Leadership Tip: Checklist

My name is Ansley, and I’m a list-maker. Whether it’s the running list of groceries on the fridge, a list of things to remember to do before I leave the house with the kids in the morning, or a list of things that I need to start thinking about…I make lists. And I really enjoy checking things off as I go along.

So, I did a little research into the checklist-making habit I have. Here is what I’d like to share with you.
From Wikipedia, the free encyclopedia
“A checklist is used as an aid to memory. It helps to ensure consistency and completeness in carrying out a task. A basic example is the "to do list." A more advanced checklist would be a schedule, which lays out tasks to be done according to time of day or other factors.”
Checklists can improve results. Checklists are powerful tools for jogging your memory, reducing stress, and sharing know how.
People use checklists effectively to:
· Reduce task saturation. Task saturation is simply too much to do and not enough time. Checklists help you reduce that overwhelming feeling – probably not all of it, but some of it.
· Lower stress. Checklists minimize forgetting something. This relieves the stress of worrying about forgetting (especially when consequences are very bad).
· Free the mind. You don’t have to waste your prefrontal cortex on mundane things. Basically, checklists free you up to worry about higher level issues.
· Be a refresher course. You can use checklists as a tool to remember a sequence of actions for the next time you do something, like submitting a check request or packing for a trip.

Do you use checklists? If you currently don’t use them, create a list for the coming week and see if you feel more productive. If you are already a checklist person, please share your effective checklists. I just might write your secrets down, try them out, then make a “to-do” to remind myself to thank you for suggesting the secret!
This month’s sources include: Wikipedia and www.sourcesofinsight.com.

February 2010 - Inspiration for Leaders

Be Powerful in an Empowering Way

"A hero is no braver than an ordinary man, but he is braver five minutes longer." -- Ralph Waldo Emerson

I’m a powerful person. Now, I’m not a power-hungry person at all, and I don’t even get excited about being the ultimate “decider” of what our family eats for dinner, but rather, I’m powerful in the sense that I can do good for other people every, single day. You are a powerful person too. If you don’t think you are, you should step back and think again. As a leader, you support a lot of women in our League who go out and do good in our communities… and that is incredibly powerful. I want to take a minute and encourage all League leaders to use their power to empower others.

The following is an excerpt from The LeaderShape® Institute. (I had the opportunity to attend LeaderShape while in college, and then help facilitate a session after college, and it has sincerely shaped me into the person I am today.)

Power is the ability to influence others and get things done. It is not a negative concept. In fact, it is only when power is wielded through intimidation, manipulation, or for personal gain that the concept becomes a negative one. You need not apologize for utilizing power if you’re thoughtful and responsible about its use. Leaders, however, always need to consider: who they are leading, why they are leading, why they are interested in having power, and how they can be most effective.

Empowerment is the process of sharing so that others have a sense of autonomy and control. Empowering is a leap of faith for many leaders and often feels risky because you are consciously giving up control and trusting others so they can perform independently – and be held accountable.

Empowerment works only under two conditions: When people are qualified to do the job and when the transfer of assignments doesn’t appear to be dumping of responsibilities. It’s inappropriate, for example, to give people tasks for which they don’t have the knowledge or skills. In this instance, a leader is only setting up someone to lose face – and power – when the job is poorly done. Likewise, to delegate simply to get the monkey off your back is an irresponsible use of empowerment.

How, then, do leaders empower?

First, by giving people important work to do on critical issues. Allow people autonomy over their work by giving them projects from beginning to end. Recognize the talents and skills of those in your organization and delegate tasks to match skills so that people will succeed! Trust people to do the job, even if it’s not done your way. Finally, create an environment where people are recognized for their efforts, where people are coached and encouraged if they need help, and where people’s strengths and unique qualities are valued.

The positive aspects of empowering others is that people will begin to self-motivate (all leaders dream of this!), they will work harder, and they will receive greater personal satisfaction for their efforts all of which results in a stronger organization.

Have a great month ahead – and thank you for your powerful and empowering leadership!

Some of this month’s sources include: Personal notes and content from The LeaderShape® Institute.

Do you feel inspired? Do you have suggestions for future topics? If you have questions or comments, or just want to comment on what you’ve read, please send a note to the Nominating Committee.

What’s that you say? Components of Active Listening

"The greatest discovery of my generation is that a human being can alter his life by altering his attitudes." -- William James

January 2010 - Inspiration for Leaders

Happy January! This month’s inspiration focuses on the components of ACTIVE LISTENING. I imagine most of you have heard that term and likely practiced it before, so just think of this as a quick shot-in-the-arm refresher. I highlight active listening this month because it is a very powerful aspect of being an effective leader. Listening to our fellow committee members and community representatives is critical to each of the League’s successes. As leaders, we need others to listen to us, and we, in turn, must listen to others, so that they know that they are valued. They will also walk away feeling pretty effective too. A win-win.

So, from my perspective, the goal of active listening is: To non-evaluatively hear what another person is saying.

I encourage you to use active listening in your monthly/weekly meetings, your community involvement, your business interactions, and just about all daily encounters. (It may also come in handy in tight situations of relationships, child-rearing, parenting, etc.) So, review these components and see if you can make a difference in someone you listen to today. Best wishes in 2010!

CRITICAL BEHAVIORS

1. Attending - Showing interest through nonverbal behavior and acknowledging responses.
2. Mirroring - Accurately reflecting content and feeling in a non-judgmental way.
3. Questioning - Eliciting more information or requesting clarification.
4. Showing Respect - Suspending judgment or evaluation and avoiding behaviors which discredit or trivialize the conversation.
5. Self-disclosure - Sharing one’s own experience.
6. Problem-solving - Exploring alternatives and developing specific action steps to solve problems.
7. Showing empathy - Expressing concern for the other person.
8. Spontaneity - Being expressive rather than contrived.

Some of this month’s sources include: Personal notes and content from The LeaderShape® Institute.
 
Do you feel inspired? Do you have suggestions for future topics? If you have questions or comments, or just want to comment on what you’ve read, please send a note to the Nominating Committee.

Leadership Tip: Slowing Down to Speed Up

Leadership cannot really be taught. It has to be learned.
~ Harold S. Geneen

It is hard to believe that it is only a matter of days before our clocks and calendars turn to 2010. While the time is going quickly, for a few committees, the month of December may be a little “slow.” You may have social events rather than heavy meetings, but please keep in mind that you are leading a group of amazing ladies and they need to hear from you. You may also be working with amazing organizations that need to hear from you too.

· People do what they have to do for their manager; they do their best for an inspirational leader. (Note to self… you want to be an inspiring leader, not a manager.)
· You must embody what you ask of others and be able to articulate a shared vision in a way that inspires others to act.

· You must offer a sense of common purpose beyond the day-to-day tasks, making work exciting (with fun thrown in too). Establish an environment of continuous improvement.
· Help people connect their personal goals to League or committee goals. (It is a great idea to remind ourselves and committee members to freshen up our resumes to include Junior League involvement and achievements. It can be a deciding factor when searching for a new job or going for a promotion.)
· Involve everyone, empower and trust your committee members.
· Coach and train people to greatness. (Everyone has talents… you need to work to identify the talents, then nourish them.)
· Build teams and promote teamwork. Leverage the diversity in the group.
· Motivate, inspire and energize people. Recognize achievements!
· Make the committee work fun. Get creative or reach out if you are struggling to see the “fun” in the work that needs to be done.
· Choose to lead. Be the person others choose to follow.


Some of this month’s sources include: www.humanresources.about.com and www.slideshare.net.

December 2009 - Inspiration for Leaders

Slowing down to speed back up

Leadership cannot really be taught. It has to be learned. ~ Harold S. Geneen

It is hard to believe that it is only a matter of days before our clocks and calendars turn to 2010. While the time is going quickly, for a few committees, the month of December may be a little “slow.” You may have social events rather than heavy meetings, but please keep in mind that you are leading a group of amazing ladies and they need to hear from you. You may also be working with amazing organizations that need to hear from you too.

If your committee or Council does not have much happening this month, make an effort to reach out and let your members know that they’re making a difference. Below you’ll find some quick leadership inspiration to lead you through December and into January.

• People do what they have to do for their manager; they do their best for an inspirational leader. (Note to self… you want to be an inspiring leader, not a manager.)
• You must embody what you ask of others and be able to articulate a shared vision in a way that inspires others to act.
• You must offer a sense of common purpose beyond the day-to-day tasks, making work exciting (with fun thrown in too). Establish an environment of continuous improvement.
• Help people connect their personal goals to League or committee goals. (It is a great idea to remind ourselves and committee members to freshen up our resumes to include Junior League involvement and achievements. It can be a deciding factor when searching for a new job or going for a promotion.)
• Involve everyone, empower and trust your committee members.
• Coach and train people to greatness. (Everyone has talents… you need to work to identify the talents, then nourish them.)
• Build teams and promote teamwork. Leverage the diversity in the group.
• Motivate, inspire and energize people. Recognize achievements!
• Make the committee work fun. Get creative or reach out if you are struggling to see the “fun” in the work that needs to be done.
• Choose to lead. Be the person others choose to follow.

So, there’s a little inspiration for you. Best wishes for a safe and happy holiday season ahead. We’d like to offer you a sincere Thank You for all you do for the League!

Some of this month’s sources include: www.humanresources.about.com and http://www.slideshare.net./

Do you feel inspired? Do you have suggestions for future topics? If you have questions or comments, or just want to comment on what you’ve read, please send a note to the Nominating Committee.