Fast Focus on Your Success

Welcome to FAST FOCUS ON YOUR SUCCESS

		(This is a sticky post, please find current news items below) By Susan Battley in Leadership

Before internet radio became mainstream, my radio program -  Fast Focus on Success (tm) - was available online to a global audience.  Its pioneering status was recognized by the Clinton White House Office of Science & Technology.

This blog carries on the Fast Focus tradition.  My goal is still to focus on timely commentary and actionable tips that are linked to real-world leadership and career challenges.  I've updated the title to Fast Focus on Your Success to emphasize that this is about and for you!.

Best regards,
Susan

Hiring For A Great Fit? Assess at Three Levels

		Monday, 19 October 09 - 02:55 PM (GMT -05:00) By Susan Battley in Leadership

Hiring the right person for the job is a high-stakes activity that can be tough to get right.  Lots of smart, experienced executives and corporate boards have a hard time making the right choice, as we know from unwanted executive turnover and premature departures.  What accounts for this costly revolving door?  Often, there was a poor fit between the person and the position or organization right from the beginning that the hiring decision makers did not see.  To maximize the chances of a great "whole person" fit between job candidate and organization, it's imperative to take these three levels into consideration.

Three Levels of Goodness of Fit

Level One:   Expertise and Skills.  Does the candidate have the professional background, credentials, work experiences, and relevant track record to be successful in the position? 

Level Two.  Mindset and Attitude.  Does the candidate possess curiosity, flexibility, and openness to new ideas and approaches?  Or does s/he come across as an "expert" with all the answers?

Level Three:  Organizational Culture.  Does the candidate recognize and appreciate the organization's values and accomplishments?  Does s/he demonstrate true awareness of how culture affects execution and change initiatives?  (Not just lip service.)

Just like an iceberg, Level One criteria appear "above the water line."  Hiring usually focuses on a candidate's goodness of fit as determined by a match in expertise and work experience.  But Levels Two and Three - those criteria that occur "below the water line"  - are where true selection compatibility needs to be assessed.  Level One compatibility is necessary but not sufficient.  For a winning hire, the successful candidate needs to be a great fit in terms of personal attitude and compatibility with the organization's culture.  Otherwise, s/he is likely to be rejected like a bad organ transplant, since individual style and outlook are inconsistent with organizational values and ways of doing things.

Sometimes, when an executive or manager is faring poorly, her/his performance is really a symptom - not a root cause - of a mis-match from the beginning that no one recognized.  When organizations assess candidates on all three levels, they dramatically  improve the chances of a great fit and hire who goes on to deliver outstanding results.

Why People Are Reluctant to Lead

		Wednesday, 23 September 09 - 08:00 AM (GMT -05:00) By Susan Battley in Leadership

With all the emphasis on leaders and leadership development, it's easy to overlook the fact that some gifted and capable professionals are reluctant to assume leadership positions.

Why is this?

I've been in two situations recently where this phenomenon - reluctance to move up the ladder - has come up.  One of these was a talent review session.

In my experience, three fears can hold people back:

• Fear of Responsibility - People shy away from being evaluated on anything other than their own work and effort.  Running a project or managing a team can feel like losing control of the outcome.
• Fear of Unpopularity - Some fear losing their friends or popularity among co-workers if they move from peer to supervisor.
  
• Fear of Failure - Those who are risk-averse by nature or perfectionists who worry about public criticism may avoid high-visibility roles.

Often, more than one of these fears operates in tandem.

So the next time, you see someone under-achieving relative to their potential, consider if fear may be holding them back.  Often, bringing the subject out into the open in a supportive, non-threatening way can help the person realize that their concerns are overinflated or groundless.  Or you can help them identify what skills or experiences would help them become more confident and ready to move up.

Does Your Reputation Shine?

		Tuesday, 22 September 09 - 08:31 AM (GMT -05:00) By Susan Battley in Leadership

I recently saw Shakespeare's play Othello performed in Manhattan by an A-list cast.  

Personal reputation - its importance, use and abuse - are major themes that drive the play's plot.  For example, the treacherous villain Iago exploits his (false) reputation as an honest man to deceive Othello and everyone else. 

Shades of Bernie Madoff! 

Othello says about reputation :

Who steals my purse steals trash....
But he that filches from me my good name
Robs me of that which not enriches him
And makes me poor indeed.
                                     -  Act 3, Scene 3

Reputation is a success-critical asset.  Once people have formed an impression of you, it can be very difficult, if not possible, to change their minds.  So you need to be mindful that your actions polish and promote your reputation at every turn.

Four Reputation Questions to Ask Yourself

• Are you known professionally and by whom?
• What are you known for?
• Is your reputation consistent with the professional image you want to convey?
• How are you enhancing and extending your reputation?

As a final thought, remember that whenever you put your reputation in the hands of others - for example, business partners, vendors, consultants, recruiters and independent contractors -  you should be sure they are worthy and capable to protect your good name. 

Are You An Expert At Un-Learning?

		Wednesday, 26 August 09 - 10:56 AM (GMT -05:00) By Susan Battley in Leadership

One of my favorite definitions of an expert was made by the German physicist Werner Heisenberg:

“An expert is someone who knows some of the worst mistakes that can be made in his subject, and how to avoid them."

 

One of the worst mistakes any expert can make is to assume that past experience and accumulated knowledge prepare us for new or future situations and challenges. 

For example, a common refrain about military leadership is that generals "are always fighting the last war."

With change occurring at warp speed, true expertise comes not only from acquired know-how and experience but also from a well-developed strategy for UNLEARNING. 

That's right, I said un-learning.  

 

Leaders, managers and technical professionals in particular need to be aware of when they need to let go of models, behaviors and strategies that worked well in the past but are no longer relevant or effective. 

Here are some pointers.

How to Become an Un-Learning Expert 

1. Keep your ego in check.  If you're bent on impressing others or scoring points, you're not paying attention to new or disconfirming information.


2. Stay curious.  Ask questions about issues, interpretations and solutions even if you think you already know the answer.  You might just jettison your opinion.
   


3. Get out of your comfort zone.  Constantly stretch yourself by challenging habitual behavior and attitudes.  Sooner or later, if you coast on your track record or your title, you will be toast!


4. Be patient.  One reason why "experts" avoid un-learning is that they are impatient with the practice curve required to replace a well-developed skill or knowledge set with a new one.  

To strive for ongoing excellence, we need to view expertise not as a static accomplishment but an ongoing, dynamic process. 

Remember, you can't learn what you already think you know!  True experts possess the wisdom and self-awareness to know this.

What Is Your Passion Point?

		Thursday, 13 August 09 - 01:57 PM (GMT -05:00) By Susan Battley in Leadership

Passion is the spark - the fuel - that transforms ideas into tangible results.  Passion is the source of our renewal and inspiration.

What is your passion point?  Do you know it?  Can you articulate it in 50 words or less?  For example,

• Leaders need a clear passion point or they will not be seen as focused, committed and authentic to their constituencies.

• Job seekers need to identify and communicate their passion point to potential employers to seal the deal in this challenging labor market.  Skills and a solid track record are simply not enough.

As a general observation, we operate at our professional best when our passion intersects with our expertise.

Five Ways to Identify Your Passion Point

1. What would you do even if you were not paid to do it?
2. What are you intensely focused on?
   
3. What work-related topics do you really enjoy discussing with colleagues, family and friends?
4. What is the one thing you do professionally that you would not want to give up?
5. Which one of your professional accomplishments to date gives you the most satisfaction?

Passion + Expertise = Maximum Professional Power!

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