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Leadership Hacks -Scott Stein - Coggle Diagram
Leadership Hacks
-Scott Stein
Ch 3 - Communication
When leaders can't communicate, their ability to lead is questioned
Tell - Show - Ask
Tell
Tell, don't Yell
Be motivating, not dominating
Tell to save time
Tell from
their
perspective
Tell a story or vision
When to tell
When time is very limited and instruction isn't necessary
when failure to comply results in disaster
when the people you're leading are led by relevant stories
Show
Visually map the steps
Use color/texture
Create a model or diagram
Demonstrate meaning
Observe someone else (have someone model or be an example) - YouTube works here, too
When to Show
teaching new skills
Demonstrating
explaining complex ideas
Ask
Open Vs. Closed Question
Open - the Journalistic questions (who/what/where/when/why/how)
Closed - Do/Could/Have/Are/If
Ask without judgement
Be supportive
ask open questions
share wisdom
demonstrate willingness to listen
When to ask
when their perspective is wanted/needed/valued
when you need to shed light on blind spots
when you want to assess capabilities or understanding
The Intellectual Property Snapshot (Matt Church) - come up with the following for your biz to ensure maximum communication mediums
a visual model
a metaphor
a key point or concept
a case study
a story (Pixar-style or Hero Journey)
Ch 4. - Delegation
Delegation Levels
Level 1: Do X, report back
Level 2: Plan X together, do it, report back
Creating a Plan
Mind map the actions together
Determine chronology
Identify deadlines and check-in dates
Get a copy of the plan to all participants
Check-In at agreed times
Benefits of Level 2
Strengthens relationships
Identifies gaps early
Saves time (eventually, maybe not at first)
Level 3: Map it yourself, show me, then do X
Encourages leadership, proactivity, and initiative
Saves time having them put the plan together (I just need to review it)
Individuals can then start to use the process with others
Level 4: Do X, show me results
Lead them through Levels 2 and 3 first, but then they can go their own way w/o the need to check on their plans first
Use it with
peers
teams
managers (lead "Up the Chain") - get them to "buy in" by Asking them to plan with you. This gets them some commitment to the idea.
Two types of delegated tasks
Administrative
Project
Identify who you can delegate the task to, effectively
Ch.5 - Coaching
Why coaching is necessary
Fewer staff, more spread out
Jobs are expected to be performed faster
It is expected that jobs will be learned faster
Reasons to Coach
Shift Mindset
Address performance issues
Offer career development
The REAL Approach
Review results
explore possible actions
Agree and commit
Lock-in deadlines and check-ins
3 Coaching Areas
Motivation
Actions
Goals
"Start with Why"
5 Coaching Hacks
Be aware of your own mindset
Document
Prepare questions in advance
Be clear on what type of session you're after
Identify their motivations
Ch. 6 - Team Meetings
Meetings waste time when they are purposeless and planless - meetings just to meet are time-sucks
Meeting Requirements
Purpose
Express simply
Agenda
Title/Purpose
start/finish time
location
participants
order of topics to be disussed
Format/type of meeting
req'd / recommended prior reading / understanding
Types of Meetings
Reporting / Check-In
Communicate results / KPIs
Share immediate plan of action
Ask for help or collaboration - this is KEY, without this part it may as well be an email report so it can be done asynchronously
Problem - Solving
ID the problem
Journalistic Questions
ID possible solutions
More is better, they will be filtered later
Discuss / Rank solutions
Vote - vote for the solution(s) each team member wants
Score - team member scores each solution (1-10, 1-5, whatever) and highest average scores are filtered.
Repeat this cycle as many times as necessary
Avoid letting any one person take over
Agree on solution(s) CLEARLY and UNAMBIGUOUSLY
ID who does what by when
Teams need leaders, one person needs be accountable for each
Decision - Making
be CLEAR about what the decision to be made is, what the options are (otherwise, perform problem-solving). Leaders voice opinion last to avoid influence
Strategy - Development
These are complex and messy. Use tactics from the other meeting types. Consider getting a moderator.
Compression Planning
This seems...like an overly complicated version of problem-solving.
Hacks
Use visuals
track actions, agreements, tasks, etc.
Mix up meeting locations
For virtual
test beforehand
reduce outside interference
keep cameras on if possible
Share files, draw diagrams, screen share
record
Ch 7 - Team Mobilization
1, Create a Vision
Clear and Elevating
Compelling and Authentic
Willing to "burn the ships"
Commit w/o a comprehensive plan (framework, yes)
Share the Vision, Engage the Staff - engage the staff during creation or as soon as posssible
DO NOT go on a "leadership retreat" and come back with some statement - it WILL be resented
The "First 30% and "Core 50%" will give critical mass to the movement
Develop Processes that Empower People to Act
Celebrate and Promote Wins
ID Touchpoints to Remind and Assist
Internal promotion campaigns - share what people in your company are doing that is awesome
Award programs
External marketing campaigns and promos
5 Hacks for Team Mobilization
Be willing to risk change
Talk to HEADS and HEARTS
Be present and visible everywhere
Get out of their way - don't micromanage!
Promote wins to anyone and eveyrone
Ch 1 - Distractions and Productivity
Internal Distractions
Lack of energy
this is very personal to each person
Mind the "big things"
diet
exercise
sleep
stress
Wrong mindset / self-doubt
Get help, coaching, etc.
The Thinker thinks and the Prover proves
Whether you think you can, or think you can't, you're right - Henry Ford
"Business"
don't' get sucked into being busy
External Distractions
Interruptions
"Open Door Policies"
Tech notifications
Phones
Time Exercise - Mind Map
Map out your role and where you spend your time
what % of time in each place?
IN or ON the biz?
Map out your "ideal schedule" - where do you think you
should
be spending your time?
How can you transition from A to B?
Ch. 2 - Technology and Email
4 Types of Tools
Organization
Evernote
OneNote
Calendar 5
SimpleMind
Communication
Slack
Basecamp
HipChat
Memo Mailer
Collaboration
G Suite
Dropbox
Podio
Tracking and Project Management
Mic. Project
Trello
Asana
Todoist
Email
The Troubles
Volume
Time to Read
What to do next
Management Systems
3-2-1-0
3x / day to check email
21 minute timer (try to beat it) to get to Inbox 0
Four-Step Approach
Scan - delete junk, look for high-priorities, get a feel for things
Delete anything irrelevant
Sort
Folders
Labels
"From" field
Respond
5 Hacks
Subject Line
relevant and clear
Consider codes
FYI
Action Needed
Decision
Thoughts
Message Length
short, concise, lots of white space
bold important areas
TL;DR
Consider that many emails are read on mobilenow
Visual texture and impact
line breaks
bolded parts
bullets
Specific outcome - what is expected from the reader
Often 5 categories
FYI
Share/Gather Info
Decide
Act
Meet
Time Frames - WHO does WHAT by WHEN