The Art of Being More Effective - Staff A Short Stack PPT Developed by the Center for Strategic Change at George Fox University

The Center for Strategic Change at George Fox University The Center for Strategic Change at George Fox University has a simple mission: To help college and university leaders succeed. We will accomplish this mission by serving as both a platform and resource for strategic innovation. As a platform, we will provide current practitioners an opportunity to present their ideas and insights to the higher education community. As a resource, we will provide curate content in the areas of leadership, visioning, strategic planning and organizational design. Short stack: A short stack is a concise (short) PowerPoint presentation that focuses on a specific topic or issue.

The Art of Being More Effective Recognizing that most people can’t work any harder, this three-part series of short stacks will look at how to work more effectively. This first short stack is designed for staff. The second and third short stacks are designs for managers and leaders.

It’s Largely up to You The biggest determinate of your success is you. In most cases, it is not what happens to you at work that matters, but how you react to what happens to you at work: It is not dependent on skill Or resources (you will never have enough) Or opportunity Or position It is wholly dependent on your attitude.

Know What Matters Most The second essential is absolute clarity (focus) about what you are to do. In other words, of everything you could do, what must you do? We call these the “vital few.” It is not your job to determine the vital few (that’s what managers and leaders do), but it is your job to understand your role in accomplishing the vital few. After all, this is how you will be evaluated.

Pause Before You Say Yes (and almost never say “No”) Before you say yes, make sure you fully understand the vital few. Listen well, ask questions to understand, write things down, and remember. And don’t forget to send a follow-up “here’s what I understand” memo.

Reframe Your Vital Few Always add your own spin to each assignment It will increase your level of interest. It will show your boss what you can do. Always surprise him or her with more.

Don’t Wait Don’t wait for your manager to tell you how and when to do your job (that’s always a danger). Instead, jump in. Instead, work up a short plan on how you are going to do your job. And then jump in. Don’t just sit around waiting. Surprise your manager and show some initiative. Initiative is almost unknown in today’s organizations. This will really surprise some folks. Don’t screw around. START NOW. Find an excuse. ANY EXCUSE. Do something. DO ANYTHING. Get going. POSTHASTE.

In every organization there are leaders and there are followers. And some followers matter more than others. Which kind of follower are you?

Types of Followers Saboteurs: Actively seek to undermine other staff, managers and leaders Alienated followers: Not happy about anything; corrosive attitude Competent followers: Always work within the rules; seldom do more than required; conformist; try to stay below the radar Exceptional followers: Contribute above and beyond; seek to add value at every level

How Exceptional Followers Add Value Focus on critical-path activities related to their vital few Contribute to the growth of other team members Become the “go-to” person Take the initiative to increase their value to the organization Realize they add value not just by going above and beyond their work, but in being who they are – their experiences, ideals and dreams Support (and surprise) their manager and leader

The Five Dimensions of the Courage Ira Chaleff introduces the idea of the “courageous” follower: The courage to assume responsibility The courage to serve The courage to challenge The courage to participate in organizational change The courage to leave

Think Well Here are two great books to help you learn to think well. Give them a read. 13

People who are great communicators have more opportunity, exert more influence and make more money than people who are not.

To Be a Great Communicator Listen carefully (and don’t talk so much) Ask great questions Respond quickly to email and phone calls Watch the nonverbal Keep it short and keep it simple Dump the negativity Learn how to: 1) Write a great memo; 2) Conduct a great presentation Tell the truth – always Keep confidences

Build Your Own Personal Brand Being good is one thing. Being good at something people value is even better. Being known for being good at something people value is the best thing of all. You must continually build your brand. If you don’t build your own brand someone will hire you to build theirs!

Build Your Own Personal Brand Be disciplined Focus on a few key issues where you can add clear value Stick with those issues over time Use multiple channels: LinkedIn, Facebook, Twitter Presentations at conferences and webinars Blog Social networks/professional-industry groups Build your Rolodex (OK, contact list) and network like crazy

Invest in Yourself Face it, no one has more interest in your future than you do. So even though you are up to your eyeballs in alligators … and even though your employer has no resources for training or professional development … You must make the investment: In the next degree In the next skillset In reading (and not just buying) the book In getting involved in the association In writing the paper In making the presentation

Absolutely, Positively… Hit your deadlines

Find a Rabbi This is an old term from the NYPD. A rabbi is someone who is invested in you: A mentor A guide A critic A trusted advisor Early on, you need to find a rabbi. Later on, you must be willing to be someone’s rabbi.

Know/When You Will Be Evaluated What are your “must dos”? (Remember the vital few?) You may have a lot to do, but do you know what matters most? What are your big rocks? If you don’t know how you are going to be evaluated, how will you know whether or not you are making progress? Insist on regular, deep evaluations.

Follow Opportunity, Not Money In the near term, you want to follow experience-building opportunities. Doing this early will make it much easier to obtain higher paying jobs later. Ideally, you want a job that: Gives you broad responsibilities Allows you to make your mark Is generally along the career path you envision Has budget, social and political support

If Your Don’t … Love What You Do … Love what you do … and don’t love the people you work with … Then quit. So much (perhaps too much) of our mental health depends on the work we do. If you don’t love your job then your mental and physical health (and likely those of your colleagues) will suffer. Do everyone a favor and find a job/place that allows you to be the best you.