management

Seek Clarity

| Brian E. Dick, MA, MBA, LPC

Today’s world is saturated with information, knowledge and multiple demands. It is certainly popular to be the one that can engage multiple priorities. The reality is many of us live in a world of overload. It’s not necessarily a nice place.

How do you seek clarity amongst the interference? The following are definitive ways to gain clarity in your “world of overload”:

1. Know yourself. Have a clear idea of what you are good at, and what contribution you want to make.

2. If you are not sure about who you are, do deep thinking about your vision for yourself, and what good things you stand for. Use this as the template for which everything else is decided.

3. Avoid being a demanding, “help-rejecting-complainer.”. Take your lumps, move forward. Prepare to drop some balls out of the air. Be with other people, and let yourself be influenced.

4. Connect with those that inspire you. Let that guide your daily reflections.

5. Just be. Life is not perfect, and neither are you.

6. Find the right place to reflect. Exercise, nature walks, reading good literature, or reading your favorite blogs…stay productive, build a reservoir of clarity.

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Failing To Mentor – There Are No Excuses

| Brian E. Dick, MA, MBA, LPC

Organizations that fail to mentor their low to mid-management risk creating a culture of mediocrity. As a new manager (or one that has transferred into that role) there is nothing more fortunate to have a competent mentor or senior manager, that can ensure the right things are done and that your role is practiced properly. The second most fortunate thing is having an organization that cares about its people enough to put experienced managers to mentor new staff and young managers.

There are organizations with the best intentions that simply do not adequately prepare those in leadership roles. Reasons for this are the following:

-No clear vision about the organization

-Placing the wrong people in leadership positions. “Peter Principle” – or those that are in over their head.

-Cronyism, protectionism, corruption

-Multiple or confusing management structures that engage in infighting and do not work together

-Dysfunctional values, or favoritism in the organization where there is no cohesion in the workforce.

-Inadequate supervision of line staff

Over time the effects of poor mentoring will affect the health and fabric of an organization. As a manager or leader, what are you doing to build the people that work for you?

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