Jane Ryan & Associates, LLC
CREATING BUSINESS CONTINUITY DURING COVID-19 AND BEYOND
CREATING BUSINESS CONTINUITY DURING COVID-19 AND BEYOND
“Strong Leadership and Making People Safe First is an Imperative—Business Follows”
“Strong Leadership and Making People Safe First is an Imperative—Business Follows”
Today more than ever those leading us through crisis must have strong empathy and compassion first—business at-hand comes second. The human side of life must be addressed first to lead us out of crisis. This begins by addressing the most foundational human needs to survive. Abraham Maslow’s hierarchy of human needs defines the psychological motivational theory addressing survival—beginning with food, water, and safety—these must be achieved before other needs can be met (Maslow, 1943).
“Now is the time every employer and their people need to prepare for when we can all return to work in the new norm—when it is safe for everyone to return.”
Building a “scalable” business model just took on a totally new meaning and imperative. This is an opportune time to not only rethink the future of your organization (new business strategy) but to rethink the competencies and talent needed to bring your new strategy to life in a much more agile and dynamic way than ever before.
“Just as the world will never be the same after this COVID-19 pandemic,
neither will nor should your organization.”
“As long as we have learned from our experiences, apply empathy and compassion, and ensure the safety of others first—we will continue to make progress.”
BUILDING CONTINUITY THROUGH LESSONS LEARNED
Rapid Agility—How rapidly organizations and people are able to move from a “brick and mortar organization” to a “virtual organization” is paramount to maintain stability in current COVID-19 crisis and in future uncertain times including when the next pandemic or catastrophe takes place—it is not a matter of “if” it is a matter of “when”.
Inspirational Leadership Matters—The faster an organization’s leadership and its employees can act to keep the momentum and gain stability during and after crisis—the more likely such organization will achieve a sustainable future. It all begins with having the right leadership and the right people in the right seats then a progressive future is possible. Now is the time to be thinking about whether you have the right leadership and people in the right seats moving into your “new norms”. Please be certain—this is not saying layoffs—it is saying restructuring so that you are leveraging your current bench strength and adding new leadership and talent strengths where you are weak or missing what is needed.
Gifford Thompson posits “Inspiration and leadership are inseparable. If you cannot inspire your team to achieve greatness, if you cannot inspire a group of people to follow your vision, if you cannot inspire people by your words and actions; you’re not a leader. You are an average manager at best. Inspirational leaders don’t accept ‘the way life is,’ and they are often uncomfortable if they are not living their purpose, and sharing it with the world. We were all born with unique gifts to share, but we are often thrown off track by taking a job that is safe, and has great benefits but isn’t fulfilling—we may be good at it, we may be the best at it, but it does not bring out the greatness trapped inside of us begging to come out (Thompson, 2020).”
Brandy Schade, Strengthology Leadership Consultant, shared with me during a recent conversation we were having on what competencies great managers possess. Brandy posited “the key traits to look for in a person when promoting or hiring someone into a leadership role are they:
• Motivate every single employee to act and engage employees with a compelling mission and vision.
• Have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
• Create a culture of clear accountability.
• Build relationships that create trust, open dialogue, and full transparency; and
• Make decisions based on productivity, not politics.
All of these 5 critical traits are also competencies found within someone who has strong emotional intelligence. There is a plethora of studies that show authentic and most meaningful leaders must have strong emotional intelligence.
Brandy also shared with me a Gallop article written by Randall Beck and Jim Harter and published in the Gallop Workplace Business Journal that went into details about these five traits and when organizations measure these traits when hiring their managers, they were able to double the rate of engaged employees, and achieve on average, 147% higher earnings per share than their competition (Beck and Harter, ND).
“Companies fail to choose the candidate with the right talent for the job 82% of the time,
Motivating the Troops—What does the military have that the majority of organizations don’t have? Leaders at all levels motivating the people around them. A core leadership competency absolutely a must is the ability to quickly build rapport and trust with direct reports and all employees. This competency also happens to be a core competency of strong emotional intelligence. William Treseder is a thought leader when it comes to leadership and how to motivate others wrote a compelling article entitled “Military Secrets for Motivating Employees” that quickly points out the missing link and reasons why the military is so amazingly great at motivating their troops and what organizations can learn from the military’s success taking people from all over the world with absolutely nothing in common and—depending on the service—has between 6 and 13 weeks to mold them into a functional unit that is capable of executing complex tasks with relative precision.
Treseder posits “The magnitude of this task is difficult to grasp. It’s hard enough to get one teenaged male to do something (ask any parent), let alone dozens of them. Crammed together. Sleep-deprived. With weapons… On top of that, these young men and women are sweating or freezing for less than minimum wage. The bottom line, the Army, Navy, and Air Forces are good at motivating people because they have to be because military life is hard and you can’t pay people much. You may ask them to die, and you have to know they’ll accomplish the mission anyway.”
A common thread can be found amongst the best leaders—whether Spartan hoplite, a Japanese samurai, a Turkish Ghazi, or an American soldier—the ability to have empathy and an understanding of human nature. Napoleon demonstrated unparalleled insight into human nature when explaining the medal to his critics on how soldiers need glory, distinctions, and rewards. Treseder concurred “Things should be earned, never given. (Treseder, 2014).”
Team Engagement & Productivity—Brandy Schade, Strengthology Leadership Consultant, People who have fun and do what they do best on a daily basis are 6x as likely to be engaged. Teams that focus on strengths every day are 12.5% more productive. High levels of employee engagement increase profitability and productivity by approximately 20%.
Paul Zak wrote about “The Neuroscience of Trust”—and found that “building a culture of trust is what makes a meaningful difference. Employees in high-trust organizations are more productive, have more energy at work, collaborate better with their colleagues, and stay with their employers longer than people working at low-trust companies. They also suffer less chronic stress and are happier with their lives, and these factors fuel stronger performance. (Zak, 2017).
Shifting Mindset—It is not just about what an organization wants and needs to survive vs. become extinct—it is also important to address what leadership and employees need to thrive. A relevant survey by the Federal Employee Viewpoint Survey (SEVS) used to evaluate the extent to which the Army Acquisition Workforce (AAW) employees are motivated. Here are a few of what was most important:
• Importance of their jobs and connection to their organization’s mission
• Understanding their jobs and performance feedback
• Encouragement of individual development and the importance of a healthy work-life balance
• Feeling empowered, appreciated, paid fairly, and having opportunities for growth
Assessing Your Bench Strength During COVID-19 and Beyond—Virtual recruitment and virtual hiring now should be your “go-to” resources as you take a critical view of your current leadership and people and identify the gaps in strengths necessary to drive the future of your organization in the new norms.
Hiring Virtually—Leonel DeLeon, an expert in retain executive search placements, wrote an article recently entitled “Cost of Getting ‘Hiring Wrong’” and as I was reading it, I found the timeliness of his article to be even more profound because of what we are now experiencing and the entire world is dealing with during this COVID-19 pandemic.
Leonel further posits a few of the advantages of embracing virtual hiring practices, I have found are:
• Access to a larger pipeline of new talent—Global Reach with Local Touch
• Attracting a robust pipeline of more highly-qualified candidates—Breadth and Depth of Reach
• Leveraging technology, reducing time to hire, and making consistently good decisions with on-demand and live video interviews—Means Deploying Talent Much Faster Within Just A Few Days Vs. Weeks or Months.
• Enabling rapid screening of candidates and helps narrow the funnel to assess the most qualified, “best fit” candidates for each position—Finding Best Fit Faster
• Reduces the cost of hiring and increases better decision making—Mitigating the Risk of Hiring the Wrong People
According to a recent Gallup study “Bad managers cost businesses billions of dollars each year and having too many of them can bring down a company. The only defense against this problem is a good offense because when companies get these decisions wrong, nothing fixes it. Businesses that get it right, however, and hire managers based on talent will thrive and gain a significant competitive advantage (Beck and Harter, ND).
Leonel further shared in his article a recent survey from The Conference Board who have been conducting Executive surveys since 1999 shows that the world's top chief executives view the following as their Top 3 concerns in 2020:
• #1 concern is the risk of a recession (we are in a bad recession right now)
• #2 attracting and retaining talent (COVID-19 has caused organizations to layoff and freeze up combined with complete chaos especially when it comes to making hiring decisions), and lastly
• #3 competition and staying ahead of the curve while remaining relevant to their customers and employees (companies’ worst nightmare just became real)
Executives in 2020 also feel unsettled by trade uncertainty, political instability, and more intense competition from disruptive technologies (multiply this fear tenfold today as the pandemic has brought the US economy to its knees).
JPMORGAN CHASE CEO, Jamie Dimon, says he expects "a bad recession" and financial stress "similar to the global financial crisis" in the months ahead as the U.S. economy reels from the spread of the coronavirus outbreak and the lockdown measures being adopted to contain it (U.S. News & World Report, 04/06/20).
Leonel DeLeon, is the Managing Partner of Strong Tower Partners, a retain executive search, talent advisory and executive coaching firm specialized in identifying, attracting and coaching exceptional leaders to maximize organizational talent selection and talent management competencies and processes.
In conclusion, now is the time every employer and their people need to prepare for how their business will be conducted in order to thrive vs. become extinct right now and into the future as we all return to work in the new norm. The reality is organizations must build “scalable” business models and scalable hiring practices while leveraging this unprecedented time in global and U.S. history by embracing it as an opportune time to not only rethink the future of your organization (new business strategy) but to rethink the competencies and talent needed to bring your new strategy to life in a much more agile and dynamic way than ever before.
“Just as the world will never be the same after this COVID-19 pandemic,
neither will nor should your organization.”
- Andrew Soergel (2020). JPMorgan Chase CEO: Coronavirus to Spark ‘Bad Recession’ in the U.S. Retrieved online 4-6-20 from: https://www.usnews.com/news/economy/articles/2020-04-06/jpmorgan-chase-ceo-jamie-dimon-coronavirus-to-spark-bad-recession-in-the-us
- Nicholaus Saacks (2016). Reforming Motivation. Retrieved online 4-1-20 from: https://www.army.mil/article/173837/reforming_motivation
- Randall Beck and Jim Harter (ND). Why Great Managers Are So Rare. Retrieved online 4-6-20 from: https://www.gallup.com/workplace/231593/why-great-managers-rare.aspx
- Gifford Thompson (2019). The Inspirational Leader: Inspiring Your Team to Believe in The Impossible. For a copy of my Amazon Best Seller “The Inspirational Leader, Inspire Your Team To Believe In The Impossible”, click this link. https://lnkd.in/eEn9fvM
- William Treseder (2014). “Military Secrets for Motivating Employees”
- Maslow, A.H. (1943). "A theory of human motivation". Psychological Review. 50 (4): 370–96. CiteSeerX 10.1.1.334.7586. doi:10.1037/h0054346 – via psychclassics.yorku.ca.
|Posted on March 27, 2020 at 4:20 PM||comments (46200)|
Leading Virtual Teams
Written by Robert Bacon
Editorial by Jane Loya Ryan
Suddenly many co-located teams are now operating virtually due to COVID-19. As a leader this raises new obstacles to delivering on commitments and keeping the team informed. This can be a challenging time for teams beginning to work remotely for the first time. My experience from leading global teams have shown virtual teams can be high performing by managing the challenges of being remote. Below are key areas to address with today’s newly virtual teams.
Create Team Communication Plan
The team will need to have a clear plan on how they will stay connected while working remote. First, the plan should address team and 1-1 meetings, and with input from the team, agree on the scheduled times and tools used to connect. There are many options available to communicate as a team which may be limited by the solutions licensed by your organization. Multiple solutions are likely needed to cover all communication needs and consider the change management needs for new tools. After several weeks, review how the communication plan is going with the team and adjust as needed.
Now more than ever, weekly update meetings are important to keep all team members aware of any changes, as well as to ensure all members get to provide input. Be aware remote meetings can carry a risk of member engagement versus when held in-person. To help ensure member focus, use meeting best practices, and this includes setting agendas and sending notes afterwards with key points, decisions made, and action items to support common understanding across the team.
Ensure the team members have a plan for communicating among themselves. What may have taken five minutes to discuss over the cubicle wall, may take much longer due to not being face-to-face. The team should discuss guidelines on communicating to avoid frustration of a team member feeling their questions are not being responded to in a timely manner. An issue with remote teams is email ping-pong where many responses to one email causes a long chain. A good remedy is the ‘3 Email Rule’ where the sender needs to call the person if the email is not resolved within 3 responses.
While it was easy to have social conversations over coffee with a team member to build better relationships and a team working culture, it is not as easy to build when the members are remote. Therefore, use the first few minutes of a team and 1-1 meetings to discuss non-work topics important to the team members and see how they are doing. I have found that having a broader connection with the team members can facilitate an open culture allowing a more productive discussion for topics with conflicting views.
The use of 1-1 meetings with each of the team members is critical when working with virtual teams. These sessions support the team member by providing visibility to their work progress and providing the opportunity for discussion on issues or challenges being faced. During a period of significant change in my organization, a team member in another country came well prepared to our 1-1 calls, although when I asked if there were questions for me the answer was no. Then, I changed how I asked the same questions so that I was asking open-ended questions, this invoked answers that had to be more than no. It opened the door to engage in more meaningful conversations as well as uncovering questions they had that normally would not have been asked. Soon, my team member was comfortable voicing concerns on changes impacting him and I was able to ensure that he had the information he needed to manage his responsibilities better.
During 1-1 videoconferences or phone calls I am able to better mentor and coach them through obstacles or challenges they are having in real-time. This avoids delays in getting work done and engages greater performance.
Ensure Clear Expectations and Communicate
This is a good time to re-emphasize or update team’s goals and status of achieving them. The changes in the organization may be causing priorities and direction to change. If so, make sure the team understands the changes and the new priority of work. Using a stoplight scorecard to show goal progress is an effective tool to quickly understand status. If the scorecard is showing adverse results, the use of determining root causes, brainstorming options and implementing corrective actions can support getting back on track.
Your team and potentially your organization are going through significant change. Now is the time to communicate clear, concise, well-tuned messages and keep your team well informed. As updates come from leadership in the organization, help your team understand the impact these decisions will have upon them. Make sure you recognize your team members for their outstanding work, especially during this unprecedented time. This is also a good time to stress the organization and team’s good news as everybody can use a morale boost.
Change is the Only Constant
My organization went through a transformation involving all systems being migrated to a new data center while offering new services to grow the business. These initiatives impacted my entire team of 50 members located across 4 countries. Priorities changed based on new business wins and readiness of the data center. Communicating the impacts and work plans from new client business and current data center readiness schedule enabled the team to understand the priorities and work needs. Coupled with recognizing members for demonstrating the organization’s core values, the team delivered on the projects and increased engagement and performance.
Today’s coronavirus pandemic has rapidly changed the way we must conduct business. Organizational restructuring is a must and relocating employees, teams and personnel is an imperative. As a senior leader, organizational restructuring is nothing new to me, although the speed to restructure and the reasons for the restructure are very new. Accepting and embracing change, staying calm and resilient are core competencies all leaders of people must strengthen. If you find yourself struggling with all the rapid change and unknowns, now is the time to engage a proven executive coach to help you navigate through these times and not only survive but thrive on the other side.
Working with remote team members can be challenging, and managing virtual teams brings a new reality for leaders. Remember, to take care of yourself so that you can help your teams overcome their fears and challenges as well. As a virtual team leader, you will need to dedicate more time with your team members collectively as well as individually. Working closely with your team with a plan that ensures team collaboration and clear communications can create engaged and high performing virtual teams.
|Posted on March 27, 2020 at 4:15 PM||comments (37107)|
So much has rapidly changed in our daily lives—it’s a surreal feeling—like something out of a Stephen King book or a bad dream that I can’t awake from—all due to the worldwide COVID-19 pandemic making its way around the world in less than 80 days.
It’s happened so fast, that many are still in la la land about how serious this truly is. Is this our new norm into the future?
My experiences in life have taught me that with every tragic experience I go through there is a silver lining—you just have to be open and look for it. For example, with everyone quarantined we are giving mother earth a much-needed respite—less carbon—less air, land and water pollution, etc.
There has been a ton of information coming out every day, especially about working from home. I want to help in any way I can those in all types of life and career transitions. Here are a few links (I will continue to research more for you) I recently read and pulled for you that I believe are helpful to check out related to working from home and also some companies that are actually hiring and not firing.
• Good Morning America: Here's how to keep your kids busy while working at home with the coronavirus
• BBC: Coronavirus: How to work from home, the right way
• Forbes: 3 Ways the Coronavirus May Change the Workforce
• Clark: These Companies Are Hiring During the Coronavirus Pandemic
I will continue to be here to support your life and career transition needs, as an expert in emotional intelligence, a career and executive coach, and through researched and relevant information to help you keep your career transition momentum, work virtually, and navigate this viral storm.
As always, I am honored to help you transform your lives and transition your careers while you learn to effectively work from home now and possibly in the future. Thank you for reading my blogs and connecting with me. Please stay home and healthy!
The world is changing, and so must you if you want to survive and thrive. Now is not the time to retract and take baby steps. Now is the time to grow, expand, and think/do bigger than you’ve ever have before! Now is the time that we connect better with others and unite with one another. It’s time to choose your destiny and get outside your comfort zone.
Do you want to make your life better? Are you struggling to land your next job—especially now during this pandemic crisis and quarantine? Do you want to improve your professional life, your interactions with your family and other people, your life balance, or your life’s purpose? Are you ready to take an inside-out approach to improving yourself and your life? Then it is time to contact me and invest in your future. My EQi-360™ coaching methodology helps you reexamine and adjust your behaviors, your motives, and how you see the world in order to change how you feel and how you interact with others. Learn how to best focus your time, define your personal mission, ignite your awesome career and build productive relationships with others.
You can reach me at:
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Does Your Resume "Float Their Boat?"
In today's rapidly changing and highly competitive business environments, job seekers are often lost at sea when it comes to knowing how to best navigate the dark waters of career transition and keep your resume from sinking to the bottom of someone's stake. That's if you are lucky enough to have it first float to the top through the shark infested black holes of the Internet and the vast stingrays of applicant tracking systems. Did you know? The average time spent by a hiring manager or recruiter is less than 7 seconds? This means you must "capture them at hello", "first sight" intrigue them enough that they can't help but want to know more about you and read on.
Did you know? When writing your resume for a specific job application online takes discipline, focus and expertise to not only capture "keywords" but which keywords? It takes knowing "how" to write in a way that visually catches the "eye" of the applicant tracking system (ATS) and then the human reading your resume for the first time—two different sets of eyes and both need to be done in just the right way to float your resume to the top.
Did you know? Writing your resume today is both a science and an art? No longer are the days of just throwing together a chronological list of where you worked and what you did. Today, it is oh so much different and can be hard to know just what to do without help from an expert. Everyone out there seems to have an opinion on what they believe is the best way to write your resume.
So, what do you do to have the greatest chance of making it above sea level? First, be the captain of your ship. In other words, embrace this time in your life with discipline, focus and a genuine desire to find what works best for you. You will need patience, commitment, and perseverance at times.
However, the good news is once you learn how to do it right, each time it will become easier and faster for you to apply to "best-fit jobs" and your own eyes will quickly pick up the keywords in a job description that you also possess in your treasure chest of skills, competencies, and experiences.
Okay, so how do I write my resume effectively so that I not only get recognized but I intrigue them enough to get an interview?
Great questions! I wanted to make sure that what I share with you is not only my advice that has been honed for over a decade of critiquing and rewriting thousands of resumes but it also takes into consideration what the guru's of resume writing believe are "best practice" today. The following are the most common themes experts are saying. "
The most important action a job seeker needs to take RE: their resume is to not only list their keywords on their resume, but to repeat them. This is called "search engine optimization" in the business world and it's how companies get their websites to appear at the top of a Google search. It's the same way resumes appear at the top of a list in Applicant Tracking Systems." Abby Kohut
"Two things that jump to mind for ATS: -current keywords directly related to the target function, minimizing or eliminating language around work style or interpersonal skills. While these will be important to a candidate's final selection, on a resume "team-player" or "detail-oriented" are not as impactful and take up valuable resume real estate space. Regarding format: A clean format that is easy to read will get through an ATS. No tables, pictures, or. pdfs. For real people reading resumes, in addition to the above comments, a resume should have a clear focus on supportive experiences and accomplishments. The ultimately distinguished preference is having an internal contact walk your resume to the reader. Employee referrals have such a high retention rate (last I read was 90%) many resume readers welcome a referral to help with the first stages of the selection process. (I know I do!)" Alyson Frederico
"A couple of my thoughts on resumes: 1) Brand yourself on your resume. Tell people "what you do" in your headline under your contact info, and then share some of those points in your summary. Very important to "customize" the Summary section of your resume, to show the fit to the job being sought. 2) Include relevant Key Words in your resume. Review the skills and experience being sought, and then make sure you use the right words to show you are a "match" for what they are seeking. Don't make the reader guess, and don't mislead your expertise either. 3) After developing a solid resume, brand yourself on LinkedIn. Be consistent, so that you present the best of "you" on LinkedIn that is consistently shared in your resume. The Summary section on LinkedIn provides a larger platform to share more information and some stories and accomplishments that will make you more memorable too!" Gayle Bridgeman
"Avoid Common Resume Buzzwords—While you review your resume for keywords, keep an eye out for overused buzzwords as well. Many job candidates include vague, generic terms that companies have learned to ignore—and programmed their ATSs to ignore. Given the context engines used by ATS, there are certain words that should be avoided: "can work independently," "detail-oriented," "dynamic," "problem-solver," and a number of variations on "success"—including "succeeded," "successful," and "successfully." It's best to be straightforward. Using job-specific, skill-specific keywords and avoiding filler terms is the best way to make sure that your entry reflects your fit with the available position. Candidates can certainly get lost in the resume abyss of the applicant tracking system. Resumes that get too creative with their wording can easily confuse ATS software to the point where it rejects the applicant." Dirk Spencer, Corporate Recruiter
"In my humble opinion, jobseekers need to use the language of the job posting when placing the experiences they have (that are a match to what the company is looking for). Jobseekers absolutely need to address the needs shown in the job posting, rather than just applying with a resume that shows wonderful experiences but not related to the job posting needs. I see many resumes when I post positions but very few (I hate to say) have been customized to show me the relevant experience I am looking for. Foster Williams
Feel free to reach out to anyone of the experts mentioned in this blog and join their LinkedIn!
|Posted on December 12, 2016 at 5:05 AM||comments (9659)|
Coaching for Career Transition Success! by Author and Blogger, Coach Jane Loya Ryan
Transformational Coaching creates a coaching model with processes and techniques and a new approach to personal growth through transformation. Transformational Coaching leads by example using processes like “active listening, powerful open questioning, problem solving, self regulation and observation. Transformational Coaching applies transformational learning theory components like critical thinking, creative thinking, objective and reflective thinking, collaboration and consensus building. It then leverages individual reflections into development and individualized coaching plans specific to meet the needs of the individual(s).
Transformational Coaching is used to assess, strengthen and create development programs that address transformational learning to achieve optimal success. Transformational Coaching combines Emotional Intelligence Coaching and Effective Communication Coaching. Coaching that drives personal performance and enables one’s ability to identify & achieve personal & professional goals. Whether an individual is seeking career coaching, leadership development coaching, executive coaching, relationship coaching or any coaching to change behaviors and enhance performance to identify & reach personal & professional goals, Transformational Coaching can benefit those individuals who genuinely want to engage in coaching to become better, stronger, and/or more successful in life and in business.
Transformational Coaching helps individuals strengthen skills in areas such as: Emotional Intelligence Skill Building • Intrapersonal and Interpersonal Skill Building—(Intrapersonal intelligence is being intelligent in picking up what is going on inside of us and doing what we need to do about it [self-awareness and self-regard]; and Interpersonal intelligence [awareness of others and regard for others] is being intelligent & sensitive in picking up what is going on in other people and between other people and doing what we need to do about it.) These two types of intelligence are connected to emotional intelligence.
• Mayer & Salovey: "People high in emotional intelligence are expected to progress more quickly through the abilities designated and to master more of them." From “What is Emotional Intelligence” in Emotional Development and Emotional Intelligence: Educational Implications, by Peter Salovey and David Sluyter. 1997
• Daniel Goleman: “People high in emotional intelligence demonstrate a human ability to focus on personal qualities, such as initiative and empathy, adaptability and persuasiveness.” From “Working with Emotional Intelligence” (Goleman, 1998 ).
Coaching can bring you success through Communication Skill Building • 5Ws and HOW • Paraphrasing for Clarity • Asking Open-Ended Questions • Actively Listening • Positive Body Language • Emotional Intelligence to Assess, Align and Deliver Career Coaching for Success! • Assessments of personality, emotional intelligence, critical and creative thinking, strengths and areas for development • Tailored coaching advice and guidance rather than “one size fits all” • Identification of Goals, Objectives and Gap Analysis then Building a Plan to Achieve • Emotional Intelligence to Align and Build Rapport • Effective Communications – the 5Ws and HOW, Paraphrasing, Open-ended Questions, Active-Listening, Body Language, Empathy • Critical and Creative Thinking • Resume as a marketing tool – Getting Noticed • Focus on your Intention to gain Attention • Personal Branding and Presence and Style • Presenting with Intention to gain Attention • Assertiveness and Self-Confidence • How to build effective career transition collateral (Resume, LinkedIn Profile, Professional Biography, Business Cards, Professional Photo) • Taking oneself to market – targeting prospective employers or self-employment or entrepreneurial ventures • Networking is Building Relationships • Leveraging Social Media • Interviewing and Negotiating in business • Leverage Strengths and Communicating Accomplishments to Differentiate • Dress for Success and Creating a Professional and Positive Image • Reflective Journaling for Self-Motivated, Self-Directed Continuous Improvement
2016 is almost a clouded mist behind us as we are less than 2 months away from 2017. I had amazing speaking engagements in 2016 and have a few more to go wrapping up the year with the Fort Worth Career Search Network on November 21st and December 12th. And I am excited to already have a lineup for 2017. More speaking engagements are planned at the Fort Worth Career Search Network in Februrary, Frisco Connect Career Search Network, early Spring and at the Southlake Focus Group, early Summer to where I am blessed to be able to spend time with jobseekers of all levels and present my Emotional Intelligence workshop and How to Build a Strengths Based Resume.
I am especially excited about bringing my MOM, WOW and GUYS Group Coaching Workshops back by popular demand beginning in January the 9th, 16th and 23rd and 3 more are planned for each quarter in 2017! Go to Upcoming Workshops and Events tab and sign up. These are so dynamic and valuable for everyone in career transition.
Finding Your Career Fit Takes an Investment in Yourself–Contact me to start Coaching for Success today!
|Posted on November 16, 2016 at 10:25 PM||comments (9075)|
“He who believes he can and he who believes he cannot are both correct.” -Henry Ford
During career transition, we find ourselves tossed into a turbulent season called the "unknown". If you find yourself in this season of life and career, there are a few things you can do to navigate this seasonal storm.
1) Take a few deep cleansing breaths and know, you are not alone and the sky is not falling! God has simply closed one door to open one much greater in the scope of life and career to come. So, Stop, Breathe, Think, then Take Action into your Future knowing you are going to be refined, strengthened and come out on the other side better than you ever were before. Like silver needs to be refined before it will sparkle and shine, we too, must enter the heat of life and career events and be refined to then shine for self and others.
2) Start every morning before you do anything (except possibly that cup of coffee or tea) and go outside, before it gets too hot (so that means early) and simply be "grateful"--this is your time alone to meditate, pray and set your intentions for each day in positive ways. What we intend to do becomes what we pay attention to and achieve. This becomes our daily "mindfulness" practice. Discipline yourself to do this every morning and you will see a positive difference take place in your life very quickly.
3) Begin a weekly critical reflective journal. Critically reflecting each week upon what went well this week and why? What did you do that made you feel this week went well? Then write it down. Followed by What didn't go so well this week and why? What did you do that made you feel it did not go as well as you would have liked? Then write it down. Lastly, If you could hit the "redo button" and have a "do over" What could you have done differently to have achieved a different and positive outcome? Then write it down. This should only take 15 minutes maximum. Discipline yourself to do this, you will see trends of strengths and personal achievements as well as overcoming obstacles with every week you focus, critically reflect and commit to doing this.
4) Now Connect, Converse and Create. Connecting with others is a critical skill necessary to communicate well. Strenthening your emotional intelligence* can help you connect and move forward. Conversing with others is your ability to hold a meaningful 2-way conversation with someone. Creating an environment where there is rapport and trust and a fluid exchange of dialogue getting to the purpose of any interaction.
5) Begin the journey, engage a coach and get started entering your new fibrant and exciting season in life and career.
*Learn how to strengthen your emotional intelligence by contacting, Coach Jane today for more information, programs and pricing designed to positively help you strengthen your EQi and transform your life and/or career and achieve your dreams!
Since the early 1990s Coach Jane has been intrigued and passionate about learning deeply about emotional intelligence and the amazing value it brings to all of us in our day-to-day lives. So, interested that her doctoral dissertation is focused on building measureable techniques that can strengthen specific EQi competencies and overall EQi score as well. She has incorporated these 15 techniques into her coaching methodolgy and most recently is offering aspiring coaches that are just as passionate about helping others through coaching become Certified in her EQi Coaching Method. If you are interested in learning more about how to become Certified in the next generation of EQi Coaching Methodology, contact Coach Jane today!
|Posted on November 15, 2016 at 3:40 AM||comments (50076)|
What is Emotional Intelligence? Why Should I Care?
by Author/Blogger: Coach Jane Loya Ryan
What is Emotional Intelligence? Let’s begin with the fact that Emotional Intelligence (sometimes referred to as EQ or EI) is a huge and powerful skill everyone can develop to become more successful in life and career. During the early 1990s, Peter Salovey (Yale University) and John D. Mayer, (University of New Hampshire) researched and presented the framework for emotional intelligence (EI) as, "the subset of social intelligence and they posited EI involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions" (Salovey & Mayer, 1990). People who have honed the skill of emotional intelligence are better at understanding and expressing their own emotions, recognizing emotions in others, regulating the affect of emotions and use moods and emotions to motivate and drive adaptive behaviors. EI is a skill that when continuously honed helps individuals achieve “self-actualization”—aka—reach your full potential in one’s life and career. Emotional Intelligence allows us to adapt to either internal or external events and potentially lead us into a transformation of personal interaction that can enrich our lives through positive experiences. Salovey and Mayer’s Model can be viewed as follows:
In 1995, the concept of emotional intelligence was significantly popularized after the publication of psychologist and New York Times science writer Daniel Goleman’s book Emotional Intelligence: Why It Can Matter More Than IQ. Goleman presented the case that emotional intelligence was just as important as one’s intelligence quotient, if not more important. He stated, “The rules for work are changing. We’re being judged by a new yardstick—not just by how smart we are, or by our training and expertise, but also by how well we handle each other and ourselves. This yardstick is increasingly applied in choosing who will be hired and who will not, who will be let go and who retained, who passed over and who promoted” (Goleman, 1995). When Goleman refers to how well we handle each other’s emotions and our own, he is describing was is called “intrapersonal intelligence” which is one’s ability to detect, differential and regulate emotions” and “interpersonal intelligence” which involves our ability to monitor other’s moods and temperaments and then take this knowledge into consideration to predict a person’s future reactions or behaviors (Gardner, 1983). Daniel Goleman’s Emotional Intelligence Model is as follows:
Why Should I Care? Daniel Goleman explained the WIFM (what’s in it for me) very well when he said the yardstick used to measure who gets the job, raise, or promotion has changed and this change calls for individuals to strengthen their emotional intelligence in order to be more successful in life and in careers. Current research now points to emotional intelligence as the missing link between people with average performance and those with star performance in life and in careers. Studies show 90% of high performing individuals also have high emotional intelligence and individuals with high emotional intelligence out perform individuals with solely high IQ 70% of the time (Bradberry, 2015). Travis Bradberry is the author of Emotional Intelligence 2.0. In his book he posits, “Emotional intelligence is responsible for 58% of a person’s performance” (Bradberry, 2015). So what are you doing to develop, improve, strengthen yours? Travis Bradberry’s emotional intelligence model is as follows:
As you can see from these three emotional intelligence models, the foundational behaviors of EI all include self-awareness, self-management, awareness of others and relationship management in some form or fashion. If you care about becoming all that you can be in life and in your career, emotional intelligence is a skill that you should understand, develop, strengthen and apply in your day-to-day lives and work. It boils down to our ability to have sufficient awareness of our personal and social competencies so that we can effectively interact with others in more positive ways. Emotional Intelligence is the special ingredient in our ability to adapt and compete in today’s rapidly changing world. It is time to be all that you can be! Carpe Diem! What Can I Do To Strengthen My Emotional Intelligence? Emotional intelligence enables us to communicate more effectively. It begins deep within the central area of our brain’s limbic system called the “Amygdala”—this is where our emotions are generated. The Amygdala is where primal senses such as fight or flight take place. When our emotions are generated due to events that are taking place and stimulating the neuro-pathways in our brain they travel to the frontal lobe of our brain where executive and cognitive abilities are rationalized and emotions are exhibited. Emotional intelligence is the foundation for critical thinking and the driver of how well we emotionally understand our own emotions and those of others. Strong emotional intelligence ultimately enables us to align with others and achieve more positive outcomes from every interaction.
Okay, so what can I do to strengthen my EI? Begin with a good dose of self-awareness—take an emotional intelligence assessment, and then understand your emotional intelligence level. Research, find and engage an emotional intelligence coach—someone who can teach you techniques and ways to measurably learn and apply techniques to strengthen your EQ on a daily basis.
Learning how to effectively apply techniques is not something that just happens overnight, although once learned your commitment to apply techniques and new ways of thinking can help you strengthen your EI. For example, at Jane Ryan & Associates, we coach our clients on the following techniques. While they seem like no brainer’s—it is HOW you apply them that counts.
1. Stop, Breathe, Think then Speak (SBTS)
2. 5W’s and HOW
3. Listen Actively
4. Question Effectively
6. Think Critically, Creatively, Strategically
7. Apply Covey’s 7 Habits of Highly Effective People
8. Understand Personalities
9. Daily Focus & Mindfulness Time
10. Critical Reflective Journaling
If you would like to learn how to strengthen your emotional intelligence and you are ready to acquire the missing ingredient in your life and career—let us know and contact us today—we would love to help! Call Coach Jane at 214-500-7223 or Email Coach Jane at [email protected] or Go to her website for more information at www.JaneRyanAssociates.com.
|Posted on June 2, 2016 at 6:25 PM||comments (29143)|
Hey Leaders: Stop Thinking so much and just do it!
by Author, Daniel Gross, executive editor of strategy+business.
This article was published in strategy+business on March 25, 2015 and holds just as an important message today if not more for aspiring "Leaders".
The source: strategy+business: Corporate Strategies and News Articles on Global Business, Management, Competition and Marketing
Published: March 25, 2015
“You can only learn what you need to know about your job and about yourself by doing it—not by just thinking about it.” That may be a strange way for someone who thinks about (and teaches and writes about) business for a living to start a book. And it certainly represents a fork from the increasingly well-trod intellectual path that celebrates mindfulness and introversion. But to Herminia Ibarra, it represents a truism: “Simply put, change happens from the outside in, not from the inside out.”
Those are just two of the many counterintuitive and easily digestible bits of wisdom in Act Like a Leader, Think Like a Leader. Concise, direct, and possessing a certain flair, Ibarra’s new book (her second) is a projection of her personality. A native of Miami and veteran of Harvard Business School, Ibarra since 2002 has taught at INSEAD in Paris, where she is the Cora Chaired Professor of Leadership and Learning and heads her department.
The book’s core message is simple and incisive. In an age of constant disruption, you better redefine yourself before the rapidly shifting sands of corporate America and technology redefine you. You have to act like a leader before you’re appointed to a leadership position, and you have to manage your own leadership path. The way to do it is by intentionally making yourself uncomfortable. Only be exiting your comfort zone can you develop “outsight”—the term she coins to describe the valuable perspective gained through actions.
You have to act like a leader before you’re appointed to a leadership position.
To do so, people must overcome the gravitational pull of inertia. Ibarra notes that psychology and financial incentives push us to do more of what we are good it, and to get still better at it. But, she writes, “When we allocate more time to what we do best, we devote less time to learning other things that are also important.” And pursuing the comfort of our competencies can set us up for failure when circumstances change. A professional might spend decades thriving as a newspaper editor, or as a manager of a big-box electronics retail supply chain, or overseeing coal-mining operations—only to find that circumstances suddenly render his expertise significantly less valuable, even obsolete.
To avoid this competency trap, Ibarra argues, people have to regard their jobs as platforms for building “outsight” and leadership capacities. How? By creating slack in your schedule so you can get involved in projects outside your core area and participate in extracurricular industry activities. By consciously making the effort to network with people who work in different industries and have different competencies. By finding a context or situation that makes you uneasy—giving a presentation, showing up at a conference for the first time, speaking up at an internal meeting. “Act as radically different from your normal behavior as you can,” she suggests.
Trying on a new identity at work may seem anathema to the rising cult of authenticity. But Ibarra urges readers to recognize how adhering strictly to behaviors that feel natural can inhibit career evolution. While everybody wants to be true to themselves, they can “hit a wall as they enter the transition to more senior leadership roles.” Ibarra notes that she has faced this dilemma in her own career. Starting to teach compelled her to make the adjustment from an academic researcher to someone who had to directly engage MBA students. Years later, when she was tapped to become a department chair at INSEAD, she felt the job was infringing on her capacity to do what she was best at—writing and teaching. “I wasn’t stepping up to leadership, because I didn’t think that leading was real work,” she writes. To gain outsight, Ibarra practiced some of what she preaches. She began networking outside her comfort zone, sought out board positions, and become involved with outside groups like the World Economic Forum.
Ibarra’s advice definitely cuts against the grain. As she put it in a recent interview with strategy+business, her argument calls into question the “long tradition of social psychology research that the way we think follows what we do, and not the other way around.” And humans tend not to focus on the need to build capacities before we actually need them.
There may be practical obstacles to acting like a leader in the way Ibarra suggests. “The actual advice I’ve given people is to try to carve out 10 to 15 percent of their time for side projects—networking events, connecting to people not in the immediate path of your operational responsibilities,” she said. But not every company or organization is designed to let employees have reliable slack in their schedules; if anything, the trend is in the opposite direction.
Also, the prescriptions may not work in every context. Ibarra concedes that the impulses that inform her book are characteristically American—the ability to network, to invent one’s self, and then to reinvent one’s self. In the U.S., “it’s a culture where hierarchical differences are minimized, and you can walk up to anybody and introduce yourself,” she said. “It’s not something you do as easily in France.”
But that doesn’t mean you shouldn’t try. And it’s never too early to start. Becoming a leader, this valuable book reminds us, is a process, not simply an event. And it requires building a set of skills rather than following a series of prescribed steps. “Stepping up to leadership is more like becoming a great chef,” Ibarra writes, “than following a recipe.”
Author Profile: Daniel Gross is executive editor of strategy+business.