I'm traveling a lot these days, meeting with SHAMBAUGH's clients across the country and around the globe. What keeps coming up in our conversations is how our business environment is rapidly changing and organizations are reinventing themselves in real time to ensure that their brand is aligned with both the changes and the opportunities. Actually, many of our discussions are also about how savvy business people are re-evaluating their own personal brand to ensure that it represents key differentiators that are value-added to their colleagues, teams, organizations, and customers. Strange that with all these client conversations and many internal meetings about SHAMBAUGH's brand in the marketplace, I was surprised recently to discover that I too had a "brand" and it wasn't exactly what I wanted it to be!

I was flying cross the Atlantic, to speak at a Global Leadership Conference, when the gentlemen sitting next me said, "Aren't you the Sticky Floor Lady?" I have to admit that at first, I was pleasantly surprised that someone actually recognized me, as this doesn't happen to me very often. Then, I began to wonder… Sticky Floor Lady…Is this how everyone sees me?

I wrote "It's Not A Glass Ceiling, It's A Sticky Floor" several years ago. And while I've talked about the Sticky Floors ever since, I really never intended to have them become my brand in the marketplace! How about …"thought leader", or author of two practical books on leadership, or pioneer in developing programs to advance women? Any one of them would work for me. But, those weren't what came to the gentleman's mind when he recognized me. Sticky Floor Lady is what he said.

I learned from this experience that if you don't intentionally create your brand, someone else will do it for you. In today's business environment, organizations are looking for people who stand out from the pack and have a unique value proposition that supports their growth and success. Call this your brand or your core differentiation, and, in some cases, your 30 second commercial!

If you don't already have a brand or if you are considering changing it, here are a few tips to get you started:

1. Define and Own Your Values
   Values represent what is most meaningful to us. They drive our intrinsic motivations, help shape our priorities and provide us with focus. One of my top values is service which, for me, has evolved into helping people to realize their fullest potential. This value has also transformed into a core mission for SHAMBAUGH which is providing the best coaching and right programs to further the development and advancement of business leaders. In my book, "It's Not A Glass Ceiling, It's A Sticky Floor, I reinforce the Idea that knowing and living your values not only helps to shape your brand but also provides you with a keen sense of self-empowerment. Our values help shape our authentic self which is essential when you are creating and living your brand.
2. Identify Your Signature Strengths
   It's important to incorporate your unique strengths in your personal brand. These strengths are things that you are really good at and that you love doing. Ideally, they positively differentiate you. It's important to identify ways to leverage these strengths to capitalize on potential opportunities in your organization. This may call for getting out of your comfort zone and working with different people on new projects. You might even consider extending these strengths outside of your company by working on non-profit boards or by leading volunteer projects in your community. We all have signature strengths. The key is taking the time to identify them and then intentionally building them into your brand campaign.
3. Learn More About Your Current Leadership Brand!
   Get feedback from others. It's helpful to learn how others perceive you to see if their perception is in alignment with what you ideally want your leadership brand to be. Reach out to several people that you respect and you know will give you honest feedback. Consider this feedback as a gift to broaden your personal brand awareness so that you can change how you are showing up if others don't view you as what you want your brand to be.
4. Be Consistent with Your Brand
   Your brand shows up in many different kinds of work situations. such as: in meetings, on the phone, in emails, during your business presentations, in one-on-one conversation, and even when you are riding In the elevator with someone! The key is to be intentional about your brand. The more consistent and authentic you are when you show up, the better able people will be to recognize and describe your signature strengths and your unique value.
5. Find Opportunities to Leverage Your Brand
   You can't operate in a vacuum and then expect that people will know who you are and recognize your unique qualities. Look for opportunities where you can socialize your brand. Find people who can help you become recognized as your brand. Ask for their assistance in getting to know others in your organization and in having others know more about you as your brand.

Remember, you can create the conversation people have about you! What will those conversations be and when will you begin to create that brand for yourself?

Learn more about SHAMBAUGH's upcoming leadership programs, coaching and our signature Women in Leadership and Learning Program Fall 2010 program or feel free to email me at rshambaugh@shambaughleadershp.com and share with me your thoughts or questions on leadership and branding!

So, this thing called Smart Power … do you have it? Would you write Smart Power on your resume as one of your key strengths? Probably not, as it is a relatively new term. But, if I asked, “Are you a continuous learner?”, would you be able to answer that? Still not sure? Well, here are a few questions that might help you out:

1. Are you aware of how others perceive you? What did they think the last time you pitched an idea at a meeting? What did they think of your last presentation? How seriously do they take your ideas? How much influence do they think you have and with whom?
2. Do you reach out and ask for feedback regarding your effectiveness as a leader? When is the last time you did a 360? Did you ask people to assess the effectiveness and ROI of your last staff meeting? Do you have your personal “Board of Directors” who can tell you how well you’re doing and what folks are saying about you as a leader?
3. Do you focus as much on expanding your knowledge base as you do on delivering the results? Do you do your own version of “Best Practices” and “Lessons Learned” after a major project has been completed? Are you determined to learn something new everyday? What have you learned this week that makes you a better leader?
4. Do you make a point of getting out of your comfort zone once in awhile? Do you take on new roles or engage with different teams? When was the last time you volunteered to do something totally different than your normal job? How often do you volunteer to help out on other projects?
5. Do you look to other leaders as a source of new insights, fresh perspectives and alternative strategies? Do you have at least 5 – 6 mentors who can help you grow and develop? Are you constantly looking to see what you can learn from the folks that you are mentoring?

If you answered “Yes “to all 5 questions, you are a pro at this thing called Smart Power. You are truly a continuous learner and you are in a great position to build the same kind of continuous learning environment for your team and organization!However, if you answered any my questions with …”Not so much”…..here are six areas that I illustrate in more detail in my book, Leadership Secrets of Hillary Clinton www.shambaughleadership.com. I hope they will serve as a helpful springboard for building your Smart Power:

1) Continuously Build Your Self Awareness

Research and experience tell us that what makes each of us a great leader is the capacity to look inward and gain a clear understanding of our values, assumptions, beliefs, as well as our strengths and weaknesses. This calls for taking time out to gain a strong self-awareness of who we are – the vision we have for our life which translates into the conversations people have about us and the footprint that we leave behind. Taking self-awareness to the next level requires us to gain feedback on our leadership effectiveness and reputation.

Some questions to consider when seeking this kind of feedback are: How are you doing? What results are you getting? What are your strengths and weakness? What are your blind spots? (Often times, being told about your blind spots can help you gain greater respect and credibility!) What do others see as your unique value proposition? Remember that the more you know about how others are perceiving you, the better you can gauge how effective you are really being as a leader.

One of the best ways to gain this constructive feedback from others is to engage in a 360 feedback assessment and then work with a coach to help you address those areas that are critical to your success. Or, reach out to someone you trust and respect and ask them to observe you in a variety of work situations and then debrief with them. The bottom line is- don’t operate in a vacuum!

2) Get Out of Your Comfort Zone

Some of our greatest break-throughs come when we take risks. And, ironically, it doesn’t matter if we succeed or fail, because it’s not the outcome that provides the developmental experience, it’s the journey and what we learn along the way. In fact, many studies tell us that one of the greatest factors impacting our personal growth is learning from our mistakes. I’m sure you’ve heard the saying, “If you haven’t failed, you haven’t led.”

When I’m talking to leaders about this, I often ask them to tell me about a time in their lives when they learned the greatest lessons or had their greatest break-throughs. Just about every story I hear involves an experience where they took a risk. So, try some new things!

And, I’ve found that it’s easier to take risks when you are truly committed or passionate about something. When I’ve taken risks in my career, because I really wanted to do something, these experiences made me stronger, more confident, even more competent and, most importantly, open to new opportunities that I never would have considered otherwise.

Taking risks also requires us to be prudent. Map out the worst thing that can happen and then build a contingency plan around it.Be open to reaching out to others for support or advice – someone who can be a mentor or good source of information for you. With each experience where you reach out of your comfort zone, be sure to ask yourself: What did I learn from this? What did I do well, and what would I do differently?

Finally don’t be discouraged if you make a few mistakes. We all do!

3) Do Your Homework

I remember in school that studying before an exam gave me more confidence than just showing up and taking the test at the last minute. The same goes for taking on a new project or new role at work. It’s important to do your homework! Being prepared not only gets you better results as a leader, but it also gains you a great deal of credibility and respect. In my first book, It’s Not a Glass Ceiling, it’s a Sticky Floor, I linked doing your homework with being politically savvy. The more you understand something, the better equipped you are to figure out how to deal with it. So consider the following questions when doing your homework for taking on a new project or addressing a new issue:

• What’s the context?
• Who are the key players? What do they want to know and not know?
• Where can I provide value?
• Who has the power and influence in the decision making process?
• What is the outcome I would like, what are the potential barriers and what is the process for getting there?

The more you do your homework, the more confident you will be and the more confidence others with have in you.

Start identifying people who can either be a great advisor or keep you informed about important changes or who might even serve as your personal Board of Directors. It takes a village of mentors and a broader body of knowledge than you can achieve on your own to accomplish great things as a leader.

At one company, we created what we called “enterprise smart-thinking” sessions that allowed people to see critical business challenges as an opportunity for growth and learning. These forums encouraged managers from across functional departments to participate in “time to market” product teams. These teams generated new processes and creative techniques that led to “breakthrough” thinking and allowed the company to move beyond the traditional way of doing things. These teams leveraged Smart Power across the organization.

So, to summarize, here are 5 things to remember, for building your Smart Power through continuous learning:

• Raise your self-awareness regarding your leadership effectiveness
• Get out of your comfort zone, try new things and learn from your mistakes
• Do your homework
• Be curious and learn from others
• Leverage Smart Power within your team and organization

If you would like to begin your journey of continuous learning, our SHAMBAUGH coaches can help you get started; or, to hear me speak on Leadership and Resilience on June 8^th, visit the event page, or contact me at rshambaugh@shambaughleadership.com.

1. Don’t Go Another Day Without a Life Plan!
   Developing a Life Plan forces us to think through what we want to accomplish over the course of our life and to set specific goals to ensure our ultimate success. It’s a way to determine, and also be clear about, what is really important to you. Do you already have goals set in different aspects of your life? Are you setting your priorities based on them? Are you spending your time and energy in the right places, doing the right things? If you’re not sure, you need a Life Plan!


2. Fill Your Whole Tank
   Look at your life in a systematic way. Consider the physical, emotional, mental, and spiritual aspects. When these four components are in harmony, you will find a flow and doors will start to open. Ask yourself what you are doing daily to nurture these 4 aspects of your life. If one is being neglected, look at ways to concentrate on it. This will help you to stay focused and intentional about what you are doing personally and professionally.


3. Be Intentional About Having Healthy Disruptions in Your Life
   Take periodic breaks from your daily routines at work and at home. Read a magazine at lunchtime instead of working at your desk or run on your home treadmill while you watch the sun rise instead of racing to the gym! This kind of “change of pace” will actually increase your energy and renew your spirit. It also feels pretty darn good once in awhile!


4. Create a Revised Time “Budget” that Reflects Your Real Priorities
   Treat the time that you work like you treat your financial budget. As an example, if you want to save more of your money, a financial planner will ask you to look at how you currently spend your money and then help you determine where you are getting your greatest ROI and where you might be able to cut back. Try this same approach with the hours in your day. Looking at how you spend your time each day will show you places where you can gain some time before you even begin to reallocate your attention.


5. Establish Your Boundaries and Communicate Them
   Remember that you are the one making changes in how you prioritize your activities and live your life. No one else will set those important boundaries for you. And don’t expect everyone to know what your goals and priorities are. It’s important to be transparent about what you want and need. This sets healthy expectations for everyone.


6. Build Your Support Network and Actually Use It
   Surround yourself with people who fill your tank -- that give you energy just by being with them, inspire you to stay focused on what’s really important to you, and provide the moral support you need to keep your priorities straight. These relationships can also help fill any voids you have in your life from an emotional, physical, spiritual and intellectual perspective. Reach out and build those relationships with old colleague friends, nieces and nephews, or with new friends you meet at a photography class, at church, on a community outreach board or even on one of those dreaded committees you said you’d never join.

Remember, as human beings we run on energy. Occasionally our tank is drained and we need to fill it up again before we can keep going. It’s up to us to maintain a level of full engagement in our lives. The more we do what fits into our Life Plan, the greater energy we will have, the more creative and focused we will be, and great leaders we will be for ourselves and others!

Learn more about how to be a Resilient Leader and SHAMBAUGH’s workshop series on Leading with Resilience - A Time For Reinvention! Consider purchasing SHAMBAUGH's practical workbook and guide on Tapping on and Managing Your Own Energy and Work Life. 

It seems as though, through the good times and bad, the one thing that has stayed constant in our work life this year is the value of building and sustaining supportive relationships. I know we’re pretty good at making and keeping friends; but at work, we seem to forget how important it is to connect with people. We focus on getting the work done and lose sight of how others in our organization can be a source of energy, enthusiasm, motivation, and even mentoring for us. We stay contained in our own group of colleagues and don’t think about reaching out to others to build a network that can support us on a daily basis, as well as help us reach our longer-term goals.

Now, I know all the reasons why we don’t do this. I’ve heard them over and over again. People tell me there is no time in the day to reach out to others – they have too much to do or they think others will be too busy to take the time to meet and get to know them. In many cases, they can’t imagine why these people in their organization, some who are often in higher positions than they are, would want to spend 20 minutes talking to them or having lunch together. And yet, these same folks acknowledge that the best way to be successful is to have a strong and diverse network of people who can help them gain insight, leverage resources and influence others.

Now more than ever before, the focus is on building supportive networks because organizations are changing rapidly as a result of the challenging economy and competition in the marketplace. I see new executive teams form and reorganizations occur as the norm rather than as a special event. And we all know that organizations are looking for new ways to bring value by generating broader collaboration and fostering stronger cross-functional relationships.

So there are good professional reasons to network, but I also encourage you to reach out to others for purely personal reasons. I think more people (outside of your work team) need to know who you are and the value you bring to the organization. While I realize that these new connections will be able to help you make better decisions and gain the support you need, I think it’s also important to socialize yourself in order to be able to seize new opportunities as they come along. That old saying of, “it’s not what you know but who you know” is still alive and well in business today.

And I know for sure that these new relationships – people you don’t ordinarily see on a daily basis – can become a tremendous source of energy and motivation for you. By seeing the organization from a different perspective and tapping into the world of someone who has an entirely different set of goals and challenges, you’ll begin to discover what you didn’t know! That’s what continuous learning – and being a resilient leader – is all about, after all.

By building these relationships and forming these new “connections,” you will be leveraging one of the key secrets I focus on in my new book. To lead effectively in these challenging times, resilience is an essential component of success. In the chapter on Connectedness, you’ll find 5 tips to get you started. Here’s a quick peek at what they are:

• Don’t be afraid to ask for help
• Build a broad and diverse network
• Have a plan
• Create your own Board of Directors
• Be open to and curious about everyone you meet

So, as we enjoy this holiday season and look forward to the new year, may we all remember what’s really important in our lives – each other. The greatest gift we can give is ourselves and the greatest gift we can receive is the connection we have with others. This is the perfect time to reach out and let someone new into your network. Send a holiday card or a leave a voice-mail message, but most importantly, let someone know you are thinking of them and wishing them a Happy New Year.

Happy Holidays my dear friends!

Building resilience means learning, growing and leveraging your own leadership skills.  Learn more about SHAMBAUGH’s executive coaching and leadership development programs by visiting our website at www.shambaughleadership.com.

In addition to writing these past few months, I’ve continued to speak at a variety of events throughout the country. Last week, I was invited by the University of Toledo (in Ohio) to address their business community. It was a unique event in that it wasn’t really a conference or a usual university offering, it was a “give back” by the University to their business leaders who are feeling the effects of our current economic recession. I spoke on resiliency, which I believe is one of the keys to success for any leader today, and I focused on one of the chapters in my new book- Continuous Learning.

While the University is reaching out to business leaders with all sorts of formal courses and lectures to support both the training and re-training of staff, I believe each of us needs to have the spirit of continuous learning as an integral part of our daily lives. Whether we are faced with an immediate need to learn something new in order to keep or get a job, or we are likely to remain in our current job for a comfortable period of time, I think we all become stronger leaders when learning is part of our life journey.

The first, and often the easiest, thing to do is to raise your self-awareness in terms of your leadership effectiveness. Based on two decades of research at SHAMBAUGH, I can tell you with confidence that the areas that will significantly impact your ultimate success include: power and influence, business savvy, encouraging innovation, managing change, building strategic relationships, strategic thinking, managing upward and effective collaboration. If your organization has a 360 assessment, I encourage you to leverage it to your advantage. As well, you need to have several individuals, whom you both respect and trust, give you on-going situational feedback on a regular basis. This is what keeps your self-awareness learning alive and relevant.

The second thing to do is to get out of your comfort zone once in awhile. When I’m talking to leaders about this, I often ask them to tell me about a time in their lives when they learned the greatest lessons or had their greatest break-throughs. Just about every story I hear involves an experience where they took a risk. Some have happy endings and some don’t. It doesn’t seem to matter. Our personal and professional growth can come from either one because it’s not the outcome of the experience that has the most significant impact on us, it’s the journey and what we learned along the way. So, try some new things!

And, it’s important to learn from your mistakes. Know that leaders become “great” leaders not from their successes, but learning from their list of mistakes. If you’re alive, you’re going to make them! It’s called being human. The only really fatal mistake is one that you don’t learn from. In many organizations, projects are reviewed in terms of “Lessons Learned” with the focus on improvement rather than blame. I think this is the mindset we all need to have when we know we’ve tried our best but things just didn’t turn out the way we wanted them to.

Lastly, remember to learn from others. I have always been a curious person. As a little girl growing up in the Midwest, I was always asking “why” or “how" questions because I didn’t want to miss out on anything happening around me. My father had a huge influence on me. Watching him build one of the largest general contracting firms in the country was one of my greatest learning experiences. And, I’ve had many others mentors throughout my career. Some I’ve learned from by simply observing them in action, others have been a source of information and insight, and many have given me feedback that was invaluable. Look around, learn what to do (and what not to do!) from others in every sort of business situation. This is what keeps you on the journey of continuous learning and gives you the foundation for being resilient throughout your life.

So, three things to remember, for continuous learning:

• Raise your self-awareness regarding your leadership effectiveness
• Get out of your comfort zone, try new things and learn from your mistakes
• Be curious and learn from others

If you would like to begin your journey of continuous learning, our SHAMBAUGH coaches can help you get started. For more information, contact Christine Maggio at cmaggio@shambaughleadership.com and we will find the perfect coach for you!

Women in Leadership and Learning Program - Register Now for Spring 2010 Session!

While many applaud her inspiring personal and professional journey, she is now in a different ball game and her previous accomplishments are not the only criteria for consideration. The Senate Judiciary Committee is deep into the investigative phase to determine whether she is capable of being a Supreme Court Justice and there’s lots of controversy about that. One of the most publicized controversies pertains to a statement she made about how a wise Latino woman with the richness of her experience would more often than not reach a better conclusion than a white male who hasn’t lived that life. You can bet that she will be asked about this kind of statement in her confirmation hearings.

While we wait to hear her response, we can all learn something from this particular experience. When you are a visible leader, your words can be very memorable and can be used to your advantage or, in some cases, can come back to haunt you. I address this in the chapter called Making Your Words Count, in my first book, It’s Not A Glass Ceiling, It’s A Sticky Floor.

Here are two specific guidelines to consider for Making Your Words Count:

1. Be intentional and aware of what you say and how you say it. As a leader, people are watching and observing you constantly to better understand your views, determine your level of substance and judge how you “come off” as a person. I always ask people to think about what they are going to say by asking themselves if they would want to see it as the front page headline in their local newspaper. 
2. When questioned about what you may have said:

• Don’t be defensive
• Understand why someone is asking before you respond
• Try to truly understand what they are questioning in terms of what you said
• Don’t let your response cause you more problems than your original statement

Here are a few other quick tips for Making Your Words Count:

1. Understand your audience- know what they want (and don’t want) to hear as well as how much detail they require at that time.
2. Make your contribution relevant by saying it at the right time, with the right message, to the right people.
3. Listen first and speak second- you can learn a lot in the first 90 seconds of a dialogue if you are not the one speaking.
4. Do your homework! Great communication is about being prepared to say what you are going to say and being able to answer reasonable questions about it.

For the latest on SHAMBAUGH news, events and information, visit www.shambaughleadership.com.

As I was driving back from that conference and I thought about what had been discussed, I realized that with all the challenges and uncertainty facing business leaders today, there is a bright spot to these times. Many of us, including myself, are getting back to the basics and re-prioritizing what’s really important in life. People are asking themselves, “Where do I want to spend my time and energy? Where am I going to get my greatest ROI?” This has caused people to simplify their lives both personally and professionally.

In particular, they are placing more value on health, friendships, and family. They are also re-evaluating their work and identifying specific areas of it that bring a sense of meaning, purpose and energy back into their day-to-day life. Many are exploring the idea of having a “life mission” and are actively considering how they can be a better neighbor to those around them versus working on their own personal agendas. They are also looking at how their organizations can create a climate of service to others.

This perspective is a major aspect of being resilient which means staying positive and optimistic, and operating with a sense of purpose and intention through difficult times. It calls for being courageous by taking (prudent) risks, getting out and trying something new that links to the worthy agenda of others, building alliances for the common good, and mentoring and coaching others.

To do this, you have to stay focused on a few key things that resonate with you in terms of what you truly care or are passionate about. This kind of sustainable focus allows you to not get distracted by turbulence. It also creates a significant source of energy in your life that translates into mapping out a plan and then executing that plan. By the way, these plans may have been in the back of your mind for a long time and are just now showing-up in these challenging times. Life seems to work that way!

When you are thinking about your own resilience, here are four things that I think are essential to keep in mind:

1. Your Personal Identity 
   Work shouldn’t determine who you are – you are not your job. You should have outside interests and activities that help define you. Map out your strengths beyond what you are doing now and expand your capacity and impact in areas that excite you. This means being true to your values while adapting to new times and changing situations.
2. Your Relationship to Money 
   Consider how much money you really need versus how much you want. People are simplifying. It helps you be more resilient and more flexible when you see how you can pare down to the basics. Prioritize and re-calibrate based on your values rather than your immediate desires.
3. Your Continuous Learning 
   As jobs and critical skill sets are evolving, it is important for you to see change as an opportunity to learn new things and build upon your past. Don’t let your role in your organization be de-valued. Stay ahead of the curve, be curious and take on new experiences. Build new skills that are in line with where the new global economy and your organization are headed.
4. Your Personal/Professional Network 
   We used to think you networked if you needed a job but, on a day-to-day basis, we didn’t have enough time to do it. With resiliency, this means that you appreciate your friends and colleagues and build these relationships as a way of living your life so they are there when you need them.

And, if you are wondering just how likely you are to be resilient at this point in your life, here are a few easy questions to ask yourself. The more times you answer yes, the more likely you are to tap into your resiliency factor!

1. ____ I’m usually optimistic. I see difficulties as temporary, expect to overcome them and believe things will turn out well.

2. ____ I can tolerate high levels of uncertainty and ambiguity.

3. ____ I’m able to recover emotionally from setbacks. I can express my feelings to friends and can ask for help.

4. ____ I feel self-confident and have a healthy concept of who I am.

5. ____ I’m curious and I like to try new ways of doing things.

6. ____ I hold up well during tough times. I have an independent spirit underneath my cooperative way of working with others.

7. ____ I’ve been made stronger and better by difficult experiences.

8. ____ I’ve converted misfortune into good luck and found benefits in bad experiences.

For more information on Resiliency, vist our web site at www.shambaughleadership.com

Becky welcomes your ideas and comments on this blog. Please send them to rshambaugh@shambaughleadership.com

Click here to read Becky's previous blogs

I speak, on a regular basis, about great leadership in today’s environment. I was just featured on the TV show Washington Business Tonight and the anchor asked me what I saw as the greatest challenges in this current business environment. I shared with him that I was constantly hearing about one thing- over and over again… change. And there are three things I know for sure about change:

1. The one thing constant is change. 
   Our organizations, our nation and the world have experienced enormous change in the past few months and will continue to see more change in the days to come. Why? The existing infrastructure and systems that our institutions, organizations and government have been using for decades now have basically outgrown the complexities and major shifts of our environment. Therefore, we are seeing more management intensity; leaders trying to get their hands around the “new” changes and attempting to re-build their systems to support the change. And, organizations that look at this time as an opportunity to re-invent themselves will become more effective and efficient to be stronger and more competitive in the future.
2. With great change comes tremendous uncertainty. 
   There is no predictable future or recognized path to follow today. That’s why we are seeing less of the traditional strategic planning and more scenario planning. Organizations are re-defining their growth plans and realizing that the traditional ways of taking a product or service to market may no longer create a competitive advantage. New approaches requiring new skill sets are often threatening to those who are comfortable with the status quo. As a result, we are also seeing more stress, burnout and tremendous wariness within the workforce as a result of the uncertainly and lack of security for themselves and their families.
3. Change creates the need to engage and retain our top talent. 
   This is when organizations need to fully engage their workforce to ensure a high level of accountability, focus and commitment. This is also when an organization’s retention strategies will be tested. Will they be able to retain their top talent and avoid those regrettable losses in order to maintain the muscle and institutional knowledge they need to be successful now and in the future?

These challenges require that leaders today create an environment of innovation and resilience. This means that leaders need to demonstrate the ability to re-invent themselves and their organizations, as well as give and provide the right support for their employees to do the same. I call this person the resilient leader.

How do you know when you see a resilient leader? My definition of resiliency is having the ability to re-coop from or adjust to misfortune or unpredictable change. The key characteristics of resilient leaders are flexibility, attitude of optimism, openness to learn and change, and the ability to overcome adversity.

There are 3 steps that I share with others for how to be resilient:

1. Commitment: Get and stay clear about what is important to you. This can be driven by your values or based on an important goal or a vision that you have. Stay true to your commitments and focused on them through the challenging times.
2. Action: Know you can control your own environment. Don’t wait for someone else to hand over the instruction booklet with the “how to’s” for you to accomplish or deal with something. Put a plan together and execute the plan. Pick up the phone and schedule a lunch with someone you know can provide some good advice or someone who should know about you, your value and how you can help them. Go back to school and take a course that will help you to get out of the old way of thinking. By taking small steps forward, you will personally feel more in control and won’t have to rely on someone else for your success. After all, you are the one who has all the answers.
3. Challenge: Look at a challenge as an opportunity. Walk into the storm knowing that the future will be different and better. My personal experience is that the greatest challenges I have faced have created my greatest growth, and have strengthened both my competence and confidence. Challenge provides the opportunity for us to tap into our creative side where the best ideas reside.

Part of resiliency is knowing your strengths and recognizing what is holding you back. Resiliency is about understanding your “sticky floors”- those behaviors, beliefs and assumptions that can unknowingly be self-limiting, holding you back from achieving your greatest potential. Learn to lead with resiliency. You will need it to be successful and it will enable YOU to create the future!

 For the latest SHAMBAUGH news, events and information, visit our web site at http://www.shambaughleadership.com.

In some ways, the President’s challenge, with the exception of scope, is similar to what business leaders are facing on a daily basis as they plan for and implement the changes necessary for their organizations to be successful in today’s economy.

In fact, in my book, It’s Not A Glass Ceiling, It’s A Sticky Floor, I reinforce the notion that real leadership is not leading in a “business as usual” environment. Rather, it is stepping up as a leader when times are tough, when there is great ambiguity and fear, when people feel in crisis and don’t know where to turn… times like we are experiencing now.

As many of you know, I spend much of our time coaching executives who are leading change initiatives and I always encourage them to do two things that I see President Obama doing as well. First, pay attention to the basic, very human, needs of people who are either being impacted by the change or are charged with implementing the change. Chances are they are feeling uncomfortable and even apprehensive. They need to know the who, what, why and how of the change. This is always a time for over-communicating.

Second, be systematic in how you sell and implement the change. One change model that I find most useful is by John Kotter. He introduced an eight-step change process in his book, Leading Change. I think the first few steps are the most critical for business leaders. In President Obama’s short tenure, he’s already employed them. Here they are:

1. Establish a sense of urgency. This week, as President Obama was trying to get Congress and the American people on board with his Stimulus Bill, he was focused on creating this sense of urgency. He had a consistent message around the pitfalls that will happen if we fail to act now as well as the upside of what will be possible.
   
   Business leaders need to do the same. Folks need to have a reason for embracing the change and the energy to sustain it over time. Don’t assume that the need for doing it now will be intuitively obvious to others.
2. Create a compelling vision. I don’t think anyone can dispute that President Obama has created a clear vision for the country. His winning campaign centered on change and rejected the idea of “business as usual” for the U.S. government. With the Stimulus Bill, his message has focused on creating jobs while fixing the infrastructure, health care and education systems; decreasing our energy dependency and keeping folks in their homes. It’s a simple but value-laden message that is fairly easy to remember, especially when he repeats it all the time. 
   
   Creating a clear, concise, consistent and compelling vision for your change initiative is perhaps the most important step in the change process. Take the time to set your priorities and craft your message. Give examples and tell stories to paint the picture for others.
3. Communicate! Communicate! Communicate! Having completely embraced both traditional and relatively new media forms, President Obama is able to effectively drive his vision for change through constant and consistent communication. It’s about sending the right message, to the right people, at the right time, using the right communications channel. Have you watched him on YouTube? Are you one of the 13 million who get emails from him? Did you watch his first press conference? 
   
   Many different communication channels are available to your organization now and should be leveraged to ensure you are effectively reaching all of your target audiences.

The world will continue to watch the Obama administration closely to see if and how they can deliver on their plans for change. I hope they do. And fortunately, I’m an optimist!

If you want to be more effective leading change on your organization, check out SHAMBAUGH’s Webinar on Managing Change Effectively and our Executive Coaching Solutions.

Don't forget to register for SHAMBAUGH's upcoming Sticky Floor Webinar on Making Your Words Count on February 26th from 12-1:00pm EST

And yet, even in this difficult environment, I see so many great leaders focused on doing the right things and doing them right. An essential leadership attribute during these times is clarity. It’s important for leaders to keep staff informed but not sugar coat the situation. This calls for communicating the changes that are being considered while providing context: what does this mean for the organization, it’s people, and how can employees all have a part in navigating the change?

The other essential leadership attribute is the ability to engage others. Great leaders are committed to keeping their staff engaged at a tactical level while business strategies are being re-evaluated and business processes are being re-engineered. Encourage them to join you in focusing on a vision that is possible, focus on new priorities and inspire them to take conscious actions that will help them to realize that vision. Be interactive, actively listen, and take time to answer questions, and then do it again and again. Look at experiences to grow their talent while letting them know that their work is valued.

My last piece of advice for today’s leaders is to be resilient. This means having the ability to recover or adapt to changing conditions. This calls for all of us to believe: knowing that we can be the champion of our own change, leadership and potential. Be willing to:

• Re- wire your own belief system
• Let go of the old
• Break out of the status quo
• Adapt new habits and mindsets
• Take conscious steps forward to make a shift and avoid paralysis
• Listen and help others

I will continue to focus future blogs, programs and SHAMBAUGH webinars on the "how-to's" for doing this and I welcome your success stories and examples. Together we’ll come through this time of crisis and be stronger for it!