Have you ever been strolling through a shopping mall or car lot when - POW! - THE perfect product captures your attention? Perhaps it's the sporty convertible with a V-8 engine and unbelievable acceleration. Maybe it's the adorable dress that's exactly your style, has a flattering fit, and accentuates all of your finest features. Whatever the case, there's an initial moment when you're enamored with THE product. For a split second reality is suspended as you imagine the joys of owning it. Unfortunately, two words generally bring this pleasant daydream crashing to a halt: price tag.
When you first think about a dream, you only see possibilities and potential. As Collin Sewell observed, all dreams begin obstacle-free. However, at some point we have to confront the Cost Question: Am I willing to pay the price of my dream?
If you want to achieve a dream, you have to be willing to do more than just imagine the outcome. You have to be willing to pay a price to start the journey. Dreams don't fall into our laps by accident or good fortunate. They must be attained at the cost of personal sacrifice.
Dr John Maxwell in this wonderful article asks us to ponder the Cost/Price Question as we look at its four key qualities:
* The Price Must Be Paid Sooner Than You Think
Dreams can't be bought on impulse. Buy now, pay later financing isn't an option. If you want to own a dream, then be prepared to make a hefty down payment. I think most people realize that there will be some cost for achieving their dream. They have a vague notion that someday they will have to pay a price. But they don't realize how quickly the costs come. Stepping toward a dream is like launching a rocket; massive amounts of energy must be expended at the beginning. Otherwise, gravity takes hold and the journey never gets off the ground.
* The Price Will Be Higher Than You Expect
All dreams have price tags attached, and the cost is always higher than we expect to pay. Not once in my conversations with successful people have I heard someone say, "Getting to the top was much easier than I anticipated." The reverse is true. Those at the pinnacle of their professions point to the hardships and sacrifices they had to endure to reach the top.
Having done a good deal of travel, I've learned the taxi principle: ALWAYS find out the cost before you get in the cab. Unfortunately, dreams are far too complex for us to accurately access the costs upfront. A noble dream is worth the expense, but the full costs won't be apparent until we're already on the journey.
* The Price Must Be Paid More Than Once
As a young leader, I mistakenly thought acquiring a dream was like buying a ticket to Six Flags: pay once and enjoy the rides. Experience has taught me otherwise. Following a dream forces you to make continual sacrifices.
Just as a rocket must shed weight to escape gravity, so to a leader has to let go of some goals to accomplish others. You have to give up going up. Let's face it: dreams don't work unless you do. Easing off the accelerator and coasting won't get you to your desired destination. For dreams to be apprehended, leaders must have an appetite for hard labor.
* It Is Possible To Pay Too Much for Your Dream
Although sacrifices go hand in hand with success, it is possible to overpay for a dream. Don't mortgage relationships or discard your moral compass in pursuit of career goals. I've seen it happen all too often. I've watched people sacrifice marriages, neglect their kids, ignore their health, and abandon their conscience - all in the name of a "dream."
As Jesus of Nazareth once said, "What does it profit a man to gain the whole world but lose his own soul?" Some prices aren't worth paying. Do not allow your dream to dictate your values. Rather, make sure your values inform and govern your dream.
Showing posts with label Leadership. Show all posts
Showing posts with label Leadership. Show all posts
Friday, July 03, 2009
Saturday, October 11, 2008
Failing Forward
The not-talked-about, terrible truth is that all roads to achievement lead through the land of failure. Every person you admire has walked this road: the Wright brothers, Thomas Edison, Albert Einstein, Blaise Pascal, George Bernard Shaw and Mother Teresa have all experienced failure and learned how to turn it into a stepping stone for success. Leadership expert Peter Drucker says, "The better a man is, the more mistakes he will make, for the more new things he will try." Mistakes really do pave the road to achievement. Failure is either your friend or your enemy - and you choose which it is. If you play a dirge every time you fail, then failure will remain your enemy. But if you determine to learn from your failures, you actually benefit from them - and that makes failure your friend.
William Bolitho said, "The most important thing in life is not to capitalize on our gains. Any fool can do that. The really important thing is to profit from your losses. That requires intelligence; and makes the difference between a man of sense and a fool."
As we come to this eventful years close let us ask the following searching questions in our endeavour to succeed from our failures.
1. WHAT CAUSED THE FAILURE?
2. WHAT SUCCESSES ARE CONTAINED IN THE FAILURE?
3. WHAT CAN I LEARN FROM WHAT HAPPENED?
4. WHO CAN HELP ME WITH THIS ISSUE?
5. WHERE DO I GO FROM HERE?
John Maxwell in his book ‘Failing Forward’ teaches you the steps to turning mistakes into steppingstones for success!..
Anyone can make failure their friend by maintaining a teachable attitude and using a strategy for learning from their mistakes. To turn your losses into profits, ask the following questions every time you face adversity:
1. WHAT CAUSED THE FAILURE?
You won't learn all you can unless you're willing to find out what went wrong in the first place. Were you in a no-win situation? Is there a certain point when things broke down? Can you pinpoint one central mistake?
After his near death experience on Mount Everest, climber Beck Weathers admitted, "When you're up that far, you get high-altitude stupid."
2. WHAT SUCCESSES ARE CONTAINED IN THE FAILURE?
My friend Warren Wiersbe says, "A realist is an idealist who has gone through the fire and been purified. A skeptic is an idealist who has gone through the fire and been burned." Don't allow the fire of adversity to make you a skeptic. Allow it to purify you.
No matter what kind of adversity you experience, there is always a potential jewel of success contained in it. Sometimes it may be difficult to find. But you can discover it if you're willing to look for it.
3. WHAT CAN I LEARN FROM WHAT HAPPENED?
Unfortunately many people react to adversity the same way Peanuts character Charlie Brown does in a comic strip I once read. Charlie is at the beach and has just finished building a beautiful sand castle. But as he stands back to admire his work, his masterpiece is pummelled by a huge wave. Staring at the smooth mound that had been his creation, he says, "There must be a lesson here, but I don't know what it is."
People that approach adversity like Charlie Brown become so consumed by the events that they miss the whole learning experience. But there is always a way to learn from adversity and mistakes. The key is to always maintain a teachable attitude and embrace the idea that Lord Byron once conveyed: "Adversity is the first path to truth."
4. WHO CAN HELP ME WITH THIS ISSUE?
Generally speaking, there are two kinds of learning: experience, which is gained from you own mistakes, and wisdom, which is learned from the mistakes of others. Admiral Hyman Rickover said, "All of us must become better informed. It is necessary for us to learn from others' mistakes. You will not live long enough to make them all yourself."
As much as possible, glean wisdom from the wise counsel of others. Seek advice, but make sure it's from someone who has successfully handled mistakes or adversities.
5. WHERE DO I GO FROM HERE?
In their book "Everyone's a Coach," Don Shula and Ken Blanchard state, "Learning is defined as a change in behavior. You haven't learned a thing until you can take action and use it."
When you are able to learn from bad experiences and turn them into something good, you make a major transition in your life. For several years I've taught that people change when they HURT enough that they have to, LEARN enough that they want to, or RECEIVE enough that they are able to. You may have experience with each of those situations. Make sure that they are agents of positive change in your life each time you face them.
Writer Sydney Harris said, "A winner knows how much he still has to learn, even when he is considered an expert by others. A loser wants to be considered an expert by others before he has learned enough to know how little he knows."
Make a new commitment to learn something from every mistake or adverse experience in your life. The lessons are there for the learning. But failure won't reach out and teach you. You must be willing to make failure your friend by seizing the opportunity to learn.
William Bolitho said, "The most important thing in life is not to capitalize on our gains. Any fool can do that. The really important thing is to profit from your losses. That requires intelligence; and makes the difference between a man of sense and a fool."
As we come to this eventful years close let us ask the following searching questions in our endeavour to succeed from our failures.
1. WHAT CAUSED THE FAILURE?
2. WHAT SUCCESSES ARE CONTAINED IN THE FAILURE?
3. WHAT CAN I LEARN FROM WHAT HAPPENED?
4. WHO CAN HELP ME WITH THIS ISSUE?
5. WHERE DO I GO FROM HERE?
John Maxwell in his book ‘Failing Forward’ teaches you the steps to turning mistakes into steppingstones for success!..
Anyone can make failure their friend by maintaining a teachable attitude and using a strategy for learning from their mistakes. To turn your losses into profits, ask the following questions every time you face adversity:
1. WHAT CAUSED THE FAILURE?
You won't learn all you can unless you're willing to find out what went wrong in the first place. Were you in a no-win situation? Is there a certain point when things broke down? Can you pinpoint one central mistake?
After his near death experience on Mount Everest, climber Beck Weathers admitted, "When you're up that far, you get high-altitude stupid."
2. WHAT SUCCESSES ARE CONTAINED IN THE FAILURE?
My friend Warren Wiersbe says, "A realist is an idealist who has gone through the fire and been purified. A skeptic is an idealist who has gone through the fire and been burned." Don't allow the fire of adversity to make you a skeptic. Allow it to purify you.
No matter what kind of adversity you experience, there is always a potential jewel of success contained in it. Sometimes it may be difficult to find. But you can discover it if you're willing to look for it.
3. WHAT CAN I LEARN FROM WHAT HAPPENED?
Unfortunately many people react to adversity the same way Peanuts character Charlie Brown does in a comic strip I once read. Charlie is at the beach and has just finished building a beautiful sand castle. But as he stands back to admire his work, his masterpiece is pummelled by a huge wave. Staring at the smooth mound that had been his creation, he says, "There must be a lesson here, but I don't know what it is."
People that approach adversity like Charlie Brown become so consumed by the events that they miss the whole learning experience. But there is always a way to learn from adversity and mistakes. The key is to always maintain a teachable attitude and embrace the idea that Lord Byron once conveyed: "Adversity is the first path to truth."
4. WHO CAN HELP ME WITH THIS ISSUE?
Generally speaking, there are two kinds of learning: experience, which is gained from you own mistakes, and wisdom, which is learned from the mistakes of others. Admiral Hyman Rickover said, "All of us must become better informed. It is necessary for us to learn from others' mistakes. You will not live long enough to make them all yourself."
As much as possible, glean wisdom from the wise counsel of others. Seek advice, but make sure it's from someone who has successfully handled mistakes or adversities.
5. WHERE DO I GO FROM HERE?
In their book "Everyone's a Coach," Don Shula and Ken Blanchard state, "Learning is defined as a change in behavior. You haven't learned a thing until you can take action and use it."
When you are able to learn from bad experiences and turn them into something good, you make a major transition in your life. For several years I've taught that people change when they HURT enough that they have to, LEARN enough that they want to, or RECEIVE enough that they are able to. You may have experience with each of those situations. Make sure that they are agents of positive change in your life each time you face them.
Writer Sydney Harris said, "A winner knows how much he still has to learn, even when he is considered an expert by others. A loser wants to be considered an expert by others before he has learned enough to know how little he knows."
Make a new commitment to learn something from every mistake or adverse experience in your life. The lessons are there for the learning. But failure won't reach out and teach you. You must be willing to make failure your friend by seizing the opportunity to learn.
Monday, August 25, 2008
Full Steam Ahead !!!
In most organizations, when executives create a vision for the entire company, they believe it provides clarity, focus and direction. And it is true that it does, at least for those at the top of the organization. Unfortunately, it gradually loses strength as it works its way to the front lines. In fact, research by The Gallup Organization indicates that senior executives are more than twice as likely to feel that an organization’s mission and purpose inspire them to higher levels of performance as frontline workers.
That’s a shame considering that customers are much more likely to come in contact with frontline employees than they are with senior executives in an organization’s corporate headquarters. Why there is disconnect? Why might senior leaders resonate with an organizational vision while the rest of the company does not relate to it? There are many possible answers, but according to Ken Blanchard & Jesse Stoner explains in their book Full Steam Ahead!: Unleash the Power of Vision in Your Work and Your Life a good place to start is by looking at one or more of the following factors: how the vision is created, how it is communicated, and how it is lived or modeled in the organization.
Common Problems with Creating a Vision
While the ultimate responsibility for ensuring an organizational vision rests with the top management, the organization needs to put in place mechanisms to allow other people to have an opportunity to help shape the vision—to put their thumbprint on it. Otherwise, only the senior leaders who created the vision will truly be engaged by it.
Organizations that do not allow other people within the organization to have a hand in influencing their company’s vision statement are missing out on an important opportunity to engage their people. When people have a voice in creating the vision, they develop a deeper understanding of what the vision is really about. It becomes more than just words on a piece of paper, and they see how they can make a contribution, giving purpose to their work. While many successful companies began as the result of the early vision of their leaders—Walt Disney, Bill Gates, and Herb Kelleher, for example—“these pioneers would not have been able to realize their dreams had they not shared those dreams with the people around them.”3 Sharing dreams means helping people see how their own dreams can be incorporated into the vision articulated by the leader so that they want to sign up to bring the dream to reality.
Instead of simply taking the top management to a retreat to put the vision together and then announcing it to others, they recommend that senior leaders encourage dialogue about the vision by asking people these questions: “Would you like to work for an organization that has this vision? Can you see where you fit in the vision? Does it help you set priorities? Does it provide guidelines for making decisions? Is it exciting and motivating? Have we left anything out? Should we delete anything?” They explain that involving people will deepen their understanding and commitment and create a better vision.
Common Problems with Communicating the Vision
Visioning is an ongoing process; you need to talk about it constantly to keep it alive. Too often leadership will introduce a new direction by sending out a letter, creating an announcement, and hosting an event to share the vision with the rest of the company. Then they move on to other things, believing that everyone is on the same page. This is a great way to start but it is not enough to create the kind of ongoing dialogue that needs to occur to bring a vision to life.
Common Problems with Living the Vision
Creating a vision—for your organization or department, for your work, and for your life—is a journey, not a one-time activity. Blanchard and Stoner recommend two strategies that will support your efforts to live your organization’s vision:
* Always focus on your vision — Your vision should be the foundation for your organization. If an obstacle or unforeseen event throws you off course, you may have to change your short-term goals, but your vision should be long lasting. Change is bound to happen. Unforeseen events are bound to occur. When that happens, take stock of where you are, refocus on your vision, and reset your path.
* Show the courage of commitment — True commitment begins when you take action. There will be fears; feel them and move ahead. It takes courage to create a vision, and it takes courage to act on it. Get everyone moving together, trusting each other in committing to the vision. In the words of Goethe, “Whatever you can do, or dream you can, begin it. Boldness has genius, power, and magic in it.”
To help your organization remain focused and committed to its vision, Blanchard and Stoner suggest that you periodically ask yourself these questions:
* Are our goals aligned with our vision?
* How are we progressing toward these goals?
* Has there been a major shift in our business environment that requires a shift in our focus?
* Are we on target, or do we need to readjust?
As Dr. Stoner points out, the launch of the first mission to the moon required thousands of mid-course corrections in addition to great up-front planning and aiming. If the engineers in charge of the project had just pointed and launched without making these corrections, the astronauts would have ended up in the middle of outer space instead of landing successfully on the moon. Setting a clear direction is important. Checking to make sure that you are still on course is just as critical.
A Compelling Vision is the Hallmark of a High Performing Organization
When everyone supports an organizational vision it creates a deliberate, highly focused culture that drives the desired business results. In these organizations, people are energized by, excited about, and dedicated to making the vision a reality. They can describe the vision, are deeply committed to it, and clearly see what their role is in supporting it. They have a noble sense of purpose that creates and focuses energy. The result is an organization where values are aligned and everyone is in the same boat together moving full steam ahead.
That’s a shame considering that customers are much more likely to come in contact with frontline employees than they are with senior executives in an organization’s corporate headquarters. Why there is disconnect? Why might senior leaders resonate with an organizational vision while the rest of the company does not relate to it? There are many possible answers, but according to Ken Blanchard & Jesse Stoner explains in their book Full Steam Ahead!: Unleash the Power of Vision in Your Work and Your Life a good place to start is by looking at one or more of the following factors: how the vision is created, how it is communicated, and how it is lived or modeled in the organization.
Common Problems with Creating a Vision
While the ultimate responsibility for ensuring an organizational vision rests with the top management, the organization needs to put in place mechanisms to allow other people to have an opportunity to help shape the vision—to put their thumbprint on it. Otherwise, only the senior leaders who created the vision will truly be engaged by it.
Organizations that do not allow other people within the organization to have a hand in influencing their company’s vision statement are missing out on an important opportunity to engage their people. When people have a voice in creating the vision, they develop a deeper understanding of what the vision is really about. It becomes more than just words on a piece of paper, and they see how they can make a contribution, giving purpose to their work. While many successful companies began as the result of the early vision of their leaders—Walt Disney, Bill Gates, and Herb Kelleher, for example—“these pioneers would not have been able to realize their dreams had they not shared those dreams with the people around them.”3 Sharing dreams means helping people see how their own dreams can be incorporated into the vision articulated by the leader so that they want to sign up to bring the dream to reality.
Instead of simply taking the top management to a retreat to put the vision together and then announcing it to others, they recommend that senior leaders encourage dialogue about the vision by asking people these questions: “Would you like to work for an organization that has this vision? Can you see where you fit in the vision? Does it help you set priorities? Does it provide guidelines for making decisions? Is it exciting and motivating? Have we left anything out? Should we delete anything?” They explain that involving people will deepen their understanding and commitment and create a better vision.
Common Problems with Communicating the Vision
Visioning is an ongoing process; you need to talk about it constantly to keep it alive. Too often leadership will introduce a new direction by sending out a letter, creating an announcement, and hosting an event to share the vision with the rest of the company. Then they move on to other things, believing that everyone is on the same page. This is a great way to start but it is not enough to create the kind of ongoing dialogue that needs to occur to bring a vision to life.
Common Problems with Living the Vision
Creating a vision—for your organization or department, for your work, and for your life—is a journey, not a one-time activity. Blanchard and Stoner recommend two strategies that will support your efforts to live your organization’s vision:
* Always focus on your vision — Your vision should be the foundation for your organization. If an obstacle or unforeseen event throws you off course, you may have to change your short-term goals, but your vision should be long lasting. Change is bound to happen. Unforeseen events are bound to occur. When that happens, take stock of where you are, refocus on your vision, and reset your path.
* Show the courage of commitment — True commitment begins when you take action. There will be fears; feel them and move ahead. It takes courage to create a vision, and it takes courage to act on it. Get everyone moving together, trusting each other in committing to the vision. In the words of Goethe, “Whatever you can do, or dream you can, begin it. Boldness has genius, power, and magic in it.”
To help your organization remain focused and committed to its vision, Blanchard and Stoner suggest that you periodically ask yourself these questions:
* Are our goals aligned with our vision?
* How are we progressing toward these goals?
* Has there been a major shift in our business environment that requires a shift in our focus?
* Are we on target, or do we need to readjust?
As Dr. Stoner points out, the launch of the first mission to the moon required thousands of mid-course corrections in addition to great up-front planning and aiming. If the engineers in charge of the project had just pointed and launched without making these corrections, the astronauts would have ended up in the middle of outer space instead of landing successfully on the moon. Setting a clear direction is important. Checking to make sure that you are still on course is just as critical.
A Compelling Vision is the Hallmark of a High Performing Organization
When everyone supports an organizational vision it creates a deliberate, highly focused culture that drives the desired business results. In these organizations, people are energized by, excited about, and dedicated to making the vision a reality. They can describe the vision, are deeply committed to it, and clearly see what their role is in supporting it. They have a noble sense of purpose that creates and focuses energy. The result is an organization where values are aligned and everyone is in the same boat together moving full steam ahead.
Sunday, July 27, 2008
Balancing toughness and tenderness in dealing with people
Leaders’ must balance toughness and tenderness in dealing with their employees on a day to day basis. Tim Elmore describes these leaders who balance both task orientation (toughness) and people orientation (tenderness) as Velvet-Covered Bricks. They are firm and strong on the inside, but soft and pleasant on the outside.
Some leaders are so tough they could chew nails, but their insensitivity prevents them from connecting with their employees. Ignorant of the emotions around them, they rely on authority and scare tactics to earn the allegiance of their team.
Other leaders go the extra mile to earn the admiration of those they lead. They love to be seen as the “good guy,” and they go soft on their team. To protect their popularity, they sacrifice healthy confrontation or neglect holding employees accountable.
A Velvet-Covered Brick leader makes difficult decisions, but at the same time, they act as emotional caretakers to the people their choices affect. They instill discipline, but they also provide encouragement and inspiration.
Dr. John Maxwell tells how to equip you to become velvet covered brick leader. The summary comparison of the two types of leaders is given below
CONFRONT PROBLEMS BUT CONSIDER PERSPECTIVES
Velvet-Covered Brick leaders are not afraid to deal with conflict in order to iron out an unhealthy situation. By actively addressing problems, they are peacemakers as opposed to peacekeepers. At the same time, such a leader remains open to the perspective of others. Although supremely confident, a wise leader knows the fallibility of his or her judgment, and they turn an attentive ear to those who share differing opinions.
COMMITTED TO RESULTS AND COMMITTED TO RELATIONSHIPS
Leaders with a Velvet-Covered Brick mentality refuse to compromise goals or take the easy road out of tough spots. They relentlessly set the bar high so that the team achieves its potential. Yet, all the while, leaders value people just as much as productivity. They never sacrifice relationships simply to get results
PROFESSIONAL AND PERSONAL
The Velvet-Covered Brick type of leader maintains an aura of professionalism in the workplace at all times. Such a leader stays poised in the most heated moments and keeps control of his or her emotions. While approachable, they reserve part of themselves (their fears, knowledge, insights) so that they can effectively motivate the team from a place of authority.
At the same time, leaders don’t want to come across as aloof, distant, or plastic. The best leaders are warm, genuinely interested in their teammates, and intentional in understanding what makes each person unique. Additionally, to connect with the team, they may show selectively disclose information about themselves or even let down their emotional guard during a meeting.
TAKE CRITICISM AND SERVE THE CRITIC
Leaders who aspire to be Velvet-Covered Bricks develop thick skin and bypass the desire to retaliate against critics. Instead, they graciously accept criticism and welcome confrontation. Then, they take pains to win over their critics by reaching out them. They go the extra mile to wade through conflict until resolution can be reached.
RESPECTED AND APPROACHABLE
A leader earns respect on the basis of what he or she has done. More often than not, respect is gained on difficult ground. Adverse circumstances test the mettle of a leader and show a leader’s true merit.
For a Velvet-Covered Brick leader, respect is balanced by approachability. An approachable leader has a consistent mood, is quick to forgive, willing to apologize, and shows authenticity. A leader at ease with him puts others at ease. Secure leaders aren’t constantly seeking validation from others, and, as such they are free to add value to those they lead rather than deriving value from the approval of those around them.
People are drawn to leaders who value them. They will approach a leader who makes them feel encouraged, helps them grow, and treats them honestly.
Some leaders are so tough they could chew nails, but their insensitivity prevents them from connecting with their employees. Ignorant of the emotions around them, they rely on authority and scare tactics to earn the allegiance of their team.
Other leaders go the extra mile to earn the admiration of those they lead. They love to be seen as the “good guy,” and they go soft on their team. To protect their popularity, they sacrifice healthy confrontation or neglect holding employees accountable.
A Velvet-Covered Brick leader makes difficult decisions, but at the same time, they act as emotional caretakers to the people their choices affect. They instill discipline, but they also provide encouragement and inspiration.
Dr. John Maxwell tells how to equip you to become velvet covered brick leader. The summary comparison of the two types of leaders is given below
CONFRONT PROBLEMS BUT CONSIDER PERSPECTIVES
Velvet-Covered Brick leaders are not afraid to deal with conflict in order to iron out an unhealthy situation. By actively addressing problems, they are peacemakers as opposed to peacekeepers. At the same time, such a leader remains open to the perspective of others. Although supremely confident, a wise leader knows the fallibility of his or her judgment, and they turn an attentive ear to those who share differing opinions.
COMMITTED TO RESULTS AND COMMITTED TO RELATIONSHIPS
Leaders with a Velvet-Covered Brick mentality refuse to compromise goals or take the easy road out of tough spots. They relentlessly set the bar high so that the team achieves its potential. Yet, all the while, leaders value people just as much as productivity. They never sacrifice relationships simply to get results
PROFESSIONAL AND PERSONAL
The Velvet-Covered Brick type of leader maintains an aura of professionalism in the workplace at all times. Such a leader stays poised in the most heated moments and keeps control of his or her emotions. While approachable, they reserve part of themselves (their fears, knowledge, insights) so that they can effectively motivate the team from a place of authority.
At the same time, leaders don’t want to come across as aloof, distant, or plastic. The best leaders are warm, genuinely interested in their teammates, and intentional in understanding what makes each person unique. Additionally, to connect with the team, they may show selectively disclose information about themselves or even let down their emotional guard during a meeting.
TAKE CRITICISM AND SERVE THE CRITIC
Leaders who aspire to be Velvet-Covered Bricks develop thick skin and bypass the desire to retaliate against critics. Instead, they graciously accept criticism and welcome confrontation. Then, they take pains to win over their critics by reaching out them. They go the extra mile to wade through conflict until resolution can be reached.
RESPECTED AND APPROACHABLE
A leader earns respect on the basis of what he or she has done. More often than not, respect is gained on difficult ground. Adverse circumstances test the mettle of a leader and show a leader’s true merit.
For a Velvet-Covered Brick leader, respect is balanced by approachability. An approachable leader has a consistent mood, is quick to forgive, willing to apologize, and shows authenticity. A leader at ease with him puts others at ease. Secure leaders aren’t constantly seeking validation from others, and, as such they are free to add value to those they lead rather than deriving value from the approval of those around them.
People are drawn to leaders who value them. They will approach a leader who makes them feel encouraged, helps them grow, and treats them honestly.
Wednesday, June 11, 2008
The Secrets of Servant Leadership
After Princess Diana was killed in a tragic car accident, 2 ½ billion people tuned in to watch her televised funeral. Not only Great Britain, but the entire world, mourned her death. What accounted for the public’s emotional attachment to Princess Diana? Certainly, royalty and beauty attributed to Princess Diana’s popularity, but something else connected her to the hearts of people across the globe. Looks and lineage may have landed her on magazine covers, but Princess Di had an endearing quality that gave her even greater appeal. Princess Diana was beloved because she was a servant leader. For centuries, royal families epitomized self-serving leadership. Comfortably removed from the day to day troubles of those in their kingdom, they enjoyed opulent wealth and absolute power. Princess Diana broke the stereotype. She leveraged her popularity to lend support for AIDS research, to care for those with leprosy, and to ban land mines. In fact, the force of Diana’s compassion was so influential that Time Magazine named her one of the 100 Most Important People of the 20th Century.
In their valuable book, The Secret, Ken Blanchard and Mark Miller shed light on the five practices that enable leaders, like Princess Diana, to serve others.
1. See the Future
Leaders have a compelling vision for the future stirring inside of them. The vision makes plain a leader’s identity, direction, and pattern of behavior. To affect the future, a leader spreads values throughout an organization. These values are core beliefs that become the cornerstones of organizational culture. A wise leader publishes the values so that they can be repeated, recognized, and rewarded. A leader cannot delegate the responsibility to see the future. They may share the responsibility, but ultimately, it’s the leader’s job to make time today to ensure the direction of tomorrow.
2. Engage and Develop Others
To create the future a leader envisions, he or she must have the right people, in the right roles, fully engaged to their work. Everything that you will accomplish as a leader ultimately hinges on the people you have around you. As the Law of the Inner Circle says, “A leader’s potential is determined by those closest to him or her.” Sadly, many people’s talents languish on the job because they are disengaged. Likely, the greatest waste in business is human potential. Leaders pull out the potential inside of their people by inspiring and motivating. They are quick to offer opportunities for growth, be mentors, or equip their employees with resources.
3. Reinvent Continuously
Great leaders reinvent continuously on a personal level. They are always interested in ways to enhance their own knowledge and skills. The very best leaders are learners. They realize that if they stop learning, they will stop leading. A leader sets the tone of the organization. If they cease growing personally, then the majority of those they lead will become stagnant as well. Reinvention is critical to survival. The solutions to problems of the past are inadequate to address the demands of today. Leaders must have fresh, innovative thinking and new ideas to respond to the challenges the organization faces.
4. Value results and relationships
When it comes to results and relationships, the best leaders take a both/and approach. A focus solely on results demoralizes the team, while an overemphasis on relationships undercuts the bottom line due to conflict avoidance and an absence of accountability. The greatest leaders make friends and profits. Leaders earn relational capital, and put it to work to gain results. As the Law of Connection states, “leaders touch a heart before they ask for a hand.”
5. Embody Values
All genuine leadership is built on trust. Leaders build trust when they establish, articulate, model, and enforce values. In short, they walk the talk. If I say customers are important, my actions had better support that statement. If I choose to live as if customers are not important, people will have reason to question my trustworthiness. And in the final analysis, if I am deemed untrustworthy by my people, I will not be trusted – or followed as a leader.
In their valuable book, The Secret, Ken Blanchard and Mark Miller shed light on the five practices that enable leaders, like Princess Diana, to serve others.
1. See the Future
Leaders have a compelling vision for the future stirring inside of them. The vision makes plain a leader’s identity, direction, and pattern of behavior. To affect the future, a leader spreads values throughout an organization. These values are core beliefs that become the cornerstones of organizational culture. A wise leader publishes the values so that they can be repeated, recognized, and rewarded. A leader cannot delegate the responsibility to see the future. They may share the responsibility, but ultimately, it’s the leader’s job to make time today to ensure the direction of tomorrow.
2. Engage and Develop Others
To create the future a leader envisions, he or she must have the right people, in the right roles, fully engaged to their work. Everything that you will accomplish as a leader ultimately hinges on the people you have around you. As the Law of the Inner Circle says, “A leader’s potential is determined by those closest to him or her.” Sadly, many people’s talents languish on the job because they are disengaged. Likely, the greatest waste in business is human potential. Leaders pull out the potential inside of their people by inspiring and motivating. They are quick to offer opportunities for growth, be mentors, or equip their employees with resources.
3. Reinvent Continuously
Great leaders reinvent continuously on a personal level. They are always interested in ways to enhance their own knowledge and skills. The very best leaders are learners. They realize that if they stop learning, they will stop leading. A leader sets the tone of the organization. If they cease growing personally, then the majority of those they lead will become stagnant as well. Reinvention is critical to survival. The solutions to problems of the past are inadequate to address the demands of today. Leaders must have fresh, innovative thinking and new ideas to respond to the challenges the organization faces.
4. Value results and relationships
When it comes to results and relationships, the best leaders take a both/and approach. A focus solely on results demoralizes the team, while an overemphasis on relationships undercuts the bottom line due to conflict avoidance and an absence of accountability. The greatest leaders make friends and profits. Leaders earn relational capital, and put it to work to gain results. As the Law of Connection states, “leaders touch a heart before they ask for a hand.”
5. Embody Values
All genuine leadership is built on trust. Leaders build trust when they establish, articulate, model, and enforce values. In short, they walk the talk. If I say customers are important, my actions had better support that statement. If I choose to live as if customers are not important, people will have reason to question my trustworthiness. And in the final analysis, if I am deemed untrustworthy by my people, I will not be trusted – or followed as a leader.
Tuesday, May 27, 2008
The "5 Big" Challenges in Life
Successful people do not have less challenging lives than those who do not succeed. In fact, they may go through even greater challenges. What causes the separation? Successful people respond to difficulties differently.
It’s easy to have a great attitude when things are going our way. Attitude doesn’t become the difference maker until challenges arise. Dr John C Maxwell analyzes in “The Big 5,” a list of the top challenges experienced by leaders, and the steps to develop an appropriate attitude toward each challenge.
THE BIG 5
1. Discouragement - Over the course of my life, I’ve discovered that every leader gets discouraged. Plans fail, dreams drift out of range, or goals suffer setbacks. However, not every leader responds to discouragement the same way. Attitude dictates whether a discouraged leader will give up or get up.
Dealing Effectively With Discouragement
(1) Get the Right Perspective - Seldom are circumstances as bad as they feel in the darkest moments. Try to put hard times in the proper perspective by distancing from them emotionally.
(2) See the Right People - Relationships either build us up or tear us down. Leaders surround themselves with encouragers who lend support and lift the load.
(3) Say the Right Words - Dr. Martin Lloyd Jones, says this in his excellent work, Spiritual Depression, It’s Cause and Cure: “Most of your unhappiness in life is due to the fact that you are listening to yourself rather than talking to yourself.” Thoughts stream into our minds beyond our control. Instead of succumbing to whichever thoughts happen to pop into our heads, we can purposefully fix our minds on the positive.
2. Problems - Just as every leader gets discouraged, so every leader runs into problems. When facing problems, adjusting your attitude can be a precursor to adjusting your situation. Remember: change on the outside always follows the change on the inside.
Principles for Handling Problems
(1) Define What A Problem Is - A problem is something I can do something about. If I cannot do something about a situation, it is a fact of life, not a problem.
(2) Anticipate Problems - A problem anticipated may be an opportunity, but a problem not anticipated is a simply a problem.
(3) Embrace Each Problem as a Potential Opportunity - Problems are wake-up calls for creativity. They sharpen us by testing our reasoning and drawing out our creative juices.
3. Change - Change is an unavoidable and often unwelcome part of life. Change pushes us away from comfort by refusing to let us settle. By constantly forcing us to adapt, change sparks growth in our lives.
Coming to Terms with Change
(1) Determine that Change Will Be an Ongoing Part of Life - Years ago, Alfred P. Sloan made the statement that the key to success in management does not lie in your ability to adjust to change; it lies in your ability to anticipate change. When we see change coming we can move along with it rather than being blindsided by it.
(2) Make a Commitment to Pay the Price for Change - Along the journey, a leader must make sacrifices to stay abreast of change. If change doesn’t cost you, it’s not real change.
(3) Decide What You Are Not Willing to Change - Leaders have a general openness to change, but they refuse to be swayed in their convictions such as faith, values, and family.
4. Fear - Fear has the ability to exaggerate itself and spread throughout our life. When fear grips us, we are frozen and incapable of action. Worrisome thoughts fill our mind with distractions, and we are powerless to be productive.
How to “Fix” Your Fears
(1) Discover the Foundation of Fear - Fears are more often based on feelings than facts. To control fear, search for its underlying emotion. More often than not, you’ll find fear has no rational root.
(2) Accept Fear as the Price of Progress - Whenever we venture into new territory, we are met with the fear of the unknown. We must be willing to step outside of our comfort zone and face the fear of the unfamiliar.
(3) Feed the Right Emotion, Starve the Wrong One - Many times we cannot hope to avoid the emotion of fear. Despite our best efforts to have courage, fear settles into the pit of our stomach like a rock. We may never eliminate fear, but we can refuse to let it dominate. If we act according to hope and optimism, eventually our action will transform our emotions.
5. Failure - I have seen many leaders with self-sabotaging traits stemming from an unhealthy perspective toward failure. Some leaders live with a nagging sense of impending failure. They don’t believe they are good enough to succeed, and sooner or later they fulfill their self-expectations of failure. Other leaders refuse to take risks. By sticking to safe paths, they assure themselves of failing to have significant impact. Still other leaders allow failures to derail them. They see failure as a personal indictment rather than a step in the ongoing process of their growth as a leader.
How to Profit From Failure
(1) Change Your Vocabulary - Every good leader I’ve ever met has had the amazing ability to turn a setback into a springboard for greater effectiveness. In his book, Leaders on Leadership: Interviews with Top Executives, Warren Bennis interviewed 70 of our nation’s top performers in numerous fields. None of them used the word “failure” to describe their mistakes. Instead they referred to “learning experiences,” “tuition paid,” “detours” or “opportunities for growth.”
(2) Keep a Sense of Humor - Give yourself margin to make mistakes. Laugh at your failures rather than languishing in them.
(3) Make Failure a Learning Experience - We should never walk away from failure empty-handed. Each failure comes with lessons attached, and we can learn invaluable principles from them.
Attitude, the difference maker, is the one thing that enables a leader to rise above these challenges.
It’s easy to have a great attitude when things are going our way. Attitude doesn’t become the difference maker until challenges arise. Dr John C Maxwell analyzes in “The Big 5,” a list of the top challenges experienced by leaders, and the steps to develop an appropriate attitude toward each challenge.
THE BIG 5
1. Discouragement - Over the course of my life, I’ve discovered that every leader gets discouraged. Plans fail, dreams drift out of range, or goals suffer setbacks. However, not every leader responds to discouragement the same way. Attitude dictates whether a discouraged leader will give up or get up.
Dealing Effectively With Discouragement
(1) Get the Right Perspective - Seldom are circumstances as bad as they feel in the darkest moments. Try to put hard times in the proper perspective by distancing from them emotionally.
(2) See the Right People - Relationships either build us up or tear us down. Leaders surround themselves with encouragers who lend support and lift the load.
(3) Say the Right Words - Dr. Martin Lloyd Jones, says this in his excellent work, Spiritual Depression, It’s Cause and Cure: “Most of your unhappiness in life is due to the fact that you are listening to yourself rather than talking to yourself.” Thoughts stream into our minds beyond our control. Instead of succumbing to whichever thoughts happen to pop into our heads, we can purposefully fix our minds on the positive.
2. Problems - Just as every leader gets discouraged, so every leader runs into problems. When facing problems, adjusting your attitude can be a precursor to adjusting your situation. Remember: change on the outside always follows the change on the inside.
Principles for Handling Problems
(1) Define What A Problem Is - A problem is something I can do something about. If I cannot do something about a situation, it is a fact of life, not a problem.
(2) Anticipate Problems - A problem anticipated may be an opportunity, but a problem not anticipated is a simply a problem.
(3) Embrace Each Problem as a Potential Opportunity - Problems are wake-up calls for creativity. They sharpen us by testing our reasoning and drawing out our creative juices.
3. Change - Change is an unavoidable and often unwelcome part of life. Change pushes us away from comfort by refusing to let us settle. By constantly forcing us to adapt, change sparks growth in our lives.
Coming to Terms with Change
(1) Determine that Change Will Be an Ongoing Part of Life - Years ago, Alfred P. Sloan made the statement that the key to success in management does not lie in your ability to adjust to change; it lies in your ability to anticipate change. When we see change coming we can move along with it rather than being blindsided by it.
(2) Make a Commitment to Pay the Price for Change - Along the journey, a leader must make sacrifices to stay abreast of change. If change doesn’t cost you, it’s not real change.
(3) Decide What You Are Not Willing to Change - Leaders have a general openness to change, but they refuse to be swayed in their convictions such as faith, values, and family.
4. Fear - Fear has the ability to exaggerate itself and spread throughout our life. When fear grips us, we are frozen and incapable of action. Worrisome thoughts fill our mind with distractions, and we are powerless to be productive.
How to “Fix” Your Fears
(1) Discover the Foundation of Fear - Fears are more often based on feelings than facts. To control fear, search for its underlying emotion. More often than not, you’ll find fear has no rational root.
(2) Accept Fear as the Price of Progress - Whenever we venture into new territory, we are met with the fear of the unknown. We must be willing to step outside of our comfort zone and face the fear of the unfamiliar.
(3) Feed the Right Emotion, Starve the Wrong One - Many times we cannot hope to avoid the emotion of fear. Despite our best efforts to have courage, fear settles into the pit of our stomach like a rock. We may never eliminate fear, but we can refuse to let it dominate. If we act according to hope and optimism, eventually our action will transform our emotions.
5. Failure - I have seen many leaders with self-sabotaging traits stemming from an unhealthy perspective toward failure. Some leaders live with a nagging sense of impending failure. They don’t believe they are good enough to succeed, and sooner or later they fulfill their self-expectations of failure. Other leaders refuse to take risks. By sticking to safe paths, they assure themselves of failing to have significant impact. Still other leaders allow failures to derail them. They see failure as a personal indictment rather than a step in the ongoing process of their growth as a leader.
How to Profit From Failure
(1) Change Your Vocabulary - Every good leader I’ve ever met has had the amazing ability to turn a setback into a springboard for greater effectiveness. In his book, Leaders on Leadership: Interviews with Top Executives, Warren Bennis interviewed 70 of our nation’s top performers in numerous fields. None of them used the word “failure” to describe their mistakes. Instead they referred to “learning experiences,” “tuition paid,” “detours” or “opportunities for growth.”
(2) Keep a Sense of Humor - Give yourself margin to make mistakes. Laugh at your failures rather than languishing in them.
(3) Make Failure a Learning Experience - We should never walk away from failure empty-handed. Each failure comes with lessons attached, and we can learn invaluable principles from them.
Attitude, the difference maker, is the one thing that enables a leader to rise above these challenges.
Wednesday, May 14, 2008
The Difference Maker - Making Your Attitude Your Greatest Asset
Motivational speakers have famously touted the slogan, "attitude is everything." In fact we often say that “it is attitude not your aptitude that determines the altitude” While there's no doubt about the power of a positive outlook, attitude alone won't take you to the top. By itself, attitude is unable to resurrect a doomed business plan or make up for a deficiency of knowledge. Attitude can't alter reality or reverse a dire financial situation.
The "attitude is everything" doctrine becomes dangerous when a person lives on hope rather than paying his or her dues for success. The mindset, "Everything will turn out for the best," substitutes for planning and effort. Attitude has undeniable benefit, but it's not a magic ticket that compensates for failure to perform. You cannot disconnect attitude from reality and expect to be successful. Since attitude has too often been presented as a cure-all, in the book The Difference-Maker, Dr. John Maxwell clears away unrealistic impressions of what attitude can accomplish. At the same time, he advocates the sensational upside of a great attitude.
What Your Attitude Cannot Do For You
1. Your Attitude Cannot Substitute for Competence.
In my leadership experience, I have made the mistake of hiring for attitude and discounting ability. I erroneously thought that positive people would eventually find a way to get the job done-even if they didn't have the exact abilities for their role. Unfortunately, there's no substitute for talent. An attitude of confidence cannot replace competence.
2. Your Attitude Cannot Substitute for Experience.
Idealists have intense desire to change the world and often have a courageous attitude to match their ambition. However, without experience an idealist's wave of enthusiasm will crash on the shores of reality. Certain leadership positions-due to their scope of responsibility-demand the kind of wisdom that is earned solely through experience.
3. Your Attitude Cannot Change the Facts.
As John Adams said, "Facts are stubborn things." They may be painful to accept, but they cannot be ignored. Attitude alone cannot reverse financial numbers showing a company on the verge of bankruptcy. The reality for many companies involves difficult decisions like outsourcing or layoffs to cut costs. By itself, attitude cannot stem the tide of an evolving industry. For instance, newspapers must adjust their advertising strategies to confront the fact that consumers are flocking online for news. Without a fundamental shift in their business models, traditional newspapers face extinction-regardless of the attitudes permeating their company cultures.
4. Your Attitude Cannot Substitute for Personal Growth.
Attitude fills us with hope that we might reach our dreams. However, hope divorced from action proves false. In the words of musician, Bruce Springsteen, "A time comes when you need to stop waiting for the man you want to become and start being the man you want to be." Never stop dreaming, but also never cease growing if you expect your dreams to come true.
What Your Attitude Can Do For You
1. Your Attitude Makes a Difference in Your Approach to Life.
Our performance will likely match the expectations we have of ourselves or the expectations we allow others to impose upon us. In fact, it's very difficult to behave in a way that is contrary to self-expectations.
At the professional levels, athletes are encouraged to visualize themselves having a successful performance before competing. Visualization has proved to be a productive technique for enhancing an athlete's play. Likewise, flooding your mind with thoughts of successful leadership can be pivotal in setting healthy self-expectations.
2. Your Attitude Makes a Difference in Your Relationships with People.
Many factors come into play when working with people, but what makes or breaks interpersonal skills is a person's attitude. In my book, Winning with People, I describe twenty-five people principles that anyone can use to become better at building relationships and working with others. Many of those principles are attitude-based. Here are some examples:
o The Lens Principle: Who we are determines how we see others. Our perception of others depends more on our attitude than it does their characteristics. If we are positive, we see them as positive.
o The Pain Principle: Hurting people hurt people and are easily hurt by them. Our negative experiences and emotional baggage color our perception of others' actions. Normal interactions can cause us pain even when another person did nothing to inflict pain.
o The Elevator Principle: We can lift people up or take them down in our relationships. People possess a mindset of either lifting or limiting others.
o The Learning Principle: Each person we meet has the potential to teach us something. People in possession of a teachable attitude can learn from everyone they meet. On the contrary, someone who assumes others have nothing to offer will walk away from relationships empty-handed.
3. Your Attitude Makes a Difference in How You Face Challenges.
Circumstances appear to be instrumental in the creation of great leaders and thinkers, but such is the case only when their attitudes are right. Your attitude is the paint brush of your mind. It colors your world with brilliant optimism or a dark veneer of negativity. Consider these historical examples of leaders whose attitudes carried them beyond circumstances:
o Demosthenes, called the greatest orator of ancient Greece, possessed a speech impediment. He overcame it by reciting verses with pebbles in his mouth and speaking over the roar of the waves at the seashore.
o Composer Ludwig von Beethoven wrote his greatest symphonic masterpieces after he had become deaf.
o John Bunyan wrote Pilgrim's Progress while in prison. Daniel Dafoe also wrote while in prison, producing Robinson Crusoe.
o Franklin Delano Roosevelt is considered by many to be among the best American presidents. Despite his polio handicap, FDR led the nation through the Great Depression and World War II.
For years I have tried to live by the following statement: I cannot always choose what happens to me, but I can always choose what happens in me. My attitude in circumstances beyond my control can be the difference maker. My attitude in the areas that I do control will be the difference maker.
The "attitude is everything" doctrine becomes dangerous when a person lives on hope rather than paying his or her dues for success. The mindset, "Everything will turn out for the best," substitutes for planning and effort. Attitude has undeniable benefit, but it's not a magic ticket that compensates for failure to perform. You cannot disconnect attitude from reality and expect to be successful. Since attitude has too often been presented as a cure-all, in the book The Difference-Maker, Dr. John Maxwell clears away unrealistic impressions of what attitude can accomplish. At the same time, he advocates the sensational upside of a great attitude.
What Your Attitude Cannot Do For You
1. Your Attitude Cannot Substitute for Competence.
In my leadership experience, I have made the mistake of hiring for attitude and discounting ability. I erroneously thought that positive people would eventually find a way to get the job done-even if they didn't have the exact abilities for their role. Unfortunately, there's no substitute for talent. An attitude of confidence cannot replace competence.
2. Your Attitude Cannot Substitute for Experience.
Idealists have intense desire to change the world and often have a courageous attitude to match their ambition. However, without experience an idealist's wave of enthusiasm will crash on the shores of reality. Certain leadership positions-due to their scope of responsibility-demand the kind of wisdom that is earned solely through experience.
3. Your Attitude Cannot Change the Facts.
As John Adams said, "Facts are stubborn things." They may be painful to accept, but they cannot be ignored. Attitude alone cannot reverse financial numbers showing a company on the verge of bankruptcy. The reality for many companies involves difficult decisions like outsourcing or layoffs to cut costs. By itself, attitude cannot stem the tide of an evolving industry. For instance, newspapers must adjust their advertising strategies to confront the fact that consumers are flocking online for news. Without a fundamental shift in their business models, traditional newspapers face extinction-regardless of the attitudes permeating their company cultures.
4. Your Attitude Cannot Substitute for Personal Growth.
Attitude fills us with hope that we might reach our dreams. However, hope divorced from action proves false. In the words of musician, Bruce Springsteen, "A time comes when you need to stop waiting for the man you want to become and start being the man you want to be." Never stop dreaming, but also never cease growing if you expect your dreams to come true.
What Your Attitude Can Do For You
1. Your Attitude Makes a Difference in Your Approach to Life.
Our performance will likely match the expectations we have of ourselves or the expectations we allow others to impose upon us. In fact, it's very difficult to behave in a way that is contrary to self-expectations.
At the professional levels, athletes are encouraged to visualize themselves having a successful performance before competing. Visualization has proved to be a productive technique for enhancing an athlete's play. Likewise, flooding your mind with thoughts of successful leadership can be pivotal in setting healthy self-expectations.
2. Your Attitude Makes a Difference in Your Relationships with People.
Many factors come into play when working with people, but what makes or breaks interpersonal skills is a person's attitude. In my book, Winning with People, I describe twenty-five people principles that anyone can use to become better at building relationships and working with others. Many of those principles are attitude-based. Here are some examples:
o The Lens Principle: Who we are determines how we see others. Our perception of others depends more on our attitude than it does their characteristics. If we are positive, we see them as positive.
o The Pain Principle: Hurting people hurt people and are easily hurt by them. Our negative experiences and emotional baggage color our perception of others' actions. Normal interactions can cause us pain even when another person did nothing to inflict pain.
o The Elevator Principle: We can lift people up or take them down in our relationships. People possess a mindset of either lifting or limiting others.
o The Learning Principle: Each person we meet has the potential to teach us something. People in possession of a teachable attitude can learn from everyone they meet. On the contrary, someone who assumes others have nothing to offer will walk away from relationships empty-handed.
3. Your Attitude Makes a Difference in How You Face Challenges.
Circumstances appear to be instrumental in the creation of great leaders and thinkers, but such is the case only when their attitudes are right. Your attitude is the paint brush of your mind. It colors your world with brilliant optimism or a dark veneer of negativity. Consider these historical examples of leaders whose attitudes carried them beyond circumstances:
o Demosthenes, called the greatest orator of ancient Greece, possessed a speech impediment. He overcame it by reciting verses with pebbles in his mouth and speaking over the roar of the waves at the seashore.
o Composer Ludwig von Beethoven wrote his greatest symphonic masterpieces after he had become deaf.
o John Bunyan wrote Pilgrim's Progress while in prison. Daniel Dafoe also wrote while in prison, producing Robinson Crusoe.
o Franklin Delano Roosevelt is considered by many to be among the best American presidents. Despite his polio handicap, FDR led the nation through the Great Depression and World War II.
For years I have tried to live by the following statement: I cannot always choose what happens to me, but I can always choose what happens in me. My attitude in circumstances beyond my control can be the difference maker. My attitude in the areas that I do control will be the difference maker.
Wednesday, May 07, 2008
Leading Up and Leading Across: Challenges of a 360° Leader
I recently read the book The 360 Degree Leader: Developing Your Influence from Anywhere in the Organization by Dr. John C Maxwell. In this Maxwell asserts that you don’t have to be the main leader to make significant impact in your organization. Good leaders are not only capable of leading their followers but are also adept at leading their superiors and their peers. Debunking myths and shedding light on the challenges, John Maxwell offers specific principles for Leading Down, Leading Up, and Leading Across. 360-Degree Leaders can lead effectively, regardless of their position in an organization. By applying Maxwell's principles, you will expand your influence and ultimately be a more valuable team member.
The Myths of Leading From The Middle
1. The Position Myth – “I can’t lead if I am not at the top.”
2. The Destination Myth – “When I get to the top, then I’ll learn to lead.”
3. The Influence Myth – “If I were on top, then people would automatically follow me.”
4. The Inexperience Myth – “When I get to the top, I’ll be in control.”
5. The Freedom Myth – “When I get to the top, I’ll no longer be limited.”
6. The Potential Myth – “I can’t reach my potential if I’m not the top leader.”
7. The All-or-Nothing Myth – “If I can’t get to the top, then I won’t try to lead.”
Someone who believes the all-or-nothing myth might say, “If I can’t get to the top, then I won’t try to lead.” Some people in the middle become frustrated by their position in an organization because they define success as being “on top.” As a result, they believe that if they are not on top, they are not successful. If that frustration lasts long enough, they can become disillusioned, bitter and cynical. If it gets to that point, instead of being a help to themselves and their organization, they become a hindrance. Improve your leadership and you can impact your organization. You can change people’s lives. You can be someone who adds value. You can learn to influence people at every level of the organization — even if you never get to the top. By helping others, you can help yourself.
How to Lift Your Leader’s Load
1. Be sure to do your own job well before you concentrate on lifting your leader’s load. If you drop your personal responsibilities, you’ll drag your leader down rather than propping them up.
2. When you find a problem, provide a solution. If you only identify what is broken, you look no different than a complainer. Show initiative by repairing the problems you encounter.
3. Tell your leaders what they need to hear, not what they want to hear. In the words of President Dwight Eisenhower: “A bold heart is half the battle.” Have the courage to speak your mind and confront difficult truths.
4. Go the second mile. Be willing to arrive early, stay late, and do more than your share of work.
5. Stand up for your leader whenever you can. Don’t become party to backbiting or criticism. Speak highly of your leaders and diffuse the negativity others may show toward them.
6. Stand in for your leader whenever you can.
In the words of Colin Powell: “When we are debating an issue, loyalty means giving me your honest opinion, whether you think I’ll like it or not. Disagreement, at this stage, stimulates me. But once a decision has been made, the debate ends. From that point on, loyalty means executing the decision as if it were your own.” There will be instances when you do not see eye to eye with your leader’s decision. Respecting their authority by supporting them, even when you disagree, will give them the confidence to trust you.
The Principles 360° Leaders Practice to Lead Across
Leading your peers is no simple task. It’s easy for an effective leader to lead followers, but leading across can be difficult—especially for highly productive people who might create feelings of jealousy or resentment among their peers. Effective 360° leaders give their colleagues reasons to respect and follow them. Because they lead across successfully, they are able to assist the people beside them, profit the organization, and advance themselves.
Understand, Practice and Complete the Leadership Loop
Leading peers is not a one-time event. It’s an ongoing process. When leading across, the temptation is to try to take the lead too quickly. Taking shortcuts or cheating the process will erode your respect from others rather than gaining influence with them.
The Leadership Loop
1. Caring – Take an interest in people. People always move toward anyone who increases them and away from anyone who decreases them.
2. Learning – Get to know people invest the time to understand the values that motivate your fellow leaders.
3. Appreciating – Respect people Find and encourage the strengths unique to each of your colleagues. Assume they have your best interests in mind, and be open to their ideas and concerns.
4. Contributing – Add value to people few activities add to a leader’s credibility like the dedication to add value to the people around them – especially when the leader is neither obligated to add value nor receiving direct benefit from doing it. Adding value to peers lets them know that you are on their side and are cheering for them to win.
5. Verbalizing – Affirm people to affirm signifies to make firm. An affirmation is a statement of truth you make firm by repetition. Affirmations enable others to believe in their dreams. For people to reach their potential, their dreams must become more real than their doubts.
6. Leading – Influence people Understand, enlarge, and empower those who are leading beside you.
7. Succeeding – Win with People When you succeed with people, you gain opportunities to influence even more people. The leadership loop completes a cycle and begins anew. As additional people enter your life, you must again choose to take an interest in them, get to know them, etc
The Myths of Leading From The Middle
1. The Position Myth – “I can’t lead if I am not at the top.”
2. The Destination Myth – “When I get to the top, then I’ll learn to lead.”
3. The Influence Myth – “If I were on top, then people would automatically follow me.”
4. The Inexperience Myth – “When I get to the top, I’ll be in control.”
5. The Freedom Myth – “When I get to the top, I’ll no longer be limited.”
6. The Potential Myth – “I can’t reach my potential if I’m not the top leader.”
7. The All-or-Nothing Myth – “If I can’t get to the top, then I won’t try to lead.”
Someone who believes the all-or-nothing myth might say, “If I can’t get to the top, then I won’t try to lead.” Some people in the middle become frustrated by their position in an organization because they define success as being “on top.” As a result, they believe that if they are not on top, they are not successful. If that frustration lasts long enough, they can become disillusioned, bitter and cynical. If it gets to that point, instead of being a help to themselves and their organization, they become a hindrance. Improve your leadership and you can impact your organization. You can change people’s lives. You can be someone who adds value. You can learn to influence people at every level of the organization — even if you never get to the top. By helping others, you can help yourself.
How to Lift Your Leader’s Load
1. Be sure to do your own job well before you concentrate on lifting your leader’s load. If you drop your personal responsibilities, you’ll drag your leader down rather than propping them up.
2. When you find a problem, provide a solution. If you only identify what is broken, you look no different than a complainer. Show initiative by repairing the problems you encounter.
3. Tell your leaders what they need to hear, not what they want to hear. In the words of President Dwight Eisenhower: “A bold heart is half the battle.” Have the courage to speak your mind and confront difficult truths.
4. Go the second mile. Be willing to arrive early, stay late, and do more than your share of work.
5. Stand up for your leader whenever you can. Don’t become party to backbiting or criticism. Speak highly of your leaders and diffuse the negativity others may show toward them.
6. Stand in for your leader whenever you can.
In the words of Colin Powell: “When we are debating an issue, loyalty means giving me your honest opinion, whether you think I’ll like it or not. Disagreement, at this stage, stimulates me. But once a decision has been made, the debate ends. From that point on, loyalty means executing the decision as if it were your own.” There will be instances when you do not see eye to eye with your leader’s decision. Respecting their authority by supporting them, even when you disagree, will give them the confidence to trust you.
The Principles 360° Leaders Practice to Lead Across
Leading your peers is no simple task. It’s easy for an effective leader to lead followers, but leading across can be difficult—especially for highly productive people who might create feelings of jealousy or resentment among their peers. Effective 360° leaders give their colleagues reasons to respect and follow them. Because they lead across successfully, they are able to assist the people beside them, profit the organization, and advance themselves.
Understand, Practice and Complete the Leadership Loop
Leading peers is not a one-time event. It’s an ongoing process. When leading across, the temptation is to try to take the lead too quickly. Taking shortcuts or cheating the process will erode your respect from others rather than gaining influence with them.
The Leadership Loop
1. Caring – Take an interest in people. People always move toward anyone who increases them and away from anyone who decreases them.
2. Learning – Get to know people invest the time to understand the values that motivate your fellow leaders.
3. Appreciating – Respect people Find and encourage the strengths unique to each of your colleagues. Assume they have your best interests in mind, and be open to their ideas and concerns.
4. Contributing – Add value to people few activities add to a leader’s credibility like the dedication to add value to the people around them – especially when the leader is neither obligated to add value nor receiving direct benefit from doing it. Adding value to peers lets them know that you are on their side and are cheering for them to win.
5. Verbalizing – Affirm people to affirm signifies to make firm. An affirmation is a statement of truth you make firm by repetition. Affirmations enable others to believe in their dreams. For people to reach their potential, their dreams must become more real than their doubts.
6. Leading – Influence people Understand, enlarge, and empower those who are leading beside you.
7. Succeeding – Win with People When you succeed with people, you gain opportunities to influence even more people. The leadership loop completes a cycle and begins anew. As additional people enter your life, you must again choose to take an interest in them, get to know them, etc
Saturday, November 10, 2007
FLAME – Part II
Once again I am back with FLAME take-away’s. 5-Nov-07 & 6-Nov-07 I attended second stage of FLAME session. You can read my earlier blog on Flame – Part 1. Again like stage I we had two days sessions covering
1. The One Minute Manager
2. Time Management
3. Conflict Management
4. Negotiation Skills
The first session “The One Minute Manager” was handled by Dr Subha & Pradeep. This session was based on “The One Minute Manager” by Dr. Ken Blanchard & Dr. Spencer Johnson. I was able to learn 3 secrets/concepts out this session.
1. One Minute Goals
2. One Minute Praisings
3. One Minute Reprimands
One Minute Goal Setting is simply:
1. Agree on your goals.
2. See what good behavior looks like.
3. Write out each of your goals on a single sheet of paper using less than 250 words.
4. Read and re-read each goal, which requires only a minute or so each time you do it.
5. Take a minute every once in a while out of your day to look at your performance, and
6. See whether or not your behavior matches your goal.
The One Minute Praising works well when you:
1. Tell people right from the start that you are going to let them know how they are doing
2. Praise people immediately
3. Tell people what they did right – be specific
4. Tell people how good you feel about what they did right, and how it helps the organization and the other people who work there.
5. Stop for a moment of silence to let them ‘feel’ how good you feel.
6. Encourage them to do more of the same.
7. Shake hands or touch people in a way that makes it clear that you support their success in the organization.
The One Minute Reprimand works well when you:
1. Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms.
The first half of the reprimand:
2. Reprimand people immediately.
3. Tell people what they did wrong – be specific.
4. Tell people how you feel about what they did wrong – and in no uncertain terms.
5. Stop for a few seconds of uncomfortable silence to let them feel how you feel.
The second half of the reprimand:
6. Shake hands, or touch them in a way that lets them know you are honestly on their side.
7. Remind them how much you value them.
8. Reaffirm that you think well of them but not of their performance in this situation.
9. Realize that when the reprimand is over, it’s is over.
In the afternoon session we had Time Management by Dr Subha. Some of the objectives of this session are:
1. The One Minute Manager
2. Time Management
3. Conflict Management
4. Negotiation Skills
The first session “The One Minute Manager” was handled by Dr Subha & Pradeep. This session was based on “The One Minute Manager” by Dr. Ken Blanchard & Dr. Spencer Johnson. I was able to learn 3 secrets/concepts out this session.
1. One Minute Goals
2. One Minute Praisings
3. One Minute Reprimands
One Minute Goal Setting is simply:
1. Agree on your goals.
2. See what good behavior looks like.
3. Write out each of your goals on a single sheet of paper using less than 250 words.
4. Read and re-read each goal, which requires only a minute or so each time you do it.
5. Take a minute every once in a while out of your day to look at your performance, and
6. See whether or not your behavior matches your goal.
The One Minute Praising works well when you:
1. Tell people right from the start that you are going to let them know how they are doing
2. Praise people immediately
3. Tell people what they did right – be specific
4. Tell people how good you feel about what they did right, and how it helps the organization and the other people who work there.
5. Stop for a moment of silence to let them ‘feel’ how good you feel.
6. Encourage them to do more of the same.
7. Shake hands or touch people in a way that makes it clear that you support their success in the organization.
The One Minute Reprimand works well when you:
1. Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms.
The first half of the reprimand:
2. Reprimand people immediately.
3. Tell people what they did wrong – be specific.
4. Tell people how you feel about what they did wrong – and in no uncertain terms.
5. Stop for a few seconds of uncomfortable silence to let them feel how you feel.
The second half of the reprimand:
6. Shake hands, or touch them in a way that lets them know you are honestly on their side.
7. Remind them how much you value them.
8. Reaffirm that you think well of them but not of their performance in this situation.
9. Realize that when the reprimand is over, it’s is over.
In the afternoon session we had Time Management by Dr Subha. Some of the objectives of this session are:
1. To achieve your goals
2. Feel a sense of control
3. Reduce stress
4. Allocate time to areas that are important to us
5. Feel a sense of balance
6. Reduce effort
7. Enjoy life
8. Feel that we have a choice
9. Be efficient
“Time is the scarcest resource of the manager; If it not managed, nothing else can be managed.” – Peter F. Drucker
Time Management is making wise scheduling decisions which involve self-discipline and delayed gratification.
The following are some of the factors we need to realize why we need to manage our time.
1. To define Key Success Areas
2. To define our goals at home and in work
3. To overcome obstacles which prevent us in doing what we need to do
4. To know our strengths and weakness
5. To learn to set and act on priorities
6. To complete tasks successfully and on time.
The following are some of the symptoms of Poor Time Management:
1. Over confidence
2. Rushing
3. Constantly switching between unpleasant alternatives
4. Fatigue
5. Missed deadlines
6. Insufficient time for rest or personal relationships
7. A sense of being overwhelmed by demands and details having to do what you don’t want to do most of the time
As I mentioned in my earlier FLAME blog, Wheel of Life and Time Management goes together, without proper time management balancing of life will get disturbed.
On second day we had Conflict Management in the forenoon and Negotiation Skills in the afternoon, both session by Ram. These are the two topics I was more interested and looking forward from the beginning of FLAME program.
As part of Conflict Management Ram covered the following:
1. What is a conflict?
2. Temperament Styles (Sanguine, Choleric, Melancholy & Philegmatic)
3. Styles of handling Conflict
As part of handling conflict in different styles, I was able to learn and realize that there is no right way of approaching any conflict. It all depends of the situation and other factors. Ultimately the purpose is to win the conflict or the situation.
With the help of TKI (Thomas-Kilmann Conflict Mode Instrument) test report I was able to understand the behavior in conflict situation along with two basic person’s behavior dimension 1) assertiveness & 2) cooperativeness. These two dimensions of behavior can be used to define five conflict-handling modes as follows:
1. Competing is assertive & uncooperative, a power-oriented mode
2. Collaborating is both assertive & cooperative
3. Compromising is intermediate in both assertiveness & cooperativeness
4. Avoiding is unassertive & uncooperative
5. Accommodating is unassertive & cooperative – the opposite of competing
But always we need to keep in mind and adapt the style Collaborate which is a Win-Win situation. Even though people who are involved in conflict wants to go with Win-Win situation, it is very difficult to follow this in the first place as every individual has got their own style of handling conflict which falls in any of the one mode suggested by TKI. Also you have to keep in mind that depending on the situation stop Overuse of the particular mode and start the possible practicing the Underuse of the particular mode.
The objective of Negotiation Skills is:
1. Understand more about the nature of negotiations.
2. Gain a broad intellectual understanding of the central concepts in negotiation.
3. Improve your ability to analyze the negotiation situation and learn how to develop a strategic plan so as to improve your ability to negotiate effectively.
4. Improve your analytical abilities and your capacity to understand and predict the behavior of individuals, groups, and organizations in competitive situations.
5. Learn how to evaluate the costs and benefits of alternative actions in the negotiation process.
6. Develop a tool kit of useful negotiations skills, strategies and approaches.
I was able to learn the following 5 powers of Negotiations:
1. Resource Power
2. Passion Power
3. Information Power
4. Legitimate or positional Power
5. Personal Power
Whenever we involve in any negotiation, it is really mandatory to use the above said powers to take advantage of the situation.
Another thrilling aspect of session was to know about Principled Negotiation. These 4 principles should be observed at each stage of the negotiation process.
1. Separate the PEOPLE from the Problem
2. Focus on INTERESTS, Not Positions
3. Invent OPTIONS for Mutual Gain
4. Insist of Using Objective CRITERIA
The process begins with the analysis of the situation or problem, of the other parties’ interests and perceptions and of the existing options. The next stage is to plan ways of responding to the situation and the other parties. Finally the parties discuss the problems trying to find a solution on which they can agree.
What if the other party is more powerful? Then we need to develop our B.A.T.N.A (Best Alternative To a Negotiated Agreement) which is nothing but anticipates as the worst acceptable outcome.
I thoroughly enjoyed these four days with lots of learning. Even though few of these learning I am already following still eagerly waiting to implement my new learning and be an efficient manager. :-)
Wednesday, October 10, 2007
FLAME
Last week Friday (05-Oct-07) & Saturday (06-Oct-07) I attended FLAME (First Leap in Achieving Managerial Excellence) training program offered by T2ID. We started with an orientation session where our chief guest Jaga (Jagadeesan Arumugam) of CODC in a traditional way inaugurated the ceremony with lighting a lamp. Jaga gave us an inspiring talk for the need and the purpose of the FLAME program. Purpose is very simple – facilitate the Managers, first-time managers and managers would-be to be good and effective in what they are doing. J
This is a 60 days program happening in two stages. As part of stage I, we had a two day session covering
1. Strategies for success
2. Proactive communication & influence
3. Leading high performance teams
And as part of stage II which we would be having after 30 days on
1. One minute manager
2. Conflict Management
3. Negotiation skills for managers
In between stages the participants would be taking up series of exercises with guidance from RM & T2ID and would be evaluated by T2ID panel.
The first day session was “Strategies For Success” and the facilitator was Dr. Shubha Rajan. There were 28 participants from various Chennai based LoB’s and Dr. Shubha randomly formed 8 teams. Dr. Shubha took us into the session by explaining us with a thought “What great learners do – M.A.R.C”.
Map – learning to both sides of the brain
Ask – questions to extend the learning
Review – the content with others
Connect – with your experience
The primary purpose of this session is to
- Unleash the awesome potential already we have within ourselves.
- Building a healthy self-image
- Understanding how self-image is directly related to performance
- Techniques to build a positive image
- How to change what and where you are in life by adopting the “Day Before Vacation Attitude”
- How to plan and prepare to win by identifying and claiming the qualities of success
- S.M.A.R.T goal setting (Specific, Measurable, Action Plan, Realistic, Time/Target)
This session was really interactive and enjoyable as I reminisce to put down my strengths & weakness, how I would like to see myself & how I like others to see me (tomb-stone message). Also we had some interesting discussion on the Qualities of Success and Wheel of Life.
To achieve Success we have to have a clear Vision, Mission & Purpose. Also we have to find out ways of doing mundane things differently so that we don’t get bored and can enjoy the real beauty of life still further.
Another exercise I liked very much is “The Day Before Vacation Attitude”. As part of this exercise we were asked to prioritize the activities that need to be finished if we are going on vacation the next day. Wow that was cool. At the end of this exercise it came out very clear and I was able to understand situation force us to accept responsibility, practice promptness, include decisiveness and became a self-starter. Also Happiness then is not in the pleasure we get from other people but in the victory we achieve by being focused on the task at hand.
As part of goal setting, Wheel of Life is very new to me. Even though I had an opportunity to set goals in some of my earlier training programs but never did wheel of life. Wheel of life is used to measure how the individual is striking the balance between personal, family, business, physical, mental, spiritual and financial life.
On second day we had Proactive communication & influence (facilitator – Ramakrishnan) in the forenoon and Leading high performance teams (facilitator – Pradeep Daniel) in the afternoon.
W. B. Yeats said “Think like a Wise Man… But communicate in the language of the People”. As this statement is very true and align with this Proactive communication session covered the following
1. Effective Communication
2. The main goals of Communication
3. Elements of Communication
4. Ideal Communication
5. Identifying the Gap
6. Dealing One-on-One
7. How to skillfully talk to people, influence people & make up peoples’ minds
8. Assertive Communication
The objective of Leading High Performance Teams is to enable managers to work and get their team members to work harmoniously in teams as interdependent achievers. Being the afternoon session even after lunch Pradeep’s session was fantabulous (as always). I was able to pick up some beautiful differences between Groups Vs Teams. Also I was able to know 10 critical elements of a team that too with some lovely comic strips.
As last activity of this session we did an exercise on Temperament Inventory formulated by Hippocrates is a self-assessed personality questioner. This is equivalent to Keirsey Temperament Sorter or Myers-Briggs Type Indicator. The best part I liked in this questioner is the way scoring has to be done and based on answers how the individual fits into one of the quadrant Melancholy, Sanguine, Phlegmatic or Choleric.
It was a great session for two days at FLAME, where each one of us had the opportunity to meet new leaders and learn from one another. I’m eagerly looking forward for the follow up session and activities as part of this program.
Friday, May 04, 2007
12 Steps to a Positive attitude...
More than 100 years ago, author Robert Louis Stevenson offered the following tips for maintaining a positive attitude. They still apply today.
1. Make the best of your circumstances. Everyone has problems. The trick is to make laughter outweigh the tears.
2. Don’t take yourself too seriously. Don’t think that somehow you should be protected from misfortune that befalls others.
3. You can’t please everybody. Don’t let criticism worry you.
4. Do what you like. But stay out of debt.
5. Don’t let your neighbors set your standards. Be yourself.
6. Don’t borrow trouble. Imaginary burdens are harder to bear than actual ones.
7. Make up your mind to be happy. Learn to find pleasure in simple things.
8. Hate poisons the soul so don’t carry grudges. Avoid people who make you unhappy.
9. Have many interests. If you can’t travel read about new places.
10. Don’t hold post mortems. Don’t spend your life brooding over sorrows and mistakes.
11. Do what you can for those less fortunate than yourself.
12. Keep busy at something. A busy person never has time to be unhappy.
1. Make the best of your circumstances. Everyone has problems. The trick is to make laughter outweigh the tears.
2. Don’t take yourself too seriously. Don’t think that somehow you should be protected from misfortune that befalls others.
3. You can’t please everybody. Don’t let criticism worry you.
4. Do what you like. But stay out of debt.
5. Don’t let your neighbors set your standards. Be yourself.
6. Don’t borrow trouble. Imaginary burdens are harder to bear than actual ones.
7. Make up your mind to be happy. Learn to find pleasure in simple things.
8. Hate poisons the soul so don’t carry grudges. Avoid people who make you unhappy.
9. Have many interests. If you can’t travel read about new places.
10. Don’t hold post mortems. Don’t spend your life brooding over sorrows and mistakes.
11. Do what you can for those less fortunate than yourself.
12. Keep busy at something. A busy person never has time to be unhappy.
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