May 2011

The Executive Coaches at The McNeill Group know that engaged leaders want information that is both relevant and to the point. The Quantum Leader has been designed for you with that purpose in mind.

Our success is wholly dependent upon the success of Our Clients.



Debunking* the Time Management Myth

* To expose or ridicule the falseness, sham, or exaggerated claims
– free

Most of us were and still are instructed in Time Management courses as part of the skills required to jugglethe myriad activities in our complex, day-to-day lives.

            Personally, I’m a Day Runner graduate. I became adept at filling in all the waking hours of my day. Since I wasn’t originally taught to allow for interruptions, breakdowns, higher priorities – you know, LIFE – I just worked faster and longer hours to keep up. My perpetual complaint was that “there aren’t enough hours in the day.” I continued to cram everything into twelve hours a day, wondering why I never felt complete and, more often, felt exhausted.

Sound familiar to anyone?

This takes me to the debunking part.

Have you noticed that as a culture we tend to create distinctions that don’t always say what we mean? And since a great majority of our lives are managed through the language we use, is there any wonder we have difficulty communicating with each other and creating a framework for workability with our time?

The “Aha” moment for me was realizing that “time management” was a misnomer. As much as I wanted, I could not “manage time.” Twenty-four hours in a day. Seven days in a week. You get the picture.

At that time I was introduced to the distinction and skill of commitments management. While I cannot manage time, I can take responsibility for the commitments I make for my time.

Commitments management requires me to look at the whole of my life commitments first and create space on my calendar for those personal priorities.

Secondly, it requires that I look at the reality of time that each commitment takes before I accept (or make a new commitment to) a request for that time.

Thirdly, it requires that I pencil in anticipated “think time” and “work time” on my calendar for each commitment.

Last, but not least, commitments management requires that I learn the art of renegotiating my time commitments when unexpected changes come into my life.

The outcome: When I follow the steps of commitments management, it forces me to look at the reality of balancing commitments with the priorities of my life. In so doing, I am far less stressed and far more content with my accomplishments. 

I still use my monthly calendar hard copy to keep my appointments at a quick visual on my desk. Old habits die hard.

Jane Lawson is a Master Certified Coach and resides in The Woodlands, Texas



Understanding the Cost of a C Team

To comprehend the cost of a C team, it is important to understand what a C team is. C team members are unhappy in their position within an organization, are unfulfilled and, more often than not, disengaged. A team member exhibiting these characteristics has a negative effect on team morale and motivation, resulting in poor work performance.Gary Sorrell, Sorrell Associates Customized Marketing Service,

Integrating Existing Team Members into A Teams

To make improvements to employee morale, increase job performance, and ultimately to net an increased profit, begin by restructuring the members of the organization. An employee assessment is a crucial part of this strategy. The purpose of the assessment is to select areas and roles best suited to individual employees.

Characteristics Included in the Assessment Process

- Experience

- Intelligence

- Skills

- Behaviors

- Attitudes / Values

An employee’s experience for a managerial position may look good on paper, but having the right experience does not always directly correlate with having the proper attitude or behaviors needed to become a success in the position.

An effective employee assessment delves into what motivates the employee in life, both personally and professionally. Motivated employees are happier, work harder, and strive to succeed.

Analyze Employee Competence

After completing the assessment, analyzing employee competence is fundamental. Look for high proficiency in the job skills needed to maintain high performance within the organization.  These include:

- Personal Accountability/Accountability for Others

- Developing/Influencing/Leading Others

- Self-Management/Self-Starting

- Team Work/Interpersonal Skills

- Conceptual Thinking/Objective Listening/Empathetic Outlook

- Conflict Management/Problem Solving

- Continuous Learning/Goal Achievement/Results Orientation

- Planning and Organization/Decision Making

- Diplomacy and Tact/Flexibility/Resiliency

- Customer Focus

A team members must possess the qualities and job skills needed to work as a productive team member, implement self-management, and to keep pace with a growing organization.     

After analyzing the assessment, use the resulting data to ascertain whether existing employees fit into the currently vacant positions. Restructure positions and terminate employees if needed.

In some cases, an employee may already hold the best position for them and the organization. Consider which factors motivate them and add motivating responsibilities to their job descriptions. Adjusting positions to fit employees will encourage them as well as maintain high employee retention rates.

These twenty-three skills are recognized universally and are integrated into many organizations as part of the employee training process.

Tailored Employee Training Programs

Employees and job positions are not one-size fits all. While assessments are used to place and hire employees, they are also used to benefit employee training programs. Personalizing training programs saves an organization both time and money while keeping the employee undertaking the training both stimulated and motivated.

After hiring the right employee for the job, the assessment should be used to create a training program based on individual needs. Assessment analysis provides organizations with the strengths and weaknesses of each existing and potential employee. The assessment also highlights particular skills that the employee possesses. Implementing these skills in training and in the workplace is a highly motivating factor for employees and leaves them with a sense of being valued. Employees that feel justified in adding value to an organization strive to perform at their best and achieve to their fullest potential.     

The Results

Eliminating C teams is a highly effective strategy that is cost effective and performance boosting.  Possessing the knowledge of how an existing employee works and what motivates them to do so, is valuable information that can be used to build an A team.

A teams consist of individual team members that work well together, and benefit from the skills and experience each possess. An A team member will step forward when another team member is struggling and use their job skills to teach and motivate. The whole team draws on each other’s strengths and make up for their weaknesses; real teamwork.

Written for us by our associate Gary Sorrell, Sorrell Associates, LLC. Copyright protected worldwide. All rights reserved.



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See Jane Speak!


Jane P. Lawson, MCC will be a featured speaker at the upcoming One Woman National Business Conference in Houston, Texas on August 19-20. Jane will address start-up and emerging business woman owners on the subject of "Creating a Solid Foundation for Success" as part of the "Critical Relationships" series. Jane is a Host Committee member of the conference and may offer an exclusive discount to her business colleagues. Contact Jane for details and be at the conference to see Jane speak!









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In business, the competition will bite you if you keep running; if you stand still, they will swallow you.
~William Knudson Jr., Chairman, Ford Motor Company

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-- Ray Kroc, MacDonalds' CEO on purchasing McDonalds

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