Mastering Your Thoughts

Mastering your thoughts can be a challenge to say the least. People often forget or don’t know how powerful one’s mind can be and in turn how destructive it can be without applying control.

Your mind, specifically your thoughts, affects your perception and therefore, your interpretation of reality.

Put simply, it pays to be the master of thoughts. To be the master of your thoughts can dramatically transform your life. To change this, your way of thinking can change nearly every other aspect of your life. From destructive to constructive, illogical to logical, being misinterpreted to being understood and from frustrated to being fulfilled.

A remarkable book on time management (Getting Things Done by David Allen) covers what many people do not recognise, ie there is no point of thinking of something over and over again. There is no point of worrying about something, as it is a thought that does not evolve, it can create a compounding amount of fear and stress and can turn into an endless loop.

It is those kinds of thoughts; the illogical, destructive and obstructive that we need to dispel in order to focus our energy on our work, our loved ones and ourselves so we can be in control of our own life.

“Think of your head as an unsafe neighbourhood, don’t go there alone.” – Augusten Burroughs, Dry

Thought mastering has been sought for several millennia. Buddhism teaches thought mastering through meditation, to control breathing, to be tranquil and to be insightful so you may have a peace of mind while exploring the avenues of your mind. Though Buddhists have been teaching it for over 2500 years, it has yet to be mainstreamed into modern curriculum and unfortunately leaves most people without a coping mechanism when dealing with stress, frustration and being unable to focus.

Being able to recognise the thoughts that accumulate when we are unfocused, frustrated and stressed is the first step to mastering our thoughts. Then to practise, either intersect and exchange negative thoughts with focused positive thoughts or to directly end the negative chain of thoughts with breathing techniques and ‘an empty mind’ are the foundations to mastering your thoughts.

If we can manage to be the master of our thoughts, our potential is limitless. Knowing the methodology of mind over matter, we begin to understand that success is psychological and learn to interrupt and stop any thoughts of worry. This will alleviate our former selves and build our latter selves to become masters of our thoughts.

Warm wishes Donny

Executive Presence – what is it and how do you get it?

Executive Presence is a term that has been around leadership circles for a few years but exactly what it is can be confusing. There is not much clarity or consistency as to how the idiom is used.

According to a 2012 study by the Centre for Talent Innovation, a non-profit research organisation in New York, “being perceived as leadership material is essential to being promoted into leadership positions.” The 268 executives surveyed said “executive presence” counts for 26% of what it takes to be promoted.

So what is the art of Executive Presence?
The term describes the potential for getting into – and remaining – in the executive suite. The study revealed three areas that govern the perception of ‘leadership material’: the ability to stand out and project gravitas – poise under pressure, confidence, and decisiveness; high level communication skills including public speaking, assertiveness, and the ability to read people, audiences and workplace situations are necessary components; and your appearance – dressing like an executive is most important.

Influencing skills, a major part of emotional intelligence, is vital. People who exhibit executive presence are inspiring and have magnetism, the ability to easily connect with and influence others. They speak up, use strong and clear language, communicate with energy and passion, and display positive body language. They are recognised as someone who doesn’t rely on their authority or job title, but can influence and shape outcomes of situations positively.

Forbes contributor, Glen Llopis, writes that executive presence is the new normal and a critical success factor in high-performance workplace cultures. He lists several characteristics of executive presence including:

• Your presence is felt once you walk into a room
• You inspire people and are likeable and trustworthy
• You are perceived as important, valued and respected
• You are social, well read and share fresh perspectives
• You share and create opportunities for others
• You have an elegant way of approaching, engaging, and getting to know others
See the complete list

Impression Management – a key part of career success
Paul Aldo, who heads up an Atlanta-based consultancy in the US, has identified and tracked a list of nine qualities, or themes of personal engagement, which he says consistently characterise executive presence. People who have presence project these qualities in a natural and authentic way.

Aldo says that “exploiting our expressive tools is called impression management and it’s a big part of executive success. It determines how we come across to others and engage with them, giving them a more complete context for evaluating who we are.”

Executive Presence is as important as your current job
“Creating executive presence and focusing on career advancement is a separate, part-time job that deserves almost as much attention as your current assignment,” says Joel Garfinkle, who helps clients develop their presence and works to overcome common career roadblocks. He considers it is something that is practiced, learned and developed over time and you need to be dedicated and honed in your approach to reach your full potential.

How do you develop Executive Presence?
At Behind Closed Doors, we offer expert mentors, coaches and programs to support you in the development and expansion of your UVP (unique value proposition - and selling points). Being authentic and true to your values are key aspects of executive presence and we advise and assist you with your own distinctive expression of executive presence so that you are true to your core self.

• Has someone said to you “You need to improve your presence”?
• Have you been told the reason you didn’t get a role through a recruitment agency was because you are over qualified?
• Have you wondered why you keep missing out on promotions even though you are more talented?
It may be because you are not demonstrating executive presence.

Let us hear your comments about the importance of Executive Presence!

Warm wishes Donny

Mentoring can provide a powerful boost to career success

Executive mentoring is typically a trusted one-on-one relationship between a more experienced and less experienced executive. It is built on encouragement, constructive comments, openness and honesty, mutual trust and respect, and a willingness to share. There are other important elements as well – confidentiality, accountability, commitment, time and chemistry.

The right Mentor-Mentee match is gold, and like any relationship, you may not find the “right fit” on the first meeting.

Do you need a mentor?
Business leaders often refer to their mentors as a key part of their success. If you find a wise, trusted and experienced adviser, the right mentor can contribute significant value and have a considerable impact on your career performance and level of success.

Kim McGuiness, MD of Network Central, believes having a mentor allows women to build confidence, learn new skills, brainstorm ideas and build stronger networks: “Mentoring can be particularly beneficial for women as they often face more barriers than men, are balancing competing priorities and unconscious bias, and have less exposure to senior management… it also helps with understanding corporate politics and protocol.”

What can you expect from a mentor?
People who have had a good mentor report boosts to self-esteem and confidence, work promotions, improved skill sets, better and wiser relationships at work, ‘tools’ to handle difficult situations, increased industry knowledge, better networking opportunities, good career guidance and better work and personal life quality. Mentors are particularly invaluable when there are difficult challenges in your work situation, or you want to fast track your career and need a trusted person to discuss options.

How do you find a mentor?
Mentors can be found by introduction, sourcing via internal and external networks, or through organisations specialising in mentoring and coaching services. The latter offer structured programs where you get the immediate benefits of a set number of sessions, actions to complete between sessions to achieve your specified outcomes, and goal setting.

Behind Closed Doors and Bottom Line offer structured and flexible mentoring programs to meet your individual needs, as well as networking opportunities through their business events. Our mentors are active working professionals who are willing to share their institutional knowledge and experience and challenge existing thinking, behaviours, ideas and practices.

Be strategic in your approach
Before you start looking for a mentor, it is important that you do some thinking and planning. You need to be strategic and targeted in your approach, understand what you want in a mentor, what your desired outcomes are, and research mentoring options. Two key elements to consider are that the mentor’s character is compatible with yours, and they have the level of experience and seniority you can learn from.

Women are encouraged to choose male and female mentors. Women mentors ‘get’ the challenges other women face juggling careers, family and friends, plus time for themselves. Males are valuable in that they have a different perspective and can help you understand the best ways to communicate to other males to ensure your messages are listened to.

Have more than one mentor
Jeanne Meister, partner at Future Workplaces and interviewed recently on the HBR blog, considers that people can have more than one mentor and says that many successful individuals create their own personal “board of directors”. These clever professionals identify skills gaps, such as building cultural intelligence, better innovation skills, or a deeper global mindset, and then deliberately target mentors who can help them in these areas.

Mentoring can benefit the mentor too
Mentoring can be a highly rewarding experience for a senior leader and a powerful way to give back to society. Reverse mentoring can give mentors insight into the mindset of less experienced professionals and increase knowledge in areas like emerging technologies and social media. Mentoring is also renowned for its capacity to build networks with the rising leaders of tomorrow and to identify future talent.

Becoming a mentor will help you build deeper listening skills, allow recognition of your professional abilities, further develop your leadership qualities and offer a sense of satisfaction as you guide someone on their career path.

Finally….
I believe you need to have many mentors throughout your career, both male and female, to continually challenge you and encourage you to attain greater success. TIP: always keep in touch with your mentors by penning a card or letter to let them know where you are in your career journey.

Learn more about Behind Closed Doors and Bottom Line mentoring by visiting our websites.

What is your experience with mentoring?

Warm wishes Donny

The Crucial Role of Executive Assistants

Executive Assistants play a crucial, and sometimes complex, role in organisations. A key business ally and strategic asset, they often have a wide range of responsibilities from overseeing employees to making strategic decisions, apart from being the main everyday support for an executive.

Managing information flow, being a gatekeeper to control access to the boss, dealing with basic financial management, preparing papers and reports, attending meetings, planning and organising are the usual tasks for an Executive Assistant. In reality, their day is often crammed with an array of other responsibilities, such as managing the latest technologies, dealing with office politics or organisational change, handling stress for themselves and their boss, resolving conflicts, motivating fellow workers and mastering the intricacies of internal public relations.

The return on investment of a skilled assistant is substantial as they filter distractions so their boss doesn’t have to sweat the small stuff and can focus on being proactive and influential for their organisation. The best EAs are indispensable giving companies and their managers a human face.

Talented Executive Assistants smooth the life of their boss
Matches between executives and their assistants can be tricky. Good matches can be hard to come by, which is why many assistants follow their boss from job to job, working for many years for the same person. Melba Duncan writing in HBR says “personal chemistry and the one-on-one dynamic can be more important than skills or experience.”

Richard Branson says his assistant is key to the smooth running of his work life. “Helen is my memory,” explains Branson. “She can read my mind and know what I am thinking before I ask.” He says that while smartphones and tablets have a huge positive impact on working life today, “it is the people around me who really make the difference.”

Branson believes that many organisations are using technology to make assistants a thing of the past but feels they may be missing the point because assistants are a great sounding board and a source of fresh ideas. The current focus on flatter organisations is often just a cost-cutting exercise that leaves countless, highly paid middle and upper managers to arrange their own travel, file expense reports and schedule meetings. Sometimes it is passed off as egalitarianism but it often forces top talent to misuse their time, stressing them out with basic tasks.

Attributes that keep Executive Assistants at the top of the game
Important qualities that make a good EA indispensible include:

• Keeping things private
Being in the position of EA signifies you are working for a key executive, giving you access to more knowledge about things than many others in the organisation. The boss expects you to be discreet about confidential information and not be part of the “gossip club”. Often bosses will share professional and personal information and use you as a sounding board, so you need to be trustworthy and mature in these communications. Managing to stay apart from office politics is an important path to tread.

• Being courageous
As you have such a close and trusting professional relationship with your boss, it is important to be able to speak your mind and give advice if you have a view of what needs to be actioned.

• Learning to read the company culture
High emotional and social intelligence is key to reading the culture of the organisation. A tuned-in EA can provide their boss with a sense of what is happening at employee level that they may not be aware of.

Professional Development for Executive Assistants
Behind Closed Doors runs Professional Development, Mentoring and Networking programs for EAs nationally, providing an invaluable support group to discuss challenges, receive guidance, build confidence, and focus on strategies to ensure they continue to add value.

For information on our Professional Development, Mentoring and Networking programs for Executive Assistants click here.

We would like to hear from you.
• Is your boss utilising your EA skills extensively?
• Do you have the confidence to provide advice (strategic or otherwise) to your boss?
• Does your boss or other executives spend time doing their own emails, booking appointments?

Happy Administrative Professionals’ Day - 24 April!

Donny

Bullying is on the rise in the Australian Workplace

The situation in Australia:

• The Federal Government is moving to introduce a national definition for workplace bullying as business is struggling to cope with a spike in accusations • The Productivity Commission estimates that bullying at work costs the Australian economy between $6 billion and $36 billion annually
• Complaints are on the rise with calls to hotlines in the thousands but it is believed that most cases go unreported, with victims suffering stress and health problems, or leaving the workplace

What constitutes bullying?
Career adviser, Catherine Adenle, has posted a comprehensive article on workplace bullying on her website. She defines bullying as a deliberate attempt to belittle, control or undermine someone. It typically happens over a prolonged period of time and can severely damage self-esteem and confidence. It can be obvious or subtle and it can happen in front of others or in private. It can cause a lot of stress to the person being bullied and it can have far-reaching, damaging effects on work colleagues.

Bullies will usually combine various types of behaviour including:
• Ridiculing you or being sarcastic towards you
• Damaging or undermining your reputation and position
• Humiliating you in front of others
• Criticising or ignoring you, or undervaluing your efforts

Why do people bully, and why do women bully other women the most? The rise in long hours and high-stress work environments could be to blame. Some bullies are unconscious of their effect on people, whilst others consider it a mark of strong management. There are others, however, that like the energetic power-play, the sense that they are powerful, and get pleasure in having someone who is feeling vulnerable in their sight. Statistics reveal that women bullies single out other women more than 70 per cent of the time. It seems that female bullies want to undermine, belittle and intimidate the more vulnerable women in their midst. They may be threatened by the potential success of others and don’t want them to be prominent; they may exhibit a perfectionist personality and nit-pick endlessly about performance; or they may be suffering stress and pressure with the demands of their role.

Bullying at senior levels
Executive bullying can occur at all levels of an organisation, creating an unhealthy work environment rife with micro-management, information hoarding and self-interest. It stifles innovation, productivity, creativity and openness. Some professionals need to exert power over others to fulfill their own personal goals, distracting colleagues from real business concerns.

At Board level, it can have an impact on a company’s governance structure and reputation, with the Directors being paralyzed and dysfunctional around decision-making.

Executives are least likely to report bullying for fear of damaging their career prospects. There are so many talented people who leave organisations prematurely and ‘walking with their feet’ is their way of dealing with the bullying problem. This approach does not deal with the core issue though, as bullies may be found in the next organisation or Boardroom.

Dr Carlo Caponecchia is an Australian expert in psychological hazards at work and co-author of “Preventing Workplace Bullying”. His website Beyond Bullying is a good general resource for both employers and employees. He sets out clear guidelines for those who believe they are being targeted including knowing your rights, seeking information and assessing the situation, and collecting evidence with detailed notes and objective facts.

Is a workplace psychopath in your midst?
As I travel across Australia, people are telling me that Dr John Clarke’s book “Working with Monsters” is helping them the most in dealing with bullies. Dr Clarke calls them ‘workplace psychopaths’ and says they exist in a variety of workplaces. His research shows they are individuals who manipulate their way through life, leaving an indelible mark on both their victims and society. They are destructive men and women - cunning, self-centered, ruthless and terrifying, making working life a living hell for many of us. His book outlines their psychology, their motivation, and shows how to recognise and manage a workplace psychopath within your midst.

• Have you any comments about bullying?

Donny

BYOD: just one of the issues requiring a shift in approach for mobile, flexible workplaces

Marissa Myer’s edict to her Yahoo workforce two weeks ago that working remotely will be no longer possible for her employees ignited fierce debate across media sites and the online world. For some businesses, having the team gather at a physical location on a daily basis is critical, while for others, incorporating the concept of virtual work, flexibility and mobility into their business model is seen as both good business sense and an unstoppable force.

Michael Bloomberg considers working from home “is one of the dumber ideas I’ve ever heard”, while Richard Branson is for it, believing choice empowers people and makes for a more content workforce.

Managing a virtual workforce has numerous challenges such as keeping track of what everyone is working on, leading a remote team, costly security issues and ensuring high productivity.

Last year, Fast Company published 3 Tips for Managing a Virtual Work Force, aimed at keeping a finger on employee morale.

Tip #1 Make sure you have the right tools in place including collaboration and document sharing tools, avoiding the confusion of multiple versions by leveraging tools like DropBox, and shared calendar programs like iCloud.

Tip #2 Reward people, virtually or otherwise suggests ways to monitor billable hours and other metrics, and how to keep morale up in this emerging cultural workscape.

Tip #3 Incorporate in-person connection stresses the importance of connectivity and cultural isolation issues, which was highlighted by Sharon Ferrier on her recent behind closed doors Think Tank post: Working from home stifles creativity.

Bring Your Own Device - a radical shift in client computing
One of the other challenges hitting workplaces is the BYOD (bring your own device) trend, which is gathering pace. Ten years ago, organisations issued executive teams and travelling staff with Blackberrys and laptops, while nowadays, sales and business development staff are issued with tablets. However, many employees these days own their own smartphones, tablets and laptops and don’t like to carry, or move between, work and personal devices.

Gartner considers ‘the rise of bring your own device’ programs is the single most radical shift in the economics of client computing for business since PCs reached the workplace.” (BYOD: New Opportunities, New Challenges, Gartner Report, 16 August 2012)

BYOD requires company policies that don’t compromise security, increasing the risk of data leakage, and keeping track of vulnerabilities and updates. This has seen the rise of Mobile Device Management Software and specialised companies offering solutions in this space.

BYOD can create headaches for business - but benefits employees
behind closed doors member and a Manager of Information Services, Jodie Rugless, has implemented a BYOD policy for her workforce and believes hers to be in the first 10% of Australian organisations to do so. In her opinion, the benefit of BYOD is employee satisfaction and personal productivity improvement. People like using the devices they are used to and, as a result, they are more personally productive and satisfied.

For benefits on the organisational side, however, there are many skeptics out there. Steve Ranger, executive editor of ZDNet and TechRepublic UK, wrote recently about why BYOD won’t suit every business BYOD: 10 reasons it won’t work for your business. Ranger believes the BYOD culture may not work for everyone: staff resent paying for their own phones, laptops and tablets; it can make life harder for the IT department; it won’t cut costs; and security is one of the biggest headaches.

• What’s your view of BYOD?
• As a leader, how do manage your people around flexibility and working off site?

I would love to hear from you!

Donny

Yahoo CEO's ban stirs up workplace flexibility discussions

Corporate America’s most famous working mother, Yahoo CEO Marissa Myer, has started a storm of controversy in the media, on Twitter and across blogging sites since announcing she is not allowing her employees to work remotely.

Mayer’s rationale, as outlined in a memo to staff, is that communication and collaboration work better when people are together, improving both speed and quality. She noted that some of the best decisions and insights come from hallway and café discussions, meeting new people and impromptu team get-togethers.

Advocates of workplace flexibility have responded negatively to the announcement. Time poor working mothers, in particular, are in an uproar as they feel Mayer’s decision is setting them back, by taking away their flexible workplace arrangements and not allowing them to care adequately for their families.

Supporters have come out saying that Mayer’s decision is right as face-to-face interactions are more productive, tending to produce more innovative breakthroughs, something Yahoo needs right now. Critics say that the most talented staff will take the exit door, leaving behind those employees without options resentful of the ban. Some leading commentators found that it was a worry if a technology company couldn’t figure out how to collaborate remotely when it was an issue throughout the modern work world. Richard Branson is quoted as saying “Give people the freedom of where to work.” (Mayer fees heat over telecommuting ban, SMH 27 Feb 13)

Workplace flexilbility is a trending topic right now. A 2011 study by WorldaWork found companies that embraced flexibility had lower turnover and higher employee satisfaction, motivation and engagement (SMH 27 Feb 13). Studies have found that remote workers are less productive than their on-site colleagues, whilst other studies have found remote staff more productive and motivated.

A study reviewed in the MIT Sloan Management Review last June showed that telecommuting may be hazardous to employee evaluations. “Companies rarely promote people into leadership roles who haven’t been consistently seen and measured. It’s a familiarity thing, and it’s a trust thing. … their presence says: Work is my top priority. I’m committed to this company. I want to lead. And I can.”

Google, Apple and Facebook are among the leaders in creating ‘closeness’ in their workplace environment by designing their campuses to include gourmet cafes, free food, gyms and comfortable meeting rooms where their staff can mingle and talk. This is to encourage people to stay at the workplace rather than work remotely, although none of these companies have a ban on working from home. The Los Angeles Times noted that there is an unwritten rule at major Silicon Valley companies…that just because you can work from anywhere, doesn’t mean you should.

What’s your view?

• Do you think working at home is the wave of the future or hurtful to productivity?

• Does your organisation support workplace flexilbility? Does it work? What are the upsides and pitfalls?

• Do you feel you are expected to show your face at work and that your performance and commitment are linked to face-time?

Let’s hear from you!!

Donny