April 2017 - In This Issue:

Tom Kandris, Owner of PackageOne, is excellent at motivating and leading his employees both individually and as a team to achieve effective results through accountability and trust in one another. 

Q&A: I Did Not Get on the Executive Leadership Team as Expected
Q:  I am really upset. I was just passed over for a senior leadership promotion that I know I deserved.  I am well qualified and have assisted the leadership team in that role when they needed help. Why do leadership teams hire outside the organization when they have strong qualified individuals within the company?

- Ben, Finance
A:  As Mike Guerchon, Chief People Officer at Okta, said in a Fortune article, "Unless you're a robot, finding out you got passed up for a promotion will hurt.  The reasons or rationale won't matter; you're going to feel like you weren't wanted or respected.  The emotions you feel - surprise, frustration and disappointment - can cause you to behave out of character or make unwise career decisions.  In the moment, those emotions may prompt you to vent to the wrong people, snap at your boss or, worse - quit."
How you approach this type situation is a true reflection of who you are, and your readiness to take a leadership position in the future.
It is without question that being passed over when you know in your heart you are qualified and deserve the job is an emotional situation. This is a completely natural response. 
Once you have had time to process this, and I cannot stress this advice enough, only discuss it with your boss. How you confront difficult situations is a reflection of your maturity and readiness to take a leadership position. I have always taken the high road, and although the end result may not have been exactly what I wanted, I was and am today proud of the fact I did what was right.
Take time to calm down so you can think clearly and then go talk to your boss, who then can provide perspective and context on the decision that was made.  It's important to be factual, calm, and not emotional during this conversation. If you can do this, you'll be able to channel your drive and passion while receiving constructive feedback and recommendations on how to do better moving forward.
Before speaking with the person making the decision, reflect on the situation and be honest with yourself.  It may be difficult to be objective when evaluating your own skills and performance, but, not getting the leadership role provides you an opportunity to honestly look at your skills and possibly reset your expectations. After you have gone through this process, be prepared to ask and accept the answers to questions such as, "What could you have done differently? What did you do well? What areas can you improve on next time?" Having this conversation and asking difficult questions is a great opportunity for you to asses your current position, goals and future career track.
Another possible scenario: you may learn the decision had nothing to do with you at all. Perhaps there was a broader, long-term decision at play. Or maybe the person you were up against had more experience.  Or perhaps the individual chosen dressed for success. I know it sounds silly, but I once received a promotion and was told the other person who was considered had the same experience but did not dress for the part.
No matter the reason, it doesn't mean your company values you any less. In many cases, there are lots of other factors when it comes to these decisions. If you're a great performer, constantly meeting or exceeding your goals, take the opportunity to speak with your boss while taking the high road and asking the questions cited above. There will be other opportunities for you in the future.  Sometimes we may think we are ready, but perhaps our leadership team is looking for more. 
Curious if you have what it takes to assume a leadership role? Or perhaps you've always wondered what areas you could work on? For more about my leadership coaching services, please visit our website.

What is the Difference Between a Manager and a Leader?

This is a question I'm asked quite often by leaders, and it's usually followed with, " How will I really know if my 'good' employee is ready for a leadership role? "
There are a lot of great resources that exist on this very topic, and coupled with my insights let's tackle these answers together.
When I was first given a department to manage, I remember my boss saying, " Jeanne you know the work, you get along well with others, but when you are a manager you will find managing people is very different than simply getting along with them." I have always remembered this because he was spot on!
One of the primary differences between a manager and a leader is the way in which they motivate individuals and teams to achieve an objective. Let's take a closer look at what it means to be a manager versus a leader.
Managers direct their staff to complete tasks. They rely on their staff to get their work done, and hold them accountable for performing their daily duties.
Leaders on the other hand, are influencers that inspire and motivate staff. They strive to get the best out of people as it directly relates to the organization's success.
A leader's primary responsibility is to lead, and the foundation of leadership is to lead by trust.  A leader doesn't assume a leadership role just because someone hands them a title. You can only become a leader when people trust you to lead them, and that trust is required on both sides.
Not only do others need to trust you, but you have to trust yourself even more. Why? Simply put, in order to be an effective leader you need to lead by example (not by fear), and motivate others. This means that the notion of forcing others to comply with your vision is simply not an option. If you believe in yourself, and the power of your team's combined energy and brilliance, only then can you achieve great leadership. Bottom line: a leader is someone who looks inward, doesn't assume they have all the answers, and recognizes they cannot be successful without being humble enough to listen to the people around them.
Leadership does require confidence and having a "take charge" behavior, but again successful leaders choose to lead and help others become successful.  Leaders are not timid because timid people tend not to assume authority roles.
I like this quote from Sharon Anthony Bower, " T he basic difference between being assertive and being aggressive is how our words and behavior affect the rights and well-being of others. "
Assertiveness is communicating with someone that states your message clearly respecting the other person with whom you are communicating. On the other hand, being aggressive is a form of verbal behavior or nonverbal behavior, from someone who is typically angry and destructive, and who intends to be physically or emotionally abusive. It is almost impossible to become a leader who inspires confidence and commitment if you have an aggressive personality. If you're assertive; however, it's much easier to gain commitment, accountability and results because others are bought-in.
Let's also take a look at how leaders and managers share some similar traits because they absolutely do. Both leaders and managers serve as models for their teams and the organization. No matter what you may think, people will notice and follow what you do. Therefore, if you want excellence and enthusiasm from your team, then you too would model excellence and enthusiasm in everything you do and say. If you're energetic that energy will be contagious.
In order to be successful, both managers and leaders will also step in to provide a clear direction and take practical steps. When putting on your leadership hat, you always want to consider how your actions and words give shape to the future and promote a can-do attitude. 
Truly, the best choice is to be a leader who can fulfil a manager's role, a leadership role and know when each role is needed. If you're a leader, I offer you this last piece of advice: authority is a gift, use it wisely.

For some additional, helpful resources consider these 10 Tips for Everyday Leaders offered by author, James Kerr. 
If you've ever wondered if you have the potential to become a leader, or want to fine tune your leadership skills, please contact us for leadership training. We'd love to help!

Notable Nonprofits
Supporting Sacramento's Nonprofits is important to us.

Preparing Graduates to Become Qualified Concrete Industry Professionals

The Concrete Industry Management (CIM) is designed to provide graduates with a broad array of initial opportunities within the concrete industry. CIM is a business intensive program providing solid management skills that are applicable in any industry, but developed specifically for the concrete industry. CIM is a joint initiative of a growing number of universities supported by networks of local, state and regional concrete industry producers, suppliers and contractors that pledge their time, talent and treasure to support the development of each universities' CIM program.
The CIM program at California State University, Chico, is the only program in the Western United States that combines the academic disciplines of concrete science with business management. Graduates from the program are well prepared to be effective managers of  people, systems and projects within the large and thriving concrete industry.
At CSU Chico, a few Concrete Industry Management students are hoping they have identified a secret ingredient: rice straw. A small team of students are working on a project to determine if incorporating the agricultural waste product can reduce concrete cracking and shrinkage. If successful, they not only will have created a better product for their industry, but helped the producers of one of California's largest crops deal with a major waste product as well.
You too can help by recommending students for this tremendous program, and/or donating to the organization to ensure its' success. You can learn more about the CIM at: www.csuchico.edu/cim/

To learn more about Jeanne Reaves Consulting's community involvement and how we support nonprofit organizations, visit our website.

Jeanne Reaves

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