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Surgeons lead effort to establish a sustainable eye bank in a developing nation
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ComiXology Thousands of Digital Comics. DPReview Digital Photography. East Dane Designer Men's Fashion. Organizations are born, they mature, they age, and they die. Great men are almost always bad men. In a study by Adam Galinsky and others, they found that when people where power primed—temporarily made to feel powerful—they demonstrated a reduced tendency to comprehend how others see, think, and feel as compared with those that were primed with low power.
They relied too heavily on their own vantage points and demonstrated less accuracy when assessing the emotions and thoughts of others. The possession of power or even the feeling of power tends to very quickly change how we think. We lose self-awareness and therefore our sense of the impact we are having on others. We would do well to remember the Stripes Rule. He cautioned me not to let the job go to my head because when I take the coat off, I will just be a person like any other. Power, it seems, can easily become a handicap and not a blessing to leading well. But it often comes with the territory.
Very soon after we become aware of our own power, our thoughts begin to turn inward and we lose touch with those we are to serve. Power becomes a barrier reducing our ability to lead properly. Awareness of this fact is the first step toward managing it.
Doing More With Less. The 3 Core Elements of Delegation Without delegation no organization can function effectively. Yet, lack of courage to delegate properly, and the knowledge of how to do it, is one of the most general causes of failure in organizations. Leading: Sharing Accountability Uncertainty necessitates the need for finding more wisdom within our organizations. This can only be accomplished by creating a leadership mindset throughout the entire organization. It is shared accountability. Any leader that thinks that they can do it alone is indulging their own ego.
James Champy and Nitin Nohria cautioned us not to assume that no one else on the premises can match our own ambition, competence, and vision. We have to accept the fact that there are many points of wisdom within our organizations and a wise leader will engage them. Too many leaders are not accustomed to accepting input from junior members no matter how valuable it is. This creates a lack of trust and openness. The currency of leadership is relationships and a wise leader would do well to encourage input from as many sources as possible and especially not from the usual suspects.
If you want to prepare people for this environment, you have to get leadership further down the organization. We generally tend to drive managing down the organization, but not leadership. I think that that is the hardest thing for us to do as people sitting at the top.
It feels like an unnatural act. The Four Hallmarks of Bad Strategy. Culture explains how things really work. Culture reflects practical values—values that will get you through the day regardless of what you say you believe. When it comes to preaching values, too many leaders are just talking heads. Preach change, demonstrate status quo. Changing culture in an organization is often difficult because leaders make it so. A culture that does not resemble your stated values reflects a lack of ownership and accountability to those values. Culture is formed by the choices we make, not the lecture we give.
Articulate a set of behavior guidelines for everyone to follow. In this discussion he makes three statements that are worth reflecting on : Leaders should use every opportunity to exhibit guidelines or values in their own behavior. Are you modeling the behavior you want to see in others? Senior leaders of the company routinely showed up at these training sessions to show employees how important the values and brand were. Are you excusing yourself from what you expect others to be doing?
He argued that the senior team was already under a lot of pressure, and that this would be a huge time commitment for them. I could not believe my ears. Do you live by a different set of rules? Sometimes this is difficult to see in yourself, so asking a trusted friend if there is a disconnect between your words and your behavior is helpful. As a leader, it is too easy to think of yourself as the exception.
If we live our values we can create radical change. Often the greatest barrier to the implementation of our ideas is the example we set. We must lead by example. Ownership Thinking. Managing the Unmanageable. Common Purpose Leadership. Have a Nice Conflict! Reading Have a Nice Conflict was like listening to my Dad again. Behaviors are the tools we choose and use to support our self-worth. You can look at personal strengths like behaviors. They represent the different ways a person can interact with others to achieve self-worth.
When a person tries one of these strengths and has success with it, they use it more often. Other strengths might have rendered poor results, and so they might tend to use those less and less. They become our modus operandi. What are they overdoing? What are they really trying to accomplish? Most likely, their intent is not to annoy you. Conflict can happen when other people misinterpret your strengths.
Leaders have a duty to navigate between these two extremes as the situation dictates. Typically, we like to present the vision—the values—and leave the details to be sorted out. We like to give the big overarching principle without explaining exactly how it plays out in everyday life. The problem is that everything happens in the details. That might work for the most highly visible leaders—those interacting with employees day-in and day-out—because they see you translating those values and goals on a day-to-day basis.
But seriously, how many of us are that visible? People see the same thing and hear the same thing differently. They interpret it differently and thus it plays out in their behavior differently. And that is where the friction starts. Organizations, groups and families need more guidance than that. What do our values look like in everyday life? We need to use examples as they come up to relate everyday behavior to our values.
And we then communicate this over and over again in our rhetoric and actions. People need to know and understand your values if their behavior is to be guided by them. Leading Views: Keep Dissenters Close to Provide Perspective Decade of Change is a collection of articles from the Gallup Management Journal designed to provide a roadmap for moving forward into an uncertain future. This point cannot be stressed enough because although we all know it, most of us rarely encourage it.
Those are the people that want to replace you. Those are the people in the middle. And then you have the third group. They argue with you. What you must decide is, is it OK to have a person from the third group on the team, or should you get rid of him? So an art of leadership is to sort those three groups out. What makes this complicated is what Peter Drucker pointed out: when you hire a hand, it comes with a head and heart attached. Most work now requires knowledge, judgment, thinking, and decision making, and so it matters if people care about what they do.
You cannot simply give them orders and criticism. That rarely produces the kind of engagement you need. Other, less direct but more effective forms of influence—such as support, development, and encouragement—are needed that engage the whole person. Do you tend to focus on the work or on the people doing the work? In other words, do you tend to confront and criticize, or do you support people and give them what they need to do good work?
Hill and Kent L. Transforming an Ordinary Moment into a TouchPoint. Turning crisis into opportunity is all about culture. The accident in August that took the lives of four people in a runaway Lexus brought national attention to Toyota. Fueled by innuendo and speculation by Congress and some media, it escalated into something it was not. It is a reflection of their culture. Liker and Ogden describe the Toyota Way as: Face challenges with a clear head and positive energy.
Hold fast to your core values and your vision for the company. Always start with the customer. Understand the problems that you face by analyzing the facts, including your own failings, and understanding the root causes. Thoroughly consider alternative solutions, then pick a path, develop a detailed plan, and execute with discipline and energy. And then in a crisis, when you really need it, it is there to carry you through.
The authors isolated four lessons for dealing with a crisis:. Got Drama? Landing in the Executive Chair. What Makes Business Rock. They operate under the assumption that being a critic means being critical. Many bosses operate the same way. They feel feedback is good only if it is critical or negative. Adam Bryant suggests in The Corner Office , that we be a coach, not a critic. If you assume that most people want to get better, they want feedback and advice, that they want somebody to care about their future, then giving feedback becomes much easier. Feedback should not be thought of as an event.
It should be ongoing and in real-time. Everybody has their good points. Everybody has their bad points. If you can bring out the best in everybody, then you can have a great organization. From Values to Action. Are You Undermanaged? Bruce Tulgan thinks that at every level of organizations there is a shocking and profound epidemic of undermanagement. In fact, most employees report that they feel disengaged from their immediate boss es ; that two-way communication is sorely deficient; and that employees rarely get the daily guidance, resources, feedback, and reward that they need.
Do You Argue With Reality? How we relate to those two words will determine how we lead. People will never be able to figure things out without me. I need to have all the answers. My job is to ask the right questions. What you believe has a big impact on the performance, engagement, loyalty and the transparency you find with those you lead and interact with. In Multipliers : How the Best Leaders Make Everyone Smarter , authors Liz Wiseman and Greg McKeown refer to those with the mindset represented by the first assumption as Diminshers and those with the mindset represented by the second assumption as Multipliers.
It explains why some leaders create intelligence around them, while others diminish it. The value of Multipliers is that is shows what these assumptions about people look like in practice and how they are reflected in your behavior. How would you approach your job differently if you believed that people are smart and can figure it out? With a Multiplier mindset, people will surprise you. They will give more. You will learn more. What kind of solutions could we generate if you could access the underutilized brainpower in the world? How much more could you accomplish?
They do. Their focus on their own intelligence and their resolve to be the smartest person in the room [has] a diminishing effect on everyone else. For them to look smart, other people had to end up looking dumb. Multipliers get more done by leveraging using more of the intelligence and capabilities of the people around them. They respect others. These are all learned behaviors and have everything to do with how you view people. Importantly, the first place to begin is with your assumptions about people.
As with most behaviors, we do them because we feel we have to. They are self-perpetuating. Instead they quit while still working for us or move on. We see this in ourselves, in others and in organizations of all types. Leaders are especially prone to run over people, because after all, they have the vision, the know-how and the desire to get it done.
We have to slow down and remember that we are not there just to get the job done, but to develop others to get the job done. They can and need to be able to do it without us. In many ways, as leaders, we can become accidental Diminishers. The skills that got us into a position of leadership, are not the same skills we need to lead. Leadership requires a shift in our thinking. Instead, she leads like a Multiplier, invoking brilliance and dedication in the other fifty-nine leaders who make this camp a reality.
At best, these policies limit intellectual range of motion as they straitjacket the thinking of the followers. At worst these systems shut down thinking entirely. But it is a huge victory to maintain that space and resist the temptation to jump back in and consume it yourself. An unsafe environment yields only the safest ideas. To answer these questions, the organization must learn.
His greatest value was not his intelligence, but how he invested his intelligence in others. Developing a Small-Wins Strategy for Growth When moving through difficult times, it is helpful to develop a small-wins strategy. In difficult times, deficit-thinking is so easy to fall into and often becomes the norm. It is hard to defeat but by highlighting small-wins you help to create the kind of abundance-thinking needed for growth and forward momentum. A strategy of small-wins helps to develop the kind of outlook associated with abundance-thinking —self-efficacy, hope, optimism and resilience.
A small-wins strategy also helps to eliminate the tendency to be consumed by past disappointments, obstacles and failures. It opens your thinking to possibilities and paves the way for improving processes. Small-wins focus on the here and now. What can we do now and what can we safely ignore or eliminate. It is an antidote to the fixation error trap. Fixation errors keep us from noticing what is really happening, separating us from reality. Reassess after each win and keep moving to build momentum. Begin by breaking tasks and issues down in to manageable pieces; pieces that you can take responsibility for and act on now.
If you are not in a position to implement this strategy on an organizational level, adopt it for your team or even individually. Lead from where you are. And understandably so. We want predictable outcomes. We want things to keep working as they have always been—perfectly. But that thinking ultimately limits our growth and quite possibly harbors the seeds of our own destruction.
To remain relevant—to foster innovation—you need to incorporate into your thinking outcomes that are valid. A perfectly valid solution is one that produces a result that is shown, through the passage of time, to have been correct. It is best to have a system that incorporates both—validity and reliability—into their approach. Balancing and managing the two approaches—analytical and intuitive—is what design thinking is all about. Each stage represents a simplification and ordering of knowledge. At the beginning is a mystery ; a question.
It is the observation of phenomena. The last stage is the development of an algorithm. Algorithms take the loose, unregimented heuristics—which take considerable thought and nuance to employ—and simplify, structuralize, and codify them to the degree that anyone with access to the algorithm can deploy it with more or less equal efficiency. It did well, but by they began to lose business. Food was getting cold before it was delivered and families were put off by the hoards of teenagers they attracted. They had to develop a winning heuristic. They reduced and standardized the menu, and implemented their Speedee Service System.
Ray Kroc saw an opportunity in it and bought them out. While the Speedee Service System was good, Kroc thought it left too much to chance. So he refined it and simplified it down to an exact science. The new system left nothing to chance and it was repeatable. We tend to operate within a knowledge stage as opposed to moving across the knowledge stages. We need to explore and question, we need to exploit our solutions, even reducing them to a repeatable, efficient, formula where possible, but we need to be doing these things simultaneously.
The vast majority of businesses follow a common path. The company is birthed through a creative act that converts a mystery to a heuristic through intuitive thinking. It then hones and refines that heuristic through increasingly pervasive analytical thinking and enters a long phase in which the administration of business dominates. And in due course, a competitor stares at the mystery that provided the spark for this company, comes up with a more powerful heuristic and supplants the original business. McDonalds did well for decades, but eventually the heuristic Americans want a quick, convenient, tasty meal changed Americans want a healthier menu.
The solution for McDonalds is to go back and rethink the mystery and develop new rules of thumb to guide them. A trip back through the knowledge funnel. You only need a heart full of grace, a soul generated by love. We Have Met the Aliens and They Are Us We live in a time—aided by advances in science and communication—that is obsessed with quantifying, labeling and optimizing. Generational studies are no different.
While identifying and labeling the generations is valuable for understanding and discussion, if we are not careful we can lose some connection to their humanity—their sameness. While generational studies can help us to understand where people are at , if want to engage them, we would do well to remember what they are. A generation comes and a generation goes. Each carries with them their own reaction to the former generation that raised them and their own disbelief of the reactions of the next generation to their own.
Yet, each generation is not a new subset of humans; a curious new life form that needs to be studied and obsessed over. They are human. They are like us. You hear all these statements, and they seem to imply that this is once in a lifetime after I get through this one, boy, am I glad I will never have to face this again. I think we are seeing both the compression of cycle time — how quickly the cycles come and go — and also the amplitude of the swings getting more and more severe.
The world has fundamentally changed. The Right Fight. Leaders are out front getting things done and managers are … what are they doing? This is, in part, due to our proclivity to label people as one or the other. Henry Mintzberg is the antidote to that kind of unproductive thinking. Mintzberg believes that managing is a practice that is learned on the job through apprenticeship, mentorship, and direct experience.
And our leadership is all the worse for it. Mintzberg always makes you stop and think. Leadership and management are a fundamental human activity. How they are practiced may change depending on the context, but their essence remains unchanged. Much of what we have to learn and relearn are fundamental principles regarding how people get along and work together. Managers deal with different issues as time moves forward, but not with different managing. The job does not change. We buy new gasoline all the time and new shirts from time to time; that does not mean that car engines and buttons have been changing.
Despite the great fuss we make about change, the fact is that the basic aspects of human behavior—and what could be more basic than managing and leading? Mintzberg has distilled management thought into a general model of managing —what do managers do? They operate on three plains of activity, from the conceptual to the concrete: They act through information. They work through people. They manage action directly. And they need to operate on all three planes.
Barrett, Kate Harwood Waller
He playfully addresses the conundrums of managing like: How to keep informed when managing by its own nature removes the manager from the very things being managed? How to delegate when they are better informed than the people to whom they have to delegate? How to maintain a sufficient level of confidence without crossing over into arrogance?
How to bring order to the work of others when the work of managing is itself disorderly? And how do you do all these things at once? Managers are flawed. Their flaws will quickly become apparent. So will something else: that you can usually live with these flaws. Managers and marriages do succeed. The world, as a consequence, continues to unfold in its inimitably imperfect way. Politicians seem to become particularly adept at hiding flaws during elections until they become fatal in office. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.
An inauspicious time to take over the world's largest food company. Deborah Ball reports on an interview with Bulcke. In the short min video embeded below, he reflects on being authentic, developing a culture of competitive intensity and making people feel they have ownership.
Surgeons lead effort to establish a sustainable eye bank in a developing nation | The Bulletin
Army Commanding General Martin Dempsey on how the military is moving toward a model where trust is a currency more valuable than control. Here are a few excerpts: Leadership Lessons From a Four-Star General by Karl Moore, The Globe and Mail The essence of leadership, and the way you interact, the way the leader interacts with the led, has remained fairly constant, it seems to me. We think our more likely threats we'll encounter will be networked.
And we have a phrase, that "to defeat a network you have to be a network. And we have been the quintessential hierarchical organization. And, in that capacity, leadership will move around the table. Now, we'll always have our rank structure. We'll always have our disciplines. But I think that you will see us evolve into an organization where trust is as much the coin of the realm as control is.
There's a very deliberate process where we take concepts and turn them into requirements, and requirements and turn them into resources. And that has to happen in a hierarchical fashion, so that the government can continue to function. So, at the Department of the Army level in particular, there will always be a hierarchical structure that essentially allows us to compete for resources based on concepts and requirements. But, below that, I think, absolutely we are seeing that there's real potential in decentralizing.
Disconnecting Horizontally In his excellent analysis of How Rome Fell , historian Adrian Goldsworthy makes some interesting observations about how we tend to disconnect horizontally from anyone or anything outside of our group. We lose our sense of place and this makes any change so much harder. People resist change when they can't see the bigger picture and why it is necessary. The challenge is to cross our self-imposed boundaries into a world not of our own making and connect to the outside both personally and organizationally.
Whatever Happened to the Rugged Individualist? It means being ethical. It means taking the lead in creating sustainable environments for both individuals and the world they live in. Get to know them as people. Know their skills, talents, goals and understand their potential. Engage Your Team. Ask them for their opinions. Develop Your Team. Stay engaged with your team members and know where they can benefit from training, mentoring and other forms of development.
Greet People Sincerely. Build Community. Think of your team as a community with all of its diversity. Get to know their differences so you can leverage these dynamics. Listen to Understand. Show you care enough to listen. Get out and give people your complete attention and listen to what they are saying as well as what they are not saying. Take the time. Communicate Clearly, Directly, and Honestly. This is one where we all fall short from time to time. Use ordinary words and say what you mean. Listen for understanding. Hear All Voices. Encourage other people to share.
Be on the lookout for people who are being excluded for whatever reason and bring them along. Be Brave. Have the courage to do the right thing, encourage your team to do the same and let them know that you have their back when they do. Sebastian Coe On Creating a Winning Culture Sebastian Coe, Olympic gold medalist, politician, business leader and chairman of the London Organizing Committee for the Olympic Games, has written an inspiring book on the mental preparation required for winning in any endeavor. The Winning Mind is a fast-paced collection of life experience that offers evocative insights and expert coaching.
What Games Do You Play? How to Hit the Ground Running. Broughton observes: What business schools can teach is organisational behaviour. They can teach compensation systems and recruitment processes. They can offer classes on cash and non-cash incentives, on training, promotion and the value of a corporate culture.
They can offer frameworks for negotiations, strategy decisions and implementing change. But when they bundle this up and call it leadership, they risk leaving their students with the faulty impression that they are now qualified, if not obliged, to go into the world and lead. It breeds the arrogance for which MBAs are mocked. They provide clarity so that those below them can do their best to achieve a common goal. But leadership should not be the brass ring at the climax of every business career. It is the merit of Broughton to remind readers of the problems of surrounding leadership education.
He is right. Business schools are best at teaching the competencies that business leaders need when performing their tasks. And at this point in time, they are probably rethinking what that means. Teaching leadership — as in take these classes and read these books and you are a leader — is something else. Broughton correctly asserts that MBA students often walk out into the world thinking that they are uniquely equipped to lead the world. Books and lectures do not make you a leader, but they can give you the tools to become a leader through the practice of leadership. They point you in the right direction.
They fast-track your awareness. They are extremely valuable but they do not make you a leader. That label is earned, not taught. Every business needs followers: people who are good at what they do, who are able to implement the plans laid out by leaders. Broughton is confusing leadership with position. Position is the brass ring and there are a limited number of those to go around. Most people will to be left out. Likewise we are all — regardless of our position — followers.
Leadership is intentional influence. Basic to a proper understanding of leadership is the understanding that leadership is not position and does not make you a leader.
There was a time when management was just management, the science of providing organisational support for innovators and salespeople to win customers and revenue. Managers tracked resources, physical, financial and human, and tried to improve efficiency. Occasionally they made an acquisition or pushed into new markets, and this was strategy. Managers were globe-trotting executives — catalysts for change. They had a business press eager to turn them into icons, to photograph them in their penthouses, preening over their empires as if they, rather than their shareholders, owned them.
Business schools were eagerly complicit in this super-sizing of management. They no longer educated mere MBAs. Business does not need any more leadership courses — particularly not at the MBA level. No, business schools need leadership courses. They just need better ones. They need courses with a proper emphasis about leadership. They are often separated so that we can, by pulling them apart, see how they fit together. We need both and we need to be practicing both.
One is not better than the other. A good leader manages. A good manager leads. They are, after all, in the business of taking risks. When risk management does fail, however, it is in one of six basic ways, nearly all of them exemplified in the current crisis. Sometimes the problem lies with the data or measures that risk managers rely on.
Sometimes it relates to how they identify and communicate the risks a company is exposed to. Financial risk management is hard to get right in the best of times. In summary, here are his six paths to failure : Too much reliance on historical data. Reliance on narrow daily measures to reduce risk. Knowable risks have been overlooked. A big picture approach is needed. Concealed risks have been overlooked. Reward downside reporting. Unreported risks tend to expand. Sound familiar? Need the ability to explain what is happening in clear, precise and most importantly, simple terms. Risks not managed in real time.
Essential for quick response. Mastering Uncertainty Neal A. Hartman, a senior lecturer in behavioral and policy sciences at Sloan School of Management, MIT, offers this advice in the Financial Times , concerning how a leader should behave in this uncertain business environment. Managers must also pay close attention to their own actions during uncertain times. Because many people perceive uncertainty as frightening, leaders need to display behavior that brings about a sense of trust and credibility.
Uncertainty is often a source of stress, but it is how people react to this stress that determines the kind of decision-making that occurs. Effective managers are those who develop the emotional maturity to behave rationally and confidently in stressful and uncertain situations and they must nurture this ability in their employees as well. Managers should also build social support systems, both inside and outside the organization.
Managers who work with effective teams can share experiences and gain new insights, enabling them to deal more effectively with uncertainty and sudden change. Because uncertainty is stressful, it is important that managers learn how to manage stress. If one considers uncertainty as a vehicle of possibilities rather than a threat to current norms, the attitude is much more positive.
It was mandated. In Boeing was facing investigations into illegal business practices, there was the sex scandal, revenue was down, and key people were jumping ship. Step One: Reality Check. The Accountable Leader Brian Dive tells us in The Accountable Leader that many organizations have difficulty developing leaders and fostering effective leadership because they have never considered the context they must lead in.
The organization must be structured, Dive contends, so that all leadership roles from top to bottom have well-defined decision rights. In other words, accountability needs to be structured into the very fiber of the organizational architecture at all levels. Accountability, organizational design and leadership are three inextricably linked factors. An organization is in flow, or in a state of equilibrium, when the required number of management layers vertical architecture matches the effective reach or span of control over the relevant resources that the organization needs in order to achieve its purpose.
After briefly explaining the problem and the key concepts used in correcting it, he begins to present practical application of his ideas for creating accountability within an organization. In this 20 minute video, he provides not only some practical ideas but an understanding of the context that produced the Millennial generation. Here are some excerpts: The job of the manager is not to have the ideas but to support them. That is saying that innovation comes from everywhere, not just from the center, not just from the top of the pyramid, not just from the old people, it comes from throughout the organization.
This fits with the business need. A manager, a leader must now spend more time listening and looking for others' ideas and empowering them than in merely trying to be the great strategist. We have heard this for a while but I think that it seems more compelling today than in the past. It is just more true. It used to be that global firms would have a head office in a country and that is where ideas would come from but probably the main advantage of being a global multinational organization is that you are getting ideas and innovation from all over the World rather than from one place.
Emotions are more of a part of the conversation. It is a huge area of interest in work because we see that emotions are how you get the great energy out of people. A renewed need for purpose is what young people particularly—but the boomers are getting there as well—is a sense that materialism is not enough.
Henry Mintzberg’s Bedtime Stories for Managers
Having two Mercedes is not enough. We have to rethink the meaning of career for young people particularly but Boomers are getting into this as well…People want much more flexibility; on-ramps and off-ramps. You can also read a transcript of the video on the Globe and Mail web site. And it shows. Finding the right people is becoming a more and more difficult proposition. I enjoyed reading about Linda Zdanowicz's search for a dental assistant on her blog. Tony Wagner , author of the The Global Achievement Gap has written an important book that should not be ignored by business leaders.
It sets a meaningful agenda for a good dialogue between educators and business leaders and concerned parents about our educational system. Wagner has written the following for us:. It is a short, entertaining read that quickly hits the nail on the head on a great number of issues and rewards you with practical takeaways.
It is the great merit of Hayhow to remind readers of timeless principles for building relationships and getting work done through people. Some managers think any recognition is good recognition. If you objective for giving praise is to get something in return—stop immediately. People can spot manipulation a mile away, and they hate it. We learn a lot from the managers we work with.
One of these managers told us about the recognition technique that inspired the title of this book. That expression usually means something is impossible. Well, I was walking through an airport, it was in Las Vegas I think, and I saw one of these silly flying pigs. I thought, WOW! That would be a perfect award when people do something really tough. So I brought one of the flying pigs home.
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Every so often we let our team decide who was accomplished the most impossible task and that person has the honor of displaying the coveted flying pig. What are you doing to find what's right in people? The Wisdom of the Flying Pig is available at Amazon. Since then, seven workers have attempted suicide, and five have succeeded — one leaving a note that mentioned Ghosn by name.
It's termed Urgent Patience. He explains: Behaving urgently does not mean constantly running around. That is false urgency. People who understand the basics—a faster-moving world, the need for more urgency—fall into the false-urgency trap far too often. Because true urgency has this strong element of now, it can be easy to forget the time frame into which large changes and achievements fit. Behaving urgently to help create great twenty-first-century organizations demands patience, too, because great accomplishments—not just the activity associated with false urgency—can require years.
It means acting each day with a sense of urgency but having a realistic view of time. It means recognizing that five years may be needed to attain important and ambitious goals, and yet coming to work each day committed to finding every opportunity to make progress toward those goals. If you are like most of us, anything going on but what you want, warrants a complaint. Jon Gordon, author of The No Complaining Rule , says there are two main reasons why we complain: 1 because we are fearful and feel helpless and two, because it has become a habit.
He urges us to outgrow the complaining habit. The positive road and the negative road. The positive road will lead to enhanced health, happiness, and success and the negative road will lead to misery, anger, and failure. And wen you complain you travel down the negative road. And when you complain you travel down the negative road. Employees are not allowed to mindlessly complain to their coworkers. If they have a problem or complaint about their job, their company, their customer, or anything else, they are encouraged to bring the issue to their manager or someone who is in a position to address the complaint.
However, the employees must share one or two possible solutions to their complaint as well.
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Focus Like a Laser Beam We all know that when we focus on something we leverage our efforts. Yet it is important to keep in mind that habits drive most of what we do, the ways we react and respond and so we need to constantly review what we are spending our time doing. Imagine Time Is a House With Four Rooms Dondi Scumaci relates the following analogy on time management in her book Designed For Success : Imagine time is a house with four rooms, and all of your activities, tasks, and commitments must be placed into one of them.
Each room has a name, and the name is really a goal. The first room is called Maximize. Here you will place all of the things that make you better — the actions you can take to be more prepared, informed, knowledgeable, effective, and valuable. The goal is to spend more time in this room. Into the second room you will gather the things that cause you to react. These are situations and circumstances that throw you into the frenzy of crisis mode.
Call this room Minimize , because you want to reduce the amount of time you spend here. Stress also lives in this room. Incidentally, when you spend more time in the first room, you end up here less often. Next is the room for everything that steals your time.
They just take. This is where gossip, perfectionism, negativity, blame storming, fear, and worry live. This room is called Eliminate. The last room is called Manage. Some of these are essential and some, quite frankly are not. You must learn to tell the difference so you can out them in the rooms where they really belong. Quite often this is the most cramped room in the house, and you may find yourself climbing over things to search for what is lost in the chaos.
With your first assessment, you are likely to find some activities living in the wrong room, and you may discover the room called Maximize is nearly empty. This goal is to take inventory, put things in the proper place, and spend your time where you will realize the greatest return. Insultants Wanted. Applied Awareness. James Kilts on Developing People In Doing What Matters , James Kilts, former chairman and CEO of Gillette Company, shares a story about developing people: One of the most important responsibilities of a leader is to create the right environment and then give the employees development opportunities that enable them to realize their full potential.
I like to use an analogy that I heard some years ago of the Japanese carp, known as the koi, to make the point. The fascinating thing about the koi is that if you keep it in a small fish bowl, it will grow to be only about two to three inches long. Place the koi in a larger tank or small pond and it will reach six to ten inches. Put it in a large pond, and it may get as long as a foot and a half. However, if you put it in a huge lake where it can really stretch out, it has the potential to reach sizes up to three feet. People, like the koi, will grow to the dimensions of their boundaries.
Fortunately, unlike koi, we have the advantage of helping our people select their boundaries. Specific behavior that is recognized and complimented is the behavior that gets repeated. Charles M. However, 58 percent of the respondents said their manager rarely, if ever, offered such simple praise. Optimizing Luck In a world of rapidly changing conditions, luck often seems to be the determining factor in the success of the best organizations. According to authors Thomas Meylan and Terry Teays, luck is something that can be optimized and built into your culture. Finding the Difference Makers in Your Organization Stories about people who have gone above and beyond inspire us to be better than we are now.
These stories of people who make a difference can help others to see themselves and their work in new ways. Stories help people to disconnect from the moment and project themselves in to a new place where things are possible. Both groups are often more concerned with managing projects and getting the job done. It lays out a practical methodology to help you stay aligned with your mission using sound foundational principles.
Through a series of repeatable annual, quarterly, weekly and daily cycles, this methodology will help you to successfully guide your business and quite frankly, your personal life as well. Not surprisingly, you will find that these disciplines are applicable to your personal life, because we are all subject to some of the same pressures that are present in any other system.
I find that the most vital principle presented here begins with step one: Decide What's Important. Its importance is underscored in the fact that it is woven throughout the process and culminates in step six. The practice of repeatedly stepping back and asking how did we get here? While this is probably one of the most intellectually understood behaviors, it is in practical terms, likely the most overlooked discipline he presents here. It is overlooked because the pressures of the present lead us into directions and practices that we never intended and are often counter-productive.
So we put it off, intending to address it later. Unfortunately, later rarely comes and the inconsistencies we create only breed more inconsistencies. Unnecessary actions and behaviors hang on long after their usefulness is gone. It takes many leaders to support the point leader. John F. Kennedy is said to have wondered how a man could conceive of seeking the job of the president when the problems were obviously bigger than mortal man should have to handle. It can only be done through people in an environment where they can do their best. Good relationships are vital to the success of any leader.
The story will resonate with anyone with any life experience at all. Desire, Vision and Focus move your bus in the right direction. Fuel your Ride with Positive Energy. Enthusiasm attracts more Passengers and Energizes them during the Ride. Love your Passengers. Make time for them, listen to them, recognize them, serve them and bring out the best in them.
Drive with Purpose. Have Fun and Enjoy the Ride. Jon Gordon's take on these rules is good and worth a look at. He has created a web site to support the book. The Greeks were under the command of King Pyrrhus.