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Our
passion is helping executives increase their leadership effectiveness
to achieve their goals in less time, with greater satisfaction and
a positive impact on the bottom line.
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May,
2006 Welcome
to Leadership Hand™, a monthly e-newsletter To ensure receipt, please white-list our address by adding "Info@" plus our domain name to your e-mail address book. 1. You Got What You Want--or Do You? I remember when I decided I wanted a Mercedes. Within weeks an opportunity came along that allowed me to completely avoid negotiating with a dealer. (Joy!) Oh, she was sweet to look at and sweeter to drive--the familiar stiffness of the 300E, big enough and powerful. Comfortable luxury, cheerful yellow. What more could I ask for? But she wasn't brand new and she wasn't up to the challenge of Washington, DC. What's more, she was prideful--when something was wrong, she never limped but would come to a full and complete stop. I saved on mileage with all the flatbed tow trucks she rode. Met some nice tow truck drivers too. When I started recognizing them because they'd towed us before, I knew it was time… Strange now looking back. Eventually I adapted to these breakdowns--an experience that deviated greatly from what I'd envisioned--that were inconvenient, annoying, and costly. I'd gotten what I'd wanted, but it didn't measure up. What I've come to see with myself and my clients is as we get what we want, as we achieve a goal or the initial phase of a goal, we must be very intentional about reassessing the "softer side":
You'd never skip reassessing a project throughout its life cycle. Yet somehow the qualitative aspects of the most important project--you and the quality of your life--doesn't get the same rigor applied to it. My recommendation? Establish these reassessments at the inception of your new venture, whether that new venture is a new job, a business, or a behavior. That could be every 30, 60, and 90 days, or it might be half-yearly and yearly. It's much easier to (a) reassess and (b) course-correct when it is a new "getting" or a new "having." You haven't been adapting gradually over a long period of time. And your awareness is still very much aligned with what you intended when you set the original goal. You could fail to reassess or choose not to. But at some point you'll reach an obvious juncture, as I did with the Mercedes--something breaks down, or worse, continues to give you trouble--and you'll be forced to reevaluate. I prefer my clients be proactive. It's a lot less time, money, and effort. Many goals require an extended period of work to achieve them and reap the full rewards. More useful questions then are,
Here's to Making
Sure What You Get Is What You Wanted, Beth Hand © Copyright 2007, Beth Hand. Beth Hand, MBA helps leaders increase their effectiveness and satisfaction, now and for the future. She can be reached at (+1) 703.820.8074 or via her website www.leadershiphand.com. 2. Reprint Permission This is a copyrighted publication. You are welcome to reprint an issue on a non-exclusive basis provided you:
3. Subscribe • Privacy Click here to subscribe. To unsubscribe click on the link below. We value your privacy. We never redistribute, rent or sell your information to anyone or any entity. We
invite you to forward this issue to your colleagues! |
There
is a vast difference between hard work that has a quality of satisfaction
to it and hard work that does not. When it's painful or it falls
short of what you wanted, it's time to do something different. And
soon. |
© Copyright 2006, Hand Associates and Beth Hand • All Rights Reserved Hand
Associates, LLC Leadership
Coaching & Development |
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