Contagious Leadership

Can You Develop Patience …. Like Now?

2010-08-16T05:45:00.000-04:00

I’ve heard repeatedly that age old phrase of “be careful what you wish for” and it’s often applied to wishing you had more patience. Some even tell me when they pray for patience they seem to get all kinds of opportunities to practice it in some not so fun times! Well, I’d like to develop patience… like now! Why wait? Hehe!

Patience isn’t something you hurry or rush into. Obviously. So wanting it now is a bit of an oxymoron or set up in irony. However, how often have we wanted to just sit back, await great things, and go with the flow? I wish for it a lot, but what I do instead is quite different. I struggle, fight, fuss, and try to force things to happen now all while wishing I were a more patient person. Well, that’s just silly and going with the flow takes… well, letting go. How do you do that?

Timing Is Important

Have you ever noticed that when you let things happen as you gain the knowledge or as it seems “they are supposed to” or “when they occur naturally” that they often work out even better than you might have planned? It seems to hold true. For example, If you had rushed that coaching conversation with Suzie, she wouldn’t have made the great sale first and given you a chance to celebrate while giving feedback, a much easier conversation. Come up with some times in which you know the timing of events was important and remind yourself of those the next time you want to push and rush. Then sit back, let go and release the need to force things.

Forced Behaviors Never Fair as Well as Those That Flow

How much faster do you get things done when you are in the zone? My guess is at a rather rapid rate and with much more satisfying results. Allow yourself the time and attitude to get in the zone before you kick things into high gear. If you are forcing your own behavior, it will not go as well, it will feel like drudgery, and you will become impatient. Find that zone and let it flow out of you as if your energy is endless.

Know When to Lead Yourself and When to Get Out of the Way

Okay, I get it. Sometimes we do just have to muster up the strength to make tough decisions, eat that frog (so to speak), or do those things we don’t like. However, keep in mind the difference between having to overcome fear and procrastination and listening to when your instincts are telling you now is NOT the right time to do that. The difference is subtle at first and gets louder with practice. Lead yourself to “Feel the Fear and Do it Anyway” (great book by Susan Jeffers!) and listen to those instincts when they tell your brain to hush and follow your gut.

I’ve about decided patience is a learned skill for those of us who prefer to “do” stuff regularly. It’s almost like we “doers” spend a great deal of time bragging about how busy we are, how stressed we feel, and how much we’ve tried to cram into one day! We even think that somehow Type A is a compliment, when it was actually the label given to the dead people in a Stress induced death study done in the 70s. But the ones who get it seem to get much less wrapped around the axle about the small stuff. They really don’t sweat the small stuff and they really do seem happier with their own sense of patience, timing, and trust. So how do you learn patience, well you just let go, like now… like right now… let go and go with the flow.

Chime In: What could you become more patient about by letting go of a need to force or control?

Cheat: Get Hindsight Ahead of Time

2010-08-09T05:45:00.000-04:00

What is it about the moment we’re promoted that implies we know it all right away? It seems to apply to parenting, volunteer roles, and management positions. But, no matter what your title, I‘m quite certain your hindsight was more clear on some things than what you thought you knew when you got the job. Wouldn’t it be nice if we could cheat and get some “hindsight” ahead of time? Well, you can.

My father once said that “Wisdom is something you gain from the experience of others.” Doesn’t that sound a lot better than having to learn it the hard way? We don’t have to know it all and in order to gain some wisdom and some clarity and some hindsight, cheat, so to speak, and follow these steps:

Ask someone who has Been there, Done that.

Hindsight and lessons learned are what prompted me to write Contagious Leadership in the first place. I made so many mistakes and the biggest one is I very rarely asked for help. Find a mentor or a person who has done the role you now have, well, and ask their advice. Most often people love to share what they have learned and you don’t always have to TAKE their advice, but it adds to your perspective.

Become an Observer.

While it’s true that we all learn differently and that only about 20% of the population is what we call kinesthetic learners, who must learn by doing, there is something to be said for watching how it’s done before you launch into your own trial and error experiment. When leading people, trial and error can have some detrimental and truly contagious ripple effects. Why not step back, take a seat, and watch someone else to see what works and what didn’t? Keep in mind, once you observe, you will need to get out of the bleachers and take action, but if you’ll become a student of others first, the actions you take will have more positive results than diving in and doing with simply no clue of your possible outcomes.

Find a coach.

If we have a medical issue, we go to a doctor. We usually don’t assume what we find on Wikipedia will substitute for a medical degree. We ask an expert. When our car breaks down, we might look online a little, but at the end of the day, if it stops the car from moving, we find an expert. In business, why is this so different? If you’ve never been a manager before or a business owner before and what you are doing is stopping the business from moving, why wouldn’t you seek out an expert who has done what you need to do and pay them for their expertise?

With each of these steps, you’ll find valuable information. With each of these steps you’ll learn from someone else’s wisdom. It’s not cheating really, it’s called growth and a gaining of hindsight ahead of time. After all, those people who taught you to walk and talk, you listened to and learned from by observing, testing, and trusting their expertise, as they were telling you with language what to do from that standing up and walking position.

Chime In!

How have you benefitted from coaching, others’ wisdom and gained hindsight ahead of time?

Dealing with Discipline… Is it a Burden or a Responsibility?

2010-08-02T05:00:00.000-04:00

Good morning and Happy Monday. I’m Monica Wofford and this is your Monday Moment.

So someone has done something you disagree with. Maybe they broke a policy or committed an egregious error for which they need to be informed, guided, and experience a course correction. That is what we call discipline and that is all it is – guidance, information, and a course correction. However, keep in mind that course corrections completed early on in someone’s growth and development are much easier to convey and carry out, than a course correction shared after a habit has been formed.

Perhaps this visual will help. If you were the captain of a large cruise ship and you left the port on a charted course that was one degree off your anticipated direction. If you only maintained the off course direction for an hour or two, it would be easy to make a correction and get back on track without any great loss of time. If you, however, maintained the slight off-course direction for several days, you might find yourself in a completely different country or continent than you intended and one does not just hit the blinker switch and flip a “U-ie” in a cruise ship out in the middle of the ocean.

Your role as a contagious leader of you, your life and others, is to provide gentle course corrections early on enough to make a long term difference. But, keep these things in mind…

Discipline is better received in private than in public.

Discipline is a dish better served with warmth than cold hearted facts, even if the consequences are large!

Discipline, when shared from your ‘wit’s end’ or a point at which you have “lost it” will almost always be taken personally and as criticism. The point is to provide feedback and course correction, so speak up early and consider the value in sharing your guidance versus letting things go (i.e. stuffing them) until you are ready to blow up.

Honor those you are leading with the sharing of your wisdom and experience. If they knew how to do it the way you do, they likely would. If they had lived your experience and were operating from your place of wisdom, they would likely have your role. Your wisdom and experience gives you a responsibility, not a position of being better or more special. Do not take that responsibility and the privilege it is to share your information with others, lightly.

Discipline is rarely considered to be one of the joys of leadership and many will shy away from those conversations that start with phrases like “we need to talk” or “what were you thinking?” and rightly so. But for growth and development, discipline is needed. After all, when you were little, weren’t you disciplined for wanting to run out into oncoming traffic? Probably. But weren’t you glad someone told you to look both ways?

I’m Monica Wofford and that’s your Monday Moment. Have a great Monday and of course, Stay Contagious!

Change is Contagious. How Do You Lead Them Through It?

2010-07-26T05:00:00.000-04:00

Good morning and Happy Monday. I’m Monica Wofford and this is your Monday Moment.

Change happens all around us all the time and we are designed as human beings to be adaptable, but there are several factors that will make it easier to adapt and well… more difficult. How do you as a Contagious Leader™ err on the side of making it easier for those you have the privilege of leading? Here are a few techniques you can put into place immediately.

First, recognize that there is only a small percentage of the population who is comfortable with and capable of doing what we so often recommend, which is “check your emotions at the door”. For many, the concept of compartmentalizing strong emotions and saving them to be dealt with another time or on another day is just foreign. Most people, including many of those I suspect you lead, carry their emotions with them wherever they go and when you request that they ignore them for a while, you create a conflict of internal magnitude that can often make things worse. Instead, recognize that this is difficult or impossible for some and allow for a bit of time where one can freely share and discuss emotions. I used to call it a 30 minute vent session.

Secondly, there are phases of transition that one will experience when adapting to change and almost always the first phase involves resistance. Just know that it exists and recognize it as temporary. If you instead focus on the resistance and try everything you know how to do in an attempt to get someone to come out of resistance faster, you provide more ammunition for them to stay there. Accept that resistance is phase 1, not necessarily a permanent response over which a big deal is warranted.

And finally, in times of change, seek out resources that will help both you and those you lead overcome what is coming. A book called “Managing Transitions” by Mr. William Bridges, has been a long time companion tool of mine in times of change. Also, in many cases, the CORE® Profile we use and the training we provide, is considered a prerequisite to times of change, increasing participants awareness of who they are and how they will react to any perceived stress. Other tools and resources include anything that will improve your clarity of communication on what change is coming. Develop the skills to communicate clearly and thoroughly during times of change so that you don’t leave out critical pieces of information. Information left out is like a fill in the blank test we used to get in grade school and in the absence of knowing the correct answer, people will literally make up an answer and hope it is correct. This is where rumors come from and how they spread. I don’t know an answer, so I make one up, then I tell three colleagues, wait to hear it come back to me from someone I didn’t tell and whala, peanut butter sandwiches… I now have validation that what I made up must be true because I’ve heard it from someone else! Instead, be the leader who leaves no blank empty.
Change is part of what makes us who we are and makes us better, stronger, and more resilient. Contagious Leaders™ face and lead through times of change with that idea in mind.

I’m Monica Wofford and that’s your Monday Moment. Have a great Monday and of course, stay contagious!

Contagious Leaders Hire Slow, Fire Fast

2010-07-19T05:00:00.000-04:00

Good morning and Happy Monday. I’m Monica Wofford and this is your Monday Moment.

If you’ve had an open job for a while and find that you’re doing the extra work that the person in that vacancy could be doing, then there’s a real strong temptation to find the nearest breathing human being and put them in that job. I think we’ve all done it. In fact, I think at one time I envisioned holding up a mirror to someone’s mouth in the interview. If they fogged it, they got the job.

Let’s just say this is a baaaaad plan. If you hire someone fast, without checking references or without making sure they have not only the skill, but the attitude to do what you need them to do and do it well in the near future, all you are doing is adding to your workload. Add to this the reality that in your office, someone may need a congressional order to be fired and you are truly asking for trouble.

Instead be slower to hire. Screen your candidates carefully. Ask them in the interview to tell you stories of instances in which they have done what you know will be their responsibilities. The stories of their experiences are more difficult to make up, far more revealing, and will get you greater quality of information than something as brilliant as “Tell me about your weaknesses.” Clearly I don’t like that question, but it’s only because it is the one lied about the most. If someone says “I’m a workaholic” or “I’m a perfectionist” and they’re calling it a weakness then they’re telling you what you want to hear. Well, that or I’m in big trouble!

Okay, moving on, when you take careful time and diligent consideration to make sure that you have right person in the job or the right person on the bus, as Jim Collins says, then you will have the next 2 weeks to 2 months to devote to training so that they have the greatest chance of success. Sometimes it’s a gut instinct, sometimes it’s a personal referral and sometimes it’s a resume out of the stack. But any of those rushed through the process of making sure they have the right attitude AND skill, will likely back fire on what you intended to be a solution to a job opening problem. And if, in fact, you’ve made the mistake of hiring that wrong person, get them out of there as soon as possible. You know it’s not a good fit, and usually so do they so why prolong the inevitable. Free them up for new opportunities to grow elsewhere and free up your time to focus on the search once again. In fact, my experience has shown that prolonged time in the wrong position will result in setting a precedent. An employee might resist being let go if they’ve been there long enough for you to stew on the problem, but not say anything. They might tell you they are surprised you are letting them go and might even create more problems down the road. The best policy is to take a longer time to hire than you might like so you make sure you’ve made the right decision. And much like we mentioned in last week’s Monday Moment – hiring someone is one of those decisions that if made under stress, often results in a bad decision.

I’m Monica Wofford and that’s your Monday Moment. Have a great week and of course, Stay Contagious!

Find your Sunday Mentality

2010-07-12T05:00:00.000-04:00

Good morning and Happy Monday. I’m Monica Wofford and this is your Monday Moment.

It was actually Sunday when I recorded this so maybe we should call it a Sunday Moment. I only say that because today’s message is about what I call a “Sunday mentality”. For me, Sundays are a day of rest, relaxation, recreation or re-creation, and downtime. No matter how many activities I may have on a Sunday, there is always a more relaxed mindset on that day more so than any other day. Yet, even if I am just relaxing or visiting with friends, I find that my creative juices are also flowing at a much higher level and faster rate when I’m in that relaxed so called “Sunday mentality”. Perhaps you’ll find value in locating your Sunday mentality, or even more so, see the value in the thought leader you’ll become when you take a moment to relax regularly.

This week when, or if, you find yourself a bit tense, a bit stressed, or even somewhat contagiously negative, take a moment to locate your Sunday mentality. I’ve tried it and it really works. Breathe deep, drop your shoulders, and take a moment. Imagine how relaxed you feel on the weekends when email slows down and calls come to a halt or, if you work through your weekends, some other time when that is the case for you. Even five minutes of closing your eyes and just listening to the sound of your own breathe will make a world of difference in your blood pressure.

Okay, so am I going to start teaching Yoga classes next? Hmmm… likely not. But here’s what I know. Even the hardest working, most focused, highly dedicated and accomplished Contagious Leaders will find themselves in a place from time to time where decisions should not be made. They get stressed, overwhelmed, maybe even frustrated. And it is these very leaders who are usually the least likely to give themselves permission to take a break. You really can’t run on fumes and M&Ms, at 900 miles per hour, 24 hours a day, 7 days a week. And as a special note, that problem that is causing you stress will be resolved faster, more creatively and with a solution you’ll feel better about, in that Sunday Mentality moment. The moment calms you down and in many cases, will help you determine what to do next. Plus, if you tell those you lead that they have to have balance or take time for themselves, at least finding a moment of relaxed Sunday Mentality won’t slow you down too much, and you can say as you do, instead of just telling others to do as you say, not as you do.

In fact, what you are you doing now? Maybe it’s time for a Sunday Mentality moment? Now, wait a minute if you’ve downloaded this to your phone and you are listening to it traffic, get to the parking garage before you go closing the eyes. Got it? Also, be careful of the other Sunday Mentality which is the feeling of dread of going to work on Monday. If it’s worth dreading, it’s worth doing something about.

I’m Monica Wofford and that’s your Monday Moment. Have a great week and of course, Stay contagious!

Bad Day Remedies: Turn Blues into Bowls of Cherries

2010-07-05T05:00:00.000-04:00

Good morning and Happy Monday. I’m Monica Wofford and this is your Monday Moment.

We’ve all heard the phrase “life is bowl of cherries” and truthfully, I know some days it feels like that bowl of cherries got dumped upside down on your head. However, keep in mind that when you are in a contagious Leadership position, your mood is equally contagious as your actions.

How you feel could mean the difference between employees seeing you as someone who rode their broom into work or someone they can approach with a need, question, or great news. In fact, it happened to me just the other day. I was tired, exhausted, and overwhelmed and it showed and no one talked to me for the rest of the day. Eek! So how do you turn the blues or bummed out or stressed out moods into one that really reflects a more positive, approachable outlook?

Well, the first step is a rather simple one and in fact you may laugh: think about something else. Yes, I just said think about something else. When you are dogmatically focused on the bad stuff in your world that is all you see and the radar system, so to speak, in your brain seeks out more crummy stuff because that is what your focus is telling your brain is important. So, pretend you have “something shiny syndrome” and shift your attention to something else, preferably more pleasing. Go sniff some roses, perhaps.

Secondly, write down all those things that you appreciate about whatever is bothering you. Again, it sounds simple, but why “over-complicate” matters. Do the simple steps and if they don’t’ work, then come back to me and I’ll give you complicated assignments. Physically writing down what you appreciate about the person making your life difficult or the situation you just encountered that irked your nerves will help you to have a contagious sense of appreciation, greater control over your emotions and more contagious confidence™ about your ability to handle anything else you come across.

Finally, stop for a moment and listen to yourself. Sometimes we get carried away with the “woe is me’s” and once the downward spiral starts, it gains momentum. Stop, breathe, and take stock of what you are really saying. Listen for extreme language like “every one, every time, always, never” etc, and then question what you are saying. Does this, whatever it is, really happen every single day? Really? The doubt you infuse in what you are hearing yourself say will lessen the blow of your thoughts and likely begin to change your mood.

The blues are a bummer. Frustration is not your friend. And though no one is saying you need to go out and attach Pom-Poms to your body today, it is important to realize that when you are bummed, down or stressed out, others notice and your productivity goes down and your relationships suffer. It’s all contagious, you know.

I’m Monica Wofford and that’s your Monday Moment. Have a great Monday and of course, stay contagious!

Leading and Doing: Two Different Things

2010-06-28T05:00:00.000-04:00

Good morning and Happy Monday. I’m Monica Wofford and this is your Monday Moment.

Those promoted into leadership were often the very same people who were good at getting the job done on the front line. However, when you get promoted, unless someone tells you otherwise, you might not consciously recognize that you no longer will have the time nor be directly responsible for all that “doing” of the day to day job. But, this is where many managers get stuck.

Leading and doing are two different things to be sure, but how do you transition from doing the actual front line work yourself to a position of teaching others how to do it, sharing the expectations of what you want it to look like when it’s done, and avoiding the temptation to be intimately involved in the process? Well, I think I just mentioned three steps that we need to expand upon.

First, when teaching members of the team you lead how to do something you used to do, it is first necessary to spend some time remembering the steps.

If you were really good at that task, you no longer remember the steps and it then becomes very difficult to teach. Remember, “oh, you know, just do it.” are not detailed instructions and will set an employee up for failure if you meant to be more step by step specific, but weren’t.

Secondly, determine what your expectations are for the completion of the task or project. The truth is that the way you used to do it is likely not the only way for it to be done and the real bottom line important part is that it gets done, right? So once you think of the steps, determine what your final outcome expectations are and then let the employee follow the steps that work well for him or her and focus your efforts and energy on the outcome.

And finally, avoid the temptation to be intimately involved in the process. Another way to say this? Quit micromanaging the living dickens out of HOW something gets done and focus on your new role, which is the leadership of the team and its results. With a team of people to lead, you likely no longer have time to do the day to day logistics of each person’s task, and certainly don’t have time to do it with the same singular focus you had when you were only in charge of you. So, let go of the need to do it all and any given moment and show the employees you have asked to do this project that you trust their ability to do it or learn from any mistakes they might make along the way.

Our behavior, whether in leadership of others or not, is always contagious and if you try to do everything that members of the team you lead are supposed to be doing, this type of mindset and action rubs off on them. You will be breeding a team of future micromanaging leaders. If instead you show them the task, make your expectations known, and back off a little, you will be developing the very initiative, creativity, ambition, and results that you really want. Leadership is a different skill than doing and in fact, it’s a key component of Contagious Leadership training.

I’m Monica Wofford and that’s your Monday Moment. Have a great Monday and of course, stay contagious!

We Know You’re Contagious… but, Are you Coachable?

2010-06-21T12:00:00.001-04:00

Good morning and Happy Monday! I’m Monica Wofford and this is your Monday Moment.

This weekend I had a great opportunity to get some coaching and those of you who were there, know exactly the situation I’m talking about. Like some of the most poignant of coaching moments, it happened off the cuff and out of the blue, but at just the right time. My question to you is are you open to feedback and coachable moments, even in your capacity as a Contagious Leader – and even if all you lead is you?

The situation unfolded something like this: I asked an expert for her opinion in an area that I knew she had more information than I. what I was expecting was guidance and what I got was, well, guidance, but it came in a way that sounded like “funny you should ask.” Now, you and I both know that I had a choice of reactions at that point. As she proceeded to share with me what all I was doing differently than what she thought was best, I could have gotten defensive or retorted with the oh so mature “Nuh uh!”, but instead I listened and asked for more. Now, mind you, hearing that you are the poster child for the way something should not be done which is what she told me, is not the best way to wrap up a Saturday afternoon, but it turned into a fantastic coaching moment from which I learned and grew and now have a new expert partner willing to help me do better.

What do you do when someone says “funny you should ask?” If you’re coachable, or particularly, if you’re not, these guidelines or techniques may help:

1. Remember that those who do, every day, the job you are asking about, are often closer to the problem and solution than you are, meaning they likely know more and are worth listening to. This is mentioned in chapter 4 of Contagious Leadership in which I encourage leaders to ask for help. The key is that when you ask, be open to listening.

2. Know that there is no shortage of opinions out there and that even an expert may not know the right path for you, but still share his or her opinion of the road you “should” take. It is always your choice to listen, nod and smile and consequently ignore, OR consider their intent, their expertise and its value and decide to take their advice. Someone else telling you “you’re doing it wrong” does not make you wrong, it means they have an opinion… and we all have those, some stronger than others on things we’re particularly passionate about.

3. And finally, if you’re self esteem struggles with the fact that you don’t know everything about everything, then work on that first and work on gaining more knowledge second. It’s okay to be a leader and still not know everything. In fact, it helps those you lead feel more valuable and more respected when you take their advice to heart and then even DO something with the advice you asked for. This is not always possible, but when you are coachable, it at a minimum deserves your consideration.

There is a lot of information out there and it is becoming more and more difficult to know everything about… well, anything. Being coachable helps you improve. If you’re not coachable, it keeps you stuck in the position of needing to know it all while you continue to face the reality that you don’t. That is not a fun place to be. Stay coachable my friend and that, too, just like everything else we do, will be contagious. You want those you lead to be coachable, too, right? Well, it begins with you.

I’m Monica Wofford and that’s your Monday Moment. Have a great Monday and of course, stay contagious!

Contagious Coaching of Star Performers

2010-06-14T11:17:00.001-04:00

Good morning and Happy Monday! I’m Monica Wofford and this is your Monday Moment.

We’ve talked about this topic in other areas: People do what they get paid attention to for doing. Today, let’s apply this topic to leadership and with that, I would encourage you to think about who among those you led do you pay attention to the most? Likely, it is those doing something wrong or in need of improvement. Yes?

Most of the time managers spend their spare time with those messing things up. The message this sends of course, is that in order to get your attention, one must, yep, you guessed it, mess things up. Is that really the message you want to send to your star performers? Likely not. So, how do you spend time with, coach, and ,lead, versus manage, those star performers that you have the privilege of leading, without relying on that old adage of “no news is good news”?

If the star performers on the team you lead have not heard from you in a while, chances are their assumption is not that “no news is good news”. They might like to be left alone due to their own internal drive and high initiative, but they also need a challenge and a direction to go in. If you fail to pay any attention to them or give them that challenge, they are likely to get bored and even … quit, but forget to tell you they’ve done so.

So, the first step when coaching star performers is to give them a challenging assignment. Check in with them more frequently, not to ask “how they are doing”, to which you will almost always here “fine”, but rather to challenge them on reaching that goal.

Secondly, make sure you share you are sharing the resources, authority, and parameters they need to succeed. In other words, don’t tie their hands by not giving them what they need to reach the goal or challenge before them.

And finally, when they do reach their goal or achieve the assignment or produce the results, give them the praise that works for them. Praise comes in many different forms, but the important part is to remember that the star performers need it, too. Assuming they know they’re good and that they know you know they’re good and appreciate their efforts is something like telling your spouse “I love you” on the day you were married and never saying it again until years later, but assuming he or she knows that is how you feel. Do we really need to go over what happens when you assume? Suffice it to say, that too, is contagious!

I’m Monica Wofford and that’s your Monday Moment. Have a great Monday and of course, stay contagious!

Contagious Competition: Crisis or Catalyst?

2010-06-07T10:43:00.001-04:00

If you live in North America, you are surrounded by what our forefathers created: a capitalist society in which competition abounds and impacts industry, price, and products. Marketers will tell you, such as Ries and Trout, the key is to get to the marketplace first so that your idea has little or no competition for a time. Others will tell you there is no such thing as a new idea – they’ve all already been had. I find that sad, personally, but perhaps even worse is the amount of negative energy and effort spent in fending off competition or trying to police the ideas of others who have seemingly honed in on your marketplace.

Competition, quite simply is anything that vies for the same resources, market, or dollars that your particular product or service is targeted toward and some see the slightest of completion as a crisis. If someone else creates a magazine that targets your market, some see it as bad. If someone else uses your tagline or in our case, calls something else contagious, some would say that is trademark infringement, and in some cases it might be, but anytime you see something as a crisis, you successfully slow down your creativity to the speed of cold molasses. What if… instead… you looked at that “competition” or another person’s flattering modification of your own ideas, as a catalyst to create something new, different, bigger, or better. What if… you let go of the crisis feeling and thought “hmmm… what great confirmation that this was a good idea and I need to go with it a bit more and add to it, enhance it, build it, and create something that serves even more?”

Don’t get me wrong, I’m not naïve in this area and I’ve watched many hone in on a good idea, feeling the same pang of “darn it, I thought that idea would stick and not be copied and now I have to go create something new”, but this is what we do. Human beings have the intellectual capacity to create, intellectualize, think through, and redo. We have an abundance of ideas at our disposal and if we remove the temptation to think of contagious competition as a crisis, we may find that we can use the opportunity as a catalyst for tapping into even more abundant creativity. Hmmm… kind of sounds like being fascinated instead of frustrated, doesn’t it?

How many times have you stopped in your tracks when someone got close to your train of thought? Why did you slow the train down or even screech it to a halt? Why not shift gears, pop the clutch, add more coal and speed up to that intersection where your idea will find a new track and the other person will still be trying to figure out where your train went? I’d much rather be blazing a trail, or new track in this case, then hanging out back where two powerful trains of thought collided, derailed, and created debris. Who’s got time to clean up crud, when there’s new territory on which to lay new track ahead?

Contagious Culture: Fire Drill Management Requires a Bigger Fire Truck!

2010-05-31T09:22:00.000-04:00

It’s been said that we are a culture of crisis management, fire drill chasing individuals. Who can argue with that assessment when we are a culture who answers the question “how are you?” with things like:

• Busier than a one armed paperhanger
• Up to my neck in alligators
• Busier than a cat in a room full of rocking chairs

Admittedly, most of these sayings stem from a Southern household perhaps in Alabama where someone has actually SEEN a one armed paperhanger or in Florida where you can literally wade among alligators, but the point is we wear busy-ness as a badge of honor. So much so, it seems that we should all be equipped with one ginormous fire extinguisher attached at the ready to our person at all times. And even more so it seems that a mere single canister of fire extinguishing fluid, whatever is in those elusive red canisters with a hose, might not do the trick. Should we all go to auction and buy a big red fire truck?

Or, should we perhaps take stock in the list of 750 things that we put on our list of things to do “today” and realize that it is WE who ignite our stress level causing us to run around like a man, woman, or manager with our hair on fire in desperate need of water?

Why do we run around frantically searching for that which will extinguish the very stress that we created? Wouldn’t it just be easier to put down the matches, or the proverbial pen that continues to add to the list and just avoid the whole feeling of flipping out all together? Sure it would be, but it’s awfully hard to relax when you see yourself as the cat scurrying through a maze of rocking chairs in a room in which there are 300 clocks all about to chime the deadline reminding you that your time is limited, your efforts are how fast you can run, how quickly you can dodge the curved wildly swinging rocker, and how agile you can be at tucking your tail. Okay, that visual is just funny, but maybe it’s because I have a cat!

So, today, either find the auction where fire trucks are sold, gather the folks in your office and go buy you one OR lead the way in toning it down a notch. 30 things on your list that are doable will get done better, faster, and with greater precision than 750 things on your list that you constantly reassess realizing there’s no way, no how they’re actually going to happen. Who needs THAT kind of stress?

No Challenge, No Chase – Challenge Your Star Performers

2010-05-24T11:05:00.002-04:00

When in the role of a Contagious Leader, sometimes you will have to conduct the difficult conversation of discipline or even termination and there is a great deal of information on both subjects, in fact, it is something I provide when training leaders. However, how often have you thought about what you do for those star performers? Do you assume that as long as a person is performing and getting praise, they need little or no further development? Do THEY operate on the premise that no news from you, is good news? If so, you might be missing a key opportunity.

You see, people do what they get paid attention for doing and if you think about it, most of your attention is spent on those messing up or performing poorly. But, if you want the star performers to keep up the good job, then giving them a little attention is important, too. Here are a few ways you can give them the attention they deserve and the attention that will continue to drive their positive performance.

Say thank you sincerely and frequently. In other words, notice their efforts, notice their initiative and notice their achievements. Without this acknowledgement, they may decide that what they need to do to get your attention, is to somehow end up on the poor performance roster.

Challenge them to do even more that builds their Contagious Confidence™. Powerful performers are usually internally driven, but they also rise to the challenge. i.e. no challenge, no chase and they might get bored feeling as if they are standing still with no goal for which to reach.

Think twice before you give them more responsibility. Challenging a star performer does NOT necessarily mean a promotion into management or an assignment of a mentee. Star performers who do well in sales for example, will likely make less money when promoted into management and will have less time to sell with a mentee in tow. Think about what motivates the star performer before you dole out the traditional “reward” of promotion. It may not be as motivating as you think.

The bottom line is star performers need attention, too, and when you give them what they need, it’s like adding the right fuel to a car… it will go farther, usually faster, and often more productively.

I’m Monica Wofford and that’s your Monday Moment. Have a great Monday and of course, stay contagious!

What Does Leadership Take?

2010-05-24T10:43:00.003-04:00

Wow, it's been a while! Been working on building the business and creating quite a following in Twitter around "What Does Leadership Take? "

Check out the Twitter handle Contagious Leadr and find out more about What Leadership Takes.

For example: What Does Leadership Take? Recognition that somedays what you need to buy is not more stuff, but a bigger firetruck to put out all the fires in your world. Hmmmm....anyone know anyone who has a firetruck for sale? Small fire extinguisher maybe? hehe!

Monday Moment works on Tuesday, too!

2009-10-20T08:44:00.001-04:00

Need a boost on Tuesday? Try Monica's Monday Moment: http://ping.fm/pzzeJ
Sign up for your own at http:www.monicawofford.com

2009-10-01T10:02:00.001-04:00

The Contagious Confidence Conf. has just been certified for 6 gen. credit hours through SHRM!!! Get credit AND skills! www.tinyurl.com/contconf

2009-09-29T10:25:00.001-04:00

Did you receive your Monday Moment? Just in case not, take a listen... http://tinyurl.com/MM092809

What Does Leadership Take?

2009-09-27T17:06:00.002-04:00

If you haven't seen our What Does Leadership Take Series on Facebook, Linked In and Twitter, you've been missing out.

Leadership takes a LOT of things, to be sure and we are covering all the bases in a quick, humorous, and lighthearted, yet poignant manner. We're having fun with it. Afterall, leadership is fun and doesn't have to be all drudgery. One of the things I have often said, is that if you can't have fun, go home. Maybe that's a little direct.

Here is a sneak preview of the tweets that are set to go this week. Follow us on Twitter at #monicawofford (and here's a good giggle for you: I have decided that one who tweets is called a twit! work with me here!)

What Does Leadership Take?
Taking yourself less seriously than the budget and more seriously than rampant workplace gossip.

What Does Leadership Take?
Getting over yourself fast enough to act as if you never lost your composure so well that no one noticed you actually did!

What Does Leadership Take?
Keeping your emotions in check until such time that it appropriate to let them out to play so that people still know your are human, but associate "professional" with your name.

What Does Leadership Take?
Knowing that those who suffer from the "something shiny syndrome" can't help it and are smarter than they... ooooh, a chicken... appear.

Enjoy!

Blog title...

2009-09-26T10:47:00.001-04:00

have you seen the video that shows a difference between confidence and skill? http://ping.fm/W0c2p
We'll see you at the Contagious Confidence Conf. on 10.22.09

2009-09-26T09:38:00.001-04:00

Did you happen to hear your Monday Moment? If not, here's a copy: http://ping.fm/FHFT1
Get your very own at www.monicawofford.com

2009-09-26T09:29:00.001-04:00

What Does Leadership Take? Reminding yourself that the learning you've done so far didn't happen over night and new learning won't either.

What Does Leadership Take?

2009-08-30T15:07:00.001-04:00

You Have to Balance All the Roles you Lead, with and without a title...

Tracy’s great at keeping all the balls up in the air! It was impressive, but occasionally one dropped and it was usually at the most inopportune time possible. She tried to keep all areas of her life balanced all the time, but now it seemed when she was doing well at work, the home life suffered and vice versa.

It’s a common problem. We make sure to balance those things for which there are structured consequences for dropping balls. (i.e. failing at work can get you fired) In the other areas of our life, where we may not have a name tag or title, but are still the leader, we see less urgency in figuring out how to balance. There are no structured consequences usually in our life and our kids aren’t going to fire us.

Further, at work, the “balance” asked of those with a leadership title is based on timelines. It’s the battle waged between the urgent and the important. Yet, when we focus on the urgent, there is little time for the important and when that happens, we develop guilt over not balancing the important which makes us lax and less attentive to the stuff at work which creates dropped balls there. See a pattern? Here are a few ways to lead both parts of your world, find balance and earn the titles you’re really looking for like “Good Person”, “#1 Mom” and more.

Develop Your Patience
The need for instant gratification will get you into trouble. Remember everything has a season, peaks and valleys go together, good days and bad days are a nice balance and that your time frame will not look like everyone else’s.

Be Nice to Yourself
We spend too much time “shoulding” all over ourselves and not enough time giving ourselves credit for the 4 million things we did. Instead, we focus on the one that we forgot. Either improve your memory or simply give yourself a break.

Clarify the Urgent VS the Important for You
Figure out if something is important to you or someone else, or just urgent, period.

You can do this! But, if you are expecting perfection all the time, in all areas… well, that’s another article.

About the Author
Monica Wofford, CSP founded The Contagious Confidence™ Conference for Women, in 2007. She can be reached at www.contaigousconferences.com or (866) 382-0121

Leading in Times Like These

2009-05-02T09:01:00.000-04:00

What is the difference between good times and these times?

There are a couple of things, but the key question is do you lead differently during tough times than you lead during great times? The short answer is "no", but there's more.

When I have led teams through muliple mergers, budget crunches and hiring freezes, the stress gets high and the emotions run wild, but the reality is that those you lead are still looking to you for leadership, guidance, motivation and understanding.

Keep in mind leadership doesn't mean you doing all the work, it means you are developing those you have the privilege of leading.Tough times are not an excuse to stop leading or to stop leading well, they are merely a reason for you to improve your skills that much more and keep on truckin'. (er, I mean leading) That may also mean that what becomes most important in "tough times" is your skill level, your persistance, your ability to avoid taking stressed out reactions personally, and your drive to push through it until the "times" improve.

Stay Contagious!
Monica

Leaders: When Times are Tough

2009-04-21T12:42:00.000-04:00

Leaders: When Times are Tough use your skills and make some TRADES. We are not talking about stock market trading, or trading your values for something else, we are talking about what TRADE stands for. Contagious Leaders TRADE when times are good and especially when times are tough. Take a look:

1. Take things professionally, not personally
Not everything is a personal affront and when times get tough, we tend to be a bit more sensitive to taking things personally from others. Look at someone's stressful reaction, consider your own stress level and then consciously make a decision about how you are going to react. Taking things personally is a reaction, not a conscious decision. Leaders make conscious decision.

2. Remember the power of your words
What you say carries more weight than you might think and a few of the words that carry the most weight are: but, however, and why. But and However tend to negate all the words that come before them. Think of "I love you, but... ". How does that sound? Why, on the other hand, is one of the most defensive mood creating words you could use. Try instead saying things like "help me understand" or "can you share some of your reasoning with me" are better at getting the information you seek. Why will bring you a reaction that gives the recipient a reason to think you are questioning their judgment.

3. Act as if “You’re cool!”
In our Contagious Conferences we use a phrase that helps you remember you are good enough and worth it. That phrase is: "I'm cool!" and you are! And if you don't believe it right now, try believing it just for now and see if you can make it stick. Sometimes acting as if will help to propel the real emotion. Next step is to stand in front of a mirror and say "I'm Cool!" to yourself. You will, if nothing else, laugh your way into a better mood. :)

4. Don’t let stress strangle your talent
Stress creates reactions that you don't need and stress is all perceived. We see something and we think it is stressful and then feel the affects of stress. Let me repeat, we see, THINK, and then feel. One does not feel stress and then decide why you feel that way. So, change the way you think about things and the stress will dissipate. yes, it really is that simple.

5. Escape need for balance
I wrote an article for Orlando Woman Newspaper not long ago, about balance. I assigned the concept of balance to a scale and unless you are one, it flat out does not apply. Balance is an unrealistic concept as you will always be off balance in how you spend your energies, your time, and your efforts. Now, as Dan Thurmon says, there is a big difference between being off - balance, and OUT OF BALANCE. Either, stop looking for balance and seek fulfillment.

Contagious Leaders develop the skills to do the above actions in a way that looks instinctive or natural, but the truth is we all can develop these skills and your work in this direction could begin... well... now.

Stay contagious!
Monica

Delegation and Follow Through

2009-04-15T10:07:00.000-04:00

In our Monday Moment on April 13... we discussed the concept of delegation.
Here is what delegation normally sounds like...
"giving to others all that junk that we normally don't like to do." Yuck!

Instead, here is what delegation REALLY is...
"giving others an opportunity to learn a skill that they did not already have."

If you approach the concept of delegation in this second manner, you are far more likely to see the things you delegate getting done when you want them to, in the manner that you've asked, and on time.

To further secure those things that you delegate, try these steps:
1. give as many details as possible
2. share your specific expectations as to the final outcome (assume nothing!)
3. provide a reasonable deadline for completion
4. make one or two (at most) follow up calls, visits, or emails depending on distance from deadline, to ensure project or task progress
5. Reassure person that you are available for questions along the way

Stay Contagious and Happy Delegating!
Monica

2009-04-06T21:26:00.000-04:00

Have you checked out our weekly Monday Moments lately? Sign up for them at Monica Wofford.com and there you will also find 52 weekly leadership tips. Just in case you missed our last Monday Moment, here's the link... enjoy!

http://www.monicawofford.com/audio/MondayMomentNine.mp3

Stay Contagious!

Seth Godin's view of Leadership

2009-03-31T13:30:00.000-04:00

Am reading the new book by Seth Godin - Tribes - WOW - well worth the read.

He actually talks about you being able to be a leader of anything about which you have passion. He also goes on to say that with the new tools available in social media, you can be a leader of a tribe that is equally passionate about your specialty, hobby, product or service. Are you leading a tribe? Are you aware of all the tribes out there?

Now, what are the tools to find your tribe? Well, there are many:
Twitter
Facebook
MySpace
Squidoo (founded by Seth Godin)
Plaxo
Linked In
and many more...

And finally, Mr. Godin describes the difference between management and leadership...
"Management is about manipulating resources to get a known job done.
Leadership, on the other hand, is about creating changes that you believe in."

My hats off to you Seth Godin.. sounds like a description much like the one we use in Contagious Leadership.. thank you for being a great leader!
Stay Contagious,
Monica

Do you need someone who thinks "Out of the box?"

2009-03-30T10:08:00.000-04:00

The March issue of Harvard Business Review made me laugh!
Leaders often look for employees who utilize out of the box thinking and when you apply that concept to this cartoon - it's good for a great chuckle.

Are you a Contagious Leader who is looking for a unique,
out of the box thinker? Are you hiring for attitude and
teaching skill or are you looking at skills, hoping to change and instill a great attitude. Let me recommend the first as a better
practice.

Determine whether you need a follower on the team who
will stay in the box, follow directions, and fulfill the needs you outline OR if you need a leader who will toss out the box, make a new one, reshape it, or build a better mousetrap.

Oh, and as a cat owner, the whole out of the box thing... totally different connotation. Made the laughs even better. Have a contagious... out of the box... kind of day!

Leadership Training - Art Form?

2009-03-20T09:09:00.000-04:00

The Harvard Business Review this month listed Leadership Training as more of an art than a science. What are your thoughts?

It does seem that leadership training and the act of leadership, contagious or otherwise, is an an art form. In fact, Max Dupree wrote The Art of Leadership some time ago. Yet there are also specific skills that can be scientifically developed and trained and that go beyond the "gray area" soemtimes seen in an art form.

There is the science behind learning how to communicate with others. There is the science of learning how to appropriate recognize and how to discipline, as well as coach. And of course, there is also the science, if you will, of learning how to maintain your sense of humor, even when things get stressful.

Maybe leadership is an art, but when we make it all about an art, it leaves far too much to the imagination and less to responsibility for learning the process and the skills that are also required.

Best of success of your Contagious Leadership journey!

Leaders Learning What Sells: Spirituality has trumped Sex

2009-03-01T20:43:00.000-05:00

Contagious Leaders Look Out! Beware in boardrooms everywhere and pay attention to the new marketing and sales buzz. In the coming years, your ad plans may change and the way you "sell" your ideas may change as well.

Leaders, whether of a business, an industry, or even the voices in your head...ha!... often want to know how to sell an idea or product. Selling is a primary revenue driver and there's new news on the horizon. In the ad and media world, sex has been trumped as the primary sales vehicle by... spirituality.

Now, let's be clear - selling sex can be a dicey topic, but it comes out in things like image, the models you choose for an ad, and person you send in to close the deal for your next big client. It isn't all tawdry and for years it has been the reality of what "sells" stuff the most. Studies are now showing and experts are clear that spirituality has more selling power.

Check out these resources to see how "getting more out of life" and "finding your purpose", as well as "feeling fulfilled" via religion or other spiritual sources is becoming a major selling point:
http://www.managementtoday.co.uk/search/article/550578/spirituality-sells/
http://www.iamnext.com/spirituality/metrospirituality.html

There are many ways one could look at the shift, but a key question that this change in trends brings about is how are you selling your ideas to those you lead and those you serve. Contagious Leaders already focus on the people they lead, but now maybe it's time to incorporate more focus how those people feel. Are they connected, feeling fulfilled, and clear on their purpose?

Brain Drain... will there still be one?

2009-02-27T13:41:00.000-05:00

There has been enormous buzz in the past 24 months about the Brain Drain - the condition in which all baby boomers retire from companies and there is going to be this mass exodus of not only people, but knowledge, leaving the young guns to learn on their own. Will it still happen?

How can we rely on this mass exodus, when the vast majority of financial portfolios of those who were going to retire are down as much as 85%? Are they really going to retire? Will we still have an exodus of people and knowledge or will the next problem actually be how are we going to employ all of these people?

Maybe we will need some new contagious creativity on solving what seems to have become to new challenge of our decade... and it has only begun to be the new problem in the last six months! What is buzzing now as the hot topic that may no longer be even relevant in six months?

Stay contagious!

Have you Heard: "I'm Not Participating in the Recession... "

2009-02-27T13:18:00.000-05:00

Have you heard people saying "I know there is a recession out there, but I am choosing not to participate."? It seems to be the fluffy mantra of the times. In fact, I heard it again this morning and it seems to be that the ones saying it the most, are my fellow speakers.

I've even said it a time or two and though the essence of the statement, when I said it, was true, there is more to the story and Contagious Leaders know that. Here is the rest of the story...

There is a recession going on. Period. That is our reality and for many it is really, really, challenging heart breaking, and difficult. Those of us in the "positive, empowerment" or even "motivational speaking" industries need to know this and many of do. BUT, the difference is recognizing reality DOES NOT require getting sucked into the vortex of fear. In the face of fear and ambiguity, many people freeze. They don't know which end is up or where to go or what to do. That is an even scarier reality. When times are challenging and difficult is when you as the leader of your life, have to be even more diligent in making good decisions, taking good action, and consistently working toward a solution. Freezing provides no solutions and no feedback.

So, if you have heard and/or are saying "I choose not to participate in the recession." that's great, but here's a news flash, you're in it. Now you get to choose whether or not you going to appear dangerously naive or whether you are going to face your fear and do what you need to do anyway. Contagious Leaders choose to participate in reality, while looking fear dead in the eye and saying "Thanks for sharing, but I've got work to do!"

Stay Contagious!

Leading in Tough Times

2009-02-07T16:44:00.000-05:00

Times are tough, to be sure, but how tough are you being on yourself and thus those around you. Each and every thing you do and say rubs off on others or impacts others in some way, so what you do in your leadership is contagious! If you are being too tough on yourself in times that bring out the best and worst in us all, then maybe it's time to revisit that.

Give Yourself a Break - stress will slow down your productivity and it is human nature to freeze in the face of ambiguity. If that's where you are, it's normal. Not helpful, but normal.

Get Serious - the whole world is not going to end, the earth will not cease to spin or anything other extreme that you may be saying to yourself. You can what -if and worry yourself to death or you can get seriously focused on what you can do versus what you might have to do.

Get Out of Your Own Way - Contagious Leaders manage themselves well. In fact, you really have no business managing or leading others if you cannot first lead yourself. Are you doing that? Or are you letting everything other than what you should be doing, get in your way of doing what needs to be done for your office, your business or your life. Stop getting in your own way and get out there and get after it. (that's a lot of gets, heh! You get the idea.)

Stay Contagious and know that tough times allow us to appreicate when the living is easy...
Monica

Is Training REALLY Compared to Prison?

2009-01-22T14:16:00.000-05:00

It's true. Many who attend a training class will see it as prison. The reason is simple, as is the solution. However, keep in mind, simple and easy do not mean the same thing.

When training is mandatory or not needed, many of the participants will see it as one of three things:
- like being forced to stay in "prison" or "time out"
- like a vacation or time to party
- paid time off from the job they would be doing if they weren't in training

You could be sending employees to prison or a vacation day if you're not careful. But, there are ways to avoid it. Make sure you are sending people to training who actually need knowledge and skill. If they have merely forgotten how to do something or are choosing not to do it for reasons other than a lack of skill, training is not the solution. Get to the root of the problem instead.

When you do conduct training, make sure that the content or curriculum transfers actual knowledge and skill, instead of just fun and games. effective training has a point and purpose built in to each activity. If people are scratching their head as to what the purpose is, then you may be creating a fun day, but no substantial skill transfer.

Finally, I have never been a big fan of Mandatory training. Though there is a need for it at times, overusing the "mandatory" edict can create massive barriers to learning that leave your trainer stuck in the first half hour of a training session. It is better to provide learners with an incentive to attend instead of a "because I said so" order to attend. The more you mandate, the more learners in a training class might begin to see bars on the training room windows.

Until next time...
Monica

Does your office need an attitude adjustment?

2009-01-18T12:10:00.000-05:00

Stress kills a great atttitude, creativity, tolerance, and productivity. And we see stress show up first in a poor attitude. For example, when your office needs an attitude adjustment, you might see the following:
- less tolerance of things that you used to "let go" or ignore
- more complaining
- increased resistance to doing less than satisfying activities
- slower efforts toward any goal or project
- reduced behaviors that used to be common place (i.e. follow through, attention to detail, etc)

If you or those in your office are expriencing these things, then it may be time for an attitude adjustment. And, oh by the way, just ignoring those things mentioned above will not make them go away. In fact, usually, it sends the message that the new behavior is okay. This translates into unwritten permission, unspoken encouragement, development of a new habit, and most of all, DIFFICUTLY in addressing it at a later date. If you wait to adjust the attitudes, you might hear "well, why didn't you tell me month's ago? Why wait until now?"

Attitude adjustments can take many forms - but first consider the difficulty inherent to addressing attitude. It is treachorous and only for the most well developed Contagious Leader. (refer to our January 1st edition newsletter Contagious Commentary - http://www.monicawofford.com/About_N.html) These steps will help you have an advantagious discussion about a needed attitude adjustment:
1. ask what is getting in their way of doing differently than what you are seeing
2. ask what they are thinking or feeling about what is going on (watch your tone)
3. ask what they might be afraid of or worrying about
4. assuage those fears or worries if you can
5. if you are unable to do step 4, address what the consequences and REWARDS will be for a continuation of the behaviors and attitudes you are seeing.
6. If the above don't seem to work or make a difference, begin to closely observe the performance of those sharing their attitude with you and address performance in a separate conversation when you have enough clear, factual, and quantitative data.

You can encourage an attitude adjustment and as a leader, that is part of your role. However, keep in mind that forcing an attitude adjustment is flat out, not gonna happen. You can't change people, but as contagious leader, you CAN influence them. Maybe the best time to begin that is first thing tomorrow. You can do this.
Stay Contagious,
Monica

Is Entry Level Too Small a Role?

2009-01-07T11:23:00.001-05:00

With the number of layoffs and job transitions in our world right now, we are facing an issue that has long since been in existence, but seemingly ignored: The stigma associated with entry level positions.

Part of the challenge Contagious Leaders face is finding the right folks to fill entry level positions. Now, however, the challenge is shifting with finding people who are not overqualified for an entry level position. But also, and perhaps more importantly, it is finding those who will bring a great attitude and work ethic to a position that might be seen by the applicant as "beneath his or her abilities".

What happened to starting somewhere, doing that job to the absolute best of your ability, and working your way up in the organization. This used to be an expected practice. But now, it seems so many want to start out as management, when they really aren't sure how to do management, much less leadership. There is no shame in beginning at the beginning.

Entry level is not too small, it is the beginning. And it will likely give you a bird's eye view of the rest of the organization in ways that you might not be able to explore from the executive suite. If you are a contagious leader, hiring an entry level position, keep this in mind. You are hiring the future leaders of your organization. If you are going into an entry level position, contagiously lead yourself and your own attitude. This is a role that could be a launching pad, a springboard, and certainly ripe with learning opportunities and possibilities.
Stay Contagious!

Is Entry Level too small a role?

2009-01-07T11:17:00.000-05:00

Doing too much?

2009-01-04T13:04:00.000-05:00

Last Christmas I received a calendar from a dear friend of mine entitled: Women Who Do Too Much. I finished it up this year on Dec. 31 and what I found is that not only, yep, I do too much, but that I was also trying to do too much all by myself. Oddly enough, that is not a very good leadership principle, particularly for someone who teaches leadership of both yourself and others. Here is what I found in a year of reading up on Women Who Do Too Much. (and hey, this applies to men, too!)

Contagious Leaders delegate well and often:
If you are doing too much - just flat out staying busy, instead of being truly productive and purposeful - you may find that you are missing opportunities. (that is, provided you stand still long enough to be able to notice what you are missing) When you, as a Contagious Leader, delegate tasks and projects, and take the time to explain:

the importance of the project
the details in a way that the person to whom you are delegating understands
the timeline of completion or milestones

then you are truly helping someone else grow, while taking something off of YOUR list, but ALSO getting more done by sharing the work and employing the efforts, talents, and skills of others.

Contagious Leaders who try to do it all, all the same time, and all by themselves, they limit their own success by the mere number of hours in the day and your own physical efforts. There is a lot we can do in a little time, truly, but the constant running, buzzing, and stressed out craze of being busy will diminsh your productivity, make you work slower, and in effect, force you to get less done.

As I reflected on this year of doing alot (as I would likely really say it was a LOT or rather not enough, instead of too much), it occurs to me that although I did a lot, there are some questions that are begging to be asked:

Did I do the right things?
Did I do them at the right time?
Was I just busy all the time or was I acheiving those things that mattered most?
Am I happy with where I am at the end of the year of "doing so much"?

As a Contagious Leader, step back and reflect on your own answers to these questions. And before you jump into the 4 billion emails tomorrow, the pile of voicemails, and the stuff you tossed in a box before you left for the holidays... consider this: what is your strategy for 2009. This may be a more important question to ask, instead of 'what's next on my "to-do" list'?

Stay Contagious!
M

Leading Difficult... er, Depressed People

2008-11-29T10:44:00.000-05:00

The holidays are a challenge for some and in our current economy, there may be more challenges than you usually see. As a Contagious Leader, you may not see the difference between a stress induced reaction, or a bad holiday attitude, or fear based thinking that turns into a morale problem, unless you know what to look for. Try these leadership tips to help you get through the holidays and lead those who need you most during this time...

1. Remain compassionate - not everyone's holiday looks like a Kay Jewelers commercial. There are money concerns, family stresses and issues you may not even know about that surface between Thanksgiving and the December holiday season. Depression usually reveals itself in ways that mirror a "bad attitude", but don't be fooled. Compassion and patience can carry you a long way to maintaining productivity, fortifying your ability to earn respect, and simply, showing others that you do really care. You do, don't you?

2. Address the fear - if you're company is among the many who are talking about layoffs and cost reductions, be clear with those you work with on what is coming in the next few weeks. If the team you lead is walking around in fear of their jobs, their performance will not likely be stellar, but more often it will slow down, if not stop all together. Fear creates a freezing type of behavior. In the face of ambiguity, people also freeze. Tell what you know to the point of over informing and if you have been given a gag order to tell anything, help those you lead to work through the consequences you know are coming. In other words, if you are going to lay someone off and you know it, find a way to help them get clear on what action they should take to land on their feet. There is a way you can help without revealing that which you have been asked to keep secret.

3. Watch your own tolerance and attitude - compassion is one thing, dealing with your own stress is another. This is a time in our office when we wrap up all the open projects we have been too busy to finish. While others are decorating trees, planning holiday dinners, and wrapping presents, I am usually delegating tasks, reviewing websites, writing books, and more. That means that my own stress, of my own doing, may rub off on others and I have to be careful not to let this spill over into the relationships with those that I have the privilge of leading. Your fuse may be shorter this time of year and watch out. A mere drive to the office supply store the closer we get to Christmas, could create an unusual amount of stress. Pay attention to how that is affecting your mood and don't let that stress be contagious.

You are a Contagious Leader and it is always about those you have the privilege of leading. This time of year, that can become an even more important fact. Stay Contagious!

Contagious Leadership: Pride - Is it a good thing?

2008-10-25T10:35:00.001-04:00

Contagious Leaders Beware: Exessive Pride will keep you from Success

When we talk about Contagious Leadership, the emphasis is on realizing all that you do rubs off on other people. If you rode your broom into work today, it rubs off on others. If you are happy go lucky in your leadership style, that, too will rub off on other people. And, as I read recently, an excessive amount of pride will also rub off and frankly keep you from achieving the type of success you may be looking for. The fourth lesson in Contagious Leadership, my first book, written in 2001, is "Leaders Ask for Help from those they lead". With excessive pride, you will not be able to ask for help, much less admit that you might need some. See the below quotation from Mark Cole and give it some thought. In fact, let me know what you think. I'd love to hear from you on your Contagious Leadership journey. Stay Contagious!
Monica

"Pride, the excessive and false sense of self importance, is the number one block to prosperity and the basic breeder of poverty. Every time you allow your pride ot be spurred on by fear of rejection it will keep you from asking questions and for help. It's your refusal to ask that will keep you from receiving. Only when you overcome your fear and pride will you begin to ask rightly and only then will you receive your just due." M. Cole, A Little More off the Top

Contagious Leaders: Pride - Is it a good thing?

2008-10-25T10:28:00.000-04:00

Contagious Leaders Beware: Exessive Pride will keep you from Success

When we talk about Contagious Leadership, the emphasis is on realizing all that you do rubs off on other people. If you rode your broom into work today, it rubs off on others. If you are happy go lucky in your leadership style, that, too will rub off on other people. And, as I read recently, an excessive amount of pride will also rub off and frankly keep you from achieving the type of success you may be looking for. The fourth lesson in Contagious Leadership, my first book, written in 2001, is "Leaders Ask for Help from those they lead". With excessive pride, you will not be able to ask for help, much less admit that you might need some. See the below quotation from Mark Cole and give it some thought. In fact, let me know what you think. I'd love to hear from you on your Contagious Leadership journey.

Stay Contagious!
Monica

"Pride, the excessive and false sense of self importance, is the number one block to prosperity and the basic breeder of poverty. Every time you allow your pride ot be spurred on by fear of rejection it will keep you from asking questions and for help. It's your refusal to ask that will keep you from receiving. Only when you overcome your fear and pride will you begin to ask rightly and only then will you receive your just due." M. Cole, A Little More off the Top.

Now is the time for Relationship Economics

2008-09-28T15:11:00.000-04:00

When hundreds of companies are cutting back on two of the most important budgetary items: training and marketing, you contagious leaders out there may have to take some of this into your own hands and create your very own form of Relationship Economics.

A very good friend of mine, Mr. David Nour, is the author of a fantastic and relevant, as well as helpful book entitled Relationship Economics: The Art and Science of Relationships.

Here are just some of the highlights in what you will learn with this new tool and how it will help you to grow your Contagious Leadership:

"In interviewing over 1,000 managers, directors and executives of Fortune 500 organizations, mid-market companies and early-stage ventures, without exception, they all concurred that beyond educational foundation and professional pedigree, your personal and professional success depends on the diversity and quality of your relationships. Yet most of us don’t spend enough time building and nurturing the key relationships we need to achieve success. That’s where Relationship Economics® comes into play.

Relationship Economics isn't about networking. It's about learning how to invest in people for an extraordinary return. It's about exchanging Relationship Currency®, accumulating Reputation Capital®, and building Professional Net Worth®. It's about learning the art and science of transforming your most valuable relationships into execution, performance, and results."

Order your very own copy at Amazon.com today. this book was just released on September 18, 2008!

Stay Contagious!

Contagious Leadership is important when the money runs out

2008-07-30T11:00:00.000-04:00

What does a Contagious Leader do when the money runs out in the business? Last night on the news, we heard of one company that owns the chain Bennigan's and Steak and Ale (or at least a number of them in the nation) closing almost all of the existing locations of these popular restaurants. For a moment I was a bit sad, as I can still remember when Steak and Ale opened in the city I grew up in, Waco,Tx. It was a big deal and where you went when you wanted to go someplace "fancy".

Then I thought of how I would have responded to employees who asked "Are our jobs secure?" How would a Contagious Leader respond? Truth is, I've been there both as a middle manager and an executive, being asked that very question. Sometimes in a corporation of that size, you as a middle manager know what is going on and at other times you are just as much in the dark as the employees. The key is to be as honest as you can and even if you have to day "You know, I am not sure if your job is secure. I think it is, but something tells me it might not be. So if you need to make plans or need my help, let's talk. If not, let's see if we can get through this together."

Contagious Leaders work with employees and treat them as people. People deserve the truth and they deserve the utmost of your respect, as well as you deserve it from them. Thus when the money runs out, tell 'em how it is and tell 'em what you can. That does mean you simply say "All is well and things are good." particularly when you know they are not. Shooting straight will serve you much better.

Stay Contagious,
Monica

Contagious Leaders... can be women too!

2008-07-25T20:55:00.000-04:00

Check it out, there's a new book in the works and it's all about women as leaders and the effect it has on others.

Not only are these women leaders... these are contagious women.
Not only are these women leaders, they are what we call Commanders in the CORE Profile.
(check out www.monicawofford.com coaching programs, then click CORE)
Not only are these women leaders, they are the ones wearing the heels.

Get the idea....? Well... there's more..

Tell me what you think about the title of my 4th book:
Contagious Commander in Heels

In addition, tell me what you think about the subtitles...

Our Love Affair with Achievement and How it Rubs Off on Others and Can Hurt our Image, but Doesn't Have to.

How to Keep Your Achievement Affair from Rubbing Off on Others and Ruining Your Relationships

Looking forward to your feedback. ALL comments will be read!
Stay Contagious!
Monica

Leading in Times Like These

2008-07-25T20:40:00.000-04:00

What is the difference between good times and these times? There are a couple of things, but the key question is do you lead differently during tough times than you lead during great times? The short answer is "no", but there's more.

When I have led teams through muliple mergers, budget crunches and hiring freezes, the stress gets high and the emotions run wild, but the reality is that those you lead are still looking to you for leadership, guidance, motivation and understanding. Keep in mind leadership doesn't mean you doing all the work, it means you developing those you have the privilege of leading.

Tough times are not an excuse to stop leading or to stop leading well, they are merely a reason for you to improve your skills that much more and keep on truckin'. (er, I mean leading)

Stay Contagious!
Monica

What keeps you up at night boss?

2008-06-19T21:53:00.000-04:00

Hello Contagious leaders!

Usually sales people ask the "what keeps you up at night?" question of a leader who has decision making authority. The unfortunate answer is that most leaders don't know what keeps them up at night, but they know what all the little things are that keep them from leading all day long.

It's a common question... with an uncommon and widely varied answer. This question was mentioned to me again this week and I thought I would share my two cents with you. It isn't what keeps a leader up at night that is so important, it is more than that. It is what keeps a leader from doing what their true role is that's the problem. It is the management stuff, the day to day fire drills, the time in the day that never seems to be enough and the coaching that should happen but doesn't seem to. Those are the problems that could be solved and would benefit both employees and leaders if they were solved.

Stay Contagious!
Monica

Maybe in our quest to become a Contagious Leader... one who provides real remedies for real people... we could work less on what "keeps up at night" and more on what keeps us from being a better leader all day long.

Leadership Begins With You!

2008-06-19T21:30:00.000-04:00

When we talk about leadership, we usually are talking about leading others, however, the truth of the matter is that if we are unable to lead ourselves, we have no business leading other people.

Leading yourself, for Contagious Leaders, means the following:
1. Believe for yourself what you are saying to others
2. Apply to yourself those skill sets and mind sets that you are asking others to follow or use
3. Moderate your own self talk
4. Watch the ratio of those things you take professionally versus those you take personally
5. Be as fascinated by your own mistakes as the mistakes of others sometimes frustrate you

And now for the moment of truth, being a Contagious Leader isn't about just giving advice, giving direction, or sharing wisdom for the purpose of helping others be better... it is about taking your own advice, giving yourself good direction and regularly gaining more wisdom.

Sometimes we have to focus as much or more on ourselves in order to be there for those that we lead, when they need us...

Stay Contagious!
Monica

Insights into Incentives

2008-05-26T20:28:00.000-04:00

Modified from a fantastic book that has more to do with leadership than you might think... "Make it Stick" by Chip and Dan Heath, this insight into how incentives might be designed and responded to is powerful!

'Imagine that a company offers its employees a $1,000 bonus if they met certain performance targets. There are three different ways of presenting the bonus to the employees:
1. Think of what $1,000 means: a down payment on a new car or that new home improvement you've been wanting to make.
2. Think of the increased security of having that $1,000 in your bank account for a rainy day.
3. Think of what the $1,000 means: the company recognizes how important you are to its overall performance. It doesn't spend good money for nothing.

When people are asked which positioning would appeal to them personally, most of them say No. 3. ... Here's the twist though: when people are asked which is the best positioning for other people, they rank No. 1 mos followed by No. 2. That is, we are motivated by self-esteem, but others are motivated by down payments. This SINGLE insight explains almost everything about the way incentives are structured in most large organizations.'

Thanks Chip and Dan Heath for explaining how Contagious Leaders might want to re-think their incentive plans. Are you postioning the benefits of your company with a focus on how they (employees) might receive them or how you might like to receive them?

Stay Contagious!

Companies Don't Buy Leadership Training... they buy better leaders.

2008-05-26T19:31:00.000-04:00

So many leaders, so little time... so many issues and so few to lead them... it happens a lot. Companies are facing a leadership challenge and they aren't wanting to buy more stuff or more training, they are looking to resolve their leadership issues.

How do you know if your company needs leadership training to resolve those issues?
1. If your company is seeing an increase in attrition and problem employees.
Attrition, or the number of employees leaving versus the rate at which they are coming aboard, can be a sign that leadership is not coaching or training effectively. When problem employees are on the rise, this can also be a sign that there is a lack of coaching skills and development mindset. A contagious leader knows the value and impact of positive coaching and spending the most of their time with those employees doing it right.

2. If you are hearing "I told you so" or "or else" more often than you used to.
There is a difference between using one's leadership authority or power and using one's influence. Contagious Leaders use influence to encourage employees to follow them. Regular leaders, or managers more so, use their title or their position to get others to do as they have asked. (or told!) Contagious Leadership training can help those in positions of power utilize their power in ways that inspire performance instead of create more people problems such as resistance, attitude problems and sabotage.

3. If you have a line out the HR door and they are dealing with attitude problems daily.
Attitude issues are exceptionally difficult to work with and they often come from resentful employees. Some are resentful because of life's events, but some are that way because they have asked and spoken up, in subtle and not so subtle ways, for a leadership change, but to no avail. Leaders with additional training in communication, coaching, and development of others will be able to proactively prevent resentment from showing itself in performance and developing into attitude issues.

Keep in mind, leadership training should lead to solutions for leadership issues. You are not buying a leadership training course, you are bringing in the development of your leaders. That, if done well, will bring you a significant return on your training investment. It will bring you a reduction of attitude issues, attrition, abuse of power and problem employees. Leadership Training - several thousand bucks, Experienced Speaker - thousands of dollars, reduction of problem employees and attitude issues - PRICELESS.

If your organization needs leadership training, contact Monica Wofford International at www.monicawofford.com or 1-866-382-0121.

Stay Contagious!

What do YOU say when someone asks "How Are You?"

2008-05-21T13:08:00.001-04:00

Managers are notorious for not leaving thier offices. Contagious Leaders however, use an enhanced version of MBWA (management by walking around) and who knew... they actually talk to people and ask questions. Yet, one of the most popular questions is "How are you?" and we live in a culture that summarily dismisses this question and the answer. People will ask "How are you?" and then are lucky to hear an audible response, much less stick around to hear what it was... most of us just keep walking. Contagious Leaders... Beware of the perception that you don't care what the answer is if you are asking "how are ya?" and walking away. On the other hand, you can stop foot traffic with some unusual answers to the question when YOU are asked "how are you?" Here are a few to try out and just see what happens:

1. Finer than frog hairs
2. Energized and revitalized
3. Fascintated (instead of Frustrated!)
4. Getting better by the minute
5. Better than a bowl of cherries in summertime
6. If I were any better there would be two of me
7. Fabulous and Fantastic (inspired by the publisher of Orlando Woman newspaper)
8. Filled with hope and happiness
9. Truly happy (or blessed, excited, enthused, pleased to be here, etc)
10. Hotter than a firecracker
11. More brilliant than a diamond mine
12. Contagiously Confident! (my favorite!)
13. Good - any day I wake up above ground is a good day!
14. Happy to be alive!
15. Better than a rainbow on a rainy day
16. If I were any better, I'd need pom-poms!

Share this list with the negative Neds and negative Nellies in your life or at the office and give them some subtle or not so subtle hints. Contagious Leaders lead themselves and their own attitudes before trying to lead others. What have you been saying when someone says "How are you?" and how does that reflect your own attitude?

Stay Contagious!

Corporate Speak continues...

2008-05-14T12:35:00.000-04:00

Today, I saw an article that said "Who is Learning From You?" that talked of the ever popular brain drain of the baby boomers leaving the workplace and yet also had a different twist. It said that organizations... every organization is in one of four stages:

1. Building and creating
2. Managing their organization
3. Defending why it is no longer growing
4. Blaming someone else for why it is not growing

I had to laugh as it seemed so true and it also seems to apply to the stages that we experience as leaders. When we are building and creating something, often identified by the use of the words, "on boarding" or "building strawmen" or some other such drivel, we are eager to bring others with us.

When we are managing stuff, often described as "rallying the troops" or "assimilating" or "dipping into the culture", we get into the thinking that people can be managed as easily as stuff and we begin to call them human resources or human capital.

When things stop growing and we experience "slow growth", a "downturn", or a "stabilization period", we begin to defend our own errors, cease asking for help for fear of showing a weakness and defend directions that we think we have communicated clearly.

When things go south, as we are seeing in many organizations right now, leaders look for blame and rarely are they looking at the three fingers pointed back at themselves when one is outstreched. Heads will roll, people begin to pay and we experience the use of words such as "freeing up for new opportunities", "right sizing", or "Liberating team members"

My big question is this... contagious leaders.... do you experience these stages first or does the organization experience them first and then we follow the example?

Stay Contagious!

Leadership - What does it mean?

2008-05-13T17:50:00.000-04:00

Take a look at the word LEADERSHIP - what does it mean?

Let's look at it differently... LEAD-ER-SHIP or maybe we should say LEAD YOUR SHIP. It is likely that somewhere along the way, this might have been the true origin of the word as the historical leaders were also captains of some ship or some army. However, in this day and age, your ship is the team you serve, the team you have the privilege of leading and notice I did not say "your team". They are not yours. The ship or rather department might be your responsibility, but the people are not yours.

Thus, LEADERSHIP might mean "Figuring out how to lead those people who are tasked with helping you run your division, team, company, etc". Leading those people is more important to long term producivity than managing all the tasks that they do. Contagious Leaders focus on the leading of people and not the managing of stuff - you can delegate stuff. Can't you?

Stay Contagious!

Leaders: Say What you Mean!

2008-05-13T17:43:00.000-04:00

I spent some time today in a corporate office of a rapidly growing company and after talking with three different executive level folks, I was reminded at how much we become our environment. Things were said that sounded like this:
- Let's log in after the meeting and share pertinent information
- Are you on board with the modifications that our client is requesting of this business unit?
- Is your team ready to by trimmed down and nimble?
- What are the levers that you will be moving as you assimilate into the business?

I wasn't sure sometimes if I was aboard the starship Enterprise (always think Star Trek when someone says they want to assimilate me or my services) or just in a land in which Dilbert would have a hey day. THough I understand everything that was said, I began to wonder if we don't do so much talking at people as leaders that the begin to become immune to what should be our contagious enthusiasm and leadership. Why can't we just say what we mean, which to me for each of the above, would have sounded like this:
- "let's log in.."
See me after the meeting and let's chat about what you heard
- "Are you on board..."
Do you agree or disagree with the changes we are making? Why or why not?
- "Is your team ready.."
Are you prepared for budget reductions and can you do more with less?
- "What are the levers..."
How will you impact business and how long will it take you?

Contagious Leaders say what they mean and don't try to lead by confusing the very resources (yep... people) that they are trying to empower (motivate to do more) to produce effective and efficient solutions (do more while staying creative and positive and being paid the same).

Stay Contagious!

Are you leading or herding?

2008-04-27T13:22:00.000-04:00

From the desk of your Contagious Leader, Monica Wofford

Do you find yourself doing the cat herding exercise on Monday mornings? If so, then you may want to change that title on your business card from leader to Herder! Leading is about those you serve, lead, guide, direct, challenge, and help to grow - NOT all of their activities that you spend time managing. Focus on how to help that person or those persons grow that are looking to you for leadership and your efforts in herding their activities, will be greatly minimized. :)

Language of Leadership

2008-04-27T13:08:00.000-04:00

Sometimes the blinding flashes of the obvious are well... just that...blinding. This week I have listened to so many people say things like "I am in a bad mood." or "i am so tired" or "I am such a loser, moron, goof ball, etc". Though these things may seem completely benign, your brain hears a declaration of this sort and pretty much goes with the flow. It doesn't come back at you and say "No, you're not". Instead it says... "OKAY". so watch your language. Instead say... "I am getting better by the minute!", or "I am learning fast." or "I am going to get this."

There are a whole host of words that are not PC for the office and are also the first words one learns in a foreign language it seems, but there are words that are far more damaging than mere profanity. Watch what you say about YOU and about others. If you are going to be a successful leader, and you can be... there are some fine tuning things that are equally as important as the typical skills of delegation and time management. The language thing is key to watching your mindset ... the skill set of knowing what to DO will be much easier to grasp if you have a firm grip on what you SAY to yourself and others.

Leadership Rejection

2008-04-06T19:04:00.000-04:00

Leaders, would you agree that sometimes it isn't whether those employees follow you, listen to you, or even do what you say? Sometimes and somedays you just want to know if they like you, like any of your ideas, or think you are in any way cool. It's human nature. We all want to be liked and to have other people indicate that they like us in some way. Leaders can experience rejection and it can be painful, particularly if you are new to the position.

You can tell if you are suffering from Leadership Rejection if you:
- frequently ask for approval from others
- you fish for compliments
- refuse to get close to any employee or become friends with them for fear of feeling rejection

If you feel Leadership Rejection is impeding your ability to lead well, try these tips:
- stop taking everything as personally - sometimes comments are aimed at your title, not you
- find a sounding board outside of the office that you can validate your opinions and thoughts with
- seek approval from your superiors by asking for objective feedback and guidance to improve

Sometimes the rejection a leader experiences comes from the feeling that he or she is not "good enough to do the job" or "not knowledable enough" or "not old/young enough", etc. Before you convince yourself that others are rejecting you, be sure it's not coming from you.

Happy Leading,
Monica

Contagious Leadership: Attitude Problems are Confidence Problems

2008-03-30T13:37:00.000-04:00

Contagious Leadership: Attitude Problems are Confidence Problems

Attitude Problems are Confidence Problems

2008-03-30T13:25:00.000-04:00

Employee attitude problems: a dangerous, treachorous and complicated area to address...

If you talk with someone about his or her "attitude", the immediate assumption is that the attitude is bad and it doesn't take much to take an "attitude problem" personally. This will result in an almost immediate and automatic defensive posture from the person to whom you are speaking.

Those who practice Contagious Leadership respond in reasonable ways to even unreasonable situations and in the case of attitude, it may be an unreasonable situation, but you still must consider a reasonable solution. Approach the person with the following example dialogue:

"John, can you come by my office before you go? I have some good stuff I want to share with you."

When he arrives...

"I've noticed some improvement in __________ area of your work. Thank you for your efforts. I have also noticed a decrease in your (interest level, professional conduct, appropriate communication with your co-workers - as examples). This is something that I think we can address pretty easily and I have a few questions for you. Are you willing to talk about this with me?"

If the answer is no... explain that the item you are focused on is imperative for his job success and that if he is unwilling to address it, you will have no alternative other than to include this notation in his performance review and that this could likely end up risking his continued employment. Stay calm and be matter of fact, but not an "ice queen or king".

Most people will say yes ... IF you approach the problem from "we are in this together" and "you wish to work WITH him" as opposed to "you have to fix this or else!".

Ask questions such as:
"What is the trigger that is creating what I am seeing?"
"What could we remove or do differently in your role to eliminate that trigger?"
"What causes the feelings that lead to the behavior I am seeing?"

Notice that no questions begin with the word WHY as this is one of the most defensive mood creating words in the English language. Once this dialogue has begun, keep on point and continue to focus on the behavior that you have begun to address. You may not find all the reasons it is happening or solve the entire world's problems in this one conversation, but you can get the ball rolling. The key is that without making the other person uncomfortable or feel like you are attacking his attitude or confidence, you have made him aware that there is an issue. You have been a contagious leader and shown your willingness to help him grow and develop in an area necessary for job success.

Difficult People Bugging You?

2008-03-30T12:58:00.000-04:00

If you work with difficult people, (and who doesn't?) try some Contagious Leadership steps and help cure the "bug" that may be infecting you and your office with stress, tension, and conflict.

1. Identify the Difficult People and Determine Who or What Issue You Will Focus on First.
There may be 8-10 difficult people or things that you see at your office. Working on all at once will drive you nuts. Pick one and put most of your energy into resolving it. OR - pick one and decide whether or not it is worth worrying about. If it is not, then let it go and stop spending time on it - for good. Having picked one to work on a contagious leader would....

2. Articulate What Makes This Person or Situation Difficult
Is the difficult part stemming from how different that person is from you or how their thinking differs from yours? If so, they are different, not difficult. This means that what that person does is not personal, it is merely their way of doing things. Teach them how to do different and follow up. If that doesn't work, value what about them you do like and stop taking the different parts so personally. After all, if we were ALL the same and thought the same way, how boring and lacking in creativity would that be.
Now, if they are difficult becuase of an attitude issue or lack of performance issue, these are addressed differently. Focus on the problem, NOT the person and convey the what and why of what you want them to do or act like. Your role as a leader includes keeping those that report to you accountable. It also means that you must follow up and conduct repeated course corrections. Waiting until they have completely messed something up and it is too late to fix it - is too late to address a problem. That conversation will only result in frustration for you and an erosion of confidence for that person. Address it early and often until the difficulty goes away.

3. Make Your Interest in Resolving the Difficulty Contagious
If you as the leader approach a problem with the belief that it has always been this way and always will be this way and "why do I bother" then seriously consider why, in fact, you ARE bothering to talk about it. Negativity breeds more of the same. APproach the situation with different ideas, a contagious enthusiasm (without the pom-poms!) to try something new and brign that person with you in the effort. If the difficult person sees an unmistakable, truly sincere interest from you to work on the issue, then you are more likely to get some kind of cooperation, instead of repeated resistance.

Stay Contagious and Happy Leading!
Monica

LEARN LEADERSHIP

2008-03-23T13:42:00.000-04:00

The Top TEN Ways to Become a Contagious Leader

Find the leaders on the team you lead that have no title.
Keep a cool head even in times when the world is falling apart. ("Contagious Leaders respond reasonably to even unreasonable situations" M. Wofford, Contagious Quotations)
Call employees “those that work WITH you”, instead of those that work FOR you.
Adhere to the principle that “communication is not what was said, but what was received.
Maintain clarity around the fact that attitudes are not taught or changed without the owner’s consent. Criticize someone's attitude at your own risk.
Free up for new opportunities those who are unable to perform at the established standard.
Exhibit leadership traits as a part of who you are, not what your title says. Recognize that managers always have a title, leaders often do not.
Observe what people do for others to learn what they would like to have done for them. This becomes very important when choosing recognition tactics.
Spend most of your time with those who are performing the way you have asked them to.
Encourage all those you lead to have or get a LIFE! Be sure to have one yourself. All work and no play, makes a leader a dull person.

Best of success on becoming a contagious leader!
Monica

LEARN LEADERSHIP

2008-03-23T13:22:00.000-04:00

The Top TEN Ways to Become a Contagious Leader

Find the leaders on the team you lead that have no title.
Keep a cool head even in times when the world is falling apart. ("Contagious Leaders respond reasonably to even unreasonable situations" M. Wofford, Contagious Quotations)
Call employees “those that work WITH you”, instead of those that work FOR you.
Adhere to the principle that “communication is not what was said, but what was received.
Maintain clarity around the fact that attitudes are not taught or changed without the owner’s consent. Criticize someone's attitude at your own risk.
Free up for new opportunities those who are unable to perform at the established standard.
Exhibit leadership traits as a part of who you are, not what your title says. Recognize that managers always have a title, leaders often do not.
Observe what people do for others to learn what they would like to have done for them. This becomes very important when choosing recognition tactics.
Spend most of your time with those who are performing the way you have asked them to.
Encourage all those you lead to have or get a LIFE! Be sure to have one yourself. All work and no play, makes a leader a dull person.

Best of success on becoming a contagious leader!

Monica

Leading Through the Tough Times

2008-03-08T10:51:00.000-05:00

Did you know that a recession is defined by two quarters of GDP decline? Well, ladies and gentleman we are looking at two quarters of GDP growth. Does that mean all is rosy? Nope. But, if you take a look at magazine headlines and articles from the 70's, if you take out the price of oil, the price of gas and the military portion, the information is the same. It is just like reading a Newsweek of today. These are cycles and they happen and they are TEMPORARY. The doom and gloom of the news, the media and the uneducated, may not be helping you lead anyone through the tough times, least of all, you!

When leading through the tough times, try:
1. Being positive but not polly anna.
2. Being clear on direction and compassionate on people issues
3. Being open to more emotional discussion than usual.

Until we have the honor of meeting in person...

Human Capital in the Headlines

2008-01-30T09:22:00.000-05:00

This is an article blurb that I ran across in the ASTD bulletin. Perhaps if the leaders of these organizations realized that the employees on their "To -do" list were actual people instead of human capital on a budget line, they would be well on their way to resolving the challenges faster. Your thoughts?

Boards Increase Oversight of Human Capital Issues Human Resource Executive (12/07) Vol. 21, P. 20; Behan, Beverly
A new study by the Hay Group reveals that more boards, especially those of the top companies, are paying attention to human capital issues. The Hay Group conducted a study of 150 top executives for Fortune magazine as part of their report on the World's Most Admired Companies. The survey found over 75 percent of boards added management of human capital to their to-do list in the past several years. Over 66 percent said CEOs and management often consult board members on human capital issues, like employee-turnover rates, job-acceptance rates, diversity statistics, and employee-satisfaction. Attention to these issues was even more prevalent in the most admired companies than average. For example, over 80 percent of the most admired companies developed human capital strategies as part of their overall corporate strategy, compared to 70 percent of most other boards. More than 80 percent of the most admired companies also included human capital measures as part of their CEO performance evaluation, and over 90 percent had emergency succession plans in place. This study demonstrates how attention to human resources is an important factor in helping a company get an edge on its competition.

Frequent Question...

2007-11-13T11:47:00.000-05:00

Someone asked me again today what the whole contagious thing is about and how it correlates to leadership. In short, I shared that contagious is what we all are because everything we do rubs off on other people. And then I said, leadership for me begins wtih leading yourself and what I often share with managers is that if you cannot lead your own self out of a low self-esteem or other personal issues, then you have no business leading others who bring that and more to work with them. He asked for my card so I think he liked the answer.

Can you really have balance?

2007-08-30T18:57:00.000-04:00

Many times members of an audience will ask me how I do all that I do? Do you feel balanced? Clients will ask me to come in and teach employees how to have balance and the truth is that balance is extremely difficult to achieve, if even possible at all.

I like the way Robin Fisher Roffer described it in her book: Make a Name For Yourself
"I don't try to balance work and family. I never have. In my life they are all mixed up. I don't shut it off when I close the door to my office and walk aroudn the corner to my house. I bring it inside and let it pull up a chair. My husband and I talk about it over dinner. It would seem weird to me to drop it at the door, and my family would feel left out if I didn't share this incredibly important aspect of my life with them."

So for all of you who attempt to achieve balance, there may be some hope. Stop trying to give everything equal time exclusively. Find ways to involve each in the other parts of your life... your whole life and recognize that some weeks work will take more time. Some times life will take more time. Maybe the key is to be balanced in our intense desire to achieve perfect balance.

Until we have the honor of meeting in person...
monica@Monicawofford.com

Definition of Management at DMV

2007-06-29T08:53:00.000-04:00

This morning I completed a good read by Ken Blanchard. In his recent book: Leading at a Higher Level (www.amazon.com), Ken describes a scenario at his local DMV in which changes from the leader of that office, led to a dramatic reduction in lines and wait times and the frustration of the customers.

Ken asked the leader of this office many questions and one included his definition of a manager, to which the man replied:

" My job [as manager] is to reorganize the department on a moment-to-moment basis, depending on citizen (customer) need."

Perhaps we could all begin to look at our role as managers and leaders in this way - it just might change the way that we not only percieve our job, but perceive others and the needs of customers. After all, it is the employees and the customers that give us a reason to have the role of leader in the first place.

Until we have the privilege of meeting in person....

Choices...

2007-06-21T19:08:00.000-04:00

A poignant thought today:
Always remember that you have choices....
A choice of where to work
A choice of where to live
A choice of what to do
A choice to take care of you
A choice to take care of others
A choice to make choices
A choice to be you
A choice to act like someone else
A choice to be happy
A choice to be unhappy
A choice to be glad you woke up today
A choice to criticize what you looked like when you did
A choice to eat brownies in bed
A choice to exercise and eat healthy
A choice to forgive
A choice to forget
A choice to find a way to be grateful

You always, as many of our friends, clients, and family are showing us at Monica Wofford International, have a choice to live your life in the way that allows you to be the best possible you that you can be. It isn't a fluffy statement. It is a reality and something that many forget. The world doens't make your choices for you, you do with your mind, your thoughts, your actions, and your behavior. What have you done to ensure that you are making the right choices for you?

Job Satisfaction Leads to More Confidence

2007-06-15T13:21:00.000-04:00

I ran across something special today in a book I just finished: Success Built to Last http://www.amazon.com published by Wharton School Pubishing. In it, former CEO of Honeywell, who is also the author of bestselling book: Authentic Leadership said the following:

"It's okay not to find the right fit in your profession right away, but you have to keep trying and never settle. When you find the right fit, everything changes. And one of those things that change is the way you gain the confidence to really jumpstart the people around you. If you and your team are passionate and really believe in the cause, then you can't help but have fireworks....If what you're doing doesn't turn you on, and if you're holding back what you have to say or contribute, that is not okay. You're not going to be willing to hear the bad news or the best ideas. You're not going to be successful."

Suffice it to say, we all can't just quit and go find another job, but the key is to keep finding a fit i the one you have and frankly, to be you above all else. If you hold back part of you, the folks you work with will miss a valuable piece and you will miss valuable satisfaction. I like how he mentions that this kind of satisfaction will increase your confidence. We have seen a significant rise in the number of calls we are getting to train Contagious Confidence. http://www.monicawofford.com/EventCalendar_ST03.html

Does your organization need a boost?

Until we have the honor of meeting in person...
Monica

Graduation is in the air... and the set up begins...

2007-05-14T10:43:00.000-04:00

It is the month of graduations for high and college and the month in which we begin the set up of these poor graduates for a life of expectations of such celebration for each milestone in their life going forward.

Graduation is fun! The cords, the gowns, the hats, the family and the fanfair. It is all fun and yet, it sends the message that the rest of life is going to be filled with such celebration. Do we wonder why when these folks join the work force that they become disspointed at the lack of reward and recognition that occurs at both minor and major milestones?

If we consider the fact that we bring in family and friends to celebrate years of book learning as if this is the pinnacle of one's life at the ripe old age of 18 or 21, what do we do when one of these young ones achieves the learning of life that doesn't come from a book? When one learns about true diversity, what do we do? When one learns about communication or emotional intelligence, what do we do? When one learns true confidence and belief in oneself no matter what, what do we do? When one learns what being a partner is about, what do we do? When one learns that parenting is a gift of experience and commitment, what do we do? When one learns that the world does not in fact rotate around oneself, what do we do?

I am not suggesting that we diminish the graduation celebrations at all. I am merely hoping that we realize the stage we are setting and the challenges this could create further down the road for comparitive milestones that are celebrated in less than grand fashion. I mean really, do they call your name in front of all you know and give you more than a tie tack when you have worked somewhere and contributed half your life for twenty years? Likely not.

Until we have the privilege of meeting in person...

It Takes Confidence to Take a Compliment

2007-05-02T10:09:00.000-04:00

It happened... the project went wonderfully well and it took the entire team to make it happen. Then during the staff meeting your boss singles you out and says "You really did a great job! Let's all give (YOU) a hand for the wonderful work on completing this recent project!"

There is light hearted applause and a few looks and you realize immediately that yes, it feels good to hear the words, but you didn't do it all by yourself. Do you say something or do you bask in the glory?

Well, that depends. How much confidence do you have? Do you really need to bask in all that glory and fill your cup of approval or can you confidently turn the spotlight to the others who helped you. My hope is that the latter is true. Try saying something like this:
"I'm delighted that you noticed the extra effot, and I really must share your compliment with the others on the team who helped me to achieve this. Let's all give ourselves a round of applause (or high five or pat on the back or whatever suits your fancy).

It takes confidence to accept a compliment, but also to realize that it rarely is all about you and the work you did. Someone likely helped you get there or learned what you know to get where you've gotten.

Until we have the pleasure to meet in person...
Monica

Leadership - Is Today the Day for It?

2007-04-04T17:02:00.000-04:00

Some days you feel like a leader, some days you do not. Sound like an old familar commercial? But, isn't it true? Some days you feel like getting out of bed and leading the charge and some days you just don't and you end up with the remnants of a game face that sticks with you for most of the day.

Well, today is a day to lead. Grab the bull by the horns, focus on those you have the privilege of leading and in good old Texas fashion - go get 'em ya'll.

I am headed off to explore leadership in another country and culture in South Africa. Looking forward to the adventure and to sharing updates with you along the way.

Cheers,

How Exactly Do You Lead Other People?

2007-04-03T08:26:00.000-04:00

When I am asked "What do you do?", the response varies. However, the answer I enjoy the most and say most often is:

"We rescue life jacketed leaders in the deep end of the pool who were promoted but never taught how to swim."

You see, in our experience at MWI (Monica Wofford International), so many people appear to have been bestowed leadership titles (i.e. life jackets) and promoted to deeper or larger pools (i.e. bigger teams, bigger offices, etc) yet never put through any training on how to actually lead. (i.e. SWIM).

Leadership, or rather effective leadership, requires that you know how to and are proficient in:
1. Building Rapport
2. Building Trust
3. Helping others Grow
4. Motivating and Recognizing Others in Ways that Work for Them
5. Delegation, Prioritization, and Communication
and perhaps as important as all of these skills...

Knowing who you are, what your boundaries are, what your needs are, and having enough confidence to stand up for what you believe, as well as the needs of the team you lead.

That is a lot, but leadership is not easy. It's work. Learning how to swim in what can sometimes be rather choppy and complicated waters is not easy. People are not easy. That doesn't mean leadership is never fun or always drudgery, but it does mean that it is often misinterpreted as somthing that you gain when you get promoted, sort of like the surprise in a box of cracker jack. No one gives you leadership. You create, develop, hone, practice on, and earn leadership - one day and one person at a time.

Until we have the privilege of meeting in person....
Monica

The Type A classic scenario

2007-03-22T15:02:00.000-04:00

It happened again - I was on a plane from Orlando to Chicago and sat in between two hard working, hard at it, Type A women. This is not unusual, but this time for some reason it made me wonder if this is really the way to success. Is Type A really the only way? Is it the appropriate path to promotion?

After a brief conversation with both women, one was on her way to a conference, working on reading the pre-material that would allow her to be prepared. The other was reading a study module for a Master's class she was taking over the week. Both mentioned in their own way being too busy at the office to prepare for their out of town business effectively. Both yawned during our conversations (I don't think it was a reflection on me) and both mentioned how much they wish they could just take a nap. What is it that makes us drive so hard to acheive? What is the cost of such constant driving and rarely taking a moment, or many, to rejuvinate.

Friends joke with me that if it gets on Monica's list, it gets done, so make not mistake, I am not one to criticize the whole Type A conundrum - the constant drive to get things done at all costs - I am merely questioning at this stage of the game whether or not all the stress of achieveing is really worth it, really healthy, and really the model for success that we all think it is. Maybe every so often, every once in a while, we should... just take a nap.

Until we have the privilege of meeting in person...

The Little, or not so little, Texas Tornado

2007-03-07T09:58:00.000-05:00

There it was, staring me in the face: the mountain of paperwork, proposals abound, a billion emails, a book to finish and a product to create... all by oh, you know... tomorrow! Then it hit me, a friend affectionately refers to me as the Little Texas Tornado (for those of you who don't know, I am originally from Texas) and here I am living the very concept. My office is a tornado of creativity, productivity and potential burn-out-tivity.

Ever been there? Chances are good that you have and as I hear it all the time from high achieving individuals, chances are also good that you haven't taken time out for you in a while. The truth is - we all so desperately need it. In my experience, truly effective leaders take the time. They take sabbaticals, retreats, vacations, even if only for a day or for a moment to stare out the window, they take the time to reflect on priorities and directions and just blank space. The tornado that is my office will wait, the health and well being of my body and brain will not. So, with that said, today is the day that I choose to brag about the people, the accomplishments, and not the hours worked to get there. Today is the day that I proclaim that 80 hours a week is not the average that we should seek to achieve, but rather, 80 moments of peace, gratitude, and reflection is the goal to which I am now striving. That doesn't mean that I am going to hole away and find a beach and just do nothing, but it does mean that I am going to ratchet the stress level down a notch and just chill long enough to actually eat breakfast and drink my latte.

What are you doing today so that your capacity to lead yourself matches or at least is close to your capacity to lead mulitple projects at one time. Without some continued focus on the first, you may not have any energy left to complete the second. Just a thought... enjoy your day!

Lessons in Life become Lessons in Leadership

2007-02-03T14:31:00.000-05:00

Have you ever just blown up - lost it - blown a gasket - flipped your lid? I think we all have and if you answered yes, the greatest comfort I can offer you is that you are not alone.

It has been a while since I have done it, but boy when I do, it comes with fireworks, sparklers and big ole texas sized gestures (not that kind - come on now!). In the moment, it seems wholly appropriate and then later it seems silly and then even later it can seem embarrassing, but that whole in the moment thing is what I have learned is a lesson in life.

As I had an experience this week that could so easily have provoked a lid flipping response, I was able to pause and think before reacting. I was able to strategically think what would be the most effective response, not the most explosive. Now, this lack of pause is often relegated to those of my particular personality preference, but there isn't one of us who has never said anything before thinking. In this case it was particularly enlightening to watch myself make the choice as a year ago, this would not have happened. In the last year, I have taken the CORE profile that we now use in our business and that changed the abilities I have to control my own behavior. I thought I had control, but there were times when well, others would not have believed that to be the case.

What would it do to your leadership, your life and your self esteem to gather the ultimate skill of truly thinking before you speak and being able to control your own behavior? Powerful stuff and I had spent thousands on self help books and seminars before I discovered the simple steps. Everyone tries to make it so complicated. I wish for you an easier road.

If you want to check out the CORE tool, either call us or go straight to my website at http://www.monicawofford.com/LearningPrograms_CORE.htm

Til next time!
M

Contagious Customer Service

2007-01-24T14:10:00.000-05:00

When writing a new book entitled Contagious Customer Service, it never ceases to amaze me the plethora of examples that one can gather about the state of customer service in most places these days. Whether it is over the phone or in person, merchants seem to be too busy to assist, to short on patience to listen, or too caught up in the bottom line and "NEXT" mentality to take the time to treat each customer as an individual special contributing member of their balance sheet. Has it become a lost art to actualy give a darn about your customers or is it only at the highest markup of establishments that one should expect to be treated well, mainly because one is paying though the nose?

The bigger question is why to we accept it? Why do we say "okay, I'll come back" when a merchant is obviously frenetic working on another customer's deadline, but has legitimately and accidently overcharged you by $6000? Why do we tolerate rude phone service folks and raise our own blood pressure followed by a request for a supervisor? Why do we do it? What if we just didn't do business with those who didn't treat us the way we expected to be treated? what if we lowered our expectations? Why should we have to? I have seen clerks at 7/11 pay more attention to a friendly service level than some of the service vendors I utilize - not all mind you, but some. And then there is my friendly neighborhood Kinko's (www.fedexkinkos.com) in which I can go in any day or night and get a greeting and most of the time it's by name. (I'm in there a few times a week)There is the woman on the phone with Bank of America who bent over bankwards to assist me with an erroneous charge and then there is the rep at the large phone company that sounds like Squint that makes the life of the woman who runs my office a living nightmare because of their constant system issues, lack of customer focus and lack of interest in changing apparently.

It's a mixed bag and part of it is why we do so much Customer Service training and business, but at what point do we all throw our hands in air and cry out for something a little better than "what do you want?"

What is Leadership?

2007-01-16T09:28:00.000-05:00

Recently, I read a training curriculum that defined leading as:
"Using rapport to achieve the results that you want."

While I found it an interesting definition, it also seemed to lead one to believe (no pun intended) that leadership is about making connections, building rapport, and forging relationships with others. That does seem to be key in all leadership, doesn't. Unless you have become a leader by accident, meaning you have been promoted without being given the skills to actually lead others, you have the duty to make a connection with others as soon as you assume the posistion. If you have been promoted into leadership because you are one of the last ones left, the only one who wanted the job, or the one who has been there the longest, then your primary duty is to learn as quickly as possible how to lead people, while also striving to make a connection with those you have been given the privilege of leading.

Learning the job and making the connection - that will enable you to build trust and rapport - not to mention - quite a following.

Push or Pull Leadership

2007-01-14T12:24:00.000-05:00

It has been said that a true leader is lifted up by those following the leader. Are you being lifted up or are you pulling all those you have the privilege of leading along? If you rose through the ranks in an organization, chances are you were lifted up by those you interacted with and made an impression on. If you landed in a new leadership role with no previous experience in that culture, chances are you were lifted up by those in other companies or other positions to have the skills and knowledge you needed to land this new role.

If what you are doing is pulling others into your following, you may not be leading with the right skills and knowledge. The key is to insprire, motivate, lead, guide, and direct others in a way that focuses on their own personal and professional development. This focus will likely gain you the "lift up" that you are looking for. Any other focus, will keep you in a position of pulling others along with you, which is somewhat like trying to push water - highly ineffective.

Did you come in with a Contagious Attitude this morning?

2007-01-08T14:26:00.000-05:00

Every day is an opportunity for you to impact those you lead. There are those times when you come in from the parking lot and those you work with are alreay in the office and they can tell just by looking at you walking up to the door, that you "rode your broom into work today". If that is what they perceive before they talk to you, what do you think happens to thier mindset, confidence, and focus? Everything you do and say is contagious and has a "rub-off" affect on other people. Before you walk into work tomorrow ask your self these questions:

1. Am I in a mindset that is what I want to receive from those I lead?
2. Will my demeanor create discussions among employees that I want to have duplicated?
3. Is what is affecting me really that bad or something that I can change by focusing on it while I am at work?

We all have lives, or at least we should and if you don't, now would be a good time to go get one. And in those lives, things happen that are contagious, yet if they cannot be effectively dealt with at work or resolved through worry while at the office, then why bring that into the office and spread it around. This is not to say that you should "check your feelings at the door" as this can also be deadly. It is simply saying that if you are enthusiastic and excited about your work, that will spread. If you are distracted, or burned out, or less than excited about a project, that, too will spread. Which would you prefer to be surrounded by?

Leaders Action Steps

2007-01-04T10:27:00.000-05:00

Staying on task in our busy environments can be a challenge, for sure. But, leaders who are on purpose and leading intentionally (instead of merely because they have a title) follow a few simple steps to stay on task and keep those they have the privilige of leading on task as well.

Recently, I finished "The Secrets of VITO - Think and sell like a CEO" and on page 179 there are a few action steps that CEO's take to lead with purpose on purpose. They are:

1. Write an Easy to Understand Mission Statement - this is a statement that simply answers the question "what are we all about?"

2. Constantly Ask Yourself "What can I learn from this situation that will help me move forward in my goals"

3. Stay Flexible Forget about attaining perfection; move past setbacks. (easier said than done for certain!)

4. Move Past Fear During tough times, successful CEOs push past the rest of the crowd.Everyone feels fear. The trick is to control it, recognize it, and put it in its place. (As my friend Jack Canfield is fond of saying "Feel the fear and do it anyway")

5. Be Persistant Every CEO interviewed for this book (see above) developed a knack for coming back, again, and again, and again, to the tasks necessary to attain their goals. (AND SO CAN YOU!)

Lead with purpose!

Leadership and Success... go together!

2007-01-01T11:52:00.000-05:00

"Success and the ability to lead others - that is, getting them to do things they wouldn't do if they were not led - go hand in hand. "
Dr. David Schwartz - The Magic of Thinking Big

This is why we focus our efforts on helping people with Success...Intentionally and Leadership...Intentionally, our two new courses for 2007. Success, both personal and professional, does go hand in hand with leadership, both professional and personal. In order to be a success at the office or in your career you have to lead yourself and others effectively and to greater achievement. In order to be a success personally, you have to do a good job of leading those voices in your head. We all have them and yes, we talk about and to them!

I just finished reading The Magic of Thinking Big and if you have not taken the opportunity to read this book, now is the time. Amidst your goals and dreams and cleaning out of closets (physical and metaphorical) that happens this time of year, take the time to invoke new ideas, new skills, and new knowledge into your world. A training of the brain, if you will. Learn how to be a Success...Intentionally! Want to know more... check out http://www.monicawofford.com/LearningPrograms.html.
Happy New Year!

Goals are for Sissies

2006-12-29T11:14:00.000-05:00

It's that same pattern we expereince each year and I am just as guilty. The holiday for December has come and gone and we are cleaning up the home and the life to fulfill the promise that next year will be different, better, even the best one yet. We make the goals (resolutions for some) and we make promises to ourselves, even to others, yet somehow we always forget that making the goals is the easy part. It is taking the action, having the drive, and being persistant that gets most people caught in a snare before Valentine's Day.

Goals in and of themselves are for sissies. It doens't take any courage to think of what one wants or to even take the next step, which is to write it down. Even those who draft on a cocktail napkin on New Year's Eve what their next year will look like, have taken some action, but again it takes more. Those who make the goals and then think that is all it takes have it all wrong. It is action that makes the difference. This year, do more, be more, believe more and take more action. We created a manual to write your goals down, but I venture to say, this is still the first step. Can you make a difference this year? You bet! Can you lose that weight, quit that habit, be a better parent, make that higher income? You bet! In the words of Tim McGraw - "How Bad Do You Want It?" This year, don't just come up with what you want, come up with what you are willing to do to make it happen.

What is Leadership Intentionally?

2006-11-28T07:57:00.000-05:00

What if you could lead people with a purpose on purpose? You can. Many people ask me about our current training programs: Leadership Intentionally and Success Intentionally. The questions usually sound something like this:
"Can you really lead or be successful by accident?"
"What does it mean to lead intentionally?"
The answer to the first question is YES and many do, which is the reason you will find one hit wonders and one time successes. Without knowing how to repeat the process, it is luck and timing that helps you succeed. Being intentional with a process that leads to success and successful leadership helps you to achieve your goals in both areas on purpose.

Leadership Intentionally is what we teach aspiring leaders or managers who wish to be leaders how to do. There are many factors involved, yet three of the most important ones include:
1. Desire
2. Skills
3. Practice

With a desire to lead, which we can help you pinpoint and even predict, one will work more diligently to develop the skills and practice them for habit forming behavior. Leadership Intentionally is your key to learning how to lead those you have the privilege of working with to greatness, instead of just goodness. More to come...

Success???

2006-11-04T16:35:00.000-05:00

What does your idea of successful leadership look like? What does your idea of success look like? What is standing in your way of achieving it? Think about that now before we come up on January (New Year's Resolutions and Goals) and you will be ahead of the game!

Young Impressions... on Future Leaders!

2006-10-30T07:52:00.000-05:00

The below is an excerpt from an email I received last week. Isn't it amazing how what we learn in our efforts to become better leaders can rub off on the little ones we have so much influence over! Way to go Michelle!

"I just completed listening to your CD series on Contagious Leadership last night. I have been listening to it in my car and thought you’d get a kick out of the impact it made on my 7 year old daughter.My daughter listened intently to the section where you described that "employees don’t work for you they work for themselves", she took it to heart. Now when I pick her to bring her to the office instead of saying “are your workers still there?” she says “is your team still there?” It took her a few times but the most exciting part was she corrected herself, I didn’t mention it after she listened to it. She’s well on her way to being a great leader!"

Keep in mind how much you impact the lives of those around you. For you own copy of Contagious Leadership, go to whttp://www.monicawofford.com/Products.html.

The Thought of Delegation... can be scary!

2006-10-25T09:36:00.000-04:00

In light of Halloween approaching, let's talk about something that can be a little scary sometimes - Delegation. When I spoke yesterday to the wonderful West Orange Chamber of Commerce, this topic, along with the dreaded micro-management issue came up. No one likes to be micro-managed and few seem to enjoy or feel good about delegation. Perhaps a few tips on delegating more effectively will help to alleviate the fear of it all...

In the November issue of Entrpreneur magazine, on page 152, Romanus Wolter, writes Trust Your Team. Now, from my perspective these folks aren't yours they work with you and we don't own any of them. They are the team members that you have the privilege of leading, however, once we get past that, Mr. Wolter shares some great tips to delegating to these valuable team members.

1. Complete vital tasks during your peak performance periods.
2. Prioritize and define your success action steps.
3. Conduct a delegation "test run".
4. Be sure those you hire fit your personality and needs. (this is a biggee and something that we specialize in)
5. Allow the people you hire to be entrepreneurial.

For more check out the entire article at your local bookstore or on www.entrepreneur.com.

Enjoy!
M

Who are People Hiring?

2006-10-22T17:31:00.000-04:00

In November's Fortune Small Business www.fsb.com ...

Check out the article on page 20 about who is hiring whom? The article goes on to mention that employers are hiring folks that they ike. The data comes from "a recent survey by NFI Research and what they found is that managers of small businesss are more likely to make hiring and promotion decisions based on personality than on significant factors such as, oh, skill level."

The data speaks loudly and says that the folloiwng percentages are what you are relying on when hiring or promoting folks:
64.8% Personality/likability
58.6% Skills
53.9% Track Record
18.8% Knowledge of your organization
14.1% Diversity

If that is the case perhaps it is time we help managers by educating them more on what to look for in the way of personality/likability. Better yet, perhaps we provide a tool to HR or hiring departments to determine a candidates true likeability and personality rather than just what they show you in an interview. This is exactly what we do at Monica Wofford International. Call us for a preview! 1-866-382-0121 and in the meantime, think carefully about who you are hiring.

Refreshing movie that makes you think!

2006-10-15T21:52:00.000-04:00

If you have not yet seen "Man of the Year" with Robin Williams, run out to see it at the big screen as soon as you can. Not only does it make you think about the need for some changes in our political system, it made me think about some changes that many businesses might want to make.

What if we just operated at full disclosure with our clients so that they didn't have to guess? What if we took a refreshing approach with all of our actions - would that eliminate the need for harsh return policies because so many took advantage of the system? Would that eliminate the tolerance for poor service that so many people put up with? Would that eliminate the power that so many organizations believe they can exert over their customers? Maybe, maybe not.

Mr. Tom Dobbs in Man of the Year makes you look at politics differently in a mere two hours. what would it take for us to view Customer Service, Leadership in our organizations, or Success in our lives differently? Is it time we shake up some of the old models?

New Stage of Business - YOU

2006-10-14T21:12:00.000-04:00

Just read... Waiting For Your Cat to Bark by Bryan and Jeffrey Eisenberg

Great read and powerful information. If you are looking for a way to achieve success in your business or a way to make your service level positively Contagious - pick it up. One of the things that stood out for me on pages 36-37 were the questions that at one time seemed impossible, but are now reality:

- What if your customers knew your business secrets; your cost of goods, profits, manufacturing methods, finances, etc.,or with easily accessible guidance could estimate them with a high degree of accuracy?

- What if your customers, instead of PR, determined the reputation of your product?

- What if a few cranky customer could kill your product by badmouthing it?

- What if your company were an open book for all of your customers to look into?

There are many more questions that the authors go on to ask, yet the scary part is that each of them, including the ones listed above, are all in fact reality. Your customers do have the ability to know each of these things and they do determine the reputation of your company.

You can either act with transparency and full disclosure with your customers or wait until they find out what your company might be holding back. Be refreshing, just be open and remember who determines the your bottom line.

Lead Yourself

2006-04-17T19:33:00.000-04:00

If you do nothing else today that helps you to become a Contagious Leader... lead youself to the greatness that you are supposed to be, enjoy, create, and benefit from. Life is about living and Playing to Win, not Playing for the purpose of not losing. Which one are you leading yourself to participate in today? Stay safe and grow stagnant; stay on the edge and take risks and you may fall, but then again you may fly.

Leadership Decisions: Fix It, Accept It, or Leave.

2006-04-14T20:07:00.000-04:00

There is complaining and there is complacency. There is whining and there is whimsical talk about why we can’t fix others or fix our boss or fix the co-worker that you saw flying in on her broom. It all adds up to the three decisions that we each have to make and they are clear, simple, and less than easy.
The three overwhelmingly clear decisions that we always have are Fix It, Accept It, or Leave. Okay, they seem easy and they seem clear, yet I also mentioned that they might be less than easy and I would even go so far to say they are deceptively easy, yet the truth of the matter is that these are the choices we all have when faced with a situation at work, a person at work, or a scenario at work that you don’t like or feel compelled to grumble over or wish to fix when it involves another person. Contagious Leaders fix it, accept it, or leave. Now, let’s dissect these in proper form.
Have you ever tried to fix someone? Have any of you ever been married? I mean really. Isn’t there an old adage that says “You can’t fix someone unless of course, they want to be fixed?” It exists for a reason and remains true an untold number of times. In fact, situations cannot be fixed, but situations can. If you have a situation that is troubling you that you can somehow influence, control, or modify, then by all means, do so. Don’t complain about the problem, create a solution.
“Grant me the wisdom to accept the things that I cannot change…” is a line found in many sources, one of which is the Serenity Prayer often directed toward God. To whomever you might utter the saying, remember the point, those things which you cannot change, must be accepted. If you were to look up jerk in the dictionary and find the clear picture of your boss, then why do you become bothered when that person does exactly what a jerk does. Let’s look at this differently. If you saw a dog on a leash walking down the street with his owner, would you get mad at the dog for walking on the leash? Silly enough, no probably not. Isn’t this similar in that we wouldn’t get mad at something for doing exactly what it is supposed to do? So why would we get mad at someone for doing exactly what we expect them to do. Try not to complain about someone being who you say they are, try to look at them, be fascinated and accept them for what and who they are.
I have always said that if you do not like the situation, cannot fix it, and choose not to accept it, then it might be time for you to consider the option of looking at the possibilities of maybe one day contemplating the thought of looking at the option of maybe thinking about alternative chances that you may have to somehow someway someday find another job. Please don’t misunderstand what I am saying. I am not telling you upon completion of this article that you should print it and take it to your boss and tell him or her that you quit. That is not the message and if you believe it is then please change my name above to “Cindy” as many of you have heard me mention in seminars. What I am saying is that if fixing and accepting are not options, then leaving is your lasting choice. If you choose to stay then it is conscious choice and what you are really then complaining about is your choice or your lack of ability to make a tough decision. Keep in mind leaving could easily mean leaving the situation and does not always mean leaving a job.

Most of these have multiple interpretations and I by no means have all the answers or am vacant of thoughts around the fact that there are variations on the clarity of all three. Nonetheless, there are always these three decisions and the choice is yours. Contagious Leaders make the most of the decisions that they have.

Followers:Friends or Front Line?

2006-04-03T19:33:00.000-04:00

You used to be their buddy and now you’re their boss. You used to willingly join them for drinks after work and now you are worrying over writing their performance reviews. When you get promoted into leadership, what happens to those friendships that you used to have with your colleagues? Some organizations will tell you that friendship is impossible, even prohibited. Contagious Leaders can and should be friends with those they lead; it is merely the definition of “friends” that we may benefit from clarifying.
Contagious Leadership was written in part because of the frequent occasions sited in Corporate America in which a person was seen to be a “great widget maker” and so a manager said “Oh wow you would make a great widget maker manager!” and proceeded to promote this front line person. Let’s reserve conversation about the fact that these two positions vary widely in skill sets, as well as, skill in one does not correlate to skill in another, for another newsletter and focus simply on what this does to the person who becomes the new manager.
If you were my friend one day and then not my friend the next, I might begin to think “you believed you were too good to talk to me” unless of course, you talked to me first. Yet, how many new managers feel comfortable having that conversation or have TIME to have it while learning the new job in a baptism by fire modality.
Let’s face it; a new promotion is not always easy on the friend circle unless you have one supportive group of friends. What is more often the case is a series of resentments, “I should’ve gotten that job”, backbiting, or even sabotage, so here’s what you do. When you are promoted to a new leadership position:
• Ask your promoting leader when you can tell the team the news
• Ask permission to alert them before the news goes public
• Openly discuss what is going on, when it will be effective and what will change; address the issues of negativity
• Save your expectations and new directions for meeting number two and give them a chance to get adjusted to the new information.
• Try to hold this meeting on a Friday, or end of shift, so that those with issues have a chance to think on it for a couple of days.
• Let them know the company’s policy on being friends and how you are planning to handle any friendship changes that may occur.

Realize for yourself that this is a process and that some will respond better than others. Realize also that if you abandon those that you used to be friends with that are now reporting to you and still remaining members of the front line that you may face more problems than a leader hired in from the outside with no history. You can do it. You can have it all if you employ mutual courtesy, respect, and professionalism.
The people Contagious Leaders lead are in fact, just that, PEOPLE and if you treat them as such, you may have a gift for appreciating where they are and what they experience, far more than someone who hasn’t “been there, done that”. That could work in your favor and help you to build one phenomenal team of productive followers who enjoy working with you. Followers are not limited to being friends OR front line and can be both.

Lessons in Leadership - November 15, 2005

2005-12-14T13:29:00.000-05:00

Lessons in Leadership is devoted to helping new leaders learn how to motivate employees and customers to stay longer, complain less, and produce more profits.

In this issue you will learn:

Contagious Leadership Lesson: Leaders Value and Respect Those they Work WITH
Contagious Customer Service Lesson: The One Thing to Do to Keep that Customer
Contagious Confidence Lesson: It's All in Your Head

You are currently viewing a previous issue of Lessons in Leadership. To subscribe to this newsletter and have it sent directly to you, go to www.monicawofford.com. Enjoy!

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Contagious Leadership Lesson:
Leaders Value and Respect Those they Work WITH

Do the employees that report to you actually work for you? Hmmm... Some will say yes, some no. Do you work for the company or organization from which you recieve a pay check or direction? Hmmm... Likely similar answers.

If you have read Contagious Leadership or been to any of my seminars, chances are you know the answer because in truth neither you nor those other people work FOR you or FOR an organization. For those who might not be tracking with me just yet, think of it this way:
Call up each and every one of those folks who work "For" you and ask them to come in tomorrow for free. That's right, absolutely free of charge, gratis, being paid bupkis... you get the idea. See what they all say. In fact, how many of you would have an entire staff of people show up?

If you did not quickly jump in and say me, yes, me, "I would have an entire staff show up", then let's look at this from a bigger picture perspective. Shouldn't that make it immediately clear to you that these folks do not work for the sheer, shining fact of getting to see your smiling face each and every day? No matter how cute you are, the truth is that they do not work FOR you or the organization with which you are affiliated. They work for ... THEMSELVES. Yep, you guessed it, FOR themselves and whatever the paycheck or reward that is doled out allows them to achieve most likely at home or other places outside of work. Thus, these folks do not work FOR you, they work, yep, you guessed it... WITH you.

The use of different words, though it may seem a silly matter of semantics, can make a big difference. A noticeable change occurs when a manager begins to describe employees as those he or she works WITH instead of those who work FOR him or her. Of course, the only way you will know if this makes a difference to those that work WITH you is to give it a try.
(You will enjoy reading the rest of Chapter 1 of Contagious Leadership at http://www.monicawofford.com/resources.php)

Happy Leading!

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"Your business is only as good as the people who work WITH you" M. Wofford
...from Contagious Quotations

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Contagious Customer Service Lesson:
Where is the New Leader's Focus?

You've done it! You've worked hard, paid your dues, worked through the resentment of those who you used to be peers with and are now their boss, and you've been promoted! Congratulations! Before the ink dries on your newly titled business cards, let's take a look at what your focus is and where your efforts lie with regard to your customers. Who are they exactly?

Are your customers those who pay the bills and buy stuff at your store or pay the taxes or pay the insurance bills that keep your hospital running or are they the folks who day in, day out, say hello to those folks, make them feel at home, make them want to buy your product, answer your phones, or any number of other tasks that keep your business alive? It's a tough and long question, admittedly. Yet, without finding the focus of your customer service efforts and where they are best placed, you may find that your best customers leave your organization to serve the external customers of your competitor.

Those that report to you are your best customers and from all the recent motivational material on morale and internal motivation, we all know that. What we tend to do and what we know are different. Spend a day determining who you spend more time with - the external customers or the internal customers.

Make a list of what you do for the external customers to say thank you for their business
Make a list of what you do for the internal customers to say thank you for their business
Compare the two lists and make any needed adjustments
Walk around and among those you work with and seek their input
Don't wait for them to come to you only if there is a complaint

Spend as much time, effort, and energy on those who work side by side with you as you do on those who do business with you. It will serve you better, serve them better, and allow you both to serve that external customer better.

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You don't need another quote from me, you need results. What are your hot leadership issues? Give me your best hot leadership problem, issue, or need, and you may find yourself featured in the next issue of Lessons in Leadership. Send your issues or challenges to monica@Monicawofford.com.

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Contagious Confidence Lesson:
It's all in Your Head

Whether your presentation is one on one or one on 50, confidence is something a leader cannot be without. But, where does it come from? Confidence is all in your head and believe you me what is in your head often comes out in your communication. Thus, might it be prudent to look more closely at what is in your head instead of focusing on what is "Supposed" to be coming out of your mouth?

Rather than focusing on what your body language is or where your hands are, focus on the message you want your audience to receive. Consider these questions before you provide your next presentation:

What do you want them to do different?
How do you want them to feel different?
What is it that you want them to learn how to do?
How do you want them to act once your presentation is over?
What is the one thing that your learners will know when you are done?

Once your message and the benefit you are looking for your learners to receive is solidified, your body language gestures and positioning on stage will come naturally. Once you shift the focus in your head from you and your nervousness to the audience and their benefits, you will find that your presentation will come more naturally.

Much like leadership, delivering a presentation is not all about you, it's all about them and that is a shift that takes place in your head.

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With The holidays coming up and the shopping days counting down, keep in mind just what all you have to be grateful for. If you woke up this morning breathing and have friends to tell that you did, I would say that your list of grateful things is already pretty healthy. Happy Thanksgiving holidays to all of those in the states!
Monica

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The tools that you use to do your job, to lead those you are given the privilege of leading, are important. If you use the same tools that you have always used, you will gain the results that you have always gotten. (Just how many times do we have to hear that to believe it??) What new results are you looking to achieve? Even more importantly, what new tools will you be using to achieve such results?

As a trainer of leadership, customer service, and confidence, I have taught hundreds of people how to lead both their customers an employees. Those learners who take the most initiative also look for ways to practice their new skills long after the training sessions. In order to change old habits, they employ hard work, practice, and new learning tactics.

Some of the ways in which they learn new skills is to listen to Contagious Leadership CDs and Contagious Confidence, as well as to read the book from which it all began: Contagious Leadership. If you have not taken that initiative, the next step you take could change the way employees and customers respond to you in the new year. Spend 15 minutes a day reading or listening to the tools that will give you new skills and watch your progress improve.

Request your personal copy of Contagious Leadership (the book or the 6 CD set) at www.monicawofford.com. I look forward to sending them to you. Not to mention, your shopping days for your boss and co-workers are quickly diminishing.
Give them gift of learning that will last far beyond the holidays.

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Go to http://www.monicawofford.com/resources.php to order your very
own autographed copies today!

Being a leader doesn't happen in one day, it often takes years, yet doing it on your own may take a lifetime. Who wants to make all the mistakes I had to make in order to learn to lead others effectively? If you don' t have a coach, get one. If we had all the answers we would be doing it all without help and I have never met anyone who had all the answers in all the areas and didn't need any help - even if they didn't want to admit it. Fees and structure are based on project.

Monica provides coaching for small business owners, public speakers, and leaders. Outside of those areas, she will gladly refer you to someone who will serve you well. Contact her directly at 407-739-1870 or monica@monicawofford.com.

Also - You don't want to miss out on the coaching program that is all online.

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See you next issue and in the meantime...

Stay Contagious!

Lessons in Leadership - November 1, 2005

2005-11-13T09:03:00.000-05:00

This is the archive of previous issues for Lessons in Leadership. The current issue can be sent to you directly on request. Go to www.monicawofford.com to request your current copy of Lessons in Leadership.

Lessons in Leadership is devoted to helping new leaders learn how to motivate employees and customers to stay longer, complain less, and produce more profits. In this issue, you learned:

Contagious Leadership Lesson:
Leadership: It's Simple Really
Contagious Customer Service Lesson:
Are we Making it Easy for our Customers?
Contagious Confidence Lesson:
What if You Simply Did Nothing?

Contagious Leadership Lesson:
Leadership: It's Simple Really

Really, isn't leading new or problem employees an easy thing to do? If you follow three simple rules such as:

Micro manage until they get it
Free up those who don't
Beat up those who don't and won't leave (KIDDING!)

Whoa, whoa, whoa. No, no, no. That last one was just a JOKE. Yet, leadership can be simple, if you let it, but at no time does it involve physically harming anyone, no matter how tempting it might be. Let's look at how you might handle those who are new or those who are posing problems, a bit differently.

Micro management is a task most abhor. With those who are new at performing a task or skill or those who are not performing it well, however, micro management has it's place. The simple Contagious Leadership rule is to Micro manage Only Those Who Need it and Only Until They Prove They do Not. The concepts of hovering, pestering, or bugging to death are NOT synonymous with micro management. What is perhaps more appropriate and more simple is to guide those who are not yet skilled to all the resources and tools to become skilled, give them a way to practice, and then give them feedback on their progress.

With those who are not performing the practice becomes a bit less simple, but not by much. If a person is not performing, find out why with the following questions:

Is there a reward for doing it right?
Is there a reward for doing it wrong?
Is there a punishment for doing it right or wrong?
Is the person afraid of failure?
Is the person afraid of success?
Does he or she lack the competence?
Does he or she lack the knowledge or skill?

Before micro managing a poor performer, solve the above issues. Then, provide a reward or consequence where there is none; address the fear that exists if it does; investigate skill and competence level.

Once you have done each of these, follow the above steps for new employees. If performance still does not change within a reasonable amount of time, transfer or terminate the person accordingly, however, NOT WITHOUT prior investigation and clear answers to the above questions.

It's simple, really.

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"Micro managers find few friends and even fewer talented employees when they overextend their welcome in performance territory."
M. Wofford
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Contagious Customer Service Lesson:
Are We Making it Easy for our Customers?

Who can argue with the simple ease and utility of the search engine that has taken it's place among brands that are now generic, such as Kleenex and Coke. The search engine is Google. Have you "Googled" something lately? Chances are you have and so have hundreds of thousands of other customers of the search engine giant. What do you bet, their success is due in part to the fact that it is just so darn simple?

The November issue of Fast Company happens to agree. The article, (found at http://www.fastcompany.com/magazine - once they update their site for the November issue in my hot little hand) focuses on how simple Google is in the face of all of our high tech gadgets and services in the information age. The lesson is ours to learn. In the age of complication times information equals confusion, are we making it simple for our customers to do business with us?

Do they have to search to buy from us?
Do they have to go through menu tree mazes to find an answer to a simple question?
Or do we frustrate our customers by making it "easier" for them to get what they need without ever interfacing with another human?

Consider my experience this week with what may well be the nation's largest computer distributor. The company with a name begins with a big blue D and has perfected the use of the web and the menu tree to solve all our problems as end users. Yet, the problem this week began as I navigated four menu trees and answered a round of rigorous security codes and identifiers before I could ask about my power adaptor problems.

It about as silly as if I had walked into a pharmacy and had to answer twenty questions on my health history, including my immediate family names and addresses, before asking for which aisle the aspirin is on. The response certainly was not an easy one to get and certainly does not make doing business with the computer giant's tech support easy. Then again, maybe that was the point.

In contrast, lately I have noticed that the airlines, though they suffer, have made it easier for the customer to use their web sites. What used to be an experience that I suffered through only if the travel agent had gone home for the day is now a piece of cake. Check out the ease of www.delta.com or www.southwest.com for yourself and then consider how this applies
to your customers.

The key to Contagious Customer Service is to keep 'em coming back. Yet your business can only be contagious, or catching, if it is easy to catch. What are you doing to make it easier for your customers to do business with you...and if the answer is nothing, you may just be getting the results that you asked for.

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"Contagious Customer Service means giving the customer something they catch on to and almost can't get rid of, so that they keep coming back."
M. Wofford
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Contagious Confidence Lesson:
What if YOU Simply Did Nothing?

You step onto the stage, position yourself behind the lecturn, and silence strikes. In fact, the mind blowing, shorter than life, short-term memory, strikes at the same time. What do you do? Well, let's weigh your options, you can't think and you can't speak... try breathing... and then do nothing.

There is little more powerful than doing nothing, particularly when nothing can be done. And doing nothing is actually doing something. For example:

Simply pause and say nothing
Simply stand and say nothing
Simply state when the thoughts come back and everyone will listen.

There is power in the pause and the stare and the challenge when speaking often comes in when we say too much, and thus speak too fast. A further challenge occurs when we are afraid to look at any one person and we stare non-committedly at the heads of all.

Stop, say nothing, and look seriously at your audience. Pause, say nothing, and hold your pose. When you do speak, say it simply as though the audience is now clearly listening for the gold that pours forth from your mouth, you are always in competition with the voices in their head and their attention span!

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"Contagious Confidence comes from feeding off the audience's reaction, however, first you have to give them something exciting to react to."
M. Wofford
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- A Word from Our Sponsor -

To be a leader, instead of a manager, you will want Contagious Leadership in its many forms. (that means book and CD set and the new training DVD!) http://www.monicawofford.com/resources.php

To provide contagious service that your customers cannot resist, you will want Contagious Customer Service special reports.

http://www.monicawofford.com/special-reports.php

To give speeches that make you appear to exude confidence, you will want Contagious Confidence, along with Contagious Quotations to give you new and fresh ideas that others will catch on to!

Go to http://www.monicawofford.com/resources.php to order your very
own autographed copies today!

Being a leader doesn't happen in one day, it often takes years, yet doing it on your own may take a lifetime. Who wants to make all the mistakes I had to make in order to learn to lead others effectively? If you don' t have a coach, get one. If we had all the answers we would be doing it all without help and I have never met anyone who had all the answers in all the areas and didn't need any help - even if they didn't want to admit it. Fees and structure are based on project.

Monica provides coaching for small business owners, public speakers, and leaders. Outside of those areas, she will gladly refer you to someone who has more expertise and will serve you well. Contact her directly at 407-739-1870 or monica@monicawofford.com.

Also - Check out the new website updates at www.monicawofford.com. You don't want to miss out on the coaching program that is all online.

************************************************************************************

See you next issue and in the meantime...

Stay Contagious!

Message from Monica

2005-11-13T08:34:00.000-05:00

The other day I was riding the parking shuttle bus from ORlando's airport to the lot where I park my car. I was absolutely beat and in a fog from having slept on the plane on the way home. Yet, as I rode in the back of this bus and chose, for whatever reason to face the back watching the roads and cars and traffic that was behind us, it occurred to me that I lost track of where we were.

Let me explain. In a town that I know well, in an area of town that I know very well, because I was watching what was behind us instead of what was infront of us, I lost track of where we were.

It made me wonder just how many times in my life and work I had done that to myself. Do we focus so much on our past and what we have done or not done before that we forget to pay attention to where we are going or more importantly, where we ARE? Something to think about...

Monica

Lessons in Leadership - Oct 11, 2005

2005-10-24T19:02:00.000-04:00

In this month's issue of Lessons in Leadership, learn:

Contagious Leadership lesson:
What is your "PERCEPTIONALITY"?
Contagious Customer Service Lesson:
To be Contagious, Be Aware of Your Customer's Perception
Contagious Confidence Lesson:
What Does Your Audience Perceive About You?

CONTAGIOUS LEADERSHIP LESSON:

WHAT IS YOUR "PERCEPTIONALITY"? (Contagious Leaders know!)
Well, that's a new one! Haven't you always been told that perception is reality? And isn't it? Or is it? Maybe it is just the way YOU see things or the way THEY see things. There aren't multiple realities, at least not for most of us, so what is the difference in interpretation attributed to?

Part of the difference in interpretation is based on our personalities. Not to say that any one of us has one certain personality all day every day - AT ALL. In the same breath, there is a lot of truth to the fact that we gravitate to one personality usually more often than another. Thus, if you don't already know your base level personality type - check out this free assessment and and
then see how your "perceptionality" fits in.

To take your FREE Personality Assessment, click here.

And here I thought I was being all ingenious by coming up with word that seemed so clearly to describe why two people can see the same event or hear the same message and interpret it so very differently: perceptionality. A gentleman named Paul Davis, currently working on his PhD, is exploring the phenomenon he and I both seem to call Perceptionality (though clearly he had the idea first!). Here is how he describes it (in his clinical and scientific research soon to be the topic of a new book):

PERCEPTIONALITY (noun): the manner in which a person perceives reality

Surely Contagious Leaders (For a special report of the The Top 100 Things to do to be a Contagious Leader: Go to http://www.monicawofford.com/special-reports.php ) see this every day. One person sees reality in one way, and another perfectly well intentioned individual sees it another way. Yet the fact remains that there is only ONE reality. Could it really be that Suzy sees things one way because of her biases and experience, whereas David sees things completely differently because of his background? The bizarre part is that both parties are looking at the same event and yet both parties walked away with a completely different impression. I am assuming this has happened to you and I believe the key is their personality, mixed with their perception.

Mix their personality with their perception and you get a bona fide "Perceptionality" (http://www.perceptionality.com/) that can cause lot of conflict, heartache, and miscommunication. Contagious Leaders are keenly aware of how inaccurate their perceptions can be. In fact, has this ever happened to you - someone else's perception of the way things "were" got YOU in a heap of trouble? If so, keep reading and learn to avoid those misperceptions as a Contagious Leader.

Personality Type: Black and White Get to the Point Person (Driver)
This person will often see things as clear cut and will also see his or her way as the "right way" and be quite confident about it. This person is often great as a sales person, yet dislikes details. He or she can often tell you the exactly "right" thing to buy or to do.

Frequent misperceptions can include:
~Social chit-chat is a waste of valuable work-time
~Long meetings/phone calls are unproductive
~Too many details drown out the end results
~If you have to think about it, you'll miss out

With this type of personality, anything that is done slowly, with several other people, or done in a haphazard fashion is subject to being taken over by the "black and white" person. Perceptions or often misperceptions, can cause this person to quickly judge others as slow or unproductive unfairly. Give them the meat of the issue and only give them dressing if they ask for it, and they eventually will.

Personality Type: Processor, Gatherer of Information (Analytical)
This person will seek out all the facts diligently and methodically prior to making any hasty decisions. This person is often better able to think on paper and likes to "talk out" a situation with others who will share opinions similar or different than his or her own. Great scientists and academics often share these traits.

Frequent misinterpretations can include:
~Seeing others' decisions as far too hasty
~There is never enough information to make a clear decisions
~Short meetings are highly unproductive - we have to think about it
~If you aren't asking questions, you must not care about the project

With this type of personality, anything that is done quickly or decided upon in short order, probably was not thorough enough and will not get his or her seal of approval or support. (unless something is on fire) This person's perceptions can often cause him or her to take the quick decision personally and over analyze the lack of desired detail and alternate options. Share with this person as much detail as you can, and have evidence to back up your information and sources.

Personality Type: People Person (Socializer)
This person enjoys catching up with those at the office, at home, and everywhere. They describe events in terms of feelings and prefer hanging out with people over completing tasks. After all, in their eyes without the people where would we be. Relationships are of paramount importance.

Frequent misinterpretations can include:
~A lack of socializing means other are cold
~A lack of socializing means others don't care
~Events are not complete with the people element
~Groups that do not hang out together cannot work well together

With this type of personality, a focus on the people will help to alleviate any hurt feelings or concern of isolation. This personality type can become resentful if not allowed to bring people together and will often see others as cold and unfeeling if they do not participate.

Personality Type: Laid Back, Easy Going (Relater)
This person will often express little or no interest in a decision one way or another. He or she is ultimately amenable and finds everyone at least mildly endearing.

Frequent misinterpretations can include:

-He or she doesn't care because of a lack of participation
-He or she is not interested in any of the outcomes
-He or she will not support fully any options
-This person can have the wool pulled over his or her eyes easily

This personality type is often read all wrong and serves as a projector for other more dominant emotions. Once you get them going in the desired direction, they will go full steam, yet be careful to assume you understand them, particularly if you are using another personality type's measuring stick.

Of course no personality or perception is right or wrong, it just is and as a friend of mine says, "What is, is, and what ain't, ain't so move on!" However, if you are going to be that Contagious Leader at the office that others want to follow then you might want to consider the misperceptions you have been gettin' and givin'.

Contagious Leaders look at the whole picture often before they assume they are correct... and even then they question and ask other employees for input!

To subscribe to Monica's online Coaching Program for managers of all personality types who are looking to lead even better, go to www.monicawofford.com/coaching.php

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"When you know more ways to communicate with different personalities then there are more people you can effectively lead and who will perceive you to be positively Contagious!"

M. Wofford

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Contagious Customer Service Lesson:

TO BE CONTAGIOUS, BE AWARE OF YOUR CUSTOMER'S PERCEPTION

Sometimes you just can't help but to judge a book by it's cover. Stores have done it to Willie Nelson and just recently in Paris, to Oprah. Has anyone considered the fact that is probably works both ways?

Customers make perceptions of us and the way we do business and treat them all the time. They judge a book by its so-called cover in these areas:

?? Did you greet them quickly?
?? Were you carrying on a conversation with another employee for a long time, loudly?
?? Were you quick to suggest other items?
?? Did you put things in the fitting room and then disappear?
?? Did you put them on hold and never come back?
?? Did you provide a clear blank stare when asked a question?
?? Were you able to say "no" in a way that left them smiling?
?? Did you not bother to say thank you and throw the package at them?
?? Were you oblivious to the fact that there was a line out the door?
?? Were you thinking that if the phone would quit ringing and customers would quit coming in that you could get some work done? ('cuz even if you thought it, they probably sensed it)

Any of those and many others will catch you avoiding the reality that your customer is making perceptions about you. Can you avoid each of these foibles above and avoid making a customer frustrated? Of course!

Provide Contagious Customer Service (check out the special report on how Contagious Customer Service is not Rocket Science at http://www.monicawofford.com/special-reports.php) by:

1. Being AWARE all the time
2. Looking and acting PLEASANT all the time
3. Sharing POSITIVITY with customers all the time

Okay, okay, wait a minute, all of that might take medication or might break your mental bank. Doing these things most of the time will allow you to maintain your sanity: In fact, most of the time will allow you to Maintain your sanity, your positive attitude, AND the Customer's positive attitude, AND the customer's perception. That perception remember is their reality and it doesn't even have to be accurate.

Even if you aren't having a bad day and someone perceives that you are, doesn't that count for something? More importantly, if someone sees you once and you are having a bad day, don't you realize that this will be that person's lasting impression? Right or wrong - be aware most of the... well, all the time on that one.

Contagious Customer Service is the art of giving customers the impression and perception that you care and it's easy - because you do! This in turn will likely create a feeling among your customers of loyalty - that feeling of not wanting to leave you, almost as if they have caught the spirit of your organization and working with it - almost like you were and are... CoNtAgIoUS!

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"Some customers will perceive you to be great, some will perceive you to be not so great - the cool part is YOU get to choose either way."

M. Wofford
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Contagious Confidence Lesson:

WHAT DOES YOUR AUDIENCE PERCEIVE ABOUT YOU?

This section is geared toward those who give presentations and are leaders usually at work. Those who present for a living will find more helpful information at http://www.monicawofford.com/ under speaker resources or you may contact me directly at 407-739-1870. I am happy to help.

If you are not a speaker by trade, then the mere idea of getting in front of an audience can cause some to feel what I call "Speaker's Panic" in which the throat closes and the knees knock.

Take heart, your audience does not usually see or even imagine that you feel this way. Most of the time, the audience perceives you to be cool as a cucumber despite what ALARMS may be
going off in your head. My mantra in speaking has always been they don't know what you don't know". Think about that, even say it out loud - because it's true. They don't know what you don't know and that means that if you forget something, skip a whole
section, mess up a word, or forget to breathe, the audience is often none the wiser.

What your audience perceives about you is based on how you meet them before the
meeting, how you talk with them during the meeting, are you funny, are you serious, and how do you handle pressure or sudden changes. These events will help to mold and shape their perceptions of you.

Are you sending the message that you want? Are you worried about what is on your notes or what is in their eyes? I can assure you a more positive perception of your speech will come from you focusing on the latter.

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- A Word from Our Sponsor -

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To provide contagious service that your customers cannot resist, you will want Contagious
Customer Service special reports.

To give speeches that make you appear to exude confidence, you will want Contagious Confidence, along with Contagious Quotations to give you new and fresh ideas that others will catch on to!

Being a leader doesn't happen in one day, it often takes years, yet doing it on your own may take a lifetime. Who wants to make all the mistakes I had to make in order to learn to lead others effectively? If you don' t have a coach, get one. Me or someone else. If we had all the answers we would be doing it all without help and I have never met anyone who had all the answers in all the areas and didn't need any help - even if they didn't want to admit it. Fees and structure are based on project.

Monica provides coaching for small business owners, public speakers, and leaders. Outside of those areas, she will gladly refer you to someone who has more expertise and will serve you well. Contact her directly at 407-739-1870.

Also - Check out the new website updates at

http://www.monicawofford.com/. You don't want to miss out on the coaching program that is all online.
Remember Boss's Day October 16th. Have you gotten a gift for your boss?
Go to http://www.monicawofford.com/resources.php to order your very own autographed copies today!

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See you next issue and in the meantime...

Stay Contagious!

Does Leadership Now Come From Power?

2005-07-07T20:29:00.000-04:00

I had a wonderful conversation this morning with a Rotary member visiting from Sweden. We spoke of leadership and how in his perspective much of the leaders in our current US culture found themselves in their positions by sheer brute force. After talking further, I surmised and confirmed that by this he meant many leaders of organizations are merely taking over the leadership positions, in contrast with what he believed once happened, which was more the climb to the top approach. He felt leaders at one point began in the mailroom and worked their way up the ladder to that top position, which is the case in many of the still family controlled corporations recently cited in the Wall Street Journal.

My question is can one be a contagious leader with power while still earning and developing the respect of those who work with you and who report to you? The resounding answer was absolutely!! Though, I believe it depends on three factors:

Do you have the right attitude toward what you are doing?
Do you have the right attitude toward who you are doing it with?
Do you have competence and enough authority, real or percieved, to weild decision-making power once enough evidence upon which to base a decision has been received?

Contagious Leadership Special Report

2005-05-15T15:01:00.000-04:00

THE TOP 100 THINGS YOU CAN DO TO BECOME A CONTAGIOUS LEADER

What you do as a leader is extremely important. Why? Because you are contagious! (Or you will
be if you follow the steps in this special report) Leaders have an attitude that other want to catch. Leaders have a charisma that others want to catch. They have skills that others want to have rub off on them and on and on and on and on. So what you do, more so than what you say, rubs off on those that follow your leadership abilities. And since the one key critical thing one has to have in order to be a leader is … well, you guessed it, FOLLOWERS, then let’s keep the focus on those folks and make sure that as leaders we are doing what makes the most difference to them. After all, leadership is all about the followers!
Just think, what would you be if you had a great many leadership skills that made you tremendously effective, but no followers? Well, if I am thinking straight here, you would be incredibly skilled standing out there all by your lonesome. Not exactly how we picture a leader. A Contagious Leader is the guide on the side, not the sage on the stage and that is what any number of these steps will help you to achieve!

1. Call employees “those that work WITH you”.
2. Stop calling employees “my employees”, “my people”.
3. Realize that employees do not work “FOR you”, but rather what you, or the $, provide.
4. Set goals with others.
5. Write your own goals down.
6. Teach others to write his (or her) own goals down.
7. Ensure goals are measurable.
8. Celebrate the achievement of each goal.
9. Create goals that are both realistic and unrealistic.
10. Provide goals with a timeline that is subject to be changed upon the goal author’s approval.
11. Hire the right people for the right jobs.
12. Encourage mentors at all levels.
13. Provide value to someone before you need value from them.
14. Be genuinely interested in the needs of others.
15. Have sincere desire, authenticity, and integrity in what you do or you will fail.
16. Know that all endeavors will not be easy and will not happen the way you wish.
17. Recognize that all followers will not agree with or “be on board” with what you want.
18. Allow for the opinions and ideas of others in all matters.
19. Show respect for differing opinions and ideas.
20. Find the leaders on the team you lead that have no leadership title.
21. Cultivate the natural gifts, skills, and abilities of those individuals.
22. Infuse a need to grow by teaching, rather than giving, the answers.
23. Allow for errors and missteps and mistakes at many levels.
24. Inspire persistence even after the first, second, and third rejection of an attempt.
25. Keep a cool head even in times when the world is falling apart.
26. Avoid engaging emotions until all angles have been examined.
27. Communicate assertively, but not in an overpowering fashion when issues are heated.
28. Act reasonably in even the most unreasonable situations.
29. Express opinions and ideas professionally and openly.
30. Avoid sucking things in until they become dangerously like a volcano of explosive readiness.
31. Realize that “home is not where you go when you are tired of being nice to people!”
32. Maintain an awareness of just how much your body communicates.
33. Remember that your body continues talking long after your lips stop moving.
34. Adhere to the ratio that you have two ears and a mouth and use them proportionately.
35. Talk less, listen more.
36. Ask more questions then you give advice.
37. Seek input from those closer to a problem than you are.
38. Be interested in the growth of others even more so than the others are at times.
39. Listen to the grapevine often and regularly.
40. Connect to the first brain in the first 30 seconds.
41. Build rapport with someone by finding overlapping frames and reference.
42. Fuss over others’ events, achievements, families, and friends.
43. Be entertaining, humorous, or at the very least, fun to be around.
44. Engage serious behavior on serious subjects when warranted.
45. Communicate with others in a language that they understand.
46. Avoid assuming that your communication or personality style is the one everyone else has.
47. Learn to modify your communication style to the style of others.
48. Adhere to the principle that “communication is not what was said, but what is received.”
49. Inspire creativity.
50. Require yourself often to think about something from a different angle or perspective.
51. Use crayons to draw out a problem.
52. Instruct those you lead to brainstorm using smelly markers on flip charts around a room.
53. Allow the team to pick the team leader using a point/plus system. (see #54)
54. Count to three; have them point at the leader of choice. Then let that person pick the real leader.
55. Ask people you lead to describe a problem using something from nature.
56. Ask people you lead to describe a solution using something from nature.
57. Replace nature with a canned good, a color, a piece of furniture, an animal, or anything…
58. Promote impromptu brainstorming sessions with the leader present.
59. Promote impromptu brainstorming sessions with the leader present.
60. Engage in active learning every day.
61. Have a LIFE!
62. Encourage all those you lead to have and or get a LIFE!
63. Reinforce the idea that work and life must be balanced or both will be out of whack.
64. Share you expectations clearly and consistently and early.
65. Give yourself permission to leave things undone.
66. Let go of needing to be perfect.
67. Let go of needing everyone else to be perfect.
68. Relinquish the need to always have others like you.
69. Become clear and comfortable with the fact that leadership does not mean “Be favorite on one the playground.”
70. Know that sometimes peers will become former employees when you are promoted.
71. Show gratitude to those who can transition from peers to employees.
72. Recognize those who perform their job consistently day in and day out.
73. Learn the different types of recognition: public, private, tangible, and intangible.
74. Avoid giving a public person, private recognition; they will see little or no value in it.
75. Praise public people in front of many, many, others.
76. Share kudos and praise in public, yet discipline and reprimand in private.
77. Give tangible people stuff they can feel, hold, and hang on to.
78. Balance your recognition with those you work with and their multiple preferences.
79. Be spontaneous, as well as scheduled in your recognition efforts.
80. Only give private people, public recognition, if you want de-motivation.
81. Spend most of your time with those who are performing the way you have asked.
82. Observe what people do for others to learn what they would like done for them.
83. Focus on the end result: Motivation for performance.
84. Remember that money does not motivate for the long term and becomes expected.
85. Grow courage to have the tough conversations.
86. Address only areas of behavior and performance when being critical.
87. Maintain clarity on the fact that attitudes are not taught or changed without the owner’s consent.
88. Criticize someone’s attitude at your own risk.
89. Never assume – well, ANYTHING.
90. Know that your crisis does not constitute urgent action from others if you are at fault.
91. Micro-manage only those who need it and only until they prove that they do not.
92. Be kind to new hires if you used to do what they are being taught to do.
93. Remind yourself that if you have done it for 30 years, you no longer remember the steps.
94. Make mentors out of those who still remember the steps even if they need a checklist.
95. Believe that people do what they get paid attention for.
96. Micro-manage problem employees until there is only one option.
97. Free up for new opportunities those who are unable to perform at the established standard.
98. Trust that managers are often promoted for no good reason.
99. Recognize that managers have to have a title and leaders do not.
100. Exhibit leadership traits as part of who you are, not what your title says.