by Garrett Mintz

Tue 21 January 2020

Participating in mentor relationships is extremely valuable and can open up opportunities for both professional and personal growth.

But what happens when we don’t do the things we said we would do in our previous meeting or the person we are mentoring doesn’t accomplish what he said he would do the previous meeting?

You are faced with a crossroads. If you didn’t accomplish your goal, were you too ambitious with how you would spend your time or did you drop the ball? Can you be honest with yourself to recognize where you messed up?

If the person you are mentoring didn’t accomplish his goals, why did this happen? Do you feel comfortable with applying enough pressure to show that you care but not so much that you turn the person you are mentoring off?

This article covers some helpful tips towards building a mentor relationship that is healthy and productive.

Set expectations upfront

When setting goals in a mentoring relationship, it is extremely important that you both set expectations. If you don’t put on guardrails for tasks not getting accomplished, the relationship has a high likelihood of fizzling out because if there isn’t accountability for the goals set in the relationship, there likely isn’t much accountability for the relationship overall.

It is great to set goals that are months or years away but the problem with this is that it is difficult to assess of you or the person you are mentoring is on the right track. Ideally, once you set a longer term goal, you set goals for you to accomplish between meetings that create a path towards your end goal.

If you don’t accomplish these tasks between your mentor meetings, it is important for you to assess what is realistic and what might be too ambitious.

Challenge with questions not statements

If your mentor or the person you are mentoring doesn’t achieve his goals, it might be tempting to be frustrated. In a mentor relationship, you are investing your energy in seeing this person succeed. If they can’t accomplish the tasks they set for themselves, it can feel depleting or frustrating.

The key to properly challenging the person you are mentoring to ask poignant questions that help them come up with solutions. Saying things like “you need to do this...” or “I can’t believe you didn’t get that done…” doesn’t help you and may turn the person you are mentoring away.

Asking questions like “since you weren’t able to accomplish this, is there something you can do this week/month to help you get back on track?” or “do you feel like you can still accomplish your goal even though you missed your task this week?” or “if you aren’t able to achieve your goal, what will be the outcome of that?”

Once the person you are mentoring has answered these types of questions, the number one most important question to ask is:

How can I help you?

This shows empathy and your accountability to them achieving this goal.

Reevaluate the goal for changes

You or the person you are mentoring may determine that the goal set initially is not as important as it once was and that there is a new goal that has taken precedence.

This is completely fine and normal!

The key to properly handling this situation is sharing this information with your mentor. They will support you in this transition because they care about you accomplishing your goals, not that the original goal gets accomplished.

You aren’t letting your mentor down by changing your goal but you are letting your mentor down if you don’t share this new goal with him.

As a mentor, you can ask the question “is this still the most important goal on your plate?” or put another way “what is your biggest concern with the work you are doing right now?” Sometimes it is easier to answer questions about concerns than goals and prioritize them because people are more willing to do things to avoid pain than gain pleasure.

Overall, when it comes to mentor relationships and holding people accountable, it is key to be transparent, create protocols for not accomplishing tasks on the way to a goal, and be empathetic.

If you are interested in learning more about research on mentor relationships for companies, check out https://ambition-in-motion.com/companies.

by Garrett Mintz

Fri 15 November 2019

Having a successful mentor/mentee relationship is not easy. There are many factors that play into the relationship between somebody willing to learn and somebody willing to teach.

For career mentorship, one of the most important factors is how both the mentor and mentee view their respective careers.

Typically, there are three ways that people view their vocations. To some, they consider their vocation a job to make money and go home. To others, they think of their vocation as a career where they can grow and develop while still having opportunities outside of work for their personal interests. To the rest, they consider their vocation a calling where they believe that the work they are doing is their life’s work.

The orientation one has about their work is not right or wrong. Furthermore, the same person can have different orientations around different work. For example, if you are working at a company that rotates you from project to project every period, you may find one project career work, another project a job, and another project your calling.

The orientation one has about their vocation is extremely important for mentorship. If a student aspires to pursue a career in marketing and thinks of it as his calling, it would make no sense to connect that student with a marketing professional that considers it her job.

It would leave the mentor thinking that the student has unrealistic expectations for a career in marketing and the mentee feeling jaded and potentially consider changing his career path.

This is just one of many factors that play into pairing the right mentor with the right mentee. If a student is left to their own devices when choosing a mentor, and the only information the student has are mentor names and titles, then their results from this mentor experience are completely random.

The goal of every mentor/mentee experience is to make sure that both the mentee and mentor are left satisfied. Mentors want to feel like what they are saying is being heard and valued by the mentee while mentees want to feel as if what they are learning is relevant to what they can achieve in their career.

Ultimately, if the factors that go into satisfying a mentor and a mentee are fulfilled, a successful mentorship relationship can bring incredible satisfaction to both parties involved and develop into a lifelong bond.

by Chip Stapleton

Wed 6 January 2021

Let's talk about Impossible Goals - or as a colleague of mine calls them BHAGs (Big, Hairy, Audacious Goals). These are goals that seem completely ridiculous today but speak directly to what you want in your core being.

It most likely is impossible today. But I learned that "Impossible" is temporary. We have been told that your goals need to not be "Impossible." Not exactly worded that way, but that was the intent. Many times, you hear “Make the goal realistic” or “Attainable.” And I agree with that, to an extent. I have found that often what a person thinks is realistic to them, is far less than they could actually achieve. So, setting a goal that is impossible today, doesn't mean to it won't be possible tomorrow. Every little step you take opens doors and opportunities that didn't exist before.

However, the goal cannot be arbitrary. For example, if my BHAG is something like “I want to be worth $10 million dollars.” by itself is not good enough. I need to be emotionally connected to the impossible to achieve it. In other words, WHY do I want to be worth $10 million dollars? Why $10 million? Are the reasons materialistic? Philanthropic? The motivations behind the goal are just as important as the goal itself. Otherwise, when the inevitable setbacks that happen along the way, I would be more likely to give up.

If you have an impossible BHAG – ask yourself WHY do I want to achieve this goal, then map out the steps needed to achieve it, and take the first step, then the next. Sometimes that’s all it takes to make the impossible, possible.

by Mike Johnson

Wed 3 March 2021

In my executive peer mentoring, the latest area we’ve addressed is looking at a major goal in our lives – first, one where we failed to reach the goal; second, where we did.

In both cases, what were obstacles we faced that hindered, derailed, or threatened to keep us from reaching the goal? A great exercise, thanks to the Ambition in Motion team.

Without sharing either story at length (which might interest you, or bore you to tears), two things, in particular, stood out to me:

When is a goal, not a goal?

What are critical success factors, to overcoming obstacles in your path toward the goal?

To flesh this out -

When a goal isn’t really a goal

In the goal where I failed, I realized that I saw it evolve. First, I had the sense that I wanted to do something – that is, write a new book. I had that as a goal in my head, for the better part of a year. Then, I moved the goal into writing – I had set the goal for a specific year, to “write a new book”. I even had a couple of strategies I’d seen presented and used, and thought about the various steps: develop vision and abstract, outline, key themes, and write the introduction.

But it remained unfulfilled because I went month after month without being more specific and intentional. What were the obstacles?

Life: Workload, personal commitments, family, volunteer activity
Me: It became apparent that this just wasn’t a priority for me.

So, a goal is not a goal when I don’t get underneath it, behind it, and intentional about it, and devote time and energy toward it.

Sounds simple – as so many things in life are!

Critical success factors to overcoming obstacles

In both examples where I failed, and when I succeeded in reaching the goal – I reflected on obstacles that were in the way. To get us to a goal that is really a goal, we need to:

Make it a SMART goal (you’ve almost certainly heard this, but it’s no less true):

Specific - concise
Measurable – will know when it’s complete
Achievable – something I can control, vs. solving world hunger
Realistic – something I am equipped for
Time-based – target date, deadline, milestones.

Make it a priority

I tend to be goal and list-focused. If it’s on a list, it gets done. If it’s on a list as an “A” priority, it really will get done (Bs get moved out and done later, sometimes when they upgrade to As. Cs tend to get pushed out and done much later if ever). So, what do I relegate to the B or C list, to make room for the A goal?

Allocate time to it

Plan time in blocks, or chunks, devoted to it. Push off other attempts to encroach on the time that’s been allocated for working on it.

Keep your motivation for it

We build and maintain momentum, from the motivation that comes from within us. Without that, the other steps I’ve outlined, simply won’t happen. My mentor also observed that we can build the motivation for developing a new habit, by “doing” the habit! Practice yields behavior.

So if you’re a bit stymied in getting to something you’ve set for yourself as a goal – consider the above. Is it really a goal for you? Or an idea that you heard or had, or an “external” goal that someone else has for you? If it’s real, reframe it as a SMART goal, and examine your priorities and time.

Happy “goal-tending”…

by Malhar Lakshman

Thu 21 July 2022

Recently, I wrote an article on the differences between a professional degree and a people leader certification. While most people understand how a graduate degree is earned, such as the coursework, thesis, and potentially work-study, not many people really know the processes behind a leader certification program due to its novelty. Recently, Ambition in Motion pioneered their own AIM Insights People Leader Certification, and we’ll be giving you a little more information on it as well.

How to sign up for the AIM Insights People Leader Certification

To be able to enroll in this program, you need to be leading a team. Direct Report reviews are a critical part of this program, and without them, you will not be able to receive the full benefits of the certification. In addition to this, you must have a certain level of engagement and response rates from your direct reports from the previous six months. You will also need to enroll in the AIM Insights program. If you believe you fit these metrics, feel free to schedule an interview with CEO Garrett Mintz at your convenience.

What is included in the AIM Insights People Leader Certification Program?

· Unlimited Email Executive Coaching Guidance

· Conversation Prompts for your 1:1s

· Certification

· Customized monthly executive coaching videos and guidance

The First Tier of the AIM Insights People Leader Certification

There are three tiers to the AIM Insights People Leader Certification- Level 1, Level 2, and Level 3. These can all be worked on concurrently, but each tier has certain requirements and unique features.

The first tier of certification allows you and your direct reports to get an understanding of AIM Insights and its platform. Ideally, this should take about six months, but can be retaken if necessary. The main goal of this tier is to become acquainted with AIM Insights but also to increase communication between you and your direct reports.

Direct report responses are requested by the platform once a month, asking about goals, personal feelings, and feedback about the team. The primary requirement to pass Level 1 is to have at least 75% of your direct report responses within a 6-month period. For example, if you were managing ten direct reports, the highest amount of reports you could have would be 60. Ideally, you should be aiming to get 60 every period. However, the minimum number of responses required to get a Level 1 Certification would be 45.

This certification signifies that you have been consistently measuring your team’s productivity throughout the period, as well as their sentiment. Level 1 also demonstrates how you have assisted your team and how they feel about their cohesion, productivity, and engagement.

The Second Tier of the AIM Insights People Leader Certification

The second tier of certification can be worked towards starting on the fourth month that you are using AIM Insights. This is to allow you as a manager to work through an acclimation period for not only yourself but for your direct reports as well. Level 2 of the AIM Insights People Leader Certification not only focuses on consistent measurements, but also on Goal setting, Productivity, and Positive Sentiment.

To earn the Level 2 Certification, you will need a 75% response rate from your direct reports, just like in the Level 1 Program. However, you will now need to demonstrate this response rate over a period of 12 months or over 12 of whatever period length you have decided upon.

Your productivity metrics are evaluated, and must meet our average manager threshold in at least two of the following four categories:

· SMART Goal Quantity- At least 70% of your goals should be rated as SMART

· Goal Relevancy- At least 70% of your goals must be rated as relevant to team goals

· Goal Impact- At least 70% of your goals must be rated as either medium or high impact

· SMART Impact Score- Each of your direct reports must have a SMART Impact Score of at least 30, with a maximum possible score of 108- This is flexible!

A Smart Impact score is designed to have each of your Direct Reports have at least 1 medium or high-impact goal per month. A 50/50 Split allows for 30 points. For goals accomplished, each medium goal is worth 2 points, while a high impact goal is worth 3 points.

For those of you who may also be unfamiliar with the term SMART, it is a mnemonic devised by Management Review to guide in the setting of goals. SMART describes the following descriptors for any goals that are set by management:

Goals should be:

Specific

Measurable

Attainable

Relevant

Time-bound

In addition to this, you must achieve at least 80% in 3 areas of your sentiment review from your direct reports, or an average of 75% across all of these metrics. This requires at least 6 cycles of data, and only cycles with at least a 75% response rate will be counted in this.

A level 2 Certification signifies that your team has higher productivity than the average manager and shows more concrete proof of how well you work with your team. With more quantitative data supporting this such as SMART Goals and tracking, combined with more qualitative data, your certification is much stronger.

The Third Tier of the AIM Insights People Leader Certification

The final level of the AIM Insights People Leader certification is the Level 3 Certification. Similar to Level 2, this combines goal setting with productivity and team sentiment. However, in comparison to Level 2, Level 3 focuses on having even stronger productivity.

Like the Level 2 certification, you need to have at least a 75% response rate from your direct reports. You can’t improve without any feedback! Once again, similar to the Level 2 Certification, your productivity is measured, but using higher numbers.

· SMART Goal Quantity- At least 80% of your goals should be rated as SMART

· Goal Relevancy- At least 80% of your goals must be rated as relevant to team goals

· Goal Impact- At least 80% of your goals must be rated as either medium or high impact

· SMART Impact Score- Each of your direct reports must have a SMART Impact Score of at least 30, with a maximum possible score of 108- This is flexible!

Your sentiment rating needs to also be higher for every cycle. You now must have an 85% average across all of your metrics, with only cycles with more than a 75% response rate counting for this. The end goal of this certification is that your team’s productivity is now over 5% greater than the average team’s, and that you are also having better sentiment scores than the average manager.

All in all, the AIM Insights People Leader Certification can offer a lot to both you as a manager, as well as to your team.

by Garrett Mintz

Mon 17 April 2023

With the ChatGPT revolution upon us, many business leaders have been wondering if there can be a productive application of AI (artificial intelligence) within their business.

Sure, AI can help students plagiarize an essay into a good grade,
but can it help companies increase their teams’ productivity?

One option that my team at Ambition In Motion has been testing is
integrating AI into our goal setting system via our AIM Insights program.

Here’s how it works. Every month we ask the direct reports of a
leader to input their goals. We ask direct reports to determine their own goals
(as opposed to the manager) because research shows that people who set their
own goals are much more likely to achieve them.

This has been a great system so far, but one challenge is that not
every employee is adept at consistently setting SMART (Specific, Measurable,
Attainable, Relevant, and Time-bound) goals. The issue is that while most
people can understand the idea of a SMART goal, it takes practice to get
comfortable setting and achieving SMART goals each month.

Some managers believe that their employees are incapable of
setting SMART goals. In those cases, those managers are likely micromanaging
and haven’t figured out how to find a balance between their perfectionist
ideals and the practical reality. People are more than just automatons, and
that kind of treatment builds resentment and enables reactive behavior instead
of proactive behavior.

Employees that can independently set their own SMART goals have a
massive ripple effect on the entire company. When employees set their own SMART
goals, their leader trusts them and doesn’t need to be constantly looking over
their shoulder to make sure they are on track.

When leaders aren’t constantly looking over their direct reports’ shoulders,
they can effectively lead more people and focus on tasks that can have a
multiplying effect on the business.

Lastly, both leaders and employees can achieve greater balance
with their work. As opposed to checking, re-checking, and re-checking again a
direct report’s work, the time both leaders and employees are working can be
effectively utilized and allow them to stop working at reasonable hours.

How do we get to a point where employees are autonomously setting
their own SMART goals?

AI!

When a manager sets goals with their direct reports, the manager
thinks that their direct reports are fully participating in the goal-setting
process but in reality, that manager is setting the goals for their direct
reports. Essentially, those managers are enabling their direct reports to not
think for themselves and come up with their own goals and instead tell them
what they want them to do.

This is micromanagement.

The best leaders share an objective that their team needs to
achieve and the key results that they believe it takes to achieve that outcome.
They then empower their direct reports to achieve those key results in whatever
fashion they deem fit. Remember, you are paying these people for their skills
and expertise: learn to trust their instincts.

This leadership style works when direct reports know how to
effectively set SMART goals. It falls flat when employees don’t know how to set
SMART goals.

The reason why AI can be so powerful in this process is the
immediacy of the feedback.

Behavior change and positive habit formation occur when one’s
pattern is disrupted and the feedback they receive is immediate.

Leaders could make themselves available immediately after a direct
report has set their goals to share their feedback on whether the goal is SMART
or not, but that is incredibly time-intensive and not conducive to the leader
achieving their own tasks that they need to focus on. There is interesting
research from Cal Newport on the mental residue people build when they switch
tasks throughout the day. If a leader were to take this route and make
themselves available every time an employee sets a new goal, they would be
constantly switching tasks, building mental residue, and diminishing their own
productivity.

Essentially, leaders are busy and there needs to be a better way
for employees to get immediate feedback on their goals.

AI changes all of that with the immediacy of feedback. In our AIM
Insights program, when employees set goals every month, our AI integration
gives those employees immediate feedback as to whether or not their goal is
SMART. If it is SMART, AIM Insights gives immediate positive reinforcement to
employees that their goal is SMART. If it is not SMART, AIM Insights gives
employees suggestions on how they can re-write that goal as a SMART goal.

This AI integration into AIM Insights has increased the number of
SMART goals set by employees, their ability to autonomously set SMART goals on
their own, and subsequently, those employees’ and leaders’ productivity.

The ripple effect ramifications from this type of innovation can
be huge for the productivity of teams. Sure, employees will be more productive
in less time worked, but they will also be more resilient.

Employees (and really everyone) tend to be resistant to change, so
when a company pivots their business model or the way they work, there is
always some amount of resistance that is met with the proposed change.

When the process in which employees set goals doesn’t change, only
the objective, they are more likely to embrace the change in direction because
the way in which they set goals and achieve key results doesn’t change. The way
in which they work doesn’t materially change, only the objective and key results.
This makes for a more resilient team and that’s able to adapt to change.

This can positively affect the way in which companies integrate
people and strategies during mergers and acquisitions, enter new business
opportunities and markets, succession plan and promote people, and any other
action that might disrupt the way in which employees currently work.

Companies and leaders that can quickly adopt AI into productive
applications will give themselves a major boost into the future.

by Grace Tripathy

Fri 16 June 2023

As an employee, you're not expected to work at the same company forever. Whether you're looking to advance within your current organization or explore new opportunities elsewhere, having a strong resume that highlights your accomplishments and skills is essential.

Building your resume continuously throughout your jobs allows you to capture and showcase your accomplishments, demonstrate career progression, reflect continuous learning, seize unexpected opportunities, tailor your resume for specific positions, build confidence and self-awareness, prepare for performance reviews, and demonstrate career commitment. Here are some reasons why direct reports should prioritize resume-building throughout their careers:

Documenting Your Accomplishments: Continuously updating your resume allows you to document your accomplishments and contributions while they are fresh in your mind. By capturing your achievements in real-time, you ensure that no valuable experiences or skills are overlooked or forgotten. This documentation serves as evidence of your capabilities and helps you present a comprehensive picture of your professional growth.
Showcasing Career Progression: A continuously updated resume demonstrates your career progression over time. It allows potential employers to see how you have advanced, taken on increasing responsibilities, and acquired new skills and experiences. This progression showcases your ability to adapt, learn, and succeed in different roles, making you a more attractive candidate for future opportunities.
Reflecting Continuous Learning: Updating your resume regularly reflects your commitment to continuous learning and professional development. It shows that you actively seek new challenges, acquire new skills, and stay updated with industry trends. Employers value candidates who demonstrate a growth mindset and a willingness to expand their knowledge and expertise.
Seizing Unexpected Opportunities: Opportunities can arise unexpectedly, such as a new job opening or a chance to work on an exciting project. Having an updated resume readily available allows you to seize these opportunities promptly. It enables you to respond to job postings or network with potential employers without delay, increasing your chances of being considered for desirable positions.
Tailoring for Specific Opportunities: Each job opportunity is unique, with its own requirements and desired qualifications. By continuously building your resume, you can easily tailor it to match the specific needs of different positions. This customization allows you to highlight the most relevant skills, experiences, and accomplishments that align with the job requirements, increasing your chances of being selected for interviews and ultimately landing the job.
Building Confidence and Self-Awareness: Updating your resume provides an opportunity for self-reflection and self-awareness. As you review your accomplishments and experiences, you gain a deeper understanding of your strengths, skills, and professional journey. This increased self-awareness boosts your confidence and helps you articulate your value proposition during interviews and networking interactions.

However, it can be challenging to recall and effectively communicate all the tangible contributions and achievements you've made throughout your career. This is where AIM Insights, a powerful performance management tool, comes into play. By keeping track of your accomplishments at work, AIM Insights helps you build an impressive resume that showcases your value and potential to prospective employers.

One of the key features of AIM Insights is its ability to provide you with tangible portfolio tasks that demonstrate your impact on the organization. These tasks are curated based on your performance evaluations and feedback from your manager, allowing you to focus on the areas where you excelled. By completing these tasks and documenting the results, you create a tangible record of your achievements and contributions. This not only helps you recall specific examples when updating your resume but also provides concrete evidence of your abilities and the value you bring to the table.

A notable aspect of AIM Insights is its emphasis on SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound). When you view the "goals" section on AIM Insights, you can see the percentage of SMART goals you've set and accomplished.

This feature not only encourages goal-oriented behavior but also provides a clear indicator of your performance and progress. It showcases your ability to set high-impact objectives that contribute to team success and drive overall performance. This information is invaluable when it comes to presenting yourself as an effective and goal-driven professional on your resume.

Another valuable aspect of AIM Insights is its ability to generate an impact score average based on your evaluations. This score reflects the overall impact of your work and highlights your contributions to the team's success. Being able to quantify your impact in this way is immensely beneficial when updating your resume. Prospective employers are always looking for candidates who can demonstrate measurable results and tangible achievements, and AIM Insights provides the data to back up your claims.

Furthermore, AIM Insights allows you to compare your impact scores with those of your peers. This feature provides context and perspective on your performance, showing how you stack up against others in your team or department. It offers valuable insights into your relative strengths and areas for improvement, allowing you to tailor your resume to highlight your unique abilities and stand out from the competition.

By utilizing AIM Insights, you gain several advantages when it comes to building your resume:

Firstly, you have access to tangible metrics and portfolio tasks that demonstrate your accomplishments and contributions. This gives you a structured framework to showcase your skills and abilities effectively.
Secondly, you can leverage the feedback and evaluations provided by your manager through AIM Insights. This feedback not only gives you a clear understanding of your performance but also serves as valuable evidence of your capabilities when constructing your resume.
Lastly, AIM Insights tracks your progress and growth within your position and the organization. It provides a comprehensive record of your achievements, milestones, and professional development. This information is invaluable when it comes to updating your resume over time, as you can accurately reflect your career trajectory and demonstrate continuous improvement and growth.

AIM Insights is a powerful performance management tool that simplifies the process of keeping track of your accomplishments and helps you build a compelling resume. By providing tangible portfolio tasks, tracking SMART goals, generating impact scores, and facilitating manager feedback, AIM Insights empowers you to effectively showcase your skills and achievements. Whether you're aiming for career advancement within your current organization or exploring new opportunities, AIM Insights equips you with the tools and data you need to present yourself as a high-performing, results-driven professional.

by Kayla Ambrose

Fri 14 July 2023

Bad news can come in many forms and at unexpected times. Getting passed up for a promotion, receiving undesired project results, or even recognizing disparities in workplace treatment are just some experiences that can decrease motivation and divert progress. These experiences may feel detrimental with little hope for recovery.

A large contributor to how adversity is handled relies on ones mindset before, during, and after receiving the news. Even during unsuccessful moments, prioritizing your frame of thinking will allow for the best future steps.

When encountering difficulties, it is natural to default to a fixed mindset. A fixed mindset is a frame of thinking that inhibits the ability to look past the issue at hand. Individuals who possess a fixed mindset believe that their skill set is relatively inflexible so there isn’t much opportunity for improvement. Setbacks are perceived as limitations of their skillsets which leads those with fixed mindsets to avoid challenges.

To overcome hardship implementing a growth mindset may lead to honing adaptability, embracing creativity, continued optimism, and the motivation to acquire a new skill. A growth mindset stems from the belief that everyone has the ability to continue to develop skills and make improvements based on continuous efforts. One isn’t stuck in their current position with a growth mindset because they can take steps to improve and continue to learn in any given situation. This perspective is particularly important when dealing with setbacks, and can be implemented daily to concentrate on your objectives.

The growth mindset recognizes that challenges will arise and these setbacks serve as opportunities for growth. Possessing a growth mindset may even lead to the pursuit of new challenges as they will serve as further areas to expand knowledge and experience. Utilizing this framework can encourage passion and purpose in both personal and professional settings due to the ability to maintain an optimistic perspective. Overall, this perspective aims to work towards a more fulfilling life because one isn’t self imposing mental limitations.

Maintaining a growth mindset in the face of bad news is a challenge, but it is achievable with diligent effort and continued practice. These are some initiatives geared towards developing a growth mindset during challenging moments to increase your ability to take productive first steps.

Process your emotions:

Acknowledge your emotions and why you are frustrated with the situation. When receiving bad news it is natural to feel disheartened or frustrated with the outcome. Allow yourself the opportunity to embrace these emotions and process them. Recognize the root of your feelings and why it made you feel that way. Initial negative reactions are common when dealing with difficulties and are part of life.
2. Reframe the situation as a learning opportunity:

Seek potential lessons you can learn from the situation and ways you can approach this problem differently going forward. Reflecting on what went poorly may direct you to a new skill you can learn that will be beneficial in the future. Spend time analyzing tangible things that can be enhanced rather than dwelling on things out of your control.
3. Acquire feedback:

Gathering feedback and receiving constructive criticism work to determine areas that need improvement and are good ways to prevent the repetition of similar setbacks. Reaching out to others who have more knowledge of what occurred can provide clarity and prevent you from wondering what went wrong.
4. Identify alternative solutions:

Depending on the situation at hand, there may be additional pathways to pursue to achieve your desired outcome. Pursuing alternatives may mean having a conversation with a coworker about different processes that can be implemented, or a conversation with management to learn what opportunities are available/ feasible. Identifying alternative solutions may ultimately lead to pursuing a position at a company that aligns better with your interests and will value your skill set appropriately. Allow time to use your creativity to find different solutions.
5. Seek support from peers or outside resources:

When managing a setback, speaking with peers can allow you to gain perspective and recognize that others have experienced similar hardships. Vocalizing your outlook on the obstacle will allow for collaborative problem-solving and lead to informed decisions. Surrounding yourself with individuals who positively support and encourage you is key to maintaining a growth mindset. An alternative approach is to seek a mentor removed from the situation and learn how they may approach the current difficulty. A mentor's guidance will allow you to be accountable in your pursuit of growth.
6. Establish Goals:

Goal setting is a powerful tool when working towards a growth mindset. After enduring a difficult situation, creating attainable ways to move forward will allow you to have productive results despite obstacles. Determine what your current goals are and then break them down into smaller more achievable goals. By breaking down your goals, you can maintain motivation and gain a sense of accomplishment. Goal setting creates a strong foundation for accountability and motivation for improvement.

Successfully navigating a setback isn’t an easy endeavor, but maintaining a growth mindset will work toward more rewarding results. Bad news isn’t a determinant of continued misfortune if it is used as motivation to pursue new goals.

Remember that upholding a growth mindset is a continuous process and one that takes time. Commit to embracing challenges as opportunities for development and recognize that a growth mindset can help achieve success in difficult times.

by Grace Tripathy

Fri 14 July 2023

Finding a sense of inclusion and belonging is critical to finding belonging in the workplace. Without it, employees and employers can feel stagnant and disconnected from their professional growth path. It’s natural to face a myriad of challenges within the workplace, from feelings of isolation to limited career development opportunities.

Organizations are constantly seeking innovative ways to foster growth, engage employees, and cultivate a positive work culture. One effective strategy that has gained significant recognition is the implementation of mentorship programs within Employee Resource Groups. These programs not only contribute to the personal and professional development of employees but also play a pivotal role in enhancing overall work culture.

ERGs play a crucial role in fostering a community where employees can connect with others who share similar backgrounds, experiences, or interests. By joining an ERG, employees gain a support system, find like-minded colleagues, and receive the validation and respect they deserve.

ERGs provide an invaluable platform for mentorship, networking, and skill-building programs. Through these initiatives, employees can connect with experienced mentors who guide them in their career journey, offer insights, and provide advice. ERGs also offer training opportunities and workshops that equip employees with new skills, enabling them to take on new challenges and advance in their careers. By actively participating in ERGs, employees have the chance to unlock their full potential and embark on a path of continuous growth and development.

The Role of Mentorship Programs within ERGs:

Employee Resource Groups (ERGs) are voluntary, employee-led communities formed to foster inclusion, support, and advancement of individuals sharing common interests, backgrounds, or experiences. By integrating mentorship programs into ERGs, organizations provide their employees with invaluable opportunities for growth and development. Here's why these mentorship programs are so essential:

Knowledge Transfer: Mentorship programs facilitate the exchange of knowledge, expertise, and skills between experienced employees (mentors) and those seeking guidance (mentees). This transfer of knowledge enhances employee performance, improves job satisfaction, and ensures the development of a competent and skilled workforce.
Career Advancement: ERG mentorship programs create a supportive environment that promotes career growth. Mentors offer guidance, insights, and advice on career paths, professional development, and overcoming obstacles. This guidance helps mentees gain confidence, acquire new skills, and navigate their career trajectories effectively.
Diversity and Inclusion: Mentorship programs within ERGs actively contribute to diversity and inclusion initiatives within organizations. They provide a platform for employees from marginalized groups to connect with mentors who can provide support, share experiences, and help them overcome challenges unique to their backgrounds. This fosters a sense of belonging and creates an inclusive work culture.

The Importance of Employee Resource Groups (ERGs) in Work Culture:

Employee Resource Groups (ERGs) are integral to shaping a company's work culture. Here are some reasons why ERGs are essential:

Community Building: ERGs foster a sense of community by bringing together employees with shared interests or identities. This enables individuals to form meaningful connections, build relationships, and create a supportive network within the organization. Such communities contribute to employee engagement, satisfaction, and overall well-being.
Talent Retention and Recruitment: ERGs play a vital role in attracting and retaining diverse talent. Prospective employees are drawn to organizations that demonstrate a commitment to diversity, equity, and inclusion. ERGs provide a platform to showcase the company's inclusive culture, making it an attractive workplace for potential candidates.
Innovation and Collaboration: ERGs encourage collaboration and innovation by providing a space for employees to share ideas, perspectives, and insights. These diverse viewpoints foster creativity, problem-solving, and drive business innovation. ERGs also serve as a resource for organizations to tap into the collective intelligence and experiences of their employees.

Horizontal Mentorship Programs at Ambition in Motion:

Ambition in Motion, a leading organization in mentorship initiatives, sets an exemplary standard for horizontal mentorship programs in the workplace. Here's why their approach is commendable:

Breaking Hierarchies: Ambition in Motion's horizontal mentorship program challenges traditional hierarchical structures by promoting mentorship across all levels of the organization. This inclusive approach allows employees to seek guidance from colleagues in different departments or with varying levels of experience. It fosters cross-functional collaboration, encourages diverse perspectives, and promotes a culture of continuous learning.
Skill Development and Growth: Ambition in Motion's mentorship programs focus on skill development and career advancement. By providing opportunities for employees to learn from peers who possess different expertise or skills, these programs facilitate holistic growth. This emphasis on diverse skill sets empowers employees to broaden their knowledge, strengthen their abilities, and explore new avenues within the organization.
Enhanced Employee Engagement: The horizontal mentorship program creates an environment of shared accountability and mutual learning. Through these programs, employees feel more connected, valued, and engaged. The opportunity to mentor and be mentored by colleagues fosters a sense of purpose, boosts motivation, and enhances overall job satisfaction.

Ambition in Motion's horizontal mentorship programs exemplify the success of such initiatives, breaking hierarchies and emphasizing the importance of diverse skill sets. By effectively employing mentorship programs within ERGs and recognizing their significance, organizations can empower their workforce, cultivate talent, and thrive in an ever-evolving business landscape.

Mentorship programs within Employee Resource Groups (ERGs) are invaluable tools that contribute to the personal and professional growth of employees. They enhance work culture, drive diversity and inclusion, and provide platforms for knowledge sharing and career development. When combined with the establishment of ERGs, organizations can create an environment that fosters collaboration, innovation, and employee engagement.

by Kayla Ambrose

Mon 31 July 2023

Effective prioritization is essential for achieving success and developing a competitive edge in organizations. The implementation of an efficient prioritization management process is critical to optimize productivity, streamline operations and best utilize available resources.

Why do other teams work the same amount of time, but yield greater results? How can my team use resources effectively and meet deadlines consistently?

Developing an effective process to prioritize tasks involves more than arranging tasks in order of importance. A well-designed approach considers various factors such as complexity, resource availability, impact on the organization, and relation to other tasks. Crafting a system that is tailored to the specific goals of the organization can allow leaders to direct their teams toward success.

Here are some key components to consider when creating an effective prioritization model.

Reflect on the Team's Objectives: Understanding the goals of the team and the company as a whole will keep in mind the bigger picture. From here, you can align your priorities in the direction of the organization to ensure all business values are adhered to.

2. List Tasks: Create a comprehensive list of tasks that need to be completed to visualize everything. All tasks can be placed in different categories based on their importance and urgency. Tasks that are incredibly time-sensitive and important can be included in one group and create similar groups for tasks that lessen in time sensitivity and importance.

3. Determine Task Dependencies: Identify tasks that must be completed before starting other tasks. Ensure that tasks with dependencies are prioritized before their dependent tasks.

4. Consider Resources and Constraints: The availability of resources is extremely important when prioritizing tasks. Consider time, budget, and manpower requirements when considering each task. Assess whether each task can realistically be completed given the available resources.

5. Avoid Overloading: Assigning too many tasks to team members can lead to burnout and overall decreased productivity. When delegating tasks it is important to be realistic about the number of tasks assigned to individuals and teams.

6. Establish Deadlines: Specify realistic deadlines for tasks based on their predetermined levels of urgency and importance. Ensure that these deadlines take into account the dependencies identified in the previous step as well. All deadlines should be communicated to team members, relevant managers, and any other pertinent stakeholders.

7. Gather Team Member Insights: After establishing deadlines get input from team members on the prioritization of tasks. Team members might have key insights into the complexity of each task. This step is valuable in ensuring that individuals and teams can handle tasks as additional insights can ensure that time constraints are appropriate.

8. Utilize Management Software: Incorporate software to help organize tasks effectively. Tools can be helpful when keeping track of upcoming deadlines, task progress, and even individual team members' performance.

9. Evaluate and Adjust Regularly: Goals, resources, or other factors may shift over time and affect how tasks are prioritized. Evaluate task priorities regularly to ensure that tasks continue to be aligned with the evolving goals of the organization.

10. Communicate Clearly: Articulate all tasks effectively to team members and ensure that they understand the importance of the priorities. Communicating clearly mitigates misunderstandings and focuses on goals.

Recognize that in dynamic work environments, priorities should mirror the ever-changing landscape. While priorities are essential, being flexible is important when handling unforeseen changes or emergencies. Prioritizing may be perceived as a rigid structure for organizing tasks, however, adaptation is an important aspect that must be implemented in real-world applications.

Remember, effective task prioritization is aligned with the organization's overall goals. Continuing to adjust and optimize the prioritization system can enhance productivity and achieve optimal results in the workplace.

When discussing prioritization, delegation is another important skill to implement. Delegation can develop employees' skills, allow managers to focus on higher-level responsibilities, and ultimately increase team productivity. Here are some important guidelines for productive delegation.

Identify Tasks to Delegate: Determine which tasks require critical decision-making and which can be delegated without compromising quality. Delegate tasks that provide learning opportunities for team members while allowing you time for more strategic work.

Play to Team Members Strengths: To effectively delegate, it is crucial to recognize the strengths of team members. Understanding each individual's skills and expertise will guide you in delegating appropriate tasks that best align with their abilities. Delegation can also serve as an opportunity to develop skills for team members. Creating these growth opportunities can strengthen the team as a whole.

Set Clear Expectations: Clearly communicate desired outcomes and expectations for each delegated task. Communicate specific deadlines, quality standards, and any task constraints.

Provide Resources: Ensure team members have the necessary support and tools to complete the delegated tasks effectively. Identify steps they can implore if they are struggling throughout the process.

Establish Check-ins: Set up regular progress checkpoints, offer guidance, and provide feedback. These meetings can be used to address any issues that arise and ensure sufficient progress is being made.

Encourage Questions: Foster an open environment where team members feel comfortable asking questions and seeking clarification. This can be achieved through avoiding micromanagement and asking for their feedback as well. These initiatives can build trust and open dialogue for them to share their perspective.

Recognize Efforts: Acknowledge the hard work of all team members and celebrate accomplishments. Positive reinforcement builds motivation, confidence, and commitment to the tasks.

Reflect on Experiences: Regularly take time to reflect on your delegation and assess what can be improved upon in future delegation efforts. Be open to delegation feedback from team members too. Gathering feedback can generate new ideas for implementing more effective delegation practices.

Defend Team Decisions: At times, team members may make decisions within their delegated tasks that create tension with executives. When responsibilities are delegated, managers must support their team. Delegation can be used as a tool for the development of skills and provide growth opportunities. Team members must feel comfortable their manager will support them to other executives as this will build team strength.

Implementing strong delegation techniques along with task prioritization will create systems that allow effective time utilization. A system that incorporates both strategies can provide growth opportunities for your team, utilize resources effectively, and successfully manage deadlines.

by Snehal Mantri

Fri 25 August 2023

Instant gratification is the temptation, and resulting tendency, to miss a future benefit in order to obtain an immediate but less rewarding benefit. With new technology released daily, we have become accustomed to everything being readily accessible and convenient. From ordering food with a few taps on our phones to binge-watching entire TV series in one sitting, our modern lifestyle caters to this desire for immediate satisfaction. However, there are instances where this mindset may harm us more than benefit us, especially in the workplace.

In a professional setting, the desire for instant gratification can compromise the quality of work and slow down long-term career growth. Employees who focus solely on completing tasks quickly to meet immediate deadlines might overlook opportunities for growth and meaningful contributions. This could result in a lack of attention to detail, decreased problem-solving skills, and, ultimately, a negative impact on overall job performance.

Moreover, the expectation for instant results might decrease skill-building skills and professional development that requires time and dedication. Advancing in one's career often demands patience and the willingness to invest in learning new skills. Neglecting these opportunities due to a preference for instant gratification could limit career advancement and personal growth.

Additionally, fostering strong relationships in the workplace, whether with colleagues, superiors, or clients, requires time and effort. Instant gratification-oriented behaviors, such as prioritizing quick wins over fostering connections, can lead to missed chances to collaborate, network, and build a solid professional reputation. Long-term success often requires the ability to establish a healthy work environment and maintain a credible presence within the professional community.

While the allure of immediate results is strong, it's essential to recognize that sustained success and fulfillment in the workplace often require a balanced approach. Utilizing the right strategies and striking a harmony between short-term achievements and long-term goals can lead to more meaningful contributions and a more rewarding professional journey.

Become Aware of Your Impulses

In a world dominated by rapid technological advancements and instant access to information, developing self-awareness regarding our impulses is an important strategy. Acknowledging the allure of instant gratification and understanding its potential consequences empowers individuals to make more deliberate choices in the workplace. This heightened awareness enables professionals to pause, reflect, and evaluate the long-term impact of their decisions. By recognizing when the desire for immediate results is guiding their actions, employees can redirect their focus towards goals that have a longer timeline. This approach utilizes better decision-making, allowing individuals to balance short-term gains with the enduring benefits of patient, thoughtful, and strategic efforts.

2. Creating SMART Goals For Yourself:

Establishing SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals is a strategic approach to counteracting the allure of instant gratification in the workplace. By crafting well-defined goals, individuals can shift their focus from short-term wins to meaningful long-term accomplishments. SMART goals provide a structured roadmap that encourages planning, consistent effort, and progress tracking. As a result, employees can channel their energy into pursuits that align with overarching aspirations, ensuring that their actions contribute to sustained success and personal growth.

3. Building a Support Network:

Recognizing the potential drawbacks of instant gratification, professionals are increasingly valuing the importance of building a strong support network in the workplace. Meaningful relationships with colleagues, mentors, and peers can offer valuable guidance and perspective. Engaging with a diverse group of individuals fosters an environment of collaboration and shared learning, where the exchange of insights can lead to innovative solutions and continuous improvement. These relationships not only provide emotional support but also contribute to a more holistic approach to career development, emphasizing enduring connections over fleeting achievements.

4. Seek Mentorship:

Seeking mentorship can be a powerful strategy for personal and professional growth. Mentors provide guidance grounded in experience, helping mentees navigate challenges with a broader perspective in mind. Unlike quick fixes, mentorship encourages deliberate skill-building, patience, and long-term planning. The horizontal mentor relationship promotes the understanding that sustainable success requires consistent effort, continuous learning, and a willingness to embrace challenges as opportunities for growth. By fostering relationships with mentors, individuals can benefit from their wisdom and insights, contributing to a more well-rounded and prosperous career journey.

5. Stick to Your Goals:

Amid the tempting culture of instant gratification, maintaining dedication to long-term goals is an extremely important practice in the workplace. Resisting the allure of quick wins, individuals who commit to their objectives display resilience, discipline, and a commitment to personal and professional growth. While it's easy to fall for the appeal of immediate rewards, the satisfaction derived from achieving substantial, sustained milestones is far more fulfilling. By staying focused in the pursuit of overarching goals, employees develop a sense of accomplishment from their commitment and perseverance. This mindset shift reinforces the idea that true success often requires consistent effort and the ability to delay gratification for a more substantial and enduring sense of achievement.

In conclusion, the desire for instant gratification in our society is an issue that we must work to overcome. Our modern world, filled with rapid technological advancements and the availability of immediate rewards, has shaped our preferences for convenience and immediate outcomes. However, it's extremely important to evaluate consequences of this mindset, especially within the context of our workplaces. The desire for immediate rewards can compromise the quality of our work, slow-down long-term career growth, and impede the development of meaningful relationships. To counterbalance these potential downsides, a range of strategies can be utilized. These include crafting SMART goals that align with our aspirations, fostering a supportive network that facilitates holistic growth, seeking mentorship to develop deliberate skill development, and, crucially, maintaining our commitment to our goals. By embracing self-awareness, practicing patience, and replacing the desire of immediate results with the rewards of sustained achievement, we are better equipped to navigate the professional landscape.

by Grace Tripathy

Fri 25 August 2023

"I'm struggling to find motivation to go to work, I don’t know what to do. Any advice?" Maria recently faced a significant setback at her workplace. Maria was overlooked for the top position within her organization despite being highly qualified and receiving encouragement to apply.

Maria had put in considerable effort to secure the role, so when the decision favored another candidate, it became a public letdown that not only affected her personally but also led them to question the priorities of her leadership. While she contemplated resigning, her dedication to her team and the ongoing projects held her back; she was determined to see it through.

Moreover, Maria had financial incentives, including a bonus and stock vesting, that made staying for another 9 months advantageous. With the job market appearing uncertain, she felt hesitant to make a hasty job change. Therefore, she opted to remain until the end of the year. However, she’s currently grappling with the challenge of moving beyond her disappointment and discovering the enthusiasm to face each workday.

Maria is not alone. Experiencing a promotion setback can be a challenging and disheartening experience, especially when someone new is chosen over for a position you felt you deserved. However, this setback doesn't have to define one’s career journey.

Acknowledge and Process Emotions

It's natural to feel a mix of emotions, including disappointment, frustration, and even self-doubt. Acknowledge these feelings without judgment. Create a space to process these emotions, whether through journaling, talking to a trusted friend, or seeking professional guidance. Remember that all emotions are valid and a natural part of the process.

2. Take a Step Back

Resist the urge to make impulsive decisions. Take a step back to gain perspective. Consider the bigger picture of one’s career trajectory and the organization's goals. Find out if this setback truly outweighs the positive aspects of one’s current position. By allowing more time to process, there’s capability of making a rational decision.

3. Find the Reason Behind Not Getting a Promotion

Actively explore what went wrong, evaluate the situation appropriately, and consider what could’ve been done differently if given the chance. They also gather feedback from a wide variety of people (including superiors, peers, and subordinates), making it clear that they want honest feedback, not consolation.

Approach your superiors or colleagues for constructive feedback on your performance and candidacy for the promotion. Honest feedback can help to understand areas for improvement and self-development. Use this feedback to create an action plan to enhance your skills and competencies.

4. Weigh the Options: Stay or Move On

After gaining clarity, weigh the pros and cons of staying with the organization versus seeking opportunities elsewhere. Consider the culture, work-life balance, growth potential, and alignment with long-term goals. Remember, setbacks are temporary roadblocks that can lead to new paths for success.

5. Utilize Data and Metrics

Quantify achievements by using performance metrics and key performance indicators (KPIs). Tools like AIM Insights can help to benchmark performance against industry standards and the organization's expectations. Use this data to illustrate one’s individual contributions and potential impact on the organization.

Consider how your performance compares not only within your organization but also across industries. AIM Insights highlights instances where you've demonstrated leadership, innovation, and adaptability. Showcasing achievements will position you as a top candidate for future promotions.

6. Transform Setback into Motivation

Use the disappointment as a catalyst for personal and professional growth. Set new goals for skill development, leadership qualities, and innovation. Focus on self-improvement and demonstrate prolonged commitment to continuous learning and growth.

7. Network and Mentorship

Build a network within and outside of the company. Engage in conversations with mentors and peers who can provide guidance and insights. Networking can open doors to new opportunities and perspectives, aiding professional development.

8. Set Clear Career Goals

Refine career goals based on personal experiences and the insights gained from this setback. Create a roadmap for where you want to be in the short and long term. AIM Insights is an example of a platform that can easily align goals with the organization's objectives, ensuring a mutually beneficial partnership.

Setbacks are a natural part of one's journey, and each of these steps can assist an individual in accessing wellsprings of value and motivation. These resources can aid in navigating through moments of disappointment and empower the individual to seize control, optimizing their circumstances and progressing according to their preferences. Additionally, maintaining a positive attitude has the potential to distinguish the individual and position them as a valuable asset to a respective organization.

Remember that setbacks are temporary, and with the right mindset, you can navigate the challenges and emerge even stronger in your professional journey.

by Snehal Mantri

Fri 29 September 2023

Private Equity is a high-stakes arena known for its rapid decision-making processes and unforgiving nature, where fortunes can be won or lost in the blink of an eye. In such an environment, resilient leadership is not just a valuable trait; it's a critical factor in navigating crises, market downturns, and unexpected economic shocks that can disrupt the markets. This article delves into strategies for effective leadership in the fast-paced and high-stakes realm of Private Equity, addressing various facets, including emotional resilience, strategic thinking, adaptability, and risk management skills.

Keep the Bigger Picture in Mind:

In a private equity environment characterized by rapid decisions, the urge to make impulsive choices can be overwhelming. However, taking a step back to gain perspective is important. Consider your long-term career goals and the organization's objectives. Resilient leaders in Private Equity understand the importance of putting their organization's mission at the forefront of decision-making. In times of crisis, the mission provides a North Star, guiding actions and strategies.

2. Stay Educated on the Private Equity Industry:

Private Equity is influenced by many factors, including economic conditions, regulatory changes, and market trends. Stay informed about these external factors and adapt your strategies accordingly. Being proactive and agile in response to changing circumstances can set you apart as a leader.

3. Utilize Tools and Resources:

Private Equity thrives on data-driven decision-making. One key aspect of utilizing data is understanding how to benchmark performance effectively. Benchmarking highlights areas for improvement and showcases successes, enabling leaders to compare their achievements against industry standards and organizational expectations.

4. Find the Cause of Your Setback:

Private equity professionals often have high expectations for themselves and are driven by a desire to succeed. When setbacks occur, it's essential to explore what went wrong. Seek feedback from colleagues and peers. Encourage honest feedback, as it can reveal areas for improvement and personal development. Use this feedback to create a concrete action plan for enhancing your skills and competencies. Consider participating in a horizontal mentorship program, where all participants communicate and learn from each other, regardless of age or experience. A horizontal mentorship program encourages asking questions and sharing past mistakes, creating a two-way communication process that stimulates mutual growth within your team.

5. Use Disappointment as Motivation:

Use setbacks as fuel for personal and professional growth. Set new goals for skill development, leadership qualities, and innovation. Focus on continuous self-improvement and show a long-term commitment to learning and growth. In the private equity world, adaptability and resilience are highly valued traits.

6. Acknowledge Your Emotions:

Just as in any career, it's essential to acknowledge and process emotions. The private equity world can be incredibly unforgiving, and setbacks are not uncommon. Emotions such as disappointment and self-doubt are natural reactions. Embrace these feelings without judgment. Creating a safe space for emotional processing through confiding in colleagues and mentors, or even seeking professional guidance can help maintain emotional well-being.

7. Grow your Network:

Building a network within and outside your organization is important in the private equity sector. Engage in conversations with colleagues who can provide guidance and insights. Networking can open doors to new opportunities and diverse perspectives, facilitating professional development.

8. Set Goals for the future:

Refine your career goals based on your experiences and insights gained from setbacks. Create a plan for your short-term and long-term aspirations. Platforms like AIM Insights can help align your goals with your organization's objectives, fostering a mutually beneficial partnership. Consider getting personalized Executive Coaching from experienced coaches. An executive coach provides an environment for leaders to test their ideas, evaluate their concerns, and receive feedback before going live.

9. Develop Risk Management Skills:

Risk is inherent in the private equity world. Being able to assess and manage risks effectively is a valuable skill. Consider seeking additional training or certifications in risk management.

10. Focus on Long-Term Goals:

In today's fast-paced and high-risk culture, instant gratification is the norm. Adopting a long-term perspective can be a powerful competitive advantage. Resilient leaders in Private Equity have a distinctive ability to embrace the long view. While crises often demand immediate action, resilient leaders understand that focusing on long-term goals rather than short-term setbacks is essential for sustained success.

In addition to the strategies highlighted in this article, leaders in the Private Equity sector must remain vigilant in adapting to the industry's evolving landscape. The global economic conditions, regulatory changes, and market trends are dynamic forces that continuously shape the environment in which Private Equity operates. Staying informed about these external factors and proactively adjusting strategies in response to changing circumstances is extremely important. Adaptability, combined with the leadership qualities discussed earlier, will position individuals to excel in the competitive and fast-paced realm of Private Equity.

Thriving in the cutthroat world of private Equity is no easy task, but success is possible with the right mindset and a commitment to continuous growth and adaptation. This demanding sector requires leaders to possess emotional resilience, strategic acumen, adaptability, and risk management skills. By applying the strategies outlined in this article, you can survive and thrive in the fast-paced and high-stakes world of Private Equity. Embrace challenges as opportunities for growth and development, and you will undoubtedly lead successfully in this dynamic industry.

by Garrett Mintz

Thu 18 January 2024

Goal setting is a critical element to any successful team. If businesses fail to create an environment for team members and leaders to set goals, then they are firefighting.

Firefighting is the concept of having employees tactically react to emergencies that come up in the business as opposed to strategically creating long-term solutions for those challenges. Firefighting is exhausting, mentally draining, and leads to burnout for employees. Firefighting is also highly inefficient.

As opposed to strategically coming up with a process to handle common issues as they arise, firefighting is asking individual employees to create unique processes for handling the same issues. This means that the company is not leveraging the knowledge and experience from multiple employees that have already solved that issue. Instead, they are leaving an effective, easy solution on the backburner as challenges arise since nobody can find the time needed to implement it.

In most work environments firefighting is inevitable, but it shouldn’t be your team’s primary focus. Employees should be either following a proven process to solve that challenge, or they should be experimenting and tweaking potential solutions to create a proven process.

One of the best ways to combat a culture of firefighting is with goal-setting. Goal-setting is the practice of reflecting on the challenges one has faced over a certain period of time, ideating on what process or solution can be implemented so then that challenge is less painful or frustrating to handle in the future and then work on testing the best way to go about achieving that desired result.

Most business owners and executives may read this and think to themselves “Let’s start having our employees set goals” or “We have an HR system that allows us to set goals and we encourage our employees to set them”.

These comments miss an important fact: most employees suck at setting goals. And to be fair, that’s not their fault! Good goal setting takes practice, and many people let that skill atrophy if they ever learned it at all.

They have never been taught proper goal-setting techniques like setting goals that are specific, measurable, relevant, attainable, and time-bound. And even if they have learned about SMART goals, they probably haven’t practiced this skill enough to turn it into a habit.

And even if a couple people on the team are good at setting goals, you still need company support to ensure that goal setting stays as a high priority. If nobody at the company is holding those that struggle at setting goals accountable for setting good goals, those that are good at setting goals have little incentive to continue setting goals because those that struggle to set goals are not being held accountable.

This is even more critical at the managerial level.

If managers aren’t setting goals or are setting poor goals, this lack of skill in this area permeates to their entire team. This ripple effect causes the employees of a manager that doesn’t set goals or sets poor goals to have a culture of firefighting – because if businesses aren’t strategically thinking about how to build processes to handle the challenges that comes up, then they will be reactive to whatever challenges they encounter.

The other challenge in goal-setting for managers is isolation.

Even if a manager knows how to set goals effectively and consistently sets them, they still need to understand their company’s objectives to set great goals. If they are isolated, they will set goals based on unclear or out-of-date objectives that were determined internally from the past.

To clarify the difference between objectives and the typical goals set by direct reports. Objectives are top-down, publicly shared and ambitious goals that are strived for over a long period of time. They are set by company leaders to shape the company’s next months or years. Once a company has set an objective, teams will set goals that help achieve that objective. These goals are the steps in the process that determine a company’s ability to achieve the objective.

It’s important to note that objectives are typically broad and non-specific (e.g., optimize operational efficiency and scalability). So, for an objective like optimize operational efficiency and scalability, team members might measure its success with goals like reduce software deployment time by 30%, or enhance server infrastructure to accommodate a 20% growth in user base without performance degradation. At the end of a successful push, team members and leaders will know whether the objective was met because the achieved goals all contributed to optimizing operational efficiency and scalability.

An easy way to understand this concept is by following the format recommended by this article; a company will achieve an objective as measured by several key results. Check out a few examples below to see what this looks like. Also note that an objective is typically supported by 3-5 goals.

Objective: Drive Business Growth through Market Expansion.

1) Enter at least two new target markets, increasing the customer base by 20% in those regions.

2) Achieve a 15% increase in annual recurring revenue (ARR) through upselling and cross-selling to existing customers.

Objective: Drive Business Growth through Market Expansion.

1) Enter at least two new target markets, increasing the customer base by 20% in those regions.

2) Achieve a 15% increase in annual recurring revenue (ARR) through upselling and cross-selling to existing customers.

Because the world (and thus the company) is constantly changing and evolving, if managers don’t have any concept as to what innovations are coming within their departments, they run the risk of their goals getting stale and outdated.

Companies can combat this by having their manager join executive mastermind groups where they are exposed to leaders outside of their company and can learn from their experiences.

Or

Companies can leverage AI to help their managers not only set effective goals, but set goals based on the goals set by other managers of similar teams in similar industries are setting. Through artificial intelligence, managers can glean suggested objectives and goals based on what other leaders of similar teams in similar industries are doing.

How?

AIM Insights has an AI integration that can identify the industry, title, and department of a manager and provide suggested objectives and goals to that manager based on what other leaders in similar roles are doing. AIM Insights also helps managers from across the company see what goals other team members and managers are setting so they can get a better understanding as to what other departments and managers are focused on.

Why is this important?

If companies have managers struggling to identify what is the most important thing that they should be focused on (this typically occurs after prolonged periods of firefighting), having suggestions based on AI can help managers quickly realign and get ideas. When used in conjunction with an executive coach and knowing the goals of other managers in other departments at the company (that are also using an executive coach), managers can combine cutting-edge technology with an experienced professional to get the best of both worlds.

When managers and teams have extended periods of firefighting, doing any work that is strategic can be really hard to pick back up. Employees can become so jaded by strategic work like goal-setting that they sometimes end up weighing the cost of time spent goal-setting as a sacrifice to their ability to put out a certain number of fires. This zero-sum thinking is devastating for a company’s long-term health.

“I can’t believe I just spent 15 minutes goal setting! I could have spent that time checking 5 emails or handling a customer issue.”

If employees develop this mindset around goal-setting, it creates a toxic environment and a culture that is too incentivized to put out fires without considering ways to preemptively stop the fires from ever starting.

There is a story about the early days of Amazon. Jeff Bezos was on the floor with some of his employees packing boxes and shipping them out. Bezos said to his employees “we should get knee pads.” Another employee chimed in “No, we should get packing tables.”

When employees and managers don’t take the time to regularly set goals, they are blinded by what they can do to put out their immediate pain (knee pads help alleviate pain from an uncomfortable position) instead of focusing on an innovative solution that can eradicate the challenge altogether with a side-benefit of increased productivity (getting packing tables).

AI suggestions for goal setting and objective setting can be a great way to quickly get employees thinking about what they can focus on to handle their issues.

Keep in mind, these are suggestions, not mandates. AI can be a great starting point for assisting in goal setting, but it is the human receiving the AI suggestions that needs to approve those goals and subsequently act on achieving them.

by Kayla Ambrose

Fri 6 September 2024

Luke is a dedicated team member, consistently performing well on his assigned tasks and developing strong working relationships with others on the team. Despite his exceptional performance, whenever his manager, Sarah, proposes opportunities for professional development he seems disinterested. Propositions for advancement through paid company programs for further education and conversations about future positions are frequently met with little enthusiasm.

Sarah has worked closely with Luke for a number of years and wants to elevate Luke to the next level. Although Luke is a high performer, he needs to complete specific trainings in order to be considered for higher positions. With an opening for a position Luke would be well suited for, Sarah wants to motivate Luke to pursue development opportunities that would equip him for the role.

While Luke is the ideal candidate and the company would prefer internal promotions, Sarah wonders if encouraging Luke to pursue a higher role is the best decision. Additionally, if Luke does transition to a new role, Sarah’s team would lose a valuable part of their team. As Luke has demonstrated disinterest in further advancement in the past, would he underperform if placed in this position?

As a manager with vested interests in the success of their team members, it can be challenging to navigate situations where team members are disinterested in further advancement. Encouraging them to reach their full potential and pursue higher positions may appear to be the best solution, but an external hire might be more enthusiastic and well suited for the role. With such a complex situation at hand, Sarah must devise an approach to support Luke while also determining how to best fill the open position. She recognizes that some people have different Work Orientations and while some people are career oriented, meaning they are motivated by professional growth and learning new skills, not everyone is.

Clarify Priorities

It’s essential to understand what motivates an employee and where they want their career to go. Some employees may have personal reasons for wanting to remain in their current position. Others might simply be comfortable with in their current role and have no desire for an increase in responsibility.

Employees may also seem disinterested in further advancement due to fear of failure. Fear of failure is often a huge deterrent for individuals within their professional career. Loss aversion is a cognitive bias that describes ones nature to be more inclined to avoid the pain of losing or failing thus deterring them from potential success or pleasure. Facilitating a conversation with the team member to identify why there is apparent disinterest in furthering their career can help identify these barriers and work to find solutions if desired.

Encourage Without Pressure

Everyones timeline for growth looks different. Balancing encouragement while not applying too much pressure to the situation can be a difficult feat. Offer opportunities for development, but don’t pressure employees into promotions if they aren’t ready.

Since the employee is already a valuable member of the team, it’s important that they feel comfortable within the team. Stress from their manager encouraging them to pursue a position that they aren’t interested in can make them more stressed out, resulting in less motivation in their current role. Regardless of whether they want to pursue further advancement, they are still a valuable asset to the team and should feel supported in their journey

Offer Gradual Growth

Rather than pushing an employee who isn’t ready into a full leadership role, offer smaller opportunities for increased responsibility. Opportunities such as leading small projects or mentoring new employees can allow them to take on leadership roles on a smaller scale.

Experience with additional leadership can given them the opportunity to reflect on these opportunities to determine if a leadership role is right for them. Some employees may flourish in these new experiences, further solidifying that they are a right fit for a higher role. Other employees might use this opportunity to recognize this isn’t something they are interested in pursuing. Helping employees to gain additional experience as a leader is a great way for them to reflect on their interest in a more serious leadership

Devise a Mentorship Program

Employees might need guidance to recognize their full potential. Gaining mentorship can build confidence and skills needed to assume leadership. Directly mentoring the employee or referring them to external mentorship programs are great ways to give them exposure to leaders who have been in their shoes.

Horizontal mentorship programs can also serve as a great resource. Through horizontal mentorship programs, the team member can chat about issues they encounter in the workplace and any concerns they have about pursuing a higher leadership role. Being able to discuss these hesitations with others going through similar situations and help provide reassurance of capabilities.

Sarah decided to set-up a one-on-one conversation with Luke for an in depth discussion of his professional goals. During this conversation Luke, shared that his lack of enthusiasm for further advancement stemmed from feeling unprepared for a leadership role. Together, Sarah and Luke devised a plan for Luke to slowly take on more responsibilities within the team to gradually prepare him for leadership roles. Along with this growth plan, they will meet monthly for mentorship chats and tackle any issues Luke encounters.

Luke might not be ready for a promotion today, but his potential and strong contributions to the team remain. With time, Luke will continue to develop his leadership skills and work with Sarah to achieve the success Sarah knew Luke had potential for.

Situations of that similar to Luke and Sarahs are a common issue leaders face and don’t have a one-size fits all solution. Some employees are like Luke and need mentorship and growth plans to feel more confident pursuing a leadership role. Other employees may just need time to become more comfortable with the idea of further advancement. While conversations and encouragement for advancement can lead to the pursuit of a leadership position, recognize that everyone’s journey is different and a managers role is to provide support along the way.

by Grace Tripathy

Fri 4 October 2024

Emma, a seasoned manager at a mid-sized technology company, had always believed in the power of innovation. Her company was known for its cutting-edge solutions, and leadership consistently emphasized the importance of staying ahead of the curve. However, as the company grew, Emma noticed a disconnect between the innovative goals the company was setting and the day-to-day efforts of her team. Despite their technical skill and dedication, her team seemed to be losing focus on the big picture—where the company was heading and how they fit into that vision.

As the company rolled out a new initiative to demonstrate innovation to clients, Emma knew she needed to rethink how to align her team’s goals with the company's larger vision. It wasn’t just about setting targets or assigning tasks; it was about ensuring her team felt motivated and understood the value of their work in driving innovation forward. Emma began to consider how incentives could play a role in achieving this cohesion, but she knew it would require careful evaluation and constant tinkering.

Establishing Clear Job Goals

To begin, Emma revisited the job goals for each member of her team. While everyone had clear responsibilities, Emma realized that the team needed more than just a list of tasks—they needed a deeper understanding of how their roles contributed to the company’s goal of demonstrating continuous innovation to its clients. She gathered her team for a meeting, focusing on how their individual efforts fit into the bigger picture.

Key elements Emma focused on:

Ensuring each team member understood the specific outcomes their work was driving toward (e.g., new product development, process improvements).
Aligning short-term goals with long-term innovation targets set by leadership.
Regularly updating job goals to reflect shifts in the company’s priorities.

By breaking down broader company objectives into actionable, measurable steps, Emma’s team began to see how their contributions mattered. However, simply understanding the goals wasn’t enough; Emma also needed to create incentives that reflected these objectives.

Crafting Incentives That Align with Organizational Goals

Emma knew that financial incentives could motivate her team, but she also understood that innovation requires more than just monetary rewards. To keep her team inspired, Emma developed a balanced system of financial and non-financial incentives that aligned with the company’s vision.

She also considered how different members of her team were motivated by different types of rewards. Some employees thrived on the prospect of a bonus, while others valued recognition or the opportunity to grow professionally. To create an environment where innovation was constant, Emma decided that the incentives needed to reflect both individual motivators and the collective drive to push the company forward.

Financial incentives Emma implemented:

Innovation bonuses: Team members were rewarded for submitting and implementing new ideas that improved products or processes, with quarterly bonuses tied to the success of their innovations. This direct financial reward ensured that those who contributed to the company’s progress saw immediate benefits, encouraging a proactive approach to problem-solving.
Profit-sharing linked to innovation milestones: Instead of traditional profit-sharing based on general company performance, Emma adjusted the plan to reflect key innovation achievements, ensuring her team’s financial rewards were directly tied to the company’s larger goals. This not only incentivized innovation but also helped employees feel more connected to the company’s financial success.

Non-financial incentives Emma introduced:

Recognition programs: Emma launched a monthly “Innovator of the Month” award, spotlighting employees who contributed to the company’s innovation efforts. This not only boosted morale but also encouraged healthy competition. Public recognition in company-wide meetings gave employees a sense of pride and ownership over their contributions.
Opportunities for professional growth: Emma partnered with upper management to provide her team with opportunities to attend conferences, enroll in advanced courses, and participate in cross-departmental projects that aligned with the company’s innovative initiatives. Offering educational incentives reinforced the company's commitment to long-term development and creativity.
Time for creative exploration: In addition to formal rewards, Emma allowed her team to dedicate a certain percentage of their work hours to projects outside of their typical responsibilities. This freedom gave employees the space to experiment and explore new ideas without the pressure of immediate results, fostering a culture of curiosity and innovation.

Evaluating and Re-Evaluating Incentives

After a few months, Emma took a step back to evaluate how her incentive structure was working. She noticed that while financial rewards motivated some team members, others were more driven by recognition and professional development opportunities. Innovation had increased, but there were still areas where the team struggled to stay focused.

To address this, Emma made adjustments to the incentive plan. She introduced periodic check-ins to gather feedback from her team on what motivated them the most and what barriers they faced in achieving their innovation-related goals.

Emma discovered three key insights:

Flexibility was crucial. Some team members valued immediate recognition more than long-term rewards, so Emma implemented smaller, more frequent bonuses alongside the larger innovation-based profit-sharing program.
Transparency drove engagement. By sharing detailed updates on how their contributions directly impacted the company’s client relationships and overall growth, Emma’s team felt more connected to the larger vision.
Continuous feedback improved performance. Regular one-on-one meetings allowed Emma to tweak incentives based on individual preferences and changing market conditions, keeping her team motivated and aligned.

Emma’s journey taught her that the key to aligning team goals with organizational vision lay in balancing financial incentives with a broader sense of purpose. By crafting a dynamic incentive system, Emma helped her team see the value of their contributions not just in terms of personal gain but as part of the company’s mission to lead in innovation.

by Kayla Ambrose

Fri 18 April 2025

The most successful leaders aren’t the ones who stay within their comfort zone but are those who embrace calculated career risks. One of the most impactful career decisions a leader can make is transitioning from one leadership position to another, even though this can be intimidating. Whether it's changing from Vice President of Marketing to Vice President of Sales or shifting to a completely different role, taking these calculated risks can allow for immense personal and professional growth, supporting career development.

Understanding Calculated Risks

Taking a career risk shouldn’t feel like rolling the dice and hoping for the best. Embracing career risks should involve logical decision-making and strategic planning to evaluate the opportunities and setbacks of the decision. Here are some things to consider when calculating the risk of making a large-scale career decision:

Does this align with overall career goals?

First and foremost, reflect on whether the potential career change aligns with overall career goals. Even if a great and exciting opportunity presents itself for a role change, it may not be the right fit if this shift doesn’t align with personal career aspirations. Simply seeking a new role to experience change without considering the broader implications for career trajectory can lead to setbacks rather than progress. Calculated risks are those driven by purpose rather than just curiosity.

2. How transferable are your current skills to the new role?

Another important consideration is the ability to transfer current knowledge and skills to the new role. While leadership experience and strong problem-solving skills apply to various management roles, a lack of foundational technical skills may be a challenge for certain positions. Reflect on what skills may need to be acquired and the time required to develop such skills for the new role.

3. Identify potential consequences

If a new career opportunity aligns with career goals and has a feasible required skillset, the next criterion to consider is the consequences of the career shift. Some consequences may be a steep learning curve, decreased confidence, or even needing to dedicate time to acquire new skills. Considering all the potential consequences will allow for a more informed decision and prevent being blindsided in the future by issues that arise.

4. Develop strategies to overcome these consequences

Once potential risks have been identified, plan strategies to proactively manage them. Taking a proactive rather than a reactive approach to addressing potential consequences is crucial in creating a smooth transition from one role to the next. Some potential strategies could include joining an executive mastermind group for a stronger support system or self-studying to improve upon necessary skills. Preparing for challenges not only makes the transition to a new role smoother but also demonstrates strong leadership qualities that will be recognized by others in the organization.

Overcoming Fear of Failure

One of the greatest obstacles leaders face when considering a career risk is the fear of failure. It’s entirely natural to prefer to exist within the comfort zone and avoid change. Many people tend to experience loss aversion, which is the tendency to avoid the potential feeling of failure despite the ability to experience great successes. Even though leaders may experience a sense of loss aversion, the ability to break down the risk and consider all possible outcomes can work to overcome this cognitive bias. Fear of failure and loss aversion are often rooted in uncertainty. By utilizing the previously mentioned strategies to create a well-thought-out plan, leaders can regain a sense of control.

A powerful tool that can be leveraged to overcome a fear of failure is developing a growth mindset. Transitioning to a growth mindset means embracing each new challenge as an opportunity for improvement rather than an obstacle. Strategies to develop a growth mindset over time can be to start with reframing views on small obstacles and progressing to larger-scale obstacles.

The Consequences of Heavy Risk Aversion

Being stagnant in a role and not pursuing calculated career risks may seem safer, but this can backfire. Hesitating to embrace calculated career risks can cause leaders to miss out of faster career growth opportunities, restrict them to narrowly defined roles, and even create the perception that they lack ambition. Strong risk aversion can also limit the perspective that leaders have within the organization. Leaders who have experience across departments and within different roles can contribute more to strategic conversations that span multiple departments. While avoiding risk can seem inconsequential, this may cause more harm than good.

In the long term, remaining comfortable in one position can decrease momentum and reduce a leader’s competitive edge. Organizations are constantly evolving, so leaders who don’t seek opportunities to grow may find themselves falling behind peers who take advantage of calculated opportunities. Recognizing when opportunities can support leadership evolution can be transformative for one's career.

Strong leaders are created by the ability to seek change and embrace challenges. Embracing calculated career risks can be a pivotal moment within a leader's career to elevate their leadership skills. Beyond personal growth, taking calculated risks can position leaders to become more adaptable and prepared for larger organizational responsibilities. Demonstrating the ability to accept risks signals that a leader is not only capable of navigating uncertainty but also able to lead strongly through it.

career goals

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