Gary Winters

Coach  Workshop Facilitator Author

ONE piece of advice from SEVEN leadership coaches!

I asked several of my colleagues a quick question via email the other day:

If you could give leaders ONE tip, suggestion, or piece of advice for leading their teams and organizations through the challenges we all face these days, what would it be?

Here’s what they said:

Susan Gerke, of Gerke Consulting and Development, said,

Communicate, communicate, communicate! People need to know what’s happening in the organization and they need you to listen to their needs and concerns!”

Trudy Sopp, of THE CENTRE for Organization Effectivess, said,

Self-manage your worries and anxiety because when this is over, they will remember how you acted in a difficult situation and you won’t be able to make up for any ‘unleadership-like’ behaviors.”

Eric Klein, of Dharma Consulting, said,

Reconnect people (including yourself) to a purpose which has enduring value. Coach each person (including yourself) and your team as whole to answer these questions: Why does what you do matter? (to you, to the organization, to customers, to the community, and even to the world). The answers will give meaning to the day to day challenges.”

Robin Reid, of Reid-Moomaugh and Associates, said,

Organizational values begin with you. What you do (or don’t do) casts a long shadow across your work place. People always notice how you behave.”

Jeff Freedman, of Clear Path Alliance, said,

Managing uncertainty and ambiguity, while staving off the ever present pressure to merely react, makes room for clear thinking and informed action to emerge. Start by asking your direct reports what they believe is in the way of achieving their goals and hitting next quarter’s numbers without imploding or derailing. Surfacing their concerns first makes room for high-impact solutions.”

Kathy Rippy, of Migliore Consulting, said,

Everyone is feeling uncomfortable and anxious about how things are going to work out for them, personally and professionally. It’s a great time to engage with employees and use their expertise to find new solutions. Be as open as you can about the status of the organization. Get as specific as you can. If you can tell someone their job is safe, do so and get that question out of their minds. If you can’t tell them their job is safe, let them know as much about the situation as possible – even if it’s that you don’t know what will happen next. These uncertain times put us all on the same page, whether we like it or not, because no one knows that is coming next. Use this time to find ways to fully engage your people and make them stronger.”

And last, but not least, Tom Crane of Crane Consulting said,

Without rapport…feedback is just noise.”If people do not respect you or feel comfortable in your presence, then it seems unreasonable to expect them to listen or care about what you have to say…or share with you what they really think. So – build the relationship by becoming a trusted coach.”

I find these suggestions have much in common. What advice do YOU have for other leaders right now?

“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.