do reviews at all let alone a 360 review where I could bring some of this to the surface. Advice?

Tawny Lees, COO of Mariposa responds:

Hi Cody. This is a tough and yet common challenge! From what you’ve described, I’d guess that your boss does have issues but isn’t comfortable giving you direct feedback. Assuming you plan to stay with the company, it seems you have three choices:

Try discussing with your boss again, with a different approach
Go to your boss’s boss, HR or another trusted person who may be able to help resolve
Live with it

I suggest you try the direct boss route at least one more time and then go to someone else for help.

Some tips for the conversation with your boss:

Request a meeting with a clear intent of discussing how your boss views your performance, not your pay.
Provide an agenda and/or specific questions. i.e. What does s/he see as your strengths, accomplishments, areas for development? How can you continue to grow within the company?
Be prepared – gather your thoughts about the answers to these questions, including your areas for development. Think about this situation from your boss’s point of view so that you can approach the conversation with empathy.
In the meeting, establish rapport, be very direct about wanting specific feedback, and be very open to hearing it.
S/he might say some difficult things to hear and you need to be ready to listen, ask open questions, acknowledge any areas of improvement/development needed, and discuss ways to get better.
Depending on the flow of the conversation, you can decide if asking about pay is appropriate, or perhaps better for a follow-up conversation.

If after a conversation or two you don’t feel like you’re getting the direct feedback or guidance you need, let your boss know that you appreciate the conversations AND (not but) you’d also like to talk to someone (boss, HR) for even more guidance on how to grow within the company.

Again, this is not an uncommon situation and is often remedied with a few intentional, direct, heart-felt conversations. Good luck!

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October 1st, 2013|Categories: Ask Mariposa|

/ Book Reviews

Book Review: Conversational Intelligence

Conversational Intelligence: How Great Leaders Build Trust & Get Extraordinary Results
By: Judith E. Glaser

Head: (5 out of 5)
Heart: (5 out of 5)
Leadership Applicability: (5 out of 5)

Conversations are more than an exchange of words. Words can be powerful triggers, raising thoughts and emotions. Their meaning can be misinterpreted. Few leaders understand the power their words carry in the workplace. A healthy conversation can boost a high level of trust, productivity and innovation while an unhealthy one can lead to distrust and lower productivity. Company culture, productivity and ultimately, business success are at stake.

Author and Organizational Anthropologist, Judith Glaser, deftly explains the neuroscience behind how conversations trigger different parts of our brain, and lays out the business case for Conversational Intelligence. If conversations drive relationships, and relationships drive company culture, leaders who cultivate competence in Conversational Intelligence achieve greater business success.

In this book, readers will learn the neuroscience behind conversation in a down-to-earth and relatable way and a framework to navigate the three levels of conversations:

Level I—transactional (how to exchange data and information);
Level II—positional (how to work with power and influence);
Level III—transformational (how to co-create the future for mutual success).

Readers have access to real-life examples, tools, conversational rituals and practices to apply on a daily basis at all levels of an organization. Leaders who want to elevate the way they lead, build teams, and positively impact company culture will want to read this book. Buy it.

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October 1st, 2013|Categories: Book Reviews|