Skill Development



    
    <div class="img__right">
        
    </div>
    
    <p>The average fulltime American employee spends 47 hours a week at work, according to a <a href="http://www.gallup.com/poll/175286/hour-workweek-actually-longer-seven-hours.aspx" target="_blank">2014 Gallup pole</a>. That translates to being at work for more than a third of the 120 hours from Monday to Friday. Given that work is such a huge part of most peoples’ lives, setting boundaries at work should be a big priority because it leads to people being more efficient and confident as well as less stressed. To reap these benefits and others, we’ll look into not only how to set boundaries but then also how to stick to them.</p>
    <h3 class="h3__alt">What Are Boundaries and Why You Should Set Them at Work</h3>

    <p>Boundaries can call to mind giant fences or “do not enter” signs. In relation to setting boundaries at work, however, what a boundary looks like is typically a bit less obvious. </p>

    <p>There are two basic things to know about boundaries, according Dana Gionta and Dan Guerra, authors of  “<a href="http://www.amazon.com/Stressed-Centered-Practical-Healthier-Happier/dp/0990835405/?tag=inccom028-20" target="_blank">From Stressed to Centered: A Practical Guide to a Healthier and Happier You</a>.” First, a boundary is a limit defining you in relationship to someone or to something. Second, boundaries can be physical and tangible or emotional and intangible. In most scenarios, the boundaries you’ll set with work fall into the “emotional and intangible” category.</p> 

    <p>There are <a href="http://www.inc.com/dana-gionta-dan-guerra/how-to-manage-boundaries-at-work.html" target="_blank">many ways in which boundaries function</a> and reasons why they’re important. For starters, boundaries help to protect us by clarifying what is our responsibility and what is another person’s. They serve to preserve our physical and emotional energy, to help us stay focused on our values and standards, and to identify our personal limits.</p>

    <p>All these things boil down to a simple truth: Setting boundaries at work leads to a <a href="http://www.pennbehavioralhealth.com/documents/setting_boundaries_at_work.pdf" target="_blank">more efficient, pleasant experience</a>. “Learning to set and keep clear boundaries with your boss and colleagues is essential if you want to remain happy and productive at work,” says best-selling author and productivity coach <a href="http://www.pennbehavioralhealth.com/documents/setting_boundaries_at_work.pdf" target="_blank">Valorie Burton</a>.</p>

    <p>Blurred lines with management expectations, job responsibilities, communication, or other areas of work can be stressful and frustrating. <a href="http://www.pennbehavioralhealth.com/documents/setting_boundaries_at_work.pdf" target="_blank">Setting clear boundaries</a>, on the other hand, helps to maintain good productivity and social dynamics in the work place. When professional boundaries and priorities have been clearly defined, everyone is able to function more effectively. Without boundaries, there are no firm guidelines for behavior.</p> 

    <h3 class="h3__alt">Examples of Boundaries</h3>

    <p><a href="http://www.pennbehavioralhealth.com/documents/setting_boundaries_at_work.pdf" target="_blank">As Penn Behavioral Health Corporate Services explains</a>, there are three main areas in which to set boundaries at work:</p>

    <ol>
        <li>Job responsibilities<br>
        These include boundaries a manager needs to set for his or her employees and boundaries a person needs to set for themselves.</li>
    
        <p>Manager-set boundaries involve clearly defining the employee’s role and responsibilities, which establishes accountability and leaves little room for blame or excuses.</p>
    
        Employees should be able to answer the following questions:
        <ul>
           <li> Who do you report to?</li>
               <li> Who provides you with feedback?</li>
                <li>Who decides what you should be working on?</li>
                <li>Who assigns you work?</li>
            </ul>
    
        <p>Once manager-set boundaries are in place, employees can establish and maintain the boundaries more effectively. </p>
    
        Examples of this include:
        <ul>
            <li>Asking people not to call at home after a certain time</li>
            <li>Telling people you’ll only check work email between certain hours</li>
            <li> Saying no to projects you are unable to take on due to a full workload</li>
            <li>Approaching your manager about situations you feel violate your boundaries and working together toward a solution.</li>
            </ul>
    
        <li>Interpersonal boundaries<br>
    
        These are boundaries between co-workers as well as between employees and managers.</li>
    
        Factors include:
        <ul>
            <li>The tone of voice used in the workplace </li>
            <li>Peoples’ attitudes toward one another</li>
            <li>The ability to focus on work even with people you are having a personal conflict with</li>
            <li>Limiting work conversations to certain topics (i.e. nothing offensive, religions, super personal, etc.)</li>
            </ul>
    
        <p>Interpersonal boundaries are integral for co-workers to be able to work together productively. Weak interpersonal boundaries can lead to bullying; an individual may be constantly taken advantage of because he or she has not created boundaries.</p>
    
        <li>Personal boundaries</li>
    
        These are boundaries that help you to keep a healthy work-life balance. They can include: 
        <ul>
            <li>Limiting access to your work email or voicemail while at home</li>
            <li>Leaving a work laptop at work</li>
            <li>Taking vacation time and leaving work at work during that period</li>
            <li>Taking time to actually be offline: no social media, no email, etc.</li>
        </ul>
    </ol>

    <h3 class="h3__alt">How to Establish Work Boundaries</h3>

    <p>Setting boundaries at work is a step-by-step process. It’s easiest to set boundaries <a href="http://psychcentral.com/blog/archives/2014/03/10/7-tips-for-setting-boundaries-at-work/" target="_blank">when you first start a job</a>; that’s when the basics are up in the air in terms of start and end times for the work day, overtime circumstances, working from home, etc.</p>

    <p>If you’re already at a job and don’t plan on changing anytime soon, not to worry: <a href="http://psychcentral.com/blog/archives/2014/03/10/7-tips-for-setting-boundaries-at-work/" target="_blank">these five steps to establishing work boundaries from PsychCentral</a> apply to you, too.</p>

    <ol>
        <li>Prioritize your values</li>
    
        <p>Knowing what is important to you is the first step to knowing how and where to set boundaries. Start by asking yourself what boundaries you need to protect your own happiness at work. Ask yourself: “What does that give me? How does it feel when I am operating at my optimal potential?” Also be sure to take the time to notice the times you feel frustrated, stressed or overwhelmed—indications that a boundary is being violated or needs to be established.</p>
    
        <p>For example, if physical fitness is important, block out clear times for exercise. If family dinners are a priority, set a boundary that you leave work at a certain time every day. You want to make time for the things that are important to you, therefore you need to have strict boundaries around working overtime or being available at all hours.</p>
    
        <p>This especially applies to leaving work at work. Make rules for yourself: for example, you can check email before dinner but then have to put away your devices so you can spend the rest of the evening being completely offline. Not only does this help separate work and life, but it also allows you to replenish your mental, emotional and spiritual reserves.</p>
    
        <li>Communicate your boundaries clearly</li>
    
        Be open, honest, and clear with coworkers and managers about your boundaries. Don’t, however, try to set all your boundaries at once. Take it one conversation at a time. Practice identifying, asking for, and keeping a boundary. Keep track of what works, change what doesn’t, and keep moving forward. 
    
        <p>Example: If your rule is to not gossip with coworkers, tell them clearly and politely that you don’t want to participate before it happens. Don’t let them spend an hour gossiping over lunch while you listen then tell them weeks later you wish they hadn’t said those things. That is passive and unclear, and therefore ineffective. </p>
    
        <li>Bring up a boundary or violation right away.</li>
    
        <p>When a boundary gets violated, say something. Clearly state the ways in which you are seeking to maintain the boundaries you’ve set to ensure you can successfully support yourself, your team, and your organization. Do this as soon as possible following a violation so it maintains its poignancy and the person violating it understands its importance. </p>
    
        <p>Concentrate on being compassionate when telling people you feel your boundaries are not being respected. Most people are likely unaware of how their actions impact you, and will appreciate being told they crossed a line so they can avoid making that same mistake. </p>
    
        <li>Focus on concrete rather than personal explanations</li>
    
        <p>For work boundaries, try to avoid talking from your personal perspective. For example, if your boss makes an unreasonable request, instead of saying, “I’m really stressed” or “I have too much to do,” which sound whiny, instead, frame your explanations in something concrete. Explain your objection in terms of how it’s going to affect other projects, clients or your bottom line: “If I spend my time on X, there won’t be enough time to do Y.”</p>
    
       <p> Another thing to keep in mind with these situations is to engage the person requesting something that feels overwhelming to you. Ask him or her to tell you more about why they need you to do the work. Dialogue about it. Doing this helps to diffuse anxiety and opens the door to negotiating a more reasonable and mutually beneficial option.</p>
    
        <li>Be ready for boundary breaches</li>
    
        <p>It’s inevitable that at some point, someone will violate your boundaries. Be prepared for this by visualizing a boundary getting crossed, then decide how you’re going to handle that situation.</p>
    
        <p>Imagine, for example, your boss emails you on Saturday. Visualize what your reaction will be, then create a plan of action. Will you reply right away with the answer he or she wants? Will you reply and say you’ll respond Monday, at work? Will you respond Monday morning and remind him or her of your boundary?</p>
    
        <p>Having a game plan in place helps you to be prepared and avoid being hijacked by emotions. </p>
    </ol>



    <p>Building boundaries takes time and practice. Boundaries will get crossed. Side steps will be taken. Instead of viewing violations as negatives, though, see them as opportunities to gain insight and improve on your boundary setting.</p>

    <p>As you set boundaries at work, also consider the following ideas for streamlining and improving your time and relationships at work:</p>





Why You Need to Set Boundaries at Work &amp; How to Do It



    
    <div class="img__right">
        
    </div>
    
    <p>Successful leaders come in all shapes and sizes. No two workplaces, situations, crises, or scenarios are the same, and no two leaders are the same. And while it’s fine to say that <a href="/resources/leadership-and-management/is-servant-leadership-the-most-effective-type-of-management/">servant leadership is the most effective type of management style</a>, that doesn’t explain how a manager can become an effective manager. That’s where the personal leadership development plan comes into play. </p>

    <p>The idea of developing a personal leadership development plan might seem a bit wonky, especially if you’re already in a leadership position. But having a plan — more specifically, a written list of leadership development activities — is important. </p>

    <p>Here’s why: on the most basic level, you want your personal leadership development plans to be readily accessible as both reminders and guidelines for the goals you’ve set for yourself. We’ve all made mental to-do lists — and promptly forgotten everything on them. Same goes with a leadership plan.</p> 

    <p>Not sure where to start? Follow this step-by-step guide and you’ll have a leadership development plan in no time. 
    </p>

    <h4 class="h4__alt">Step 1: Define What Generally Makes a Great Leader</h4>
    <p>The best way to make a leadership development plan is to draw inspiration from today's great leaders. To start, make a leadership skills list of qualities that you think make up the traits, competencies, abilities, and experience of a good leader.</p>

    Three <a href="http://www.forbes.com/sites/tanyaprive/2012/12/19/top-10-qualities-that-make-a-great-leader/" target="_blank">samples</a> of skills you might put on your list:

    <ul>
        <li>Honest, ethical behavior</li>
        <li>Being able to clearly and succinctly communicate a vision</li>
        <li>Using creativity and intuition to navigate difficult and unpredictable situations</li>
    </ul>


    <h4 class="h4__alt">Step 2: Take a Self-Assessment</h4>
    <p>Next you want to identify your core characteristics. These are personality traits like "adventurous," "observant," and "impulsive." To do this, take a test like the <a href="http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/" target="_blank">Myers-Briggs Type Indicator (MBTI)</a> or <a href="http://strengths.gallup.com/110440/About-StrengthsFinder-20.aspx" target="_blank">StrengthsFinder</a>. Or, rally a group of friends, peers, colleagues, and family to write down words they'd use to describe you. </p>

    <p>By breaking down your personality traits and strengths, you’ll have more insight into your personal style and be able to better answer the “Who am I?” piece of the personal leadership development process, which we'll get to later.</p>


    <h4 class="h4__alt">Step 3: Identify Your Core Values</h4>
    <p>Now that you've identified your core characteristics, it’s time to get into the nitty gritty details and identify your core values.</p>

    <p>Core values are the principles you use to make decisions and define integrity and ethics. They are the things that help you weigh choices in life, and are typically unwavering.</p>

    To help you identify what your core values might be, we've listed a few below. Choose 8–12 of the following values that are most important to you:
    <ul>
        <li>Achievement</li>
        <li>Advancement</li>
        <li>Adventure</li>
        <li>Affiliation</li>
        <li>Affluence</li>
        <li>Authority</li>
        <li>Autonomy</li>
        <li>Balance</li>
        <li>Challenge</li>
        <li>Collaboration</li>
        <li>Community</li>
        <li>Competency</li>
        <li>Competition</li>
        <li>Courage</li>
        <li>Creativity</li>
        <li>Duty</li>
        <li>Economic security</li>
        <li>Enjoyment</li>
        <li>Fame</li>
        <li>Friendship</li>
        <li>Health</li>
        <li>Helping others</li>
        <li>Humor</li>
        <li>Influence</li>
        <li>Inner harmony</li>
        <li>Integrity</li>
        <li>Knowledge</li>
        <li>Loyalty</li>
        <li>Personal development </li>
        <li>Responsibility</li>
        <li>Self-respect</li>
        <li>Spirituality</li>
        <li>Wisdom</li>
    </ul>

    <p>From your selections, identify 3–5 as your main core values. To see what these look like in action, <a href="http://www.inc.com/kevin-daum/define-your-personal-core-values-5-steps.html" target="_blank">here's an example from Kevin Daum</a>, a journalist at Fast Company who revealed his own core values and provided guidelines for developing your own.</p>


    <h4 class="h4__alt">Step 4: Write a Personal Vision Statement</h4>
    <p>A <a href="http://bush.tamu.edu/pslp/deanscertificate/PSLP Individual Leadership Plan 2012.docx" target="_blank">personal vision statement</a> reflects your personal traits and core values. It seeks to answer the question, “Who am I and what is my higher calling?”</p>

    To narrow this broad objective, focus on the following things:

    <ul>
        <li>What you want to be (in terms of character traits – refer to your self-assessment!)</li>
        <li>What you want to achieve or contribute</li>
        <li>The principles/values you use to make decisions, big and small</li>
    </ul>

    <p>The personal vision statement will become your personal constitution — a physical reminder for you to see where you’ve been, where you are, and where you want to go. By outlining your vision, you will have something to look back on when it comes time to develop your goals and write an action plan. </p>

    <p>To give you an example of what this could look like, <a href="http://www.fastcompany.com/3026791/dialed/personal-mission-statements-of-5-famous-ceos-and-why-you-should-write-one-too" target="_blank">here is dailyworth.com founder, Amanda Steinberg's</a>, personal mission statement: </p>

    <blockquote class="blockquote__alt">"To use my gifts of intelligence, charisma, and serial optimism to cultivate the self-worth and net-worth of women around the world."</blockquote>

    After you’ve written your personal statement, ask yourself the following questions:

    <ul>
        <li>Does this represent the integrity I stand for?</li>
        <li>Are direction, purpose, and motivation signaled in this statement?</li>
        <li>Is this an accurate portrait of who I want to be?</li>
        <li>Does this inspire me?</li>
    </ul>

    <p>Remember: nothing is set in stone. Your personal statement will — and should — evolve over time. It should reflect where you are now and where you hope to go.</p>

    <h4 class="h4__alt">Step 5: Analyze What Others Think of You</h4>
    <p>You've done a lot of soul searching up to this point. However, being a great leader isn't just about what you think makes an effective leader. Other people — your industry, peers, and those you lead — need to also think you're effective. </p>

    To check if the personality traits, core values, and personal mission statement you settled on align with what others currently think of both you and leaders in general, answer the following questions:

    <ul>
        <li> What do you want your employees and coworkers to say about you when you are not in the room?</li>
        <li>Now, what do they actually say? (You might realistically know the answer to this already. If not, ask a trusted peer.)</li>
        <li>More generally, how do others currently perceive you?</li>
        <li>Do you care about others’ perceptions of you?</li>
        <li>What are the expectations for professionalism and leadership in your field?</li>
        <li>If your personal assessment doesn't align with the answers to these questions, are you capable of changing your image and are the benefits worth the costs (cognitive, psychological, emotional, physical effort) to change? Do you even want to change?</li>
    </ul>

    <p>The answers to these questions should serve as a checks and balance to all the work you did prior to this step. By identifying holes in what you want to be vs. what people already think you are, you'll be able to pinpoint exactly where you need to improve, which will help with the next step.</p>


    <h4 class="h4__alt">Step 6: Identify Current and Lacking Leadership Skills</h4>
    You now have in writing leadership qualities every leader should possess; your own personality traits, core values, and personal vision; and a list of what other people think of you. All this reflection allows you to accomplish this next step: Expanding on and further defining the skills needed to become your definition of an ideal leader.

    <ul>
        <li>First, identify the skills you already have. Skills are different than traits: Skills can be taught (e.g. Excel, communication, delegating, etc.). Traits are natural abilities that last a lifetime (e.g. thoughtful, risk-adverse, introverted, etc.). </li>
        <ul>
            <li>Writing a resume can help identify these skills. Or, draw inspiration from these types of skills:</li>
            <li><strong>Personal skills</strong>: Developing self-awareness, managing personal stress, solving problems </li>
            <li><strong>Interpersonal skills</strong>: Coaching and counseling, other supportive communication, influencing and motivating others, managing conflict</li>
            <li><strong>Group skills</strong>: Empowering and delegating, building effective teams and teamwork, managing change</li>
            <li><strong>Technical skills</strong>: Making presentations, making policies, personnel management, budgeting, project management</li>
        </ul>

        <li>Once you’ve made your list, mark each item with an “S” if it is one of your strengths or a “D” if it’s something that needs development. If you’re unsure, ask a mentor, friends, and/or colleagues to offer their insights.</li>
        <li>Lastly, cross reference the skills you identified with the lists you made of "skills all great leaders have" and "the skills others think I have (or lack)." Ask yourself, "Are there gaps in which I need to improve?"<br>
            <br>Remember, you do not need to embody every trait a great leader may have. You also don't need to improve on every single skill others think you need. Narrow down which ones you should focus on by cross referencing them with your core values and personal mission statement. If the skills don't align with these, deprioritize or bag them altogether.</li>
    </ul>

    <p>Once you have a list of skills prioritized in descending order by "need development" and strengths, it's time to make some goals.</p>


    <h4 class="h4__alt">Step 7: Set Goals</h4>
    <p>Here’s where all this prior self-analysis and research come into play. Using the prioritized personal leadership skills list you developed in step six, write 2–3 stretch leadership development goals (goals that are challenging) and 1–2 manageable goals (goals that are “SMART”) that will help you achieve each of your reach goals. </p>

    <p>A good example of a leader who used this model is <a href="http://iveybusinessjournal.com/publication/strategic-leadership-short-term-stability-and-long-term-viability/" target="_blank">Jorgen Vig Knudstorp</a>, who took over as the CEO of LEGO in 2004. The family-owned business was not in good shape, but over the next five years, Knudstorp turned the company around. His stretch goal: To improve the company in every area. The SMART steps he took to get there: building better relationships with employees and customers, empowering employees to make decisions at all levels of the hierarchy, and introducing tight fiscal controls.</p>

    SMART goals are: 

    <ul>
        <li><strong>Specific</strong>: Ask who, what, where, when, why, and which</li>

        <li><strong>Measureable</strong>: Establish concrete criteria for measuring progress; ask “How much?”, “How many?”, and, “How will I know when it is accomplished?”</li>

        <li><strong>Attainable</strong>: Just about any goal can be attained when you plan steps wisely and establish a realistic time frame; ask yourself what conditions would have to exist to accomplish the goal</li>

        <li><strong>Realistic</strong>: Goals should be things you are willing and able to work toward — things you believe can be accomplished and that you actually want to accomplish</li>

        <li>Timely: Goals should be grounded within a specific time frame</li>
    </ul>


    <h4 class="h4__alt">Step 8: Write an Action Plan</h4>
    <p>You have your goals. Now it's time to make an action plan for achieving them.</p>

    <p>The action plan lays out the specific steps you’ll take, resources you’ll use, and the support system you’ll build to reach your stretch and SMART goals. If paper isn’t your thing, tools such as <a href="https://trello.com/" target="_blank">Trello</a> are available to help you keep track of everything.</p>

    Organize your stretch and SMART goals in the following format:

    <ul>
        <li>GOAL #1: (Enter goal here)</li>
    <ul>
        <li>SPECIFIC ACTIONS TO TAKE: (Pro tip: Start with a verb to incite action!)</li>
        <li>RESOURCES TO ASSIST DEVELOPMENT: (Including any training you may need)</li>
        <li>TIMELINE:</li>
    </ul>
    </ul>

    <p>Then, put them in order of importance and/or time it will take to achieve said goals. You now have a road map for achieving your goals and becoming the leader you want to be! To see what all of personal leadership development planning can look like once complete, see this example provided by <a href="http://www.yale.edu/hronline/idp/docs/IDP-4-Samples.pdf" target="_blank">Yale University</a>. </p>


    <p>Remember: your finished personal development leadership plan represents where you are now and where you hope to go. Revisit your plan often, updating it and tweaking it as needed, so that it reflects where you are on the road to becoming a great leader.</p>




Why You Need to Set Boundaries at Work & How to Do It

How to Create a Personal Leadership Development Plan

Why You Need to Set Boundaries at Work &amp; How to Do It

How to Create a Personal Leadership Development Plan

Why You Need to Set Boundaries at Work & How to Do It