Michelle Ray

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Adversity

Key Leadership Traits: The ability to Take Risks

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SHRM defined one of the most important competencies in leading organizations as taking risk. The ability to risk. Without question, we want to be conscious of taking calculated risk. There is a difference between taking extraordinary risk and taking calculated risks. What kind of a risk taker are you? If we don’t take risks, we simply stand still. Of course today, it’s impossible to move forward without taking some kind of risk. That involves of course being able to let go of the fear and trust yourself. Trust in who you have around you. Trust in your decisions. Trust in your decision-making ability that you are able to take that next step.

Some of the risks we take may seem overwhelming initially, but once you’ve taken that risk and you’ve lived to see the result, you realize that what you actually did will give you the energy to continue to take risks. Being a risk taker doesn’t necessarily mean you are the risk taker extraordinaire, but you have an ability to embrace your fears, move through them and take the next step to take the risk.

This article is a transcript from Key Leadership Traits: The ability to Take Risks YouTube.

(Twitter) is one of the best international leadership keynote speakers in Vancouver. She helps you discover your potential through presentations, coaching and consulting. With over 20 years of experience Michelle has worked with hundreds of companies around the world. She is taking bookings for speaking engagements and can be contacted at MichelleRay.com

Leading Self: Developing Adaptability

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Leadership Competencies is all about honing your ability to be adaptable, to be flexible. Today, I would say more than any other time, we are seeing the pace of change accelerating and so of course, we need to be flexible. We need to be adaptable, and along with being adaptable, we need to be willing to be flexible. There is no room today to stand still.

So, how adaptable are you to move with the pace of change, to recognize that things are happening outside of yourself faster than you can even imagine, faster than your business can even keep up with at times. So, if you are willing to be adaptable, and if you are willing to remain flexible, then you are in a position to teach other to do the same. You are in a position to be able to transcend change and you are able to remain on top of ever changing business dynamics and where your customers are going.

So, remaining flexible, is that you? Remaining adaptable, is that you? Because that is what we need to do as one of the core competencies to lead yourself.

This article is a transcript from Leading Self: Developing Adaptability YouTube.

(Twitter) is one of the best international leadership keynote speakers in Vancouver. She helps you discover your potential through presentations, coaching and consulting. With over 20 years of experience Michelle has worked with hundreds of companies around the world. She is taking bookings for speaking engagements and can be contacted at MichelleRay.com

Change Management Ep.3 Get Buy-In to Change Initiatives

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One of the biggest issues that leaders constantly ask me about is, how do I get my team to buy into change? And this is really important, because you need their support. Otherwise, you’ll find yourself at a standstill. And even worse, people will feel that the change is being imposed on them.

To prevent that from happening, here’s what you need to do. Recognize first of all that change is emotional. Change isn’t logical. Without you validating people’s emotional state, they are not gonna feel heard. They’re not gonna feel as though their reaction matters. It’s a natural thing to react to change, as we spoke of previously.

So remember to acknowledge people’s emotion before you expect them to buy in.

Next, realize that people change when they see a higher reason to change. They need to understand it. They need to see that it matters to them, that there’s a purpose to it that has applicability to their lives and to their careers.

So unless they can see that higher reason, they are more likely to be entrenched in the status quo. And also remember how important it is for you to ask for their input. You’re more likely to get acceptance of your ideas by hearing others’ ideas first.

As I said previously, people want to know that they matter. So when you listen to their ideas, and get their input, they are more likely to be receptive to your plan.

It’s also important to realize that people will change when they want to, not necessarily when you want them to. So when we try to impose a timeline, we might feel that people are going to recoil more quickly. You may have initiatives that need to happen quickly, but I want to encourage you to remember that people need to see the reasons to change before they will accept your ideas.

In summary, remember, account for the emotional response. Acknowledge the fear. It is a natural reaction to change. Realize that how you position change can influence the outcome. When you are able to get that buy in, it’s due to the fact that you have taken into account other people’s ideas, other people’s input. And minimize the shock factor by involving people from the outset and realizing that their ideas are just as valuable, and may contribute to the success of your change initiatives.

This post is a transcript of https://youtu.be/sJ-eJUn3Ghs on YouTube

Resilient Leadership: How To Rise Above, Resolve And Respond To Adversity

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”Man never made any material as resilient as the human spirit”….Bern Williams

As the end of the year nears, we often tend to reflect on what has happened in our lives over the past twelve months. Looking back, we may be surprised by the challenges we’ve overcome, and the way we dealt with hardship, when in fact, our capacity for resiliency shouldn’t be a surprise at all. [Read more…] about Resilient Leadership: How To Rise Above, Resolve And Respond To Adversity