The Exclusive Career Coach

This week, I’m talking about the stages of group development – what is necessary (and inevitable) for a team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results. This work is based on the research of Bruce Tuckman from 1965, who hypothesized that, along with these factors, interpersonal relationships would create an effective group function. The four stages Tuckman identified in his research are forming, storming, norming, and performing.  FormingIn this phase, the team meets and learns about the opportunities and challenges, and then agrees on goals and begins to tackle the tasks. Team members tend to behave quite independently. They may be motivated but are usually relatively uninformed of the issues and objectives of the team. Team members are usually on their best behavior, but very focused on themselves. Mature team members begin to model appropriate behavior even at this early phase.  The meeting environment also plays an important role. Members attempt to become oriented to the tasks as well as to one another. This is also the stage in which group members test boundaries, create ground rules, and define organizational standards.  Discussion centers on defining the scope of the task, how to approach it, and similar concerns. To grow from this stage to the next, each member must relinquish the comfort of non-threatening topics and risk the possibility of conflict. StormingThis is the second stage of team development, where the group starts to gain each other’s trust. This stage often starts when they voice their opinions; conflict may arise between team members as power and status are assigned. When group members start to work with each other they start to learn about individual working styles and what it is like to work with each other as a team; it also identifies the hierarchy of positions in the group.  At this stage there is often a positive and polite atmosphere, people are pleasant to each other, and they may have feelings of excitement, eagerness, and positivity. Others may have feelings of suspicion, fear, and anxiety. The leader of the team will then describe the tasks to the group, describe the different behaviors to the group, and how to deal and handle complaints.  In this stage "...participants form opinions about the character and integrity of the other participants and feel compelled to voice these opinions if they find someone shirking responsibility or attempting to dominate. Sometimes participants question the actions or decision of the leader as the process grows harder..."  Disagreements and personality clashes must be resolved before the team can progress out of this stage, and so some teams may never emerge from "storming" or re-enter that phase if new challenges or disputes arise.  In Tuckman's 1965 paper, only 50% of the studies identified a stage of intragroup conflict, and some of the remaining studies jumped directly from stage 1 to stage 3. Some groups may avoid this phase altogether, but for those who do not, the duration, intensity, and destructiveness of the "storms" can be varied.  Tolerance of each team member and their differences must be emphasized in this phase; without tolerance and patience the team will fail. This phase can become destructive to the team and will lower motivation if allowed to get out of control.  Some teams will never develop past this stage; however, disagreements within the team can make members stronger, more versatile, and able to work more effectively together. Supervisors during this phase may be more accessible but tend to remain directive in their guidance of decision-making and professional behavior.  The team members will ideally resolve their differences and members will be able to participate with one another more comfortably. The ideal is that they will not feel that they are being judged and will therefore share their opinions and views. Normally tension, struggle, and sometimes arguments occur.  Norming"Resolved disagreements and personality clashes result in greater intimacy, and a spirit of cooperation emerges." This happens when the team is aware of competition and they share a common goal. In this stage, all team members take responsibility and have the ambition to work for the success of the team's goals.  They start tolerating the whims of the other team members. They accept others as they are and make an effort to move on. The danger here is that members may be so focused on preventing conflict that they are reluctant to share controversial ideas. Performing"With group norms and roles established, group members focus on achieving common goals, often reaching an unexpectedly high level of success." By this time, they are motivated and knowledgeable. The team members are now competent, autonomous, and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channeled through means acceptable to the team. Supervisors of the team during this phase are almost always participating. The team will make most of the necessary decisions. Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team. In 1977, Tuckman added a fifth stage: adjourning. Adjourning This stage involves completing the task and breaking up the team (also sometimes referred to as mourning). Tuckman’s research concluded that an important step in the small group lifecycle was the ultimate separation at the end of this cycle.   As a leader of small groups, how can you facilitate this lifecycle?  In the forming phase, a leader should engage their coordinating behaviors, which include:  -Purposefully picking the team -Facilitating goal identification -Ensuring a shared mental model – a cohesive approach to thinking about the problem or task at hand  In the storming phase, a leader should engage their coaching behaviors, which include:  -Serving as a resource person for the team -Developing mutual trust -Calming the work environment  In the norming and performing phases, a leader should engage their empowering behaviors, which include:  -Getting feedback from team members -Facilitating the transfer of leadership to the group -Setting aside time for planning and engaging the team  In the adjourning phase, a leader should engage their supporting behaviors, which may include:  -Redefining roles -Creating future leadership opportunities  You’re probably thinking that leaders in these various phases need to have a wide range of competencies – and you’re right. I wanted to take a few minutes to outline three leadership strategies to help with these groups:  Group diversity is everything…if you can manage it.  From a personality perspective, research has shown that, while homogeneous groups get along better with less conflict, heterogeneous groups achieve better results…IF they learn to work together.  Understanding personality type, and subsequently bringing together a diverse group in terms of the way they take in information, make decisions, structure themselves, and orient themselves to the outer world will ultimately help you get the best possible result.   Striking a balance between decisiveness and inclusivity.  Your team will run you over if you aren’t decisive enough…but if you are dictatorial, they will rebel like teenagers. Your challenge, then, is to find the ideal balance between getting input so all members feel heard and their opinions valued - AND making the necessary decisions that move the group forward.  Personality type plays a role here, as well – make sure your introverts are heard. Giving them the agenda ahead of time, with specific questions or issues you’ll be bringing up during the next meeting, will help get the best out of your quieter members.  If a lack of decisiveness is one of your weaknesses, establish a timeframe for decision-making. For example, set a timer in the meeting for discussion, then when the alarm goes off, DECIDE. Then move on to the next decision…no second-guessing or re-evaluating.   Continue to step back, gradually. As the team becomes more cohesive, roles and responsibilities clearly defined, and forward progress accelerates, your leadership role will change. An important skill set is to know when to step back to more of a facilitation/support role.  Ego can sometimes get in the way here, so keep in mind that this isn’t about you. You have an amazing opportunity to develop emerging leaders, help group members develop skills, and watch synergy between people who perhaps didn’t even know one another a short time ago.   Here’s a bonus: Evaluate your leadership.  This is a growth opportunity for you as a leader, so it is important that you assess your leadership strengths at each phase. Where could you have handled situations better? Where were you too slow/too fast to address a problem? Internally, where did you find yourself resisting a change that would require a different set of skills from you?  Make sure you do this evaluation from a place of curiosity and personal development – not judgment and condemnation. Remember, there is a learning curve here for you, as well – even if you have led other groups, you haven’t led this group with this purpose before. Be kind to yourself!   Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2            

Today, I’m talking about how to manage difficult employees. My sources for this episode include Northeastern University Graduate Programs blog, lumapps.com, and indeed.com  Let’s start with the definition of a difficult employee: A difficult employee is a term used to describe a person who acts in a careless, unprofessional, or irresponsible manner in the workplace. Difficult employees may challenge the authority of their leaders, create a negative or disruptive work environment for their peers, or struggle to meet personal performance expectations.  Specific characteristics of a difficult employee may include: Attendance issuesFailure to meet expectationsDistracting others from their workLack of motivation, energy, enthusiasm, or pride in their own workDifficulty accepting accountability for their actionsArgumentative, rude, violent, or disruptive behaviorBehavior that intimidates, threatens, or humiliates othersLack of respect or tolerance for the opinions, skills, or talents of othersDifficulty building positive work relationships or working on a teamTaking part in workplace gossipIgnoring established rules or procedures What are some of the causes? -Professional relationships -Jealousy of the success of others-Issues within their home or family-Physical or mental health concerns-Stress resulting from a heavy workload-Poor work-life balance Difficult employees often have the potential to be valuable contributors to an organization. The actions and behaviors of these employees also impact the culture and morale of the overall workplace. It is important to understand that difficult employees often are not intentionally being difficult, but instead are responding to challenges in their personal or professional lives that are impacting their ability to perform or behave appropriately. I think it is easy to get into a victim/villain mode with a difficult employee – thinking that they are intentionally doing the things they are doing to “get you” as the boss. This type of thinking puts you as the supervisor in a helpless, disempowering position with the difficult employee having power over you.  So, how do we manage difficult employees?  1.    Acknowledge and identify the problemThe first step is an acknowledgment that there is a problem - and identifying exactly what the problem is. Documentation helps here, along with specific examples of each issue.  2.    Find the positivesAlthough sometimes we may find this difficult, it is important to identify the employee’s positive characteristics. By identifying several positive traits or achievements to discuss with the employee along with your concerns, you minimize the risk that the meeting will become confrontational and unproductive. The employee will likely respond better when they feel their value is being recognized.  3.    Ask for the employee’s feedbackGet the employee’s feedback about their performance, behavior, and concerns. Begin by asking the employee if they are aware of how their performance or behavior is impacting the company. Then ask them if there are any concerns they have or if there is anything they want to discuss. Listen closely to what the employee has to say. Your primary goal for the meeting is to discover the root causes of the issues with your employee’s performance or behavior, and to find solutions you can work on together.  4.    Create an action plan and document itThe next step is to work with the employee to create an action plan to address the concerns. Make sure your expectations, the process for measuring progress, and the consequences for failing to meet expectations are clearly laid out. Identify the specific actions they need to take to help them achieve their goals and identify any tools or resources they will need for success. Establish appropriate time frames for completing each section of the action plan. Finally, be sure to document everything in writing and provide the employee with a copy.  5.    Follow up consistentlyMonitor the employee’s progress throughout the given timeframe. Establish a schedule for check-ins with the employee to discuss progress and provide additional progress. Recognize progress of goal achievement and address any areas in which they are struggling.  With these steps, you can maximize the chances of turning around the difficult employee so they can:-Understand how their behavior or performance impacts the organization-Overcome the personal or professional circumstances that are affecting their behavior or contributing to their performance issues-Build positive work relationships with their managers and colleagues-Make adjustments to their behavior that helps create a positive work environment-Improve their work performance and achieve their maximum potential and greater job satisfaction  Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2 

I recently read “The Gifts of Imperfection” by Brené Brown, and her section on Hope and Powerlessness really resonated with me. I wanted to translate her concepts to the job search and give my take on her concepts. Hey - I wanted to let you know that the next Land Your Dream Job group coaching program starts on September 13th and goes through November 1st. This is an opportunity for you to get the same great content I offer in 1:1 coaching sessions at a much more affordable price. Topics include: -Identifying your “non-negotiables” – the qualities you are looking for in your ideal next job and employer -Leveraging your existing network – no matter how small or niched you think it is – to get your foot in the door at your target employers -How to utilize my #1 strategy for making your online applications more effective -Building out a multi-pronged job search strategy customized to your career goals and timeline -Recognizing and addressing the negative thoughts that will hold you back from job search success There will be 8 weekly group coaching sessions You get all of this for just $795! And, if you bring a friend, the second registration is half off – just $395.  If you would like to get your name on the waiting list to be notified when registration opens, here’s the link: https://landyourdreamjob.carrd.co/  Getting back to Brené Brown and Hope, her research revealed that hope isn’t an emotion, but rather a way of thinking or a cognitive process. Hope, then, is a thought process made up of a trilogy of goals, pathways, and agency. Hope happens when: -We have the ability to set realistic goals -We are able to figure out how to achieve those goals, including the ability to stay flexible and develop alternative routes AND -We believe in ourselves.  Here’s my translation: -We know what we want -We know how to get there AND -We believe we can do it.  According to Brené, hope can be learned. Children most often learn hope from their parents. We may have learned hope from other significant role models in our lives, such as extended family, teachers, coaches, or clergy. Let’s translate all of this into the job search. If we think of Brené’s trilogy of hope, our job search will be successful if: -We set SMART goals – realistic, measurable, attainable, realistic, and time-sensitive. In other words, we aren’t just out there REACTING to job boards – applying to jobs with the mindset of “that doesn’t sound bad,” or “I could do that.” We are being proactive with our job search. -We have a plan to achieve those goals – what will we do each day towards landing our dream job. At the same time, we are open to mid-course corrections as we gather data on what is – and isn’t – working for us. We are willing to be disappointed as many times as needed to get that great job. -We believe we are qualified for, and deserving of, a great job with great pay, benefits, and working conditions. We don’t downplay our qualifications and skill set, nor do we settle for “good enough.” Brené talks about children needing boundaries, consistency, and support to develop their hopefulness. As job seekers, we need the same things: -Boundaries – this is what I am willing to do/not do and what I am/am not willing to sacrifice for my job search. Further, boundaries need to be set around what is most important to us in our next employer and job – and be unwilling to compromise on those non-negotiables. -Consistency – job seekers who occasionally network, stop and start their job search when other things in their life get complicated, or don’t follow through on their plan lack the consistency to be successful in their search. I require my clients to dedicate a consistent minimum of 5 hours per week on their job search if they are currently employed – with considerably more time required of those who are unemployed. -Support – job seekers need the right kind of support. In addition to supportive family and friends who sign on with your goals, you need professional support. This can include a professional resume writer, career coach, and job search group. It is so important to have help with both your mindset, job search strategy, and execution to be successful. Your job search isn’t going to be fun, fast, or easy – and one of the biggest mistakes I see job seekers make is deciding arbitrarily that “this is taking too long,” “This is too difficult,” or “they aren’t hiring me because of _____.” These beliefs are hope killers. Hopeful self-talk might include: -“This is hard, and I can do hard things” -“I am patient with myself as I learn new skills” -“I am becoming better at _____.”   This is not to say that your entire job search will be a drudge. Find ways to infuse fun into your job search! For example: -Reward yourself each day after achieving that day’s job search goals -Make your networking meetings as fun as possible, while still achieving your goals. Laughter is great medicine. -Allow yourself to get excited about the possibilities you are finding! Not from a place of “if I don’t get THIS job, I’m a failure,” but rather, from a place of “It’s so exciting to learn about what this company is doing.”  Finally, you’ll need to cultivate a tolerance for disappointment in your job search. You’ll inevitably hear lots of no’s or get no response at all many times before you get to your coveted “yes.”  Thoughts such as these can help you through those no’s: “I thought that was the job for me, but I was mistaken.” “Something even better is coming for me.” “They were simply mistaken when they didn’t hire me. The right company will recognize and reward my genius.” Here’s a quote from Brené’s book: “Powerlessness is dangerous. For most of us, the inability to effect change is a desperate feeling. We need resilience and hope and a spirit that can carry us through the doubt and fear.” Your job search is a tremendous opportunity to cultivate hopefulness and a feeling of power. YOU are in control of your job search; YOU can effect change in any area of your job search that isn’t working for you. YOU can weather – even grow from – the disappointments and setbacks in your job search. YOU’VE got this.  Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2 

My guest this week is Robert Jordan, and we’re talking about the four leadership styles his team has identified. Robert shares how to make sure you land in a “leadership match” position – and how best to leverage your leadership style once you are in your new role. Robert Jordan of Interim Execs, has launched companies and helped others build companies for more than 25 years. Jordan is the author of “How They Did It: Billion Dollar Insights from the Heart of America.” You can find Robert at:https://www.rightleader.com/ https://interimexecs.com/https://www.linkedin.com/in/robertjjordan/https://twitter.com/interim_execshttps://www.youtube.com/user/interimexecs  Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2  

My guest this week is Tracy Hooper, and we’re talking about words to use and words to lose in your next job interview. Tracy gives us techniques for identifying the less-than-ideal words we may be using and how to replace them with better word choices. Tracy Hooper is the Founder of The Confidence Project, working with executives and high-performing teams in a variety of industries to elevate their presence, communicate more clearly, and work together better. She has been a TV news reporter, anchor, producer, and voice-over professional with a client roster that includes Disney, Marriott, and NFL Films. Find Tracy at:www.ConfidenceProject.comInstagram: theconfidence_projectLinkedIn https://www.linkedin.com/in/tracyhooper/  The Document & Coaching Package is designed for current job seekers who want world-class marketing documents, a targeted, proactive job search strategy that gets results, and skill-building around how to network, interview, and negotiate compensation. To learn more or to schedule a consult, visit my website at https://theexclusivecareer.com/doccoach or email me at lesa@theexclusivecareer.com.    

Mac Prichard, of Mac’s List, is a third-time guest on the podcast!Mac and I have talked on previous episodes about informational interviews. Today, we do a deep dive on how to conduct an informational interview, including the three things you MUST do during this conversation.Mac shares the things he sees job seekers doing wrong in their informational interviews, how to set up the meeting, how to end the meeting, and how to follow up afterward.You can find Mac Prichard at macslist.org, and you can follow his podcast Find Your Dream Job wherever you get your podcasts. The Document & Coaching Package is designed for current job seekers who want world-class marketing documents, a targeted, proactive job search strategy that gets results, and skill-building around how to network, interview, and negotiate compensation. To learn more or to schedule a consult, visit my website at https://theexclusivecareer.com/doccoach or email me at lesa@theexclusivecareer.com.   

This week, my guest is Sonja Price. Our parents and grandparents often worked for the same company their entire career – many times, even in the same position. This model doesn’t serve most of us today, and there are financial, developmental, and other reasons to change jobs every few years. Sonja Price and I talk about how to create short- and long-term career goals that will serve as our guideposts for making decisions about career changes, when to look inside your organization and when to look outside, and the indications that it is time to leave your current job.  Sonja Price of Dynamo Careers is a career strategist, salary advisor, and leadership coach and the author of two books. She has worked with Tony Robbins, trained with Al Gore to become a Climate Reality Leader, and won an Honorable Award from the Women’s Economic Forum. Sonja’s mission is to support professional to have greater meaning, better work-life balance, and significantly higher pay.  Check out Sonja’s “Increase Your Income” masterclass to increase your income by $20K to $100K or more per year: www.dynamoincome.com You can find Sonja on LinkedIn at https://www.linkedin.com/in/sonjaprice  Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2

This week I'm excited to share a "Best of the Exclusive Career Coach podcast" episode — I speak with Mark Danaher, founder of Mark Danaher Training and Coaching. Mark and I discuss the seismic shift in people’s work because of the pandemic – especially the large number of people who are rethinking their career direction.Mark gives us the signs that you may be ready to make a career shift, as well as strategies to help you make that shift.Mark helps professionals make a career change from work they hate to the work they will love. Mark has been a career counselor and coach for over 25 years, helping professionals connect the dots to reduce stress, regain balance, and thrive in their life and career.Mark is offering a free e-book, “How to Make a Career Change in Seven Simple Steps: Seven Lunchtime Activities to Get You in Action and Moving Forward.” Find it at www.markdanaher.com/Lesa

This week I'm excited to share a "Best of the Exclusive Career Coach podcast" episode — I speak with Laura Browne on the 7 Raise Rules for Women Who Want to Make More Money.Men and women approach salary issues very differently, and Laura and I dive into these differences and how women can ask for what they want.Laura provides us with some of her best tips for asking for a raise and negotiating a salary and compensation package.Laura Browne helps women to make more money at work. She is the author of 10 books, including her newest, Increase Your Income: 7 Rules for Women Who Want to Make More Money at Work.She is a contributor to Forbes and has been quoted as a business expert in major publications including Cosmopolitan, Family Circle and USA Today.She has trained high-potential female leaders from Fortune 1000 companies to be more successful through WOMEN Unlimited. She also has experience in leadership and management development for global tech companies. Laura is a High-Performance Business Coach with certification from Columbia University.To find out more about her programs and to see a free video on How to Get A Raise at Work, go to https://learn.careertipsforwomen.comFor a list of 15 Common Raise Mistakes and How to Fix Or Avoid them go to https://www.careertipsforwomen.com/You can contact Laura at Laura.browne@CareerTipsForWomen.com

This week I'm excited to share a "Best of the Exclusive Career Coach podcast" episode — I speak with life coach Jane Springer on the types of mind drama I hear from clients related to the current job market, their qualifications, themselves as human beings, their job search strategy, and their career focus.This mind drama is causing people to stop job searching or put in minimal effort – which, of course, solidifies their opinion of the job market and themselves.Step 1 is recognizing when you are engaging in mind drama; Step 2 is acknowledging which type(s) of mind drama you’re in.We tackle each of these areas of mind drama and provide concrete action steps to overcome.1. The job market“There are no jobs out there.”“No one’s hiring.”“There’s so much competition for every position.”2. Your qualifications and credentials“I don’t have the proper education.”“I’m over (or under) qualified.”“I don’t have ____(fill in the blank with whatever certification or credential you think you need).3. You as a human being“I’m too…” (old, young…whatever)“I’m not confident.”“I’m not good enough.”4. Your job search skills / strategy“I don’t know how to…” (interview, plan a job search, network…)“I’m not a good interviewer.”“I’m too shy to network.”5. Your focus“Maybe I need to take my career in a different direction.”“There are no jobs in my field, I’m thinking of changing to…”“I don’t know what I want to do next.”Jane is a life and wellness coach, specializing in helping women aged 50+ get unstuck. If you want to lose weight, begin dating again, update your style, or improve your relationships with yourself and others, Jane is a tremendous resources.Check out Jane Springer at janespringer.comYou can find her “Divinely Inspired Weight Loss Guide” on her website; you can also schedule a complimentary strategy session with her.