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 June 2010 Edition Welcome to the June edition of Conversations, the Fierce newsletter.
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1. Ask Fierce (Monthly Column) 2. A Whole New Leader 3. Connect At A Deep Level 4. Fierce Welcomes A New Team Member 5. Fierce Workshops: Save The Date 6. Fierce Poll |
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 "I need to delegate some of my responsibilities, but I have a hard time doing that because I know I can do the best job."
What's worse, if you're not already, you will eventually find yourself surrounded by people who keep bringing more problems to you. Not to mention all of those reasons and excuses why resolution or implementation is not going to happen!
No wonder so many leaders burn out or turn to less than honorable means to get a handle on things.  So even though we're buried under our work load, panicked because we're falling farther and farther behind, why do so many people refuse to delegate? Here are the most common answers to that question:
Can these reasons be true? Absolutely! And where have they gotten you? If nothing changes, what are the implications? (By the way, if you're feeling some burn out, don't believe you're the only one. Look around. Does your team seem frustrated, uninspired, dead?)
Ask yourself the following questions:
You may have gotten where you are because you are a world–class problem–solver. You have the answers. But might there be a need for evolution? If you've been doing the same thing for a long time now, I'd say it's probably time to let go.
As far as not having enough time to train, how much time are you spending micro–managing everything while your success is floundering? Training people does take time, and everything else takes a lot longer! Often times, there are deeper, underlying issues that are creating those fires that keep cropping up. I would suggest that your job as a leader is to create the bandwidth for you to be able to go after those entrenched issues. To uncover and address the sources of malfunction so that you, your team, and your organization can actually move forward and stop wasting time scratching your heads wondering why you're stuck.
I believe an important job of a leader, and the one that most often gets forgotten, is to develop a strong leadership bench. To teach and coach others to make the kinds of decisions that you make. This, ultimately, will free up your time so that you can actually tackle those deep–rooted issues that are causing all of the fires that you have been spending your time on.
I want you to visualize a tree as a way to think of delegation. There are three levels or ways of delegating to someone:
Again, the question to ask is, "Is what I'm doing the best use of my time? Or am I just spinning my wheels?" If you need to clear some space so that you can focus on those things that require your attention, you must delegate!
As the Sa Bum Nim (leader) of my Tae Kwon Do dojo once said, "A leader is one who makes the people around him look good." I think this is a beautiful definition. Rather than regularly exposing everyone to your own brilliance, let your team show you what they can do. They probably will surprise you. (And they might just end up doing a better job than you — that's a very good thing!)  If you'd like to ask us a question about work, relationships, or life, just send in an email to info@fierceinc.com. Maybe your question will be answered in next month's newsletter.
Jennifer Brewer
Master Facilitator Fierce, Inc. |
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 We recently ventured to Chicago for our fourth year exhibiting at the international ASTD Conference. It has been fascinating to watch the mindset of the attendees change as the economy and leadership development paradigms have shifted. In 2007, people were in status quo mode and looking for some ways to supplement their pre–existing leadership programs. In 2008, the economy was starting to sour and so was the mood of the people at the conference in a rainy San Diego. In 2009, the conference seemed half empty at a huge convention center in Washington DC. There was fear in the air. You could sense it in the conversations and on people's faces.
Then 2010, what a change. The excitement and energy was back, but in a different way. People had sprung up in new positions at different organizations and were given the mandate to rebuild their leadership curriculum from the ground up. To borrow a line from Marshall Goldsmith, there was an understanding that "What got you here won't get you there." The more analytical legacy leadership programs that got us through the 20th century were losing their steam and appeal. People were articulating a hunger for a way of leadership that connects deeply with people in a very real, candid, and authentic way. With the greater awareness of the impact of engagement on financial performance, it was no surprise to see people exploring this concept as they rebuild. Leaders are beginning to understand that Fierce Conversations are not just a communications tool, but in fact a strategy to improve the bottom line of their organization.  Cam Tripp
VP Business Development Fierce, Inc. |
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 Fierce would like to share an article written by Carol Corwell–Martin, titled Engage in Conversations that Enrich Relationships, Build Meaningful Partnerships, and Expand Knowledge. This article was written for the National Staff Development Council's JSD quarterly published journal. The journal focuses on issues of leadership and learning relevant to all educators involved in professional learning. Carol Corwell–Martin is supervisor of the Washington County (Md.) Public Schools' Center for Peak Performance and Productivity. In this issue, Corwell–Martin shares how she and her colleagues use conversations to further the professional learning in their district. For more information about the JSD journal, please click here.
To view the article, click here. |
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 Attending one of our workshops is a wonderful way to evaluate Fierce for your organization. You will experience the program in its entirety. You will work on real issues. And our facilitators and team members will be there to answer your questions. If you would like more information, please click on the options below.
United StatesJune 15th and 16th in New York, NYFierce Conversations (2 Days)
June 21st and 22nd in Seattle, WAFierce Conversations (2 Days)
June 22nd in New York, NY(Fierce In The Schools (FITS) invitation only) Fierce Conversations (1 Day)
June 23rd in New York, NY(Fierce In The Schools (FITS) invitation only) Fierce Conversations (1 Day)
July 19th and 20th in Seattle, WAFierce Conversations (2 Days)
August 23rd and 24th in Seattle, WAFierce Conversations (2 Days)
August 17th in Seattle, WAFierce Accountatbility (1 Day)
August 18th in Seattle, WAFierce Generations (1 Day)
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When I go on vacation, I leave work behind...
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