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Shawna Schuh

Assign Tasks with the End Goal in Mind

Ask in a way that will actually produce results.

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THERE ARE MANY TIMES when I hear from my clients these kinds of laments: “I should have said that differently.” Or: “Maybe I used the wrong words …”

When this happens, I’m delighted because that leader is becoming more aware that she has control over those words and how they may or may not land. However, sometimes it’s not the actual words but the intent behind them that makes or breaks the situation.

Let’s dig deeper into this.

Here’s a standard miscommunication:

When you say “Would you please do X task?” your words, in your mind, may be clear and determined.

You are asking them actually to do the task, right?

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That’s what you think.

In reality, it’s an inquiry with no clear intent of when it must be complete or even a determination of end result.

When I’m coaching clients, we take it down to the elements that will actually produce results.

First question: What do you want? And let’s go deeper than having the task done. Aren’t tasks the means to an end result? If you are spending a lot of time on “tasks,” you may have a checked-off to-do list and still not have the results you desire.

Ask yourself instead: “What will having this task done accomplish in regard to my big goal or highest priority?”

That question will shift your thinking to shift from “task doing” to “results producing.”

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But what do you ask then if not, “Will you do X task?”

You have many choices. and all of them depend on the intent.

Intent one: Get a task completed. To do this, ask it as is with the addition of a timeframe: “Will you do X task by 3 p.m. today?” The specificity will help you both.

Intent two: Get a commitment to a result rather than a task. Say: “To further the goal of X, please provide me with a list of tasks and who is best to accomplish them inside our timeframe.”

This request will allow the other person to take leadership of the goal and either take on the tasks or find those abler to do so. Remember, of course, to include a timeframe.

Intent three: further action on your end goal. Ask a new question: “To make sure we reach X place, what do you think is the best plan or path to accomplish it?”

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This will help them buy into the goal and give you new ideas.

As a leader, we usually know the goal and know the steps or actions to take. That doesn’t mean we should do those actions, nor that others know the goal.

When you shift your thinking like this, things in your world begin to improve. I see it all the time in my coaching clients. If you want the same results, the first step is to stop and think, “What is my intent?” and then the words will come easier.

Shawna Schuh is a certified speaking professional, an executive coach, master neuro linguistic program- ming practitioner and president of Women in the Pet Industry Network. Email her at shawna@womeninthepetindustry.com.

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Shawna Schuh

Control or Trust? The Two Don’t Have to Be Mutually Exclusive

How do we put our trust in people we don’t know well?

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A MAN I RECENTLY met invited me to go for a cruise behind him on his 1,000-pound touring Harley-Davidson motorcycle.

This would be the first time I did something like this, and the trip was a big loop over to the Oregon coast over two-lane winding roads and through dense forests and gorgeous landscape.

In a car it’s great, and I thought on the back of a motorcycle it would be a wonderful adventure.

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This article is about the difference between control and trust, something that I grappled with the minute he zipped me into leather chaps, and a high-tech helmet we could converse through while riding. He instructed me about the perils of wiggling, sudden movements and keeping balanced.

I realized I had absolutely no control over this situation.

I was a passenger, extra weight on an already heavy bike, and I could pose a challenge that could end both of our lives.

Yes, I still got on.

When you are hiring someone or when you are taking on a new vendor or when you agree to advertise, how do you feel? Like you want to control the outcome, or that you will trust the process?

This is a great question to ask yourself. Believe me, I was asking myself this exact question a variety of times over the five hours we did the loop.

“Am I feeling anxious because I’m not driving this? Because I don’t have control of the bike?” My answer was: “That isn’t it. I don’t have control of planes, trains or autos I’m a passenger in.”

“Am I feeling anxious because I don’t trust this driver?” This I think is the key to a lot of what we do in business. How do we put our trust in people we don’t know well? How do we know that the new hire won’t steal, that the vendor will deliver or treat us fairly, or that the advertising will work?

The truth I realized as we sped around corners, leaning to the side with the wind whipping past us and the engine roaring was: We don’t. We don’t know, and so we have a choice. Trust and move forward, or distrust and keep doing your life and business as you have been.

I also asked myself whether I would have felt better, differently even, if I had been the one driving the Harley? If I had control of the bike? Would that have made me feel better or safer? My answer was no. I am not versed in that. I have never done it.

So if I want to experience more, have more, do more and live fully, I will have to trust others.

It’s the same in business. Those on my team, the people we hire for all those things we need, the places we advertise or things we decide to sponsor. We do it and I’m assuming you do it because if we don’t do it, we are not growing or risking or, maybe, we aren’t really living as fully as we could.

My challenge to you today is this: Who will you trust today? Maybe it’s simply trusting yourself enough to get on the bike and let things unfold as they will. Who knows, it might be one of the best things you’ve done in a while.

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Shawna Schuh

Pushing the Pig: Try It, and You’ll See Why It Doesn’t Work

Sometimes a completely different approach gets better results.

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I’M THE KEEPER of a pig, the size of which is an interesting subject. Herbert the Hogster is a mini pig. And now that he is in his fifth year of life, though I have no scale to weigh him on, nor could I lift him to gauge it that way, it’s looking like he could weigh in at 150 pounds or more.

I share this with you because Herbert has taught me an important leadership lesson recently. He was in the house uninvited. Sometimes I invite him into my office, which has a door to the outside and stone floors for easy cleanup of dirty hooves, but he snuck through the barrier and into the main part of the house and was heading in the direction of the dog food when I spied him.

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Immediately, I got behind him to push him back through the door and into the outside. He was having none of it. He planted his little hooves, and the more I pushed him, the more he grunted and squealed his displeasure.

That’s when I realized you can’t push a pig. Especially one that outweighs you.

This situation is like others we encounter where we want one result, and it seems nearly impossible to attain it by what we’re doing. Think about how you have sales goals — and because of those sales goals you do some pushing. And if you are feeling behind or overwhelmed, you might be pushing from behind. And nothing is happening.

Kinda like pushing a pig. No matter how hard you push, no matter how much you want to move forward, no matter how “nice” you are, that pig is not budging a bit.

So I stopped pushing.

I would like to say that I made this decision with a clear head and without using any off-colored words, but let’s suffice it to say after exhausting my strength and patience, I decided to take a different approach.

Do you quit pushing when the results are not there? Or do you keep at it because it’s the easiest thing to do or the thing we know? And do you notice that the harder you push the less you accomplish? This is true for so many things.

For me, it was my immediate reaction and that’s the real lesson. If I had stopped for a moment and thought about it, I had several other options that I could have done, including the one I did next: I went and got some pig food and put it in a pan so when I shook it, the sound made the most alluring and effective noise that Herbert wanted to follow. Which he did, right outside!

Next time before I — or you — push the pig, remember this lesson:

  • Think before reacting.
  • Determine the best plan or plans.
  • Lure rather the pressure.

Anytime things come to a standstill in your business, stop pushing the pig and do something else.

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Shawna Schuh

4 Steps to Pair with the Right Mentor

Tips for gaining the most from the experience.

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WHEN I WAS STARTING out in business, I sought both coaching and mentorship. When I paid for coaching, I gained value. When I sought mentorship, it usually fell flat, until I joined a structured program that had mentees and mentors go through an interview process. I happened to score a wonderful mentor, however another woman who went through the program found little value in her experience.
So to help you find a mentorship and to gain the most from it, here are the steps.

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1. Have the right goal. The more you know and communicate what you want from a mentor, or what you want in seeking mentorship, the better. You don’t get results without stating what you want them to be.

2. Determine a time frame. When each of you knows what you are agreeing to, you can use your time more effectively. From the length of the mentorship to when and where and for how long you will meet. Treat this like any important appointment and respect each other’s time.

3. Be prepared. When someone has asked me to mentor or wants to learn from me, I usually ask them to come up with the top questions they want to ask. This throws people off, which is surprising. If you are going to use leaders’ time, then use it well. Asking them to tell you their story is a waste of their time. Get to what you want. If you do not know what you want, then you are not ready for a mentor yet.

4. Set clear expectations. Mentors are not your teachers, your parents nor your accountability police. They are guides, so seek their wisdom rather than their secrets or systems. If they choose to provide you with those things, it’s wonderful; however, ask questions that will help you move forward rather than expecting the mentor to give you a plan. You can even ask them how they would most like to provide guidance, and then you can adjust from there.

Most important of all, a mentor is someone who is willing to give you their most important asset: their time. And so the most important thing to remember is to use their time well, which in turn will be an excellent use of your time, too.

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