Leading Edge – Volume 83 – Success Skills: Emails and Meetings

Leading Edge – Volume 82 – Success Skills: Time Parasites

Resiliency-A Personal Journey

“Fall down seven times, get up eight.”

Japanese Proverb

By Kelley Reynolds

The thing about resiliency is in order to attain it, life has to knock you on your ass first. Right? How can you get up if you aren’t on the ground in the dirt?

My story, by the numbers:

26 = Trips to UCLA
10 = “Extra” months
5 = Brain surgeries
Infinite = Tears cried

“Brain tumor” NO WAY! There can’t be anything wrong with my husband’s brain. He earned a Master’s degree from Berkeley.

“Dying” IMPOSSIBLE! Have you even seen my husband? He is the Fitness Instructor for the Las Vegas Office of the Secret Service.

Cancer did not care about the logic of my denial. It didn’t even slow down for me to catch my breath.

There were 26 trips made to UCLA for treatment. For hope.

Inside one of buildings we frequently visited on the UCLA campus was a lovely courtyard with a tree and couple of tables and chairs. While he was receiving care, I would walk to a local restaurant and order lunch to go. I returned as the nurses finished with him. He and I would sit outside in the courtyard and eat lunch, like any two people in the world. It was a break, a respite from our current lives. Back when life was normal, once a week or so, we would meet for lunch. For an hour, in a courtyard at the UCLA cancer clinic, we could be normal.

We fought bravely, fiercely, naively, through exhaustion, through tears.

And then one day, there were no more lunches.

Life did not care that this was not my plan. Life continued without my consent. The sun rose the next morning. And the next. And the next. And so did I.

For whatever inexplicable reason, I was drawn to return to UCLA. I felt the desire to return. I wanted to walk to get lunch and go eat in the courtyard. I had this image; a way to honor or to connect to him. But life was moving forward. Life was not going to wait. Work beckoned. Piles of mail beckoned. The children’s activities beckoned. And so I rose and moved.

Life continued and changed. Children grew. People entered. Others left. New job. Fresh diploma. And still I felt pulled to return to UCLA. To eat lunch in the courtyard.

Only a few years had passed since he and I were there together. Now the time was right. My life was at a point and I was ready to make the trip.

The drive was unremarkable. When I arrived, I parked and set off on foot to decide on a restaurant. The sidewalks were familiar. But the place at the end of the block, where hamburgers had previously been sold, now specialized in fried chicken. That new café used to be the ice cream shop where I purchased about ten gallons of strawberry ice cream with crushed Butterfinger pieces on top. I continued undaunted. Thankfully, the sandwich shop was still on the corner.

With the paper bag, filled my husband’s favorite lunch, in hand, I followed the path I had walked dozens of times. I arrived at the familiar crosswalk and pushed the button. As I made my way across the street, I looked around the neighborhood. There was a brand new big building sitting in front of my destination. Maybe I was at the wrong intersection? No. I was in the correct spot. I would just walk through the new building to get to my courtyard. When that didn’t work, I decided to walk around this beautiful new building that was filled with eager energetic dental students, to get to our courtyard.

It only took 20 minutes of walking in circles for my denial to dissipate. My building was gone. Our courtyard was gone. Not just metaphorically, but actually. The courtyard that I daydreamed about for three years, demolished to make way for new fresh life. Now what was I going to do with the French dip sandwich? How was I going to honor him? I couldn’t sit in the new place. There weren’t any trees or greenery. And, it wasn’t ours.

Still clutching the lunch bag in my hand, feeling confused and disappointed, I made my way back to the street. As I stood on the sidewalk, contemplating my next move, I noticed that right next door was a park. Big trees, greenery, bushes.

Although we never visited it, I knew, being an avid outdoorsman (he proposed to me at Zion National Park), he would have loved this place. There was a perfect spot, under a tree next to the pond. I sat on the ground and savored our lunch.

While on the ground, I thought about this situation. Sure, my life was moving, better than I imagined it would. Yet it never occurred to me that the lunch of my day dreams could have changed. What a silly expectation. That life would stand still.

Soon lunch was over. It was time for me to leave. So once again, I rose from the ground and continued to move.

Kelley’s optimistic outlook on life guides her belief that change is possible!

Her easy going instruction style mixed with a dry wit make her an entertaining educator. She has instructed professionals throughout the nation as well as internationally. Kelley has earned a Master of Business Administration and possesses a bachelor’s degree in Criminal Justice, both from University of Nevada, Las Vegas.

Leading Edge – Volume 81 – Success Skills: Time Management Systems

Signs Your Workplace is Toxic

You May be in a Toxic Workplace If:

By Tim Schneider

Last week, our very own Polly Walker, wrote a great piece about horrible bosses and poor leadership.  Great read and I encourage you to take a look at it.

And now, a bit of a different perspective related to a toxic working environment and the signs that you may be in one:

Hiring and Promoting Practices

Based on experience, longevity or insider favoritism.  Over-values technical skills and under-values interpersonal skills.  Turnover, or transfers out are extremely high.  Those not transferring or leaving are looking.

Input Not Solicited 

Never is input, comments or ideas solicited from team members.  The boss has all the ideas and dictates outcomes.

Favoritism and Harassment are Permitted

Even when reported, rampant favoritism and harassment is ignored or tolerated.  Only the lowest level team members are actually held accountable for a code of conduct.

Learning is Ignored

Little or no value is given to learning and growth.  Opportunities for learning and growth are minimized for “work coverage” and no holistic view is given to team member learning.

Needs Are Not Met

The primary needs of self-esteem and relationship connectivity are not met or are not being fed.  The environment does not encourage social interactions and praise is only used begrudgingly.

Communication Vehicle and Frequency

Too much email and not enough face-to-face communication occurring.  Email is used to cover your you-know-what.  Widespread copies and blind copies.  Good communication is rare and rumors rule the data flow.

Opaque Transparency

Secrecy and those who know versus who does not know.  Nothing is shared in a forthright and open manner.  Creates huge amounts of anxiety among team members.

Budget is King

All hail the mighty budget!  Doesn’t matter what the right thing is or where opportunity is missed, its all about being under budget.

Right is Never Right

As obvious as the right thing is, it escapes the toxic environment.  Discipline for the bad is ignored and taking care of the good is an afterthought.  

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Leading Edge – Volume 80 – Success Skills: Time Management Overview

Leading Edge – Volume 79 – CEO Mindset: Communication Approach

7 Deadly Signs of a Rotten Boss

“Good leadership isn’t about advancing yourself.  Its about advancing your team.”

― John Maxwell

By Polly Walker

At some point in your career you (or someone close to you) has probably worked for someone that was a rotten boss. According to an April 2015 Gallup study, 50% of workers in the United States have quit their job to get out of this very same scenario. This situation is very common because hiring and promotion decisions are usually based on a team member’s past experience and/or technical expertise, and not how good of a leader they are or what management skills they possess. These folks get rewarded for their technical expertise by being put in an entirely different role supervising or managing team members…often with disastrous results.

What is a rotten boss? Here are seven of the most common behaviors of someone who probably shouldn’t be in a leadership position:

1. Nitpicking and micromanagement: Nobody can do it as good as they can. They are down in the weeds and in your business.

2. Public criticism/bullying: They enjoy correcting people or calling team members out by name in meetings and public forums.

3. Lack of positive feedback: Their only interactions are to tell team members what they are doing “wrong”, and there is never a pat on the back for what they are doing “right”.

4. Doesn’t encourage career growth: No discussions are held to find out how the team member wants to develop and how the business and the leader can support them.

5. Bad listener: They don’t solicit input and/or they can’t or won’t listen.

6. Plays favorites: They expect less and relax rules for certain team members.

7. Never wrong/don’t apologize: Everyone makes mistakes. But when they do they sweep it under the rug or don’t apologize for it.

Did reading these seven signs bring back memories? What kind of impact did that rotten boss have on you, your team members and your organization? Team members are an organization’s greatest asset. Companies need to ensure that when hiring decisions are made that the person has either demonstrated good management skills, or that they are given the leadership training they need to be a good supervisor or manager prior to or as soon as possible after promotion. Rotten bosses result in team members who either leave the organization or stay and are miserable, so it is very important companies hire and promote the right people and provide timely and impactful leadership training.

Polly Walker’s areas of focus include leadership development, quality management, customer service, team member engagement and process improvement. She is an engaging and experienced facilitator, team builder, trainer, and change manager. 

Leading Edge – Volume 78 – CEO Mindset: Subtle Direction