1. Commitment. People who are truly committed are consistently present and engaged. They show up fully. They have their heads in the game 100%. You can sense when people are truly dedicated in this way; and, on the flipside, when they are not. Trust your intuition in assessing someone’s level of engagement.

2. Fit. People with complementary strengths form the best team, and may provide a healthy source of conflict. Rather than a homogeneous group of people, having differing opinions and attitudes will create a stronger contribution to the whole. At the same time, you want team members who play well together, to minimize the destructive potential of conflict. Also:

• Consider culture (the way we work around here) and values (what’s really important to us) and how your team member will fit in within that framework.
• Assess the individual’s personality and how well it fits the job.

3. Skill and Aptitude. Of course, you want people who have the ability to do their job. Although, I have engaged team members who did not have 100% of the requirements for the job, but had the aptitude and desire to learn and bridge the gaps. As long as you sense a good fit and high level of commitment, know that attitude and personality often weigh more in the long term since these attributes are inherent in individuals and not learned traits.

• Wouldn’t it be preferable to have someone who shows up consistently, plays well with others and is growing into their role, than someone who is capable of doing the job but is consistently absent and is destructively confrontational with others?

When I am choosing a team member for my sailing team, I assess the racers with these 3 attributes. Commitment and fit are as important as skill and aptitude. Whether you are selecting a new team member, a new board member, or making a difficult decision to let someone go, consider these 3 attributes to assist your decision making.

How do you assess these 3 characteristics? Communication, through active listening, questioning, while focusing on understanding others and always, always, maintaining respect.

In Randy Pausch's "Last Lecture", he shared some valuable advice for working well with other people in a group:


Find things you have in common. You can almost always find something in common with another person, and from there, it's much easier to address issues where you have differences.  Sports cut across boundaries of race and wealth. And if nothing else, we all have the weather in common.

Try for optimal meeting conditions. Make sure no one is hungry, cold or tired.  Meet over a meal if you can; food softens a meeting.  That's why they "do lunch" in Hollywood.

Let everyone talk. Don't finish someone's sentences.  And talking louder or faster doesn't make your ideas any better.

Check egos at the door. When you discuss ideas, label them and write them down.  The label should be descriptive of the idea, not the originator: "the bridge story" not "Jane's story."

Praise each other. Find something nice to say, even if it's a stretch.  The worst ideas can have silver linings if you look hard enough. (A related piece of advice: Look for the best in everybody. If you wait long enough, people will surprise and impress you.)

Phrase alternatives as questions. Instead of "I think we should do A, not B," try "What if we did A, instead of B?" That allows people to offer comments rather than defend one choice.

Working with career professionals who are engaged in career searches, I often hear that the most dreaded job interview question is: "What is your greatest strength?" followed by the inevitable "What is your greatest weakness?"

Through the coaching process, my clients become quite clear on their strengths, and can confidently answer the "greatest strength" question.  It's interesting how many realize that their greatest strength is, also, their greatest weakness.

For instance, someone who is a detail-oriented perfectionist, has strengths in her attention to detail, thoroughness, and organizational abilities. On the flipside, her attention to detail can become a weakness when she spends too much time on the details, and doesn't produce results.

Someone who, like me, is results-oriented, has strengths in her ability to produce, fast. Remember the adage, when you want something done, give it to a busy person? The downside comes in when she realizes she consistently takes on too much, for her own good. Or, when she powers through projects without attending to details or the big picture.

Someone who, like me, is able to see both sides of a situation, has strengths in her ability to provide objective feedback and a different perspective. The flipside is that she can often be wishy-washy and indecisive.

Awareness is the precursor to choice. Being aware of our strengths can lead to clarity about our weaknesses, and with this awareness, we can choose to balance our approach. 

Coaching Challenge:

Consider asking the greatest strength and greatest weakness questions of your staff, in your next one-on-one meeting, or in a performance appraisal. Greatest strengths and greatest weaknesses can coincide. Instead of focusing on the weakness, see how you can turn it around to see the strength, and harness it for greater results.

I read an article about attaining career New Year Resolutions, related to the recent theme in the Lounge -- taking consistent action towards your outcomes gets results. The advice is to:

“make goals you wish to achieve by the end of the year and strategize the steps you'll need to take in order to get there. Instead of squeezing yourself to 'resolve' things quickly, spread out the commitments and proceed at a manageable pace, with benchmarks to understand and celebrate your progress. Steady progress is made and the stated goal has an excellent chance to be achieved."

I particularly like the following 3 success tips to stay on track in the New Year:

1. Eat the frog! "Mark Twain said if you eat a frog first thing in the morning that will probably be the worst thing you do all day. So, start your day by tackling an important task, especially if it is a task you aren't crazy about."

2. Concrastinate. "If procrastinating means putting things off, concrastinate should be doing things immediately. Work in 15 minute increments. If there is a task you don't like, set a timer and do it for 15 minutes. At the end of 15 minutes, you will be amazed at how much you've accomplished. At that point, either stop or if you have built up some momentum, keep going."

5. Plan it. "A few minutes of planning can save you hours of time. Either first thing in the morning or at the end of the day, take a few minutes to plan. It doesn't have to be a long formal process, just jot down the things you want to do that day (or the next if you do this at the end of the day)."

How have you experienced these success tips in action? Post your comments and share your success.

Reviewing my results from 2009 resulted in an awakening to the fact that what I was measuring was not relevant to my desired outcomes. In one instance, I was measuring the action steps I committed to take to further my progress towards an outcome. However, I was not relating the progress to the overall desired outcome to see if it was actually working.
“Unless you measure your results you don’t know if or how it’s working.”


It’s what you do with the measures that is important.

In retrospect, if I had a checkpoint to see how my action was contributing towards the results I wanted to see, I could assess how it was working. If I had refined my action plan, to take additional action steps consistent with my desired outcome, I would have had a better chance of getting the results I intended.

I have now applied this learning and put more thought and effort into defining my 2010 desired outcomes, with relevant measures of success. My intention is to take action steps aligned with my desired outcome, measure my progress towards them; then assess what’s working, and decide how I can align further action steps to be consistent with my desired outcomes, to get results.

Coaching Challenge: 

What results do you want to realize in the year 2010? How will you know you’re making measurable and relevant progress? Personal accountability strengthens when you share your commitment wtih an accountability partner. Share your 2010 commitments by sending me an e-mail to Sylvia at SylviaGoodeve dot com.

Check out this quotation that supports the importance of understanding people and putting focus on building relationships with people:

"A Bell Lab's study found the best engineers didn't succeed because of their technical prowess, but because they put time and effort into building relationships that they could call upon when needed."


Putting focus, time and effort into building relationships is important, even for, and perhaps, especially for, technical people.  It may not be a technical person's strength or natural inclination to pay attention to people, and build relationships.  However, it is important to succeed. 

If you're a technical person who want to achieve greater success through people, check out my "Technical People Becoming People-People" coaching program offering.  Feel free to ask questions, post comments, or apply for the program.

I just returned from the International Coach Federation (ICF) Conference in Orlando, inspired to create a greater impact through results-based coaching.

This is a quotation from a leader of one of the workshops I attended, on Accountability:

"Taking action consistent with your desired outcome for your life, career or business gets results". - Mark Samuel

1. Being clear on my desired outcome,
2. Setting a clear measure that defines success,
3. Being focused and taking action in line with my desired outcome,
4. Measuring how I’m progressing toward my desired outcome.

Coaching Challenge:  For the results you want to see in your life, career or business, answer these questions:


How will you become clear about your desired outcome?

What measure(s) defines success for you?

What action(s) do you commit to take, consistently?

How will you measure progress towards your successful end-result?

Overwhelm is rampant these days, as we are all asked to do more with less. 

Here are three practical tips for dealing with overwhelm, to focus on what really matters, and see tangible results each day:

1. Decide what is really important. Focus on projects or goals that really matter.  If possible, put less important projects aside for the time being, or take them off your plate completely.  Scattered thinking and associated feelings of overwhelm will begin to subside once you have decided to focus on what really matters. To keep your projects or goals front of mind, post them in a visible place that you will see throughout each day.
2. Chunk it down.  You make progress day by day, step by step.  Take a step each day towards your goals.  Make a list of the top 3 actions you will take, each day, that will make the most difference in achieving your goals. Put these 3 actions first, and address them before you do anything else. No checking e-mail; no getting distracted surfing the internet! Put First Things First.
3. Measure what matters.  You have identified what is really important.  You take actions towards your goals each day.  Now track your progress towards those goals. There is always a way to quantify your progress, if you are clear on the ultimate outcome. Review your progress, each day, each week, each month. You will soon see how you are achieving more, with less.

Check out this advice from the Behavioural Coaching Institute:

"All leaders, especially today, need to develop the discipline to engage in a weekly 1 hour time-out meeting with themselves and a leadership/executive coach.

With leaders dealing with all kinds of internal and external challenges, many consider themselves too time poor to stand back and consider today's serious issues deeply and to honestly appraise their leadership. Yes, leaders find this difficult and many also claim any time spent on such reflection is a luxury that they cannot afford. However, this is a huge mistake if they take this posture. These leaders are failing themselves, their teams and their organizations.

The invaluable 'time out' from their 'game time' should be used with their coach to reflect upon their actions, what they have learned, what they have not been doing, what more they could do and how they can achieve that end."

Carving out an hour each week to reflect, refocus and re-engage is a discipline I know works, from personal experience.  When I take the time for it.  Whether it is with a professional mentor coach, or when I self-coach. What works for me is to use an hour at the end of each week, to reflect on what has worked for the last week, and plan where to focus my efforts for the next week.  With time-outs, I am much more productive and focusing on what really matters.

Coaching Challenge: What "time-out" discipline will help you become a better leader?

A recent Harvard Business Review article states that "energy is a neglected dimension of leadership".  How true.  Here are the three main characteristics of leaders who are energizers:

1. A relentless focus on the bright side. Energizers find the positive and run with it.
2. Redefining negatives as positives. Energizers are can-do people.
3. Fast response time. Energizers don't dawdle. Energizers don't tell you all the reasons something can't be done. They just get to it.

What energy do you contribute as a leader?