Author Archives: Keely Mobley

The Commitment to Lead: Passion for Results

The Commitment to Lead: Passion for Results | Leadership Worth Following

Individuals vary in what energizes and motivates them.  As leaders, you can engage others and make them want to do well for you by learning to recognize and leverage what motivates members of your team.  Communicate what you need from others and get them to commit by ensuring understanding of your directions and goals to facilitate goal attainment.  Consider the following to get others to do more than they believe possible:

  • Focus on continuous development.  Help others grow and learn from their mistakes.  Also, help others see how they can raise the bar on their performance and delivery.
  • Review your current goals and objectives. If achieved, could the results be sustained over a longer period of time?  For each area where sustainability is questionable, identify steps you can take or systems you can put in place to ensure the targets can be repeatedly met.
  • Reflect on past meetings and conversations you have had with your team. Consider the messages and tone you set for sustainable results and continuous improvement. In your discussions around goals and results, increase the focus on repeatable excellence, highlighting how team members could personally benefit from and positively impact repeatable excellence.
  • Document all primary business processes. Simply documenting the process often allows you to more easily identify where efficiencies can be found or improvements made.  Also, document the method and process for how large goals were met. Share the stories within your team and across the organization to help others learn from these successes.
  • Make sure you tie others’ efforts and performance to the bigger picture.  Show people how their work is influencing the broader organization.
  • Set stretch goals and standards.  Make it a goal to deliver more than requested or promised for every project or task.  Continuously challenge yourself and others to do more than you think possible or have done before.
  • When members of your team go above and beyond set expectations, be sure to recognize and celebrate their efforts.  Use positive reinforcement to establish a norm of exceeding expectations.
  • This process starts with you.  Don’t just deliver upon expectations; think about what you can do to truly delight your customers (both internal and external).  Make this your personal mantra!

The Capacity to Lead: Reason & Make Good Decisions

The Capacity to Lead: Reason & Make Good Decisions | Leadership Worth Following

Decision-making is a critical part of every leader’s job. Good leaders know how to use effective decision-making processes to make sound judgments, even in situations of ambiguity. Decision-making involves evaluating both objective and subjective data and relies on a mix of analysis and judgment. Some suggestions that may help you to leverage your decision-making skills by using a defined process are:

  • Establish clear goals for decisions and then link your approach to analysis. Determine methods and criteria for decision making. Utilize them to help make timely decisions, even in the presence of uncertainty or complexity.
  • A sound decision has the following characteristics:
    It reflects a solid understanding of the business and its priorities.
    It incorporates the analysis of hard data and people’s concerns.
    It weighs the pros and cons of alternatives.
    It involves the necessary people in the decision-making process.
  • Recognize that you will not always have enough information before making some decisions. Review information and make the most effective decision you can with the data you have. Monitor progress and amend plans if the decision does not generate the results you want.
  • Do not neglect to look at the consequences of not making a decision. Sometimes it is not feasible to get enough data within the time frame to feel secure. Yet, the consequences of not making decisions may be worse for the organization and the people involved than making a less than perfect decision would be.
  • Identify essential issues and focus on what is critical and important. Give priority to attaining results. Enlist the help of others affected by the decision. Ask for any critical data that is missing and work collaboratively to make an effective decision.