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Recharge: Unplugging from Work the Right Way

October 2, 2019 By Patti Cotton Leave a Comment

Recharge: Unplugging from Work the Right Way
Image Credit: Shutterstock

How often do you recharge your phone? My guess is that you recharge it intentionally on a regular basis so that it operates well for you at all times.

When was the last time you recharged yourself as instrument? Staying away from the office on weekends and that occasional vacation may not be restoring your ability to perform.

If you feel like you are slogging through mud, if you notice it seems to take you longer and longer to make decisions or to get the work done, this is a signal that you are not recharging effectively.

Time to switch it up.

A simple pause is not a recharge.

Just as an athlete’s body needs recovery time in between training sessions, your brain needs recovery time from performance to recharge. If it doesn’t receive this and you need to perform, you will begin to notice that your thinking isn’t as sharp as it has been in the past. Your performance-to-results-time is getting longer. It may feel like you are pushing a boulder uphill without relief to get the work done. As a result, your stress levels rise, fueling distraction and fatigue. What’s happening? You have set up a mode of operating that systematically depletes the mental and physical energy you need to accomplish work.

How do you redirect this path from impending burnout to recharge?

First, it’s important to recognize that the more you perform, the more you need to devote time to recovery. Second, what you do with that time to recover counts.

Calendar time to recharge and unplug.

Do you make time to recover? Evenings and weekends are places to start. But let’s look at how you are spending your time during those pauses. You are not recharging if you are doing any of the following at those times:

  • Scheduling or holding calls or meetings
  • Answering or even just checking work emails or work-related texts
  • Thinking about projects and work situations
  • Experiencing poor sleep and inadequate rest due to concern about an aspect of work

If any of the above situations strike home, it’s time to take some steps.

Break up with work on a regular basis.

1. Create boundaries with technology.

Shut your phone off and put the computer away. Consider carrying a dedicated work phone during workdays and leaving it in the office at night. Do these suggestions make you nervous? This may indicate that you suffer from a technology addiction or unhealthy expectations. Identify what concerns you about closing your virtual doors for the evening so that you can address this.

2. Remind yourself that you need your sleep.

Put your phone on sleep mode before you go to bed or put it in another room, so you aren’t disturbed by alerts and brightening lights. This keeps your sleep uninterrupted and free of the impulse to check right away to see if you should take care of something (most likely work!).

3. Empty your mind of work concerns.

Get a work journal. If you begin to think about work, either getting a bright idea or worrying you might forget something, write it down in your work journal. Put your journal somewhere such as in your briefcase, backpack, other where you will feel confident you won’t forget to take it with you when you return to work.

4. Reconcile that work will never be “done.”

Many live with the false belief that “once this project is complete, my workload will slow down or even out.”

Is that really true?

If you reflect back, you’ll realize this thinking is faulty. If you identify with this line of thought, considering reviewing the time you estimate for various tasks and projects, and how you gauge that you are on time as you work to complete deadlines.

Do some time blocking for these various initiatives to make sure you reserve space for work. You may find that you are optimistic, and that you haven’t allowed for unexpected interruptions and breaks. Identify what keeps you from opening up enough space for your work and readjust.

5. Integrate power-boost breaks on workdays.

Once you have preserved your evenings and weekends from work, examine your workdays for meaningful recharge. It’s tough to focus the entire day without pauses that refresh. And caffeine is not the answer.

Where in a typical workday can you break a few times for a 5-minute “brain break”? During these breaks, get up and move about. Connect with a coworker (on a non-work item such as how they spent their weekend). Meditate at your desk. Do something that allows your brain recovery time.

Infuse meaning into non-work time.

Once you have placed boundaries around non-work life, make this time count.

1. Reconnect well with family and friends.

Connecting with others nourishes your life through relationship. Be choosy about the people with whom you spend your time and make it count. Are you enjoying conversations and creating experiences together? Or are you sitting side by side while binge-watching shows without any mutual exchange?

2. Include fun and laughter.

Take stock of whether fun and laughter are well-embedded in your relationships, pastimes, and general philosophy. Intentionally lifting these up in your life makes a big difference in the quality of your exchanges and your outlook.

3. Revisit your larger purpose.

Take regular time to reflect on what you do and why you do it. How does what you do impact the larger picture of not only the business, but of life? Are you making the impact to which you aspire? Does this align with your life vision?

If you can’t answer these questions, it’s time to seek clarity. Your larger purpose + aligned and meaningful work = your legacy. Make yours count.

Recovery time should be intentional and meaningful. More than just a simple battery recharge, this should be a time when you focus on life priorities and meaning.

I often ask my clients what they want to celebrate at the end of their lives. Never has one said that he wants to leave a clean desk behind, no matter what the cost to his relationships, health, and life.

Rather, clients talk about making sure their footprint has been one of forging wonderful relationships, having positive influence on the lives of others, and helping to make the world a better place. If you identify with something along these lines, it’s time to unplug, recharge, and refocus how you approach your work to invite the space in which you can do this.

Starting now.

“Almost everything will work again if you unplug it for a few minutes, including you.”
– Anne Lamott


© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

What’s Not Going to Change for Your Leadership

September 25, 2019 By Patti Cotton Leave a Comment

What’s Not Going to Change for Your Leadership
Image Credit: Shutterstock

Jeff Bezos, the founder of Amazon, once observed that he is frequently asked what would change in the next 10 years.

His answer has really influenced the way I approach my work with CEOs and their teams to make change.

Jeff said, “I almost never get the question: ‘What’s not going to change in the next 10 years?’ And I submit to you that that second question is actually the more important of the two — because you can build a business strategy around the things that are stable in time…

“In our retail business, we know that customers want low prices, and I know that’s going to be true 10 years from now. They want fast delivery; they want vast selection. It’s impossible to imagine a future 10 years from now where a customer comes up and says, ‘Jeff I love Amazon; I just wish the prices were a little higher,’ [or] ‘I love Amazon; I just wish you’d deliver a little more slowly.’ Impossible.

“And so the effort we put into those things, spinning those things up, we know the energy we put into it today will still be paying off dividends for our customers 10 years from now. When you have something that you know is true, even over the long term, you can afford to put a lot of energy into it.” (Source: Jeff Bezos at reInvent, November 2012)

How does this relate to leadership?

Character.

In a world of variables, character is the foundation of excellent leadership. And this will never change.

Is your foundation firm?

If you are a regular reader, you receive regular leadership tips and tools on how to be effective.  I write about problem-solving, making change, confrontation and critical conversations (and more!) – all skills and competencies that you as leader must manage effectively.

But unless you possess the strength of character to put these tools to work, your results in these areas and all others will be compromised.

Why don’t leaders and their teams give greater focus to this? Well, character is hard to define. And measuring it also becomes a question.

This means that these decision-makers tend to shy away from it and turn to other aspects of development to their own detriment.

Ivey Business School’s professors Crossan, Gandz, and Seijts remind us, “When it comes to leadership, competencies determine what a person can do. Commitment determines what they want to do, and character determines what they will do.” (Crossan, Gandz, and Seijts, Developing Leadership Character, Ivey Business Journal, January/February 2012).

There are 10 leadership virtues, a key part of character, that Crossan, Gandz and Seijts have identified:

  • Humility is essential to learning and becoming a better leader.
  • Integrity is essential to building trust and encouraging others to collaborate.
  • Collaboration enables teamwork.
  • Justice yields decisions that are accepted as legitimate and reasonable by others.
  • Courage helps leaders make difficult decisions and challenge the decisions or actions of others.
  • Temperance ensures that leaders take reasonable risks.
  • Accountability ensures that leaders own and commit to the decisions they make and encourages the same in others.
  • Humanity builds empathy and understanding of others.
  • Transcendence equips the leader with a sense of optimism and purpose.
  • Judgment allows leaders to balance and integrate these virtues in ways that serve the needs of multiple stakeholders in and outside their organizations.

And now, let’s examine how they outline that these affect leadership:


(Source: Crossan, Gandz, and Seijts, Developing Leadership Character, Ivey Business Journal, January/February 2012)

You can see how these character traits undergird all that you undertake, and this will not change.

Which of these leadership character traits needs sharpening for you? Your team? Decide to give greater focus to this. Because taking your organization into the future will always begin – and end – with character.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC


© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

When Your Executive Drops the Ball

September 18, 2019 By Patti Cotton 1 Comment

When Your Executive Drops the Ball
Image Credit: Shutterstock

Every leader has encountered a situation where one of his executive team members has messed up. It happens.

The problem is, in the heat of the moment, if the blooper is big, we might tend to blurt out the first thing that comes to mind.

Statements such as “I can’t believe you did that!” or “What were you thinking?” can really shut down any further dialogue. They can also fuel negative emotions and shame. These don’t help the situation.

What can you do to avoid creating more problems?

How can you respond in a supportive and proactive way so that the two of you can work from mess to solution?

Here are three questions that make this simpler than you think, helping you to turn a “bungle” into a positive coaching opportunity.

1. Focus on desired outcomes.

Pause. Breathe. Then, ask yourself, “What outcome do we need to achieve here?” This will help quell your emotions and keep dialogue productive.

2. Focus on the future.

Ask your executive, “What do we need to do from here?” This allows the executive to see that you are working as a team. At the same time, you are encouraging your executive’s critical thinking skills and problem-solving abilities.

3. Focus on support.

Follow with the question, “How can I help?” Reinforce your show of support and your confidence in the executive’s ability to move forward.

The way you handle crisis can be alienating or team-strengthening. You’ll also be modeling this for others, fostering trust and support for growth in your organization.

The Clockwork of Excellent Leadership:   3 Essential Gears

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© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

Do You Have an Absentee Leader on Your Team?

August 21, 2019 By Patti Cotton Leave a Comment

Do You Have an Absentee Leader on Your Team?
Image Credit: Shutterstock

Absentee leadership is rarely discussed, but it is perhaps the most destructive of all poor leadership types. It can do more to compromise employee engagement, morale, and productivity than other faulty leadership styles.

Unfortunately, it is also the most difficult of the styles to detect, which means you may have one on your team right now.

How can you detect whether you have this element in the executive circle? And what can you do about it?

Also called an emotionally disengaged leader, an Absentee leads in title only. They are people who are perhaps promoted into management because they did great work in their previous position, and they enjoy the perks and rewards of their current elevated status. However, they do not put in the hard work of engaging with their team to provide direction and support. You might say that they deplete the organization’s value because they are taking from it, but not investing back into it.

This affects the teams and individuals in their area of responsibility in a much more insidious way because absentee leadership behaviors can cause confusion in roles, conflict between staff, and increased stress leading to work and health problems.

Symptoms that you have an Absentee on your team can include:

  1. End runs for answers.

Do you have employees from a specific area within the organization that continue to come to you for answers? Ask yourself why. Allowing or even supporting this disempowers their leader and crowds your calendar. If you have not encouraged this dynamic, it may be that these employees are not getting answers from the person who should be supporting them. Don’t fall into the trap of giving a quick and easy response to these queries; instead, make time to sit with the leader who should be supplying answers and share what you are noticing. The goal of this exercise is not to punish the employees, but to explore why they are not getting answers. Deep dive on this one.

  1. Increased conflict or interpersonal problems.

Do you have employees or an area within the organization that cyclically erupts? This is a reflection of unmanaged emotions and a lack of ability to negotiate relationships. If this is a trend, it is a reflection of someone allowing this to continue. I would call this an Absentee leader, since the leader is either aware of the situation but steps back from confronting, or they are unaware, which is worse. Again, this requires a conversation and some coaching around expectations. You’ll need to stick closely to the Absentee during a corrective period to monitor their progress. Absentees can disappear easily in the company crowd. They are generally nice people who don’t make noise, which allows them to hide behind other more evident company challenges.

  1. Team grumbling or low performance.

When conducting employee forums or interdepartmental meetings, do you notice that dissatisfaction is expressed from the same corners every time? Is there a team that is known for its compromised performance? A chronic poor attitude or behavior in either individuals or team is a clear sign that someone is not present for their team, providing coaching, corrective feedback, and upholding expectations. Again, your approach would be the same – to sit with your Absentee and outline what you are observing, how it is impacting others and the company, and to define clearly what you want to see. Monitor, monitor, monitor.

This topic is worth careful study if you want highest ROI from your executive team.

The impact of absentee leadership on job satisfaction outlasts the impact of both constructive and overtly destructive forms of leadership. This costs your company not only now, but in future, since best efforts to turn this around take time.

And at a time when your focus needs to be on leading the organization into the future, you can’t afford to compromise.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC


© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

5 Ways to Cut Your Meeting Time in Half

July 17, 2019 By Patti Cotton Leave a Comment

5 Ways to Cut Your Meeting Time in Half
Image Credit: Shutterstock

Ask anyone in management about how much they love meetings, and I can guarantee you will hear a loud groan. Chief complaints are that there are too many, they waste time, and little gets accomplished during these. A top upset is when meetings rehash the same agenda items without any move forward.

How can you minimize the time spent on your meetings, maximize the focus and outcomes, and get back to work quickly?

Here are 5 ways you can make sure your meetings are effective, stay on track, and keep the organization moving forward:

1. Prepare your attendees for the meeting.

Make sure your meeting has a clear purpose, an agenda, and any background information to brief people. Send this out ahead of time and alert attendees that they need to review the info before the meeting is held. This one move can eliminate a lot of time in your meeting wasted on bringing people up to speed and risking conversations around things that have already been decided.

2. Clarify what you want from your attendees.

Is this meeting informational, for consideration, or for action?

a. If the meeting is for information only, make it clear that you are sharing for awareness, and decide during your meeting what information from your time together needs to be shared with the larger employee base or select management.

b. If the meeting is for consideration, make sure you define what is up for consideration and what outcomes you would like for the meeting. This kind of meeting is most likely to be typed as a time-waster unless you facilitate for the outcomes you request, identify next steps with deadlines, and share this with all involved to pull things forward. It is important especially for this type of meeting that you as leader facilitate and allow other team members to speak and weigh in. Your job is to conduct the meeting and keep it on track to desired outcomes – not to dictate opinion by reason of your position.

c. If the meeting is for action, be sure that you have identified and have present all decision-makers who need to be in the room. This avoids having to chase down and reintegrate any new views or opinions coming from those who were absent (and which can often cause another new meeting on the same subject, rehashing the same agenda). As with the meeting for consideration, articulate clearly the decisions that were made, the actions you have determined, who will follow up on each, and a deadline for reporting back.

3. Go lean on your attendee list.

Do you have tourists in your meetings? People who have climbed “on the bus” by virtue of association, but who really don’t need to be in there? Review your agenda carefully and decide who from your regular attendee list no longer needs to be involved. This can be touchy as you may send the wrong message by simply disinviting them. Be sure to explain why – that the agenda isn’t something to which they need to devote time, and you are revamping in order to minimize meetings and time spent on these so that they can do the work at hand.

4. Avoid highjacking.

Three major ways this can happen to your meeting are when Parkinson’s Law of Triviality is activated, when side-barring occurs, and if you have a personality who tends grandstand or hold court.

a. Parkinson’s Law of Triviality is where people spend a relatively large amount of time, energy, and focus dealing with relatively minor issues. How does this work in a meeting? People will stay with trivia inside of a more major decision because they are more comfortable with that. They may not understand the larger issue at hand, or they may not be fully engaged with it. When this happens, and they begin to “major in minors,” the more important issue being neglected, and a whole team diverted to a side conversation. If you notice this happening, be quick to call people back to the larger focus at hand.

b. Stopping your own meeting to side-bar means that the rest of your team has to wait while you do take care of things that should be cared for in a 1:1 meeting or other forum. It sends a poor message about your own leadership abilities and causes people to lose their focus and engagement during your time together. That’s a hard thing to recapture – so don’t do it!

c. Do you have a grandstander? A personality who considers meetings the place where they can make sure everyone else is impressed with their opinion? This person tends to takes up all the air in the room so that others aren’t able or willing to participate, or interrupts loudly to show expertise. If so, you need to have a critical conversation with this person to help them to understand the behavior you are noticing, how it is adversely impacting the team, and the desired behaviors you want to see instead.

5. Recap of your meeting.

Send out a recap of your meeting notes with appropriate action steps, designated people in charge of them, and deadlines. These notes should be taken by someone other than you to allow you to focus on leading and facilitating. If you have an assistant, this is optimal. If you have a leaner team in attendance for this one, ask one of your members to capture what you want on the agenda so that you can have your assistant type these up later for distribution.

What are your pet-peeve time-wasters in meetings? I’d love to hear more about it.

For more about making your meetings more effective to promote better decisions and outcomes, see McKinsey’s May 2019 article “Want a Better Decision? Plan a Better Meeting” by Aaron De Smet, Gregor Jost, and Leigh Weiss.

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© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

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