Recent content from Liz Reyer
Redefine it as "connecting," enhancing existing relationships and forming new ones.
You will also be able to demonstrate your familiarity with their needs. There's nothing as reassuring as knowing your interests are accounted for.
As an aware leader, you are laying the foundation for your team to experience compassion and then be able to share it.
As a foundation, focus on relationships.
Be very clear on your goal, defining it precisely so that "nice to haves" can be set aside.
As you move up in an organization, you need to become more self-reliant.
It might not be easy to break through, but once you can get him to reflect on his management style, growth can occur.
Success will depend on your colleagues' ability — and willingness — to step up.
In the time before you start, get warmed up by starting your day at the same time you will need to once you are in your job.
Preparation will equip you to succeed and ease your nerves.
In order to build trust in others, start by trusting yourself and your ability to make good choices.
It's the perfect time to prepare for new growth and invest in yourself/
It's easier to stall on decisions than to expose yourself to error.
Start by asking yourself a few questions.
Top performers have options, and if they believe your company is circling the drain, they may well choose to move on.
Depending on the nature of your relationship, you may be able to have a candid conversation about these interactions.
Assess the consequences of this disclosure, thinking about who is now aware and their level of interest in news about your plan.
The key is tying contributions to the things company officials care about most.
Consider what attracted you to this role in the first place and look for ways to maximize it.
Acknowledge the loss and embrace the possibilities
A special word or a vision poster can give your efforts focus.
Reflect on the past, then use your insights to prepare for the future.
Among the ideas: Help others and find appealing things to do that will make you feel engaged.
Start with a list of contributions you have made over the past year. This may not be as easy as it sounds.
A good story has conflict. Define the essence of conflict in your situation. Then play around with finding analogies.
By mirroring your good feelings and paying attention to your emotional and physical responses to stress, you can help open the door.
Reframing the issue to ask yourself if you're actually the problem is a huge step forward.
Your approach may be less damaging in a steady state time, but during a time of ambiguity, it will be especially ineffective.
In particular, think about the areas of adaptability and communication.
Clueless or intentionally rude? That will help you figure out the right path.
However, trite though it may sound, you do choose your reactions.
Be welcoming and express your expectations clearly.
Understanding the points of view involved is important.
Is this a pattern, one that could be having a negative impact in other aspects of life?
You can try pulling back the curtains by sharing each stakeholder's feedback.
Realistically, you will have some slumps during this time. When that happens, give yourself permission to take a break.
Difficult situation, both emotionally and practically? Of course. But also, it can be almost liberating.
Keep in mind that the external environment, particularly the economy, could affect your timing.
A successful approach builds in flexibility and acknowledges the inherent ups and downs.
Look for some low-risk ways to vent, then try moving ahead.
Understand the roots of your concerns and focus on the benefits you can realize.
This calls for both inner and outer work to resolve.
You need to decide if you can be a difference maker in this situation.
Be open to planning and serendipity to get the most new learning opportunities.
Great things happen when a team comes together.
Be real with yourself, own your behavior and find new ways to interact.
A seasonal slump is not uncommon.
It's helpful to build on positives, but you may have to dig deep.
A big part is believing in yourself; then you will be able to tell a compelling story about your readiness to return.
This is a control device, whether it's intentional or not.
If you want a no-risk solution, you are not really stepping up to take responsibility for your actions.
If you're still selling the same products in the same way, it's not a surprise that you're seeing declines.
Rather than trying to change them, focus on your own leadership skills.
It's easy to fall into the trap of believing that others are causing your feelings.
Devising systems that work for you will be key.
Combine new skills and authenticity to help you meet the needs of this role.