Managers versus Leaders

Are you a manager or a leader? Some people believe that managers focus mostly on tasks, return on investments as well as new investors and very little focus on the human aspect of their work. For example, a manager may or may not see the need for a team work cohesively, but they will make a concerted effort to focus meeting project goals and time lines.

On the other hand, leading edge leaders have a vision to succeed at work. They take what may seem intangible and make it a possibility as well as a reality. An effective leader also leverages a diverse team of talented staff, get them focused on their goals as well as overcome challenges. Moreover, leaders understand the significance of the human side of their staff and their individual contributions as part of the overall strategy for success.

Take the Challenge (and leave your comfort zone)

There are millions of "how-to" books available to the organizational freelancer enhance their skills and improve the opportunity to take on new assignments. You can learn about Web 2.0 tools, public relations, business strategies by taking training and reading the latest materials. This is a great way to maintain your role as an expert in your field.

What is your next step once you become the Subject Matter Expert or SME on a topic? It is great being the "go to person" for the same types of projects, however it provides very little opportunity to expand your skill sets.

For example, the Organizational Freelancer takes on every PR & web project available then channels her energy to ensure it is completed with quickness and with deft. Then a technology project came up which focused on more internal and external stakeholder coordination, written products and a little bit of web content. It was unlike any other project the Organizational Freelancer ever worked on. Then it happened.

The challenge: take on an assignment that is outside your comfort zone.

Why would someone take such a risk? When an Organizational Freelancer takes on a task that is outside the "circle of success" it will help promote professional growth, generate new skills and show others that you have the ability to expand your capabilities.

Power Structure: Overt and Covert

    

The key to freelance work is knowing how to focus the project plan as well as manage working with the power sources inside of an organization. This includes knowing who has decision-making authority as well as determining the figurehead everyone assumes is the senior leader.

An organizational freelancer can become effective as well as instrumental as a change agent once she understands the true source of an organization's strength. It only takes a brief moment to genuinely get to know the people you are working with on a project and then identify the levels of power.

For example, if you are in need of additional resources and staff to complete a major project it helps to share regular project updates with the overt power and covert power source on a regular basis. If a challenge or issue arises during the project implementation, your leadership team will readily know the details and be able to make solid decisions to fix any issues. In addition, sometimes the covert power source has more inside knowledge regarding ways to overcome barriers and may offer to  consult with you during the project timeline too prevent stagnation.

Also, try to ensure that both the covert and overt power sources obtain the same level of project information in a timely manner to avoid the appearance of favoritism.

How to Cope with Setbacks

Life-changing work projects are rare because they create learning opportunities. The Organizational Freelancer learned in childhood to achieve success in every aspect of her work. That sounds great in theory. However, there are rare opportunities when setbacks or failure may occur.

Project setbacks are a result of challenges that may be within our span of control such as time management, poor planning or identifying available staff to support the work load. However, some work issues may be occur because available staff may be reassigned, budget issues prevent the investment in necessary software or simply it was "doomed to fail."

It is hard for a person to bounce back from a failed project, especially when you put so much time and effort into creating something amazing for the masses. However, the reality of the situation is that sometimes projects fail, despite the best effort to plan for potential threats or weaknesses.

As an organizational freelancer, it helps to learn different ways to cope with failure effectively.   Your coping skills will develop over time and can be valuable if you channel your energy in the right direction. Use the quick tips below to enhance how you cope with setbacks:

• Identify the real problem (too little staff, reduced funding, structural design or etc.)
• Talk with your team and obtain their input about the process from start to finish
• Avoid assigning blame. It is a distraction that will not help you fix the problem 
• Create a comprehensive list of how to solve each issue 
• Learn something new from your setbacks 
• Share your ideas and obtain feedback about problem-solving measures
• Get buy-in from your team and leaders to support the solutions
• Implement the changes to your project work plan
• Draft a trouble-shooting strategy to resolve work challenges

Don't Be Defined by Your Job Title, Blog #30 April 4, 2014

Job titles. They are a lifeline to work place recognition and seen as a tome to respect and power. For example, job titles help separate leadership from staff and reinforce a organizational hierarchy. In addition, people with extensive subject matter expertise are clearly identified by titles such a team leader, branch chief, program manager or engineer to name a few.

Sometimes, we get so invested in our titles, we forget to separate who we are as individuals from the work place persona. When was the last time you introduced yourself to someone new and omitted your title from the conversation?  Sometimes, people cling to their titles and make them an integral part of their identity. Who am I without the title on the business card?

This can be a benefit or a hindrance. One way your work title can prevent you from advancing in your career is thinking that your actions limited by your position title. When you take on a huge new task that is normally held for a more senior person in the organization, stop yourself from saying "I can't do this because I am not management."

We create our own career paths and part of the journey is taking risks. It also includes having strong self awareness of who you are and what you like to do outside of the office. Ensure your colleagues get to know you well so you can avoid boxing yourself into just a title developed in human resources.