Tag Archives: lessons in leadership

Set Learning Goals For Yourself.

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There are a lot of things you can’t control at your job. In fact, the longer you stay at a job, the more you realize that many — if not most! — of the things that happen at work are outside your control. Successes are a group effort, and so are failures. I’m not here today to talk much about that.

What I do want to discuss are the things you can control. They’re smaller things, but they really matter:

You can control your work ethic: how hard you work, how smart you work, and with whom you work.

You can control your attitude: the energy and enthusiasm you bring to your work.

You can control the way you communicate: the way you talk to your co-workers, follow up on projects, and collaborate on your work.

There’s one more thing that you can definitely control: The amount you learn every year.

I just finished J. Keith Murnighan’s “Do Nothing!”, a book about learning how to adjust to a new leadership role. And in it, he makes a powerful case for setting learning goals for yourself and your team.

The idea is simple: As you advance in a job, you need to keep improving your skill set, your habits, and your knowledge, too. If you’re not learning more, you’re going to eventually hit the upper limits of your abilities — and peter out at your company.

So what’s the way to fight that? Keep learning. If your company has a learning & development team, take advantage of their classes! If not, talk to your manager about having the company pay for outside classes — something online, something at a local university, or something hosted by a professional organization in your field.

And if that’s not a possibility: You can always commit to two things that don’t cost a dime: 1) Reading more books, blogs, and articles, and 2) Networking with people in your field and asking great questions. Learning doesn’t have to come through classes.

This is the first year my team has set specific learning goals. We’re committing to learning new skills — how to get more out of Google Sheets, how to grow in managerial positions, how to communicate more effectively. And by making learning a bigger part of each job, I hope we’ll be able to grow that much stronger as a team.

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I love that ad at the top. It’s called “Vintage Ad #950: You’ll Have to Move Fast to Get Smart” by Jamie, and it’s licensed under CC BY 2.0.

Just Tell Me What’s Going On.

airplane sunrise

Here’s something I’ve discovered about managing a team that I learned at — of all places — the airport:

We’ve all been on a flight that gets delayed. Maybe you’re at the gate, still waiting to board. Or you’re on the plane already, and there’s going to be a delay. I’ve discovered there are two types of airline crews in that situation:

1) The Crew That’s Vague About What’s Happening — They tell you, “It’ll just be a minute” or “We’re just waiting on one thing, it shouldn’t be that long” — even if that’s not really the case.

2) The Crew That’s Overly Transparent — They tell you exactly what’s happening (sometimes in great detail, even if most of the passengers don’t understand the airport-speak) and how long it’s going to take before you get moving.

And 100 times out of 100, I’d prefer the second crew.

Why?

At an airport, transparency means one thing: Knowing what shit is about to hit the fan before it hits.

It means that if there’s going to be a delay due to weather or mechanical failure, you want to know what’s happening and how it’s going to affect your plans. With the second type of crew, you’re informed: You know that you’re going to be stuck on the tarmac for an extra 20 minutes because the pilot said, “We’ve gotten moved to 15th for departure, so it’s going to be a 20-minute wait,” and then he checked back 15 minutes later to say, “We’re 5 minutes away, sorry for the delay!” I’ve been on that flight before — even though they’re upset about the delay, passengers usually seem pretty calm when they know everything that’s going on.

I’ve also been on a flight where the crew is way too vague — and I’ve seen how panicked and frustrated passengers can get when they feel like they’re not being told the whole story.

Here’s what it means for a leadership role: In most cases, if you can be overly transparent, you should be. Just by saying, “This is something that might be hard to hear, but I’m going to share it with you anyway because you should hear it from me first”, you’re accomplishing two goals: You’re building trust with your team, you’re making sure your team isn’t surprised by bad news.

Don’t let shit hit the fan first. Get out in front of it — even if it’s an uncomfortable conversation. When everyone has all the information they need, it’s much easier for all parties to talk about what happens next.

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That photo,“#sunrise #tampa #airport”, by Mighty Travels is licensed under CC BY 2.0.