Gary Winters

Coach  Workshop Facilitator Author

Oxygen Masks, Red Flags, and Sharp Axes

 

What do oxygen masks, red flags, and sharp axes have in common? They are barometers of self-care.

You can’t lead others effectively if you don’t take care of yourself first. It’s that simple.

Of course, we all know that – but what have you done for you lately, or are you so busy leading others you don’t take time for yourself?

Consider the Scottish proverb, “What may be done at any time will be done at no time.”

Ouch.

Take a few moments to reflect on three gentle reminders about self-care:

  1. Are you putting on your own oxygen mask first?
  2. Are you paying attention to the personal little red flags that pop up from time to time?
  3. Are you taking time to sharpen your own axe?

Putting on your own oxygen mask

We all know that the first instruction of a flight attendant is to put on your own oxygen mask first in the event of an emergency, before attempting to help others. It seems a bit selfish and perhaps counter-intuitive when you imagine a struggling child in the adjacent seat, but it’s true. You can’t really support your team for long if…

  • You don’t close your “open door” from time to time…
  • You don’t get away from it all from time to time…
  • You don’t engage in so-called “non-productive” uses of your time, like day-dreaming, getting out into nature, reading a good (non-professionally-related) book, or doing something just because it’s fun to do…

Little red flags

What do little red flags (that nagging toothache, the “check engine” light on the dashboard, the overdue notice from the credit card company) have in common? Left unattended, they become BIG red flags which supersede anything else you might want to do.

As the old commercial said, “You can pay (attention to) me (now) or you can pay me later!” We all know which is more expensive.

Got any little red flags you need to address?

Sharpening your axe

You know the story. Two woodcutters engage in a competition. The first chops fast and furiously, never pausing, soon building up a pile of logs. The second works with as much determination, but periodically he pauses to sharpen his axe. It’s not long before the second woodcutter has a much higher pile of wood, despite his occasional “time-outs.”

I connect this story with this adage: “If you keep doing what you’re doing, you’ll keep getting what you’re getting.”

Ask yourself:

  • What leadership challenge frustrates me right now?
  • Am I acting like the first woodcutter, confusing determination and action with learning a new approach?
  • How could I pause to sharpen my axe? (Could you find a workshop? Read a book? Get a coach? Schedule time with a mentor? Simply take a break and come back with fresh eyes?)

With our obsession with productivity, measurement, and results, we can easily neglect good self-care. Renew your commitment to putting on your own oxygen mask first, attending to any little red flags, and sharpening your own axe.

The irony? If you’ll do that, you’ll see dividends in terms of results. Weird, huh?

 

“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.