- From "Walk The Talk" http://www.walkthetalk.com/
Eric Harvey
A Powerful Message About Customer Service
"Take a moment, right now, and do something that most people rarely (if ever) do: think about the purpose of your job.
Here's the question to ponder: Why did your organization create your position ... why does your job exist?
Let me give you a couple of clues. The answer ISN'T so you'll have someplace to go several days each week. And it's NOT to enable you (with a paycheck) to buy stuff and do your part to "fuel" our economy. To be sure, those are positive byproducts - but they're not why your job is needed ... not why it was created.
Fact is, your job - everyone's job - exists for one primary purpose: to either make or do things for other people. Those "other people" - which includes patrons of your business and coworkers in other departments - have a label: they're called CUSTOMERS. And such, they are the real source of your income...they are the real reason you have been employed by our organization. And if they ever stop needing our services...they will stop needing our organization. NOT GOOD!"
How To Make Great Presentations
Are you and your colleagues ever called upon or do you desire to make a group presentation?
Well, to make them truly successful, here are:
7 Important Things to Remember From the Get Go!
1st Psyche yourself up!...You have something to say that others need to hear or else you wouldn't have been asked to make the presentation.
2nd Remember this ... most people in the audience want you to do well ... they are on your side.
3rd Don't apologize to your audience for being nervous. In most instances, the audience won't even suspect you're anxious unless you tell them. Keep that nervous secret to yourself.
4th Talk to the people that will be attending your presentation. What are their expectations? Who has presented to this group in the past? What has made other people's presentations to this group successful? More importantly, what caused failure?
5th Be yourself. Your presentation is not about being perfect; it's about "connecting with others".
6th Visualize success. How are you going to feel when you walk away from the presentation? Focus on the successful results of your preparation and delivery and on meeting your objectives. Remind yourself during the presentation ... this presentation is terrific!
7th Completing your homework and being well prepared will provide you with a peaceful confidence as soon as you get the first few words out of your mouth. Thorough preparation equals greater confidence.
Now go ahead and make your presentation with confidence!
Lead well ... LEAD RIGHT,
The Walk The Talk Team
Ok, let's admit it. One of the least desirable things we have to do as managers is to deal with workplace "people problems"! And once they're happening, we need to divert attention away from our important and positive responsibilities.
Can we avoid confronting and solving "people problems" once they are occurring?
NO!
But, can we avoid them from occurring in the first place?
YES!
Here are 7 proven "people problem" avoidance management techniques.
Hire people who have the talent, desire and ability to do the job well.
Clearly communicate job responsibilities and performance expectations.
Make training and continual learning a top priority.
Regularly provide specific performance feedback. Make sure people know how they're doing.
Consistently recognize and reward positive performance.
Hold people accountable for negative behavior and performance.
Set the example. Be a positive role model for the team.
Fences in Your Mind
I’ve watched the movie Chicken Run at least a half-dozen times. Just beneath the surface of its simplistic look and story line lie a number of wonderful messages told by a bunch of Claymation chickens trying to break out of their chicken-wire world to escape their fate on the chopping block. Their freedom leader, a feisty little hen named Ginger, comments profoundly in one scene: “The fences are all in your mind.” She reminds her fellow chickens (and us), that bigger than the physical fences they’re surrounded by are the mental fences that hold them captive.
It’s been a good reminder for me on those occasions when I’ve been dealing with my own mental fences…those created by self-doubt, uncertainty, fear. Can you relate? Where have you fenced yourself in mentally in recent days or weeks? Perhaps your mental fence is procrastination, a deadening habit that keeps you stuck. Maybe yours, like mine, is related to self-doubt, and the on-going internal noise it produces that keeps you immobilized. Perhaps yours is the belief that you don’t deserve success, so you sabotage yourself to avoid having to find out how successful you could be. There are a million variations of the theme, but the result is still the same: we stay stuck like the chickens in the movie.
One of the key questions in the Best Year Yet ® program is, “How do I limit myself and how can I stop?” Those limitations are never external. They always live inside us. The antidote to being trapped by our mental fences is to create a compelling enough vision that, like Ginger and her flock of chicken friends, we’re willing to resort to amazing measures to break out. The formula:
Vision + Consistent Action = Freedom
I challenge you to take some bold, even outrageous steps to break free of your mental fences. If it’s procrastination, declare a “freedom day” and take action on everything you’ve been putting off: from cleaning your office, to making phone calls, to responding to emails you’ve avoided.
If it’s self-doubt, sit down and write out everything you value and why it’s important. Then challenge yourself to eliminate anything that doesn’t absolutely reflect your values, or add something that profoundly reflects who you are.
Freedom is just the other side of action.
Recognize that your mental fences can only keep you stuck as long as you’re looking at them. They can only contain you as long as you’re not taking actions consistent with your vision. Go ahead, take the action you’ve avoided and leap into a future filled with possibilities. And remember, the fences are all in your mind!
How to Build Character Muscles
Looking to help your colleagues and team members build or strengthen their "character muscles"? Then, help them avoid:
JUMPING to conclusions
PASSING the buck
GRABBING the credit
THROWING your weight around
STRETCHING the truth
BENDING the rules
BREAKING your promises
PULLING a fast one
STEPPING on others
DODGING your duty
RUNNING your mouth off
Lead well ... LEAD RIGHT,
The Walk The Talk Team
“To win — to break self-defeating attitudes and behaviors — we must understand that we have the power to choose and the power to change. We have the power to let go of old thinking and adopt the mindset of a champion,” write Mac Anderson and John J. Murphy in their book Habits Die Hard: 10 Steps to Building Successful Habits
As creatures of habit, many people struggle with breaking habits. I’m certainly one of these people. Containing practical advice which I was able to implement immediately, Habits Die Hard has allowed me to begin to replace my own destructive habits with successful ones.
If you have habits you’d like to change, this is one powerful book you won’t want to miss.
Introduction
We are all creatures of habit and if you make good habits, good habits will make you. This wisdom has been around since ancient times. Aristotle once said, "We are what we repeatedly do. Excellence, then, is not an act but a habit."
The subconscious mind — the habitual mind — is over one million times more powerful than the conscious mind. This means that we spend a substantial amount of our lifetime on "autopilot," playing out the mental programs that govern our behavior.
For example, while driving a car and carrying on a conversation with someone, the conscious mind is attending to what is being said in the moment while the subconscious mind is turning on the turn signal, hitting the brakes, attending to oncoming traffic, monitoring our blood sugar, regulating our breathing, planning our next move and on and on. The subconscious mind is so vast and so powerful that we do not even know what it is thinking or capable of. It truly runs our lives — whether we know it or not!
Habits begin and manifest deep in the mind and they can be friends or foes. Good habits can make our lives easier, helping us to do the more mundane things of life without thinking about them, like automatically depositing your paycheck.
But, as all of us know all too well, habits can also be destructive ... to our health, to our finances, to our relationships. It's why we struggle with losing weight, paying off our credit cards or quitting smoking ... to name a few "bad habits."
Whether they are a positive force in our lives or obstacles to the goals we want to achieve, habits become ingrained through repeated actions.
Here is a little test to display the power of our habits. Cross your arms as you normally would, and look down to see which one is on top. About half of you will have your right arm on top and the other half will have their left on top. When you crossed your arms for the very first time, you might have been still in your playpen, and you have been crossing your arms the same way ever since. Now, cross your arms again, but this time put the opposite arm on top. It feels extremely weird! If you were to challenge yourself to cross your arms the "wrong" way for the rest of your life, could you do it? Probably. Would it be difficult? You bet it would!
Here's the point: Habits — good, bad, or neutral — are difficult to break ... they Die Hard!
The real key to success is replacing destructive habits with successful habits.
To win — to break self-defeating attitudes and behaviors — we must understand that we have the power to choose and the power to change. We have the power to let go of old thinking and adopt the mindset of a champion.
How to Build TeamWork Skills
Teamwork is essential to provide high quality goods and services but ... how do you and each member of the team make that happen?
Here are a few tips and techniques for your consideration:
Look for opportunities to contribute to others' success. If you see a teammate who is struggling and falling behind, pitch in ... lend a hand. Share your talents and your time to help others learn, grow, and get through tough situations.
Be considerate of others. Remember that the workplace is a shared environment. Build a reputation for being a thoughtful, considerate teammate by doing things like: cleaning up after yourself, sharing (rather than monopolizing) equipment and resources, and respecting others' time by not interrupting them - and not expecting them to serve your every need "on the spot."
Keep your promises and agreements. If you tell a coworker you'll do something - whether important or seemingly insignificant - remember it ... and DO IT! Making sure that your teammates can always count on you is one of the best ways to show that you're committed to them and worthy of their trust.
Carry your share of the load. Being committed to each other means that everyone can be counted on to meet his or her responsibilities. Fail to do to your part and others have to pick up the slack. That's unfair to them. And it's an obstacle to the group's collective success.
Lead well by helping others lead well!
The Walk The Talk Team
Getting Good at Getting Along
A senior executive is fired after a run-in with the Board of Directors. An ineffective team leader is given a new team to manage – the team mutinies. An employee is reprimanded after losing her temper with a customer. Three different individuals, three unique situations, one common problem: Getting along with others.
According to noted author and sociologist BJ Gallagher, 80% of people who fail on the job fail due to lack of interpersonal skills – not lack of technical skills. That’s the specific problem Gallagher addresses in Getting Good at Getting Along – a helpful guidebook that’s jam-packed with proven techniques for maintaining productive working relationships. One of the many ideas from this work that grabbed my attention is taking TOTAL responsibility for the relationships we have with others (see excerpt below). A novel idea that, when you really think about it, makes a lot of sense. Give it a try – encourage your people to do the same. And remember …
Whether you and your people work in a large corporation, a small business, or a non-profit organization, your work involves dealing with people. Organizational life is all about bosses and employees, teammates, peers in other departments, customers, vendors, clients, and other stakeholders. Your ability to get along with them is the single most important factor in how well you get along in your career! If you want to be successful, you must get good at getting along.
Lead Well, Lead Right
Excerpt from Getting Good at Getting Along
Many people say that the best relationships are those that are 50-50. It’s a nice idea, but it often falls short in real life. People hold onto resentments – waiting for the other person to “see the light.” People insist that others take their share of responsibility when an issue comes up: “I’ve done my part; now it’s their turn.” The problem is, you might be waiting a very long time if you always insist that relationships (and their problems) be 50-50 propositions.
If you’re really serious about getting good at getting along with others, here’s an idea that can transform your life: Instead of expecting people to meet you 50-50, try making it 100-0. You take on the entire responsibility for making the relationship work, and don’t worry about whether the other person is doing their part!
Yes, it’s a somewhat radical idea. But if you’re up to really having amazing relationships at work – and in your personal life – this will do it. You’ll never again feel that you’re at the mercy of someone else. You’ll never feel like a victim of another’s actions or inactions.
Here’s how it works …
Assume that the other person is a given. “He is who he is.” “This is her personality – she isn’t going to change.” Just accept the person exactly as they are – and exactly as they aren’t. This is who you’ve got to work with.
Ask yourself, How can I change my words or actions when I deal with this person? You don’t have to change your whole personality – you’re just going to use different language and behaviors when dealing with this person.
Try out new behaviors and new ways of conversing with your “problem person.” See what works and do more of it. If something doesn’t work, stop doing it.
Learn from others. Watch others who have excellent interpersonal relationships and learn from them. If you want good relationships like those, mimic them.
When there’s a problem, take ownership of it. As long as someone else is the problem, you’re powerless. But if YOU own the problem, then YOU can own and control the solution.
P.S. Would you like to help your friends and colleagues be even more effective and respected leaders? If so, please forward them this Leadership Solution newsletter and encourage them to sign up. They will appreciate your assistance.
The Parable of the Child
A young schoolteacher had a dream that an angel appeared to him and said, “You will be given a child who will grow up to become a world leader. How will you prepare her so that she will realize her intelligence, grow in confidence, develop both her assertiveness and sensitivity, be open-minded, yet strong in character? In short, what kind of education will you provide that she can become one of the world’s truly GREAT leaders?”
The young teacher awoke in a cold sweat. It had never occurred to him before – any ONE of his present or future students could be any person described in his dream. Was he preparing them to rise to ANY POSITION to which they may aspire? He thought, How might my teaching change if I KNEW that one of my students were this person? He gradually began to formulate a plan in his mind.
This student would need experience as well as instruction. She would need to know how to solve problems of various kinds. She would need to grow in character as well as knowledge. She would need self-assurance as well as the ability to listen well and work with others. She would need to understand and appreciate the past, yet feel optimistic about the future. She would need to know the value of lifelong learning in order to keep a curious and active mind. She would need to grow in understanding of others and become a student of the spirit. She would need to set high standards for herself and learn self-discipline, yet she would also need love and encouragement, that she might be filled with love and goodness.
His teaching changed. Every young person who walked through his classroom became, for him, a future world leader. He saw each one, not as they were, but as they could be. He expected the best from his students, yet tempered it with compassion. He taught each one as if the future of the world depended on his instruction.
After many years, a woman he knew rose to a position of world prominence. He realized that she must surely have been the girl described in his dream. Only she was not one of his students, but rather his daughter. For all of the various teachers in her life, her father was the best.
I’ve heard it said that “Children are living messages we send to a time and place we will never see. But this isn’t simply a parable about an unnamed schoolteacher. It is a parable about you and me – whether or not we are parents or even teachers. And the story, OUR story, actually begins like this:
“You will be given a child who will grow up to become…” You finish the sentence. If not a world leader, then a superb father? An excellent teacher? A gifted healer? An innovative problem solver? An inspiring artist? A generous philanthropist?
Where and how you will encounter this child is a mystery. But believe that his or her future may depend upon influence only you can provide, and something remarkable will happen. For no child will ever be ordinary to you again. And you will never be the same.
It takes leadership courage!
Hiring the right people can be tough and tedious work. That's compounded by the fact that most leaders are not well-trained in the art of interviewing. Doing it right definitely requires skill, practice, patience, and courage. But, the average leader hires or promotes fewer than five people a year. How good can you be at a process you engage in so infrequently? In an 1823 letter to John Adams, Thomas Jefferson wrote:
"No duty the executive has to perform is so trying as to put the right person in the right place."
The same words hold true today. Perhaps the most common obstacle to getting the right person in the right job is limited time. As a leader, you probably have more work to do than time to do it in. And when you need to hire or promote someone, you undoubtedly need him or her RIGHT NOW! If there are no great candidates in the pool, your choices are: 1) leave a needed position unfilled, or 2) bring on someone who isn't qualified. It's a tough call. Many leaders succumb to the pressure of "I have to have a warm body now." They quickly discover that the long-term pain of having hired the wrong person overtakes the short-term relief of filling the position. Fact is, the lesser of two evils is still an evil! Don't compromise to fill a position...you will pay for it later.
With few exceptions, the more effort you put into hiring and promoting, the less effort you need to devote to managing the performance of the people you bring on. The trade-offs are obvious...the choices are yours. And you have to live with (and deal with) the results of those choices.
To do it right, takes leadership courage!
Lead Well, Lead Right,
How To Address Employee Performance Problems
Dear Colleague,
Ok ... we all hate dealing with negative employee performance, but sometimes we just need to "Face The Music" and confront them.
To have the best chance of solving the problem(s), you need to be fully prepared going into the conversation with your employee. Here's a checklist that you will find helpful:
Performance Problem Discussion
Preparation Checklist
Identify the DESIRED and ACTUAL performance in specific, behavioral terms. Write them down.
Determine the negative IMPACT of the problem - the ways others are affected - in specific terms. Write them down.
Identify the realistic CONSEQUENCES the employee will face if the problem is not resolved. Write them down.
Check "best practices." Have similar problems occurred elsewhere in the organization? If so, how were they handled?
Determine what type of discussion is appropriate: Coaching? Counseling? Formal Discipline?
Seek counsel and obtain necessary approvals if formal discipline is involved.
Lead Well … Lead Right,
We’ve all heard the old adage — there’s no “i” in team.
These “i”s many have come to believe is the very stitching that holds together high-performing teams. It’s what makes them unique and gives them a competitive edge, generating synergy that is the very power of teamwork. These essential i’s—often hidden from view—are exactly what many low-performing teams are painfully missing.
If you look back over this man's campaign trail all through the "I" facator was very promiment so much so that everyone even went on to say he is a "one man army" and a "dictator" etc. The reverence he paid by prostrating on the footsteps during his entry into the "temple of democracy - the central hall of the parliament" is anything to go by, to me it shows his sincerity of purpose. He and all the memeber of his party, have absorbed their "triumph" with utmost humilty, which unfortunately the oldest party of the country is still not accepting "arrogance personfied, sarcasm filled die hards."
Talking of teamwork, in today's context The i in Team, challenges perceptions which provides useful ideas on effective team leadership that one can think of implementing!
What he has done so far is "
Tap the unique potential, inputs and talents of the individuals on his team;
Create more intrigue, involvement and interaction among team members;
Inspire true, high performance teamwork and synergy from one and all;
Cultivate an interdependent, we-opic and shared vision, all inclusive;
Exercise intuition to develop an environment of imagination, ingenuity and innovation;
Build team intelligence;
Foster team integrity;
Increase return on investment.
“The i’s in this context are like seeds. They must be planted and nurtured to take root and grow. They may not be visible at first, but make no mistake. The seeds matter. There is an i in team. He is urging us to make the investment. He is trying to give his team the lift it deserves. Experience the reward that follows.”
I liked this - The Power of Positive Influences : “You are the same today that you are going to be in five years from now except for two things – the people with whom you associate and the books you read.” (Charles Jones)
I heard someone tell that Mr. Modi is the same person he was fifteen years ago, and nothing has changed except that he has raised his level of thinking to a much higher plane.
INSPIRATION THAT REALLY WORKS !
The Power of Positive Influences : “You are the same today that you are going to be in five years from now except for two things – the people with whom you associate and the books you read.” (Charles Jones)
Surround yourself with positive influences. When you are surrounded by negative thinkers, image or materials, it is easy to get begged down in hopelessness. Read inspiring books and magazines. Listen to motivational recordings and speakers. Attend positive-thinking seminars and programs. Make it a point to read or watch or listen to something positive and inspiring at least once every day. Associate with positive people. Look for friends who feel good about themselves, people who have the attitude of gratitude. People who need to tear down others are not happy with them and are not good for you or your attitude.
“Life is either a great adventure or nothing.” (Helen Kreller)
Life should be an adventure, to be savored from beginning to end. It is a game of constantly changing odds, constantly opening opportunities. To win it, you have to play it. Sitting on the sidelines won’t do. Even after you’ve achieved all you ever hoped to achieve, it’s no time to stop living.
212° Service : In business when we talk about creating a service culture, most people will focus on ‘customer service’ but 212 degree service defines the service culture a little differently. In addition to serving the customers, it is also about serving each other. In fact, you’ll learn it’s impossible to have one without the other.
Mac Anderson once said, “Life is like a game of tennis. The player who serves well seldom losses.” The same can be said for any business on the planet. Creating a service culture is not easy. But challenge to you is to put these ten rules to the test. And if you do, you’ll discover a workplace filled with passion, respect, kindness and fun. Here’s to your quest for 212 Degree Service and here are the ten rules that can take you there !
1. It starts at the Top.
2. Your Customers Must Come Second.
3. Engage the Hearts and Minds of Your Employees.
4. Make Your Culture Your Brand.
5. Understand the “How of Wow”,
6. You Only Get One Chance to Make a First Impression.
7. Identify Your Moments of Truth.
8, Don’t Assume…..Ask.
9. Celebrate Success.
10. Reinforce, Reinforce, Reinforce
Regards
Coaching
While coaching and mentoring are growing in popularity, many people are not prepared to take on these roles. Many leaders may be skillful in their field, but they are not necessarily confident in their abilities to coach and mentor others.
Coaching and mentoring includes both teaching and motivating. Teaching is about skills and lessons to learn; motivating is about enthusiasm, attitude and commitment. Here are some timely tips for coaches and mentors:
Make yourself available on a regular and consistent basis. You can have all the talent and skill in the world, but if you don’t make time to teach others, those abilities will die with you.
Show respect for and confidence in your mentee. It’s critical that mentees know that their mentors believe in them – this helps them believe in themselves. “I know you can do it” is a great coaching mantra.
Ask questions to identify strengths and goals. Get to know the person you are mentoring; assess his or her strengths and weaknesses. Teach mentees how to play to their natural strengths and compensate for their weaknesses.
Track progress and provide helpful feedback. Make sure your feedback is balanced, including both positive aspects of performance as well as things that aren’t going so well.
Reassess and adjust your coaching strategy as necessary. Just like a good athletic coach, you will need to be flexible and change the game plan as you and your mentee work together. As your mentee grows and learns, you can up the level of challenge you provide.
Lead well ... LEAD RIGHT
FOLLOW THE LEADER
Looking to develop your new aspiring supervisors, team leaders and managers?
Here are 10
"Follow The Leader" ways to be the kind of leader that others
... including forever peers ... will want to follow.
TREAT EVERYONE WITH DIGNITY, RESPECT AND COURTESY.
Value the inherent worth of each person you have contact with.
LEAD BY EXAMPLE.
Model the work performance, attendance and conduct that you expect from others.
BE FIRM, FAIR, AND CONSISTENT.
Hold everyone, including yourself, equally accountable for following ALL rules and regulations, exhibiting appropriate behavior, meeting ALL job responsibilities, and achieving desired results.
"OWN UP" TO YOUR SHORTCOMINGS.
Avoid cover ups. If you make a mistake, admit it ... and then fix it!
FOCUS ON THEIR STRENGTHS.
Provide all people on your team with the information, direction, resources, feedback, and support they need to be successful.
GET THEM INVOLVED.
Whenever practical and appropriate, involve direct reports in decision making, plan development, and problem solving.
LISTEN.
Hone your listening skills. Focus on understanding the messages people send you.
SHOW YOUR APPRECIATION.
Acknowledge and thank employees for their efforts and contributions. Let people know that good work is important, and that good workers are valued and appreciated. Celebrate achievement.
RESPECT THEIR TIME.
Remember that your team members have important (often difficult) jobs to do and priorities to manage.
DO WHAT NEEDS TO BE DONE.
When you see or hear of something that requires attention, jump in and deal with it. Don't procrastinate or latch on to excuses for dealing with issues.
100 Reasons Why A Daughter... A Son Needs a Dad...
My bond with my father has evolved over the years and continues to be one of the most important relationships in my life. After watching my husband with our daughters, I have come to believe that the role of Dad is the greatest challenge and the higher reward a man can have. New York Times bestselling author Greg Lang captures the powerful lifelong bond between children and their Fathers in his beautiful books, 100 Reasons Why a A Daughter Needs a Dad... and 100 Reasons Why a A Son Needs a Dad...Both of these books celebrate the depth, beauty, and honesty in one of the most important relationships: Father and child.
I have two daughters and last week I found my 7 year old reading100 Reasons Why a A Daughter Needs a Dad... to my husband. They were snuggled on the couch and I could see my husband wiping happy-tears from his eyes as my daughter slowly read the words aloud. I hid behind the door so I could continue to watch this wonderful interaction. Certain sections would spark further discussion between them about when, why, or how it applied to THEIR relationship.
These books are a PERFECT way to let any fathers in your life know how much they are needed and appreciated this Father's Day. They would also be wonderful for anyone who works with families. I have listed a few of the "reasons" below. I hope you enjoy them.
Please share!
A Son Needs a Dad...
... to encourage him when he is in doubt of himself.
... who allows him to question.
... to show him how to love others even when it is hard.
... to wrestle with him in the grass.
... to teach him not to let pride get in the way of listening.
... to pull him back when he is headed in the wrong direction.
... to help him understand it isn't necessary to be like everyone else.
... to share with him the wisdom he has not yet acquired.
... to be a role model for the father he will become.
A Daughter Needs a Dad...
... to be the safe spot she can always return to.
... to teach her that men and women can be good friends.
... to give her gentle pushes that help her grow.
... who does not mind when she steps on his toes while dancing.
... to show her how it feels to be loved unselfishly.
... to teach her that her value as a person is more than the way she looks.
... to teach her how to recognize a gentleman.
... to teach her to experiment for the sake of challenging her own assumptions.
... to show her how to fix things for herself.
Finish Strong
FINISH STRONG" - two words that clearly define a call to action. The words "finish strong" are pervasively used in our culture, and they are a perfect example of how the whole is greater than the sum of the parts.
When you combine "Finish" with "Strong" you create a powerful platform for action.
It's not uncommon for these two words to flow from the mouths of athletes as they describe their goal in pre and post event interviews. The media uses these words to describe the performance of everything from the stock market to stock car racing. And lastly, for as long as man has documented history, the spirit of these words has existed.
"Regardless of what came before or what is yet to come, what matters most right now is how I choose to respond to the challenge before me. Will I lie down or will I fight? The choice is mine and I choose to FINISH STRONG" ~ Dan Green
Lead Well … Lead Right,
STEP Up or STEP Aside
How often do you hear people use time as an excuse to not get something done? Turns out, it is one of the most common excuses that limits our success. I have two young children and two jobs, so I know this excuse all too well. BUT, one thing I have learned is that if I don't take time for what really matters, I cannot possibly expect an improvement in results. As Albert Einstein once noted, insanity is doing the same thing over and over again and expecting different results. The real key then is not the amount of time we have. It is how we prioritize our activities and use the time we have.The reality is we have to Step Up if we want to achieve success.
No matter what you are involved with, John J. Murphy's book, Stepping Up...10 Takeaways for Advancing Your Career will give you real things you can do RIGHT NOW to help accelerate your success. As Murphy says, ”This book is not about self-imposed resistance to change. It is about flow. It is about energy. It is about movement and motivation, insight and inspiration. It is about ”taking away” lessons learned from the best of the best, people who in many cases overcame tremendous odds to reach levels of performance and prosperity that many only dream of. Take these tips and use them to elevate your life.”
Please enjoy the excerpt below from the chapter Take Ownership … I hope it gets you psyched to STEP IT UP!
#1 Take Ownership
"Two roads diverged in a wood and I - I took the one less traveled by, and that has made all the difference." ~Robert Frost
Peak performance requires mental, physical and emotional ownership. Mind, body and soul must be focused, aligned and passionate about stepping up and delivering results. There is no room in this equation for procrastination, doubt, excuses, blame, denial or resistance. Many of my clients struggle with taking ownership. Organizationally, culturally and individually, there is often a tendency to shift responsibility, deny accountability, rationalize waste and point the finger. I see all the time. It exists in business, government, education and health care.
What is holding them back? Is it fear, insecurity, doubt or disbelief? Is it ignorance, pride or ego?
When I was in high school, I experienced and devastating accident. I was working on a lawn crew and I cut my foot severely with a lawn mower. Six days in the hospital and 10 hours of surgery later, I was told by an award winning internationally renowned surgeon that I would never play football again - a passion of mine at the time- and that I would be lucky to walk again without limping. I wept with grief and remorse. At age 17, what was I to do now?
The year was 1977 and in those days lawnmowers did not have many of the safety features they have today. Perhaps I could argue that it was the lawnmower manufacturer's fault? In a very litigious society, there certainly many might agree. Maybe it was the homeowner's fault? After all, she asked me to cut down a stretch of tall field grass along the side of her house. This was not part of our original deal and the tall grass was full of rocks, one of which I tripped over. Or maybe I could blame the surgeon or the work schedule or my shoes or the stars?
Truth be told, I owned it. It was my foot, my doing, my life. It was my choice to play the victim or champion. I stood a mystical fork in the road called life and I had to decide which way to go. I chose ownership. I opted to take charge and be responsible for moving forward in a positive way, not wallowing in grief over something I could not undo.
This road made all the difference.
Three years later I was playing football for the University of Notre Dame, tapping a sign on Saturdays that read, "Play like a champion today."
Today's excerpt is about the power of gratitude. My husband and I just worked through a pretty epic battle. We each saw the situation from a different perspective and each thought our perspective was the ONLY way to see it. One thing was for sure, yelling back and forth about whose perspective was RIGHT got us nowhere fast. In the end, what it came down to was simple. We both felt under-appreciated. Expressing gratitude is one of the most important things we can do in any relationship, but it's also one of the things we most frequently forget.
The constant pull between what we want our relationships to be and what they are can be the source of frustration and resentment. In Love is a Verb 10 Ways to Make All Your Relationships Great , Glenn Van Ekeren shows us how to move our relationships from frustrating to forgiving, critical to complimentary and disappointed to delighted—even with the most difficult personalities. Love is a Verb is about the simple, yet often forgotten, accumulations of little actions that contribute to building our relationships into what we want them to become.
I know you will appreciate today's excerpt (below) from Love is a Verb .....ENJOY and SHARE!
Gratitude
An excerpt from: Love is a Verb
by Glenn Van Ekeren
"In spite of our supersonic generation, high-tech wizardry, and computer gadgetry, there is no technical tool equal to praise." — Jerry D. Twentier
Upon accepting an award, Jack Benny once remarked, "I really don't deserve this. But I have arthritis, and I don't deserve that either."
Wouldn't it be great if appreciation would become as natural to give as undesirable life experiences were to contract? How many times do small, seemingly insignificant actions go unnoticed? The doers of such tasks feel they would be better off getting attention in unacceptable ways.
Consider the employee who came in late one morning only to be greeted by his supervisor who says, "Sam, you're late!"
Sam goes about his duties thinking, "So that's what I need to do to get noticed. Day in and day out I do my job without anyone paying any attention. Come in late and finally, they know I'm working here."
People want to believe their efforts deserve praise, and they are willing to go to great lengths to receive it. Yet, expressing appreciation is one of the most neglected acts in relationships. When you observe people doing good things, let them know you recognize it. How? Glad you asked. Here are some simple phrases that will help you praise people and encourage them to repeat their positive behavior:
I appreciate the way you…
I'm impressed with…
You're terrific, because…
Thanks for going all out when you…
One of the things I enjoy most about you is…
I admire your…
Great job with…
I really enjoy working with you because…
Our team couldn't be successful without your…
Thank you for your…
You made my day when…
You can be proud of your…
You did an outstanding job of…
It's evident you have the ability to…
I like your…
You deserve a pat on the back for…
You should be proud of yourself for…
I admire the way you take the time to…
You're really good at…
You've got my support with…
What a great idea!
It's evident you have a special knack of…
You were a great help when…
You have a special gift for…
I enjoy being with you because you…
You're doing a top-notch job of…
It's fun watching you…
I know you can do it!
I believe in you…
Your commitment to _____ is appreciated!
The power of positive praise is limited only by its lack of use. How many people do you know who could benefit from a sincere "congratulations" or "great job" or possibly even "you're the best?" Silent appreciation doesn't mean much. Let others know your positive regards toward them. They'll live up to your compliment.
Samuel Goldwyn said, "When someone does something good, applaud! You will make two people happy." Take time to look through that list of phrases you can use to applaud people. Use them frequently. Find additional ways to praise and increase people's good feelings about themselves. You'll be happy you did.
What's It Take To "Walk The Talk"?
Dear Friends,
Here are some important reminders for EVERY one of your employees, associates and individual contributors about "walking the talk".
Earn the right to expect others to "walk the talk" by doing it yourself. Don't expect to get what you're not willing to give.
Act like you've got a stake in the organization, its values, and its success....because you do! Protect your stake by being an active participant rather than a passive observer.
Give recognition to others for "walking the talk". A positive acknowledgement is the best way to encourage continued values-driven behavior.
Don't look for some expected gain or tangible payoff for "walking the talk". Do it because it's the right thing to do. Probably the most important benefit of being more values-driven is that you'll be a better person who contributes to building a better organization - for yourself and others.
Lead Well … Lead Right,
Three Ways to Build Leadership Trust
Three words that end in the letters "RITY" form the basis for leadership trust:
ChaRITY
People will trust you when they "feel" your selfless, giving ways. With charity, they trust your "heart."
ClaRITY
People trust leaders who provide a clear vision, relevant instruction and good information. With clarity, they trust your "head."
IntegRITY
People trust leaders who walk their talk, live their beliefs and keep their promises. WIth integrity, they trust your "character" and your "word."
Which "RITY" do you need to work on?
Lead Well … Lead Right,
Create an Empowering Work Environment
Empowering work environments are distinct. They clearly are "different" from their less empowering counterparts...and so are the relationships between the leaders and team members who work within them. These two groups interact differently...more productively. They share more information. They work closer together on common goals and objectives. They partner better on challenges. They exhibit a higher degree of mutual respect. And they enjoy what they do.
When leaders create this type of environment, team members feel more confident in their own judgment, abilities and potential. They feel more trusted to help solve problems, take risks, and make better decisions. They take more personal ownership and have more pride in both what what they do and how they do it.
Leaders who want to drive and sustain high levels of engagement ultimately need their employees' heads (ideas), hearts (commitment) , and hands (physical work). Creating an empowering work environment can help accomplish this.
Here are a few ideas to help you do that:
Give some autonomy in how people get their jobs done. The more control and influence employees have in accomplishing their specific job responsibilities, the more trust and confidence they feel their leader has in them.
Keep employees informed about changes in your industry and what competitors are doing. It's important that employees have confidence in the organization's products, services and competitive strategy. Confidence breeds hope and hope energizes engagement.
Develop and use their talents. Spend time discussing and gaining agreement on what specific skills and abilities each employee has and needs to further develop. Then, allocate the appropriate time and financial resources for this development to take place.
Lead Well … Lead Right,
Power of Inspiration Newsletter :)
If you have not tried Green Beans and Ice Cream yet ... you need to!
At first glance, they don’t sound like they go together. But Bill Sims Jr.’s book, Green Beans and Ice Cream: The Remarkable Power of Positive Reinforcement, will make it your favorite recipe. This bestselling book is based on Bill’s thousands of success behavior change projects over the last 30 years. Through dozens of stories, Bill relates the key principles of performance improvement in any organization.
Green Beans & Ice Cream analyzes over 100 years of research in the field of human behavioral science, and compares it to “real world, in the trenches” true stories that Sims recounts. It points out clearly that the thing we need the most is the thing we often receive the least—positive reinforcement and feedback from those around us.
Whether in the family, the school, or the workplace, it is a “must read” for anyone who wants to improve the performance of their team. I hope you enjoy the excerpt below "The Hawthorn Effect." Please feel free to share it with others!
From the book: Green Beans & Ice Cream
Blinded by the light
It's 1927, and we're at the Hawthorne Works, a factory in Cicero, Illinois. A small group of women have been selected to participate in a unique study to see how lighting affects their productivity. The engineers doing the study are closely monitoring them. They want to see if dimming the lights will affect their productivity. The first week of the study, the researchers lower the lights by 10 percent, and they track the productivity of the team. Amazingly, production increases. The next week, they dim the lights again, and - voila - production increases, During the entire time, the workers receive feedback on the number of parts they are producing. This process goes on for a time, with the room getting ever darker and productivity going onward and upward, until it's so dark that the poor ladies can barely see.
The researchers decide to return to lights to full strength, expecting to erase their productivity gains, only to find that when the lights are returned to the original setting, productivity increases again.
The researchers reach an astounding conclusion:
Lighting has no effect on worker productivity.
What produced the effect? The fact that workers received feedback on their performance as well as autonomy in making work decisions (in later experiments the workers could vote on the length of the work day, the frequency and duration of breaks, and so on). All of this somehow produced what today is known as the "Hawthorne Effect."
FEEDBACK + AUTONOMY = HAWTHORNE EFFECT
Get More Done Every Workday
Dear Colleague,
Time is a precious commodity as reflected in the adage...Work Smarter Not Harder. Here are a few "Time Management" tips for us all to consider:
Begin with your "A" priorities and work your way to the "nice to do" items. If you accomplish nothing, other than your number one priority, you'll be ahead. One of the worst uses of time is to do your "C" priorities first and never get around to your "A" priorities.
Stand up when you're on the phone. A USC study found that your brain 's information processing speed increased 5% to 20% when your standing. Think you may look a little silly standing around in your office? You'd be in good company. Thomas Jefferson, Ernest Hemingway and Winston Churchill all stood while working.
Your meeting is over. But wait! Do you really think everyone knows what they are supposed to do next? Don't assume anything! Before leaving the meeting, recap so everyone knows who's responsible for any next steps, when action should take place, and how results will be communicated.
Exercise e-mail discipline. Checking e-mails can become a habit that distracts you from productive work. So, limit checking to two or three times a day. Set a schedule, for example, at 9:00 a.m., 1:00 p.m. and 4:00 p.m.
If there's anything urgent, respond right away, but be more relaxed about the rest. A true emergency will usually arrive in person or by phone or text.
Ask your peers and direct reports, "What do I do that wastes your time and hinders your performance?" Be prepared for some honest and surprising answers. You may learn that some of your efforts are not really helping others be more productive.
Lead Well … Lead Right,
Eric Harvey and The Walk The Talk Team
The 10 Commandments of Leadership
Want some quick and comprehensive tips about what it takes to be an effective and respected leader? Try the following 10 Commandments of Leadership.
Make What Matters Really Matter
Hold yourself and others accountable for bringing your mission to life.
Practice What You Preach
Be a role model for honesty, integrity, and walking the talk.
Communicate With Care and Conviction
Share what you know, be considerate and confident, and listen respectfully.
Create the Involvement You Seek
Provide team members with meaningful opportunities to participate.
Do Right By Those Who Do Right
Acknowledge and thank team members who meet or exceed your expectations.
Provide What They Need To Succeed
Make sure team members have the tools, training, and support necessary to do their best work.
Confront Challenges With Courage
Face difficult situations directly. Make the tough calls. Do what you know needs to be done. Let Differences Become Your Direction Appreciate the uniqueness of all your teams members. Use it to move you beyond the status quo.
Strive To Serve Others
Use your knowledge and skills for the betterment of all customers.
Go Forth and Prosper
Build a lasting legacy. Accept thatyour ultimate purpose is to helpeveryone become successful.
Lead Well … Lead Right,
THE "i" IN TEAM
Missing Ingredients for Team Success
Surly we've all heard the coaches claim that "there is no
"i"
in team" ... a catchy way to encourage teamwork, to abandon selfish goals and to work together to achieve success.
That catch phrase was cute and perhaps situationally motivational, but the fact is, there IS an
"i"
in team.
Here are a dozen
"i's"
that provide the foundation for best in class teams.
inspiration
interdependence
intelligence
intuition
ingenuity
individuals
interaction
innovation
information
integrity
influence
investment
Focus on creating a team with these
"i"
characteristics and everyone wins ... you, your organization and each team member
"When in doubt...throw them out"
"When in doubt...throw them out" was a lesson my crotchety first boss used to say. Having now been in the "people business" for over 40 years, I understand his frustration with less than acceptable employees, but, I've learned the best fix for these back end problems are front end solutions.
Insuring you select and promote people with the right capabilities, commitment and chemistry takes a bit more focus and skill sets, but an investment that's worth its weight in gold.
Bad Hires and Bad Promotions Are Bad For Business.
Effective selection and promotion decisions encompass three logical and sequential steps.
Prepare-identify the job requirements of the position you're filling, create a profile of the ideal candidate, and then construct questions that will evaluate for the desired capabilities, commitment and chemistry.
Conduct-is comprised of the actual face to face candidate interview conducted by trained and "interview experienced" manager, HR and future co-workers.
Evaluate- pull ALL the information (interview results, reference and background checks, etc.) together in order to arrive at the best possible hiring or promotion decision.
Lead Well … Lead Right,
How to Boost Your Accountability and Performance
Effective and respected leaders explain the "business of your business" by answering four common questions today's workers commonly ask:
What are we trying to achieve?
How are we going to achieve it?
How can I contribute?
What's in it for me?
A closer look at these four questions show employees are really asking you to explain:
Goals - clearly defined outcomes or deliverables.
Plans - detailed, actionable steps required to achieve the goals.
Roles - broad yet clear performance expectations.
Rewards - benefits for the employee (psychologically, emotionally, intellectually and financially).
How clearly are you explaining these to your team?
Lead Well … Lead Right,
Get Everyone Working Together
It's a commonly used term in the language of business. It's essential for successfully competing in an ever-changing global marketplace. It's necessary in order to combat the tide of shrinking resources and meet the need of doing more with less. It's a strategy ... a tool ... a buzzword.
The "it" is TEAMWORK. And it also happens to be one of the most misunderstood concepts in business today.
Look around - the labels are everywhere. There are service teams, management teams, task forces, quality-assurance teams, self-directed work teams, product-development teams, launch teams, departmental teams, and even teamwork-enhancing teams. The list is seemingly endless.
So, with teams being that prevalent, how is it that "teamwork" is so misunderstood?
Why is it that so many teams fail to reach their true potential?
Primarily because of the all-too-common belief that forming a group - and giving them a title - equates to creating a team. But that's a misconception. As the old song title says, It Ain't Necessarily So!
The fact is that while all teams are groups, not all groups are teams. What separates the two is interdependence. A group becomes a true team only when its members support and enhance each other's performance and contributions ... when they collaborate to achieve results that are bigger and better than those that could be realized individually. Simply put, it's what people DO that make them a team...not the mere fact that they've been assembled.
Effective teams understand that teamwork is a behavioral issue. Team members recognize that their success in inextricably linked with one another, and they act accordingly. And so must you!
But there are effective teams and then there are "BEST IN CLASS" teams.
What separates them?
The answer is COMMITMENT.
Commitment to Each Other
Commitment to The Mission
Commitment to The Customer
Commitment to Resolving Conflicts
Commitment to The Details
How To Avoid Workplace Drama
Dear Colleague,
One of the very best ways to deal with "Toxic Ted" and "Debbie Downer" is to avoid hiring or selecting them in the first place.
And to do that, consider the following:
Do your detective work.
Many poor performers are hired because we fail to do the basics, such as checking references, background, experience, education, and skill sets.
Watch for actions that don't meet the "smell" test.
Ask questions about why someone wants to change teams or companies. Talk to others to get the full story. For example, some managers transfer their problem employees to other departments.
Use the interview process to spot potential complainers or negative employees. Your goal is to encourage applicants to talk and really listen to their responses. Ask questions that provide insight into a person's character and working relationships such as:
How do you handle a coworker who will not do his/her fair share?
Describe the best leader you have ever had. How has that leader affected your leadership behavior?
Tell me about a time when you failed and it wasn't your fault?
And as one wise mentor told me regarding teamwork selection...when in doubt, throw them out!
Lead Well, Lead Right
Eric Harvey and The Walk The Talk Team
While no one can deny the power of positive thinking, far too many people neglect to ACT on their own behalf in order to bring their dreams to life. In her book, The Power of Positive Doing, BJ Gallagher relates a simple but revolutionary concept that we could all benefit from remembering—you can change your thoughts and attitudes by taking positive ACTION, no matter what you’re thinking or feeling!
The Power of Positive Doing: Getting Good at Getting Results is a powerhouse of stories, quotes and, of course, BJ’s original poetry. It is divided into six sections, each based on an important action principle. As BJ says: "My goal is to help you see that you are not the prisoners of your thoughts - you can take powerful, positive actions even when you don't feel like it. Read on. You'll see what I mean."
Today's excerpt, The Happiness Habit, is from The Power of Positive Doing (below). I hope you enjoy it! As always, please share it with others that could benefit from it.
Live Inspired,
The Happiness Habit
From- The Power of Positive Doing
by BJ Gallagher
“Most people are about as happy as they make up their minds to be,” Abraham Lincoln once wrote. I’ve long thought so, too. Happiness seems to be a habit as much as anything—a habit of attitude, a habit of responding to life, a habit of action.
I recall seeing a sign in a manager’s office a number of years ago. It read:
“Happiness is available. Help yourself.”
I loved the double meaning—“help yourself” as if a big bowl of happiness was sitting on his desk, like a bowl of jelly beans, and all you had to do was dip your hand in and help yourself—and “help yourself” as in “take action on your own behalf.” It reminded me of one of my all-time favorite books, Happiness is a Choice, by Barry Neil Kaufman. Barry and his wife had a baby boy, their third child, who was diagnosed as autistic. At first, the couple was devastated—they thought their lives were ruined and their child doomed to a hopeless future. But once they worked through their initial reaction to the diagnosis, they made a huge choice: They decided to be happy. They said, “We can let this situation drag us into depression and self-pity, OR we can decide to love our child, make a nurturing family for him, and have a good life together. They chose the latter.
They rejected the advice of doctors who told them to put the child in an institution and move on with their lives. Instead, they completely redesigned their home and their lives to meet the needs of their autistic toddler. He couldn’t meet them in their world, so they met him in his. They sat on the floor and played with him, mimicking his shrieks, whoops and wild gestures. Bit by bit, they were able to build rapport with their son, teach him new behaviors, and coax him further and further into normalcy.
The boy grew and thrived under his parents’ unconditional love, patience, and teaching—it was a long, challenging process, but he graduated from high school, then college, with honors. And throughout those challenging years, Barry Neil Kaufman and his wife chose to be happy. They made it a habit.
How do you make happiness a habit? Simply choose it. Again and again. Habits are formed by repeating the same thing over and over again until it becomes the normal way you behave. Scientists tell us that if you repeat something consistently for 21 days, it will become a habit.
So if you want to really feel the Power of Positive Doing, start by making happiness your new habit.
Stop @#$% (Bad) Emails
Emails are the ultimate good news/bad news communication resource. When done correctly, they are fast and valuable communication tools. When done poorly, they can be "breaders" of miscommunication and often a waste of time.
Here are some proven techniques to effectively craft emails and make it easier for recipients to respond quickly and completely.
Be Brief - Limit emails to one screen and a single subject whenever possible. Here's a tip...try emailing like you text.
Be Clear - Brief is good...but be sure to also make it clear, concise and action-oriented.
Minimize Questions - Limit the number of questions you ask or action items you assign to four or fewer. The more questions in the email, the less likely you are to get a response. Likewise, the more action items you assign, the less likely you are to get results.
Provide a Complete Response - When responding to an email, read it carefully and be sure you address all of the sender's items or questions. It is more informative, and reduces time-wasting back-and-forth emails to say, "I don't know about..." than to simply ignore an item or question.
Proofread and Edit - Always proofread emails before sending...you can't always rely on spell check. Clear up any potential ambiguities. Check for and remove excess commentary that doesn't contribute to your desired result.
Lead Well … Lead Right,
Mediocrity isn't being marginal; it's being stagnant.
Today's Leadership Solution is from: Inspired To Succeed
Here's a great leadership lesson for all of us:
Leadership does not suffer mediocrity well. It has no place for those who desire only to tread water and bob in their current circumstances. Leadership is about moving boldly in the direction of one's dreams and goals — even when those distant shores are not in view or the waters are filled with dangerous creatures. Leaders are never comfortable with the status quo; they are always in search of growth, change and continuous improvement. To a leader, stagnation is death-by-omission.
But how aggressive are we in addressing mediocrity in our ranks? As leaders, have we grown too comfortable with our own skills and expectations?
Mark Twain stated, "Keep away from those who try to belittle your ambitions. Small people always do that, but the really great make you believe that you too can become great."
Lead Well, Lead Right
Eric Harvey
A Powerful Message About Customer Service
"Take a moment, right now, and do something that most people rarely (if ever) do: think about the purpose of your job.
Here's the question to ponder: Why did your organization create your position ... why does your job exist?
Let me give you a couple of clues. The answer ISN'T so you'll have someplace to go several days each week. And it's NOT to enable you (with a paycheck) to buy stuff and do your part to "fuel" our economy. To be sure, those are positive byproducts - but they're not why your job is needed ... not why it was created.
Fact is, your job - everyone's job - exists for one primary purpose: to either make or do things for other people. Those "other people" - which includes patrons of your business and coworkers in other departments - have a label: they're called CUSTOMERS. And such, they are the real source of your income...they are the real reason you have been employed by our organization. And if they ever stop needing our services...they will stop needing our organization. NOT GOOD!"
How To Make Great Presentations
Are you and your colleagues ever called upon or do you desire to make a group presentation?
Well, to make them truly successful, here are:
7 Important Things to Remember From the Get Go!
1st Psyche yourself up!...You have something to say that others need to hear or else you wouldn't have been asked to make the presentation.
2nd Remember this ... most people in the audience want you to do well ... they are on your side.
3rd Don't apologize to your audience for being nervous. In most instances, the audience won't even suspect you're anxious unless you tell them. Keep that nervous secret to yourself.
4th Talk to the people that will be attending your presentation. What are their expectations? Who has presented to this group in the past? What has made other people's presentations to this group successful? More importantly, what caused failure?
5th Be yourself. Your presentation is not about being perfect; it's about "connecting with others".
6th Visualize success. How are you going to feel when you walk away from the presentation? Focus on the successful results of your preparation and delivery and on meeting your objectives. Remind yourself during the presentation ... this presentation is terrific!
7th Completing your homework and being well prepared will provide you with a peaceful confidence as soon as you get the first few words out of your mouth. Thorough preparation equals greater confidence.
Now go ahead and make your presentation with confidence!
Lead well ... LEAD RIGHT,
The Walk The Talk Team
Ok, let's admit it. One of the least desirable things we have to do as managers is to deal with workplace "people problems"! And once they're happening, we need to divert attention away from our important and positive responsibilities.
Can we avoid confronting and solving "people problems" once they are occurring?
NO!
But, can we avoid them from occurring in the first place?
YES!
Here are 7 proven "people problem" avoidance management techniques.
Hire people who have the talent, desire and ability to do the job well.
Clearly communicate job responsibilities and performance expectations.
Make training and continual learning a top priority.
Regularly provide specific performance feedback. Make sure people know how they're doing.
Consistently recognize and reward positive performance.
Hold people accountable for negative behavior and performance.
Set the example. Be a positive role model for the team.
Fences in Your Mind
I’ve watched the movie Chicken Run at least a half-dozen times. Just beneath the surface of its simplistic look and story line lie a number of wonderful messages told by a bunch of Claymation chickens trying to break out of their chicken-wire world to escape their fate on the chopping block. Their freedom leader, a feisty little hen named Ginger, comments profoundly in one scene: “The fences are all in your mind.” She reminds her fellow chickens (and us), that bigger than the physical fences they’re surrounded by are the mental fences that hold them captive.
It’s been a good reminder for me on those occasions when I’ve been dealing with my own mental fences…those created by self-doubt, uncertainty, fear. Can you relate? Where have you fenced yourself in mentally in recent days or weeks? Perhaps your mental fence is procrastination, a deadening habit that keeps you stuck. Maybe yours, like mine, is related to self-doubt, and the on-going internal noise it produces that keeps you immobilized. Perhaps yours is the belief that you don’t deserve success, so you sabotage yourself to avoid having to find out how successful you could be. There are a million variations of the theme, but the result is still the same: we stay stuck like the chickens in the movie.
One of the key questions in the Best Year Yet ® program is, “How do I limit myself and how can I stop?” Those limitations are never external. They always live inside us. The antidote to being trapped by our mental fences is to create a compelling enough vision that, like Ginger and her flock of chicken friends, we’re willing to resort to amazing measures to break out. The formula:
Vision + Consistent Action = Freedom
I challenge you to take some bold, even outrageous steps to break free of your mental fences. If it’s procrastination, declare a “freedom day” and take action on everything you’ve been putting off: from cleaning your office, to making phone calls, to responding to emails you’ve avoided.
If it’s self-doubt, sit down and write out everything you value and why it’s important. Then challenge yourself to eliminate anything that doesn’t absolutely reflect your values, or add something that profoundly reflects who you are.
Freedom is just the other side of action.
Recognize that your mental fences can only keep you stuck as long as you’re looking at them. They can only contain you as long as you’re not taking actions consistent with your vision. Go ahead, take the action you’ve avoided and leap into a future filled with possibilities. And remember, the fences are all in your mind!
How to Build Character Muscles
Looking to help your colleagues and team members build or strengthen their "character muscles"? Then, help them avoid:
JUMPING to conclusions
PASSING the buck
GRABBING the credit
THROWING your weight around
STRETCHING the truth
BENDING the rules
BREAKING your promises
PULLING a fast one
STEPPING on others
DODGING your duty
RUNNING your mouth off
Lead well ... LEAD RIGHT,
The Walk The Talk Team
“To win — to break self-defeating attitudes and behaviors — we must understand that we have the power to choose and the power to change. We have the power to let go of old thinking and adopt the mindset of a champion,” write Mac Anderson and John J. Murphy in their book Habits Die Hard: 10 Steps to Building Successful Habits
As creatures of habit, many people struggle with breaking habits. I’m certainly one of these people. Containing practical advice which I was able to implement immediately, Habits Die Hard has allowed me to begin to replace my own destructive habits with successful ones.
If you have habits you’d like to change, this is one powerful book you won’t want to miss.
Introduction
We are all creatures of habit and if you make good habits, good habits will make you. This wisdom has been around since ancient times. Aristotle once said, "We are what we repeatedly do. Excellence, then, is not an act but a habit."
The subconscious mind — the habitual mind — is over one million times more powerful than the conscious mind. This means that we spend a substantial amount of our lifetime on "autopilot," playing out the mental programs that govern our behavior.
For example, while driving a car and carrying on a conversation with someone, the conscious mind is attending to what is being said in the moment while the subconscious mind is turning on the turn signal, hitting the brakes, attending to oncoming traffic, monitoring our blood sugar, regulating our breathing, planning our next move and on and on. The subconscious mind is so vast and so powerful that we do not even know what it is thinking or capable of. It truly runs our lives — whether we know it or not!
Habits begin and manifest deep in the mind and they can be friends or foes. Good habits can make our lives easier, helping us to do the more mundane things of life without thinking about them, like automatically depositing your paycheck.
But, as all of us know all too well, habits can also be destructive ... to our health, to our finances, to our relationships. It's why we struggle with losing weight, paying off our credit cards or quitting smoking ... to name a few "bad habits."
Whether they are a positive force in our lives or obstacles to the goals we want to achieve, habits become ingrained through repeated actions.
Here is a little test to display the power of our habits. Cross your arms as you normally would, and look down to see which one is on top. About half of you will have your right arm on top and the other half will have their left on top. When you crossed your arms for the very first time, you might have been still in your playpen, and you have been crossing your arms the same way ever since. Now, cross your arms again, but this time put the opposite arm on top. It feels extremely weird! If you were to challenge yourself to cross your arms the "wrong" way for the rest of your life, could you do it? Probably. Would it be difficult? You bet it would!
Here's the point: Habits — good, bad, or neutral — are difficult to break ... they Die Hard!
The real key to success is replacing destructive habits with successful habits.
To win — to break self-defeating attitudes and behaviors — we must understand that we have the power to choose and the power to change. We have the power to let go of old thinking and adopt the mindset of a champion.
How to Build TeamWork Skills
Teamwork is essential to provide high quality goods and services but ... how do you and each member of the team make that happen?
Here are a few tips and techniques for your consideration:
Look for opportunities to contribute to others' success. If you see a teammate who is struggling and falling behind, pitch in ... lend a hand. Share your talents and your time to help others learn, grow, and get through tough situations.
Be considerate of others. Remember that the workplace is a shared environment. Build a reputation for being a thoughtful, considerate teammate by doing things like: cleaning up after yourself, sharing (rather than monopolizing) equipment and resources, and respecting others' time by not interrupting them - and not expecting them to serve your every need "on the spot."
Keep your promises and agreements. If you tell a coworker you'll do something - whether important or seemingly insignificant - remember it ... and DO IT! Making sure that your teammates can always count on you is one of the best ways to show that you're committed to them and worthy of their trust.
Carry your share of the load. Being committed to each other means that everyone can be counted on to meet his or her responsibilities. Fail to do to your part and others have to pick up the slack. That's unfair to them. And it's an obstacle to the group's collective success.
Lead well by helping others lead well!
The Walk The Talk Team
Getting Good at Getting Along
A senior executive is fired after a run-in with the Board of Directors. An ineffective team leader is given a new team to manage – the team mutinies. An employee is reprimanded after losing her temper with a customer. Three different individuals, three unique situations, one common problem: Getting along with others.
According to noted author and sociologist BJ Gallagher, 80% of people who fail on the job fail due to lack of interpersonal skills – not lack of technical skills. That’s the specific problem Gallagher addresses in Getting Good at Getting Along – a helpful guidebook that’s jam-packed with proven techniques for maintaining productive working relationships. One of the many ideas from this work that grabbed my attention is taking TOTAL responsibility for the relationships we have with others (see excerpt below). A novel idea that, when you really think about it, makes a lot of sense. Give it a try – encourage your people to do the same. And remember …
Whether you and your people work in a large corporation, a small business, or a non-profit organization, your work involves dealing with people. Organizational life is all about bosses and employees, teammates, peers in other departments, customers, vendors, clients, and other stakeholders. Your ability to get along with them is the single most important factor in how well you get along in your career! If you want to be successful, you must get good at getting along.
Lead Well, Lead Right
Excerpt from Getting Good at Getting Along
Many people say that the best relationships are those that are 50-50. It’s a nice idea, but it often falls short in real life. People hold onto resentments – waiting for the other person to “see the light.” People insist that others take their share of responsibility when an issue comes up: “I’ve done my part; now it’s their turn.” The problem is, you might be waiting a very long time if you always insist that relationships (and their problems) be 50-50 propositions.
If you’re really serious about getting good at getting along with others, here’s an idea that can transform your life: Instead of expecting people to meet you 50-50, try making it 100-0. You take on the entire responsibility for making the relationship work, and don’t worry about whether the other person is doing their part!
Yes, it’s a somewhat radical idea. But if you’re up to really having amazing relationships at work – and in your personal life – this will do it. You’ll never again feel that you’re at the mercy of someone else. You’ll never feel like a victim of another’s actions or inactions.
Here’s how it works …
Assume that the other person is a given. “He is who he is.” “This is her personality – she isn’t going to change.” Just accept the person exactly as they are – and exactly as they aren’t. This is who you’ve got to work with.
Ask yourself, How can I change my words or actions when I deal with this person? You don’t have to change your whole personality – you’re just going to use different language and behaviors when dealing with this person.
Try out new behaviors and new ways of conversing with your “problem person.” See what works and do more of it. If something doesn’t work, stop doing it.
Learn from others. Watch others who have excellent interpersonal relationships and learn from them. If you want good relationships like those, mimic them.
When there’s a problem, take ownership of it. As long as someone else is the problem, you’re powerless. But if YOU own the problem, then YOU can own and control the solution.
P.S. Would you like to help your friends and colleagues be even more effective and respected leaders? If so, please forward them this Leadership Solution newsletter and encourage them to sign up. They will appreciate your assistance.
The Parable of the Child
A young schoolteacher had a dream that an angel appeared to him and said, “You will be given a child who will grow up to become a world leader. How will you prepare her so that she will realize her intelligence, grow in confidence, develop both her assertiveness and sensitivity, be open-minded, yet strong in character? In short, what kind of education will you provide that she can become one of the world’s truly GREAT leaders?”
The young teacher awoke in a cold sweat. It had never occurred to him before – any ONE of his present or future students could be any person described in his dream. Was he preparing them to rise to ANY POSITION to which they may aspire? He thought, How might my teaching change if I KNEW that one of my students were this person? He gradually began to formulate a plan in his mind.
This student would need experience as well as instruction. She would need to know how to solve problems of various kinds. She would need to grow in character as well as knowledge. She would need self-assurance as well as the ability to listen well and work with others. She would need to understand and appreciate the past, yet feel optimistic about the future. She would need to know the value of lifelong learning in order to keep a curious and active mind. She would need to grow in understanding of others and become a student of the spirit. She would need to set high standards for herself and learn self-discipline, yet she would also need love and encouragement, that she might be filled with love and goodness.
His teaching changed. Every young person who walked through his classroom became, for him, a future world leader. He saw each one, not as they were, but as they could be. He expected the best from his students, yet tempered it with compassion. He taught each one as if the future of the world depended on his instruction.
After many years, a woman he knew rose to a position of world prominence. He realized that she must surely have been the girl described in his dream. Only she was not one of his students, but rather his daughter. For all of the various teachers in her life, her father was the best.
I’ve heard it said that “Children are living messages we send to a time and place we will never see. But this isn’t simply a parable about an unnamed schoolteacher. It is a parable about you and me – whether or not we are parents or even teachers. And the story, OUR story, actually begins like this:
“You will be given a child who will grow up to become…” You finish the sentence. If not a world leader, then a superb father? An excellent teacher? A gifted healer? An innovative problem solver? An inspiring artist? A generous philanthropist?
Where and how you will encounter this child is a mystery. But believe that his or her future may depend upon influence only you can provide, and something remarkable will happen. For no child will ever be ordinary to you again. And you will never be the same.
It takes leadership courage!
Hiring the right people can be tough and tedious work. That's compounded by the fact that most leaders are not well-trained in the art of interviewing. Doing it right definitely requires skill, practice, patience, and courage. But, the average leader hires or promotes fewer than five people a year. How good can you be at a process you engage in so infrequently? In an 1823 letter to John Adams, Thomas Jefferson wrote:
"No duty the executive has to perform is so trying as to put the right person in the right place."
The same words hold true today. Perhaps the most common obstacle to getting the right person in the right job is limited time. As a leader, you probably have more work to do than time to do it in. And when you need to hire or promote someone, you undoubtedly need him or her RIGHT NOW! If there are no great candidates in the pool, your choices are: 1) leave a needed position unfilled, or 2) bring on someone who isn't qualified. It's a tough call. Many leaders succumb to the pressure of "I have to have a warm body now." They quickly discover that the long-term pain of having hired the wrong person overtakes the short-term relief of filling the position. Fact is, the lesser of two evils is still an evil! Don't compromise to fill a position...you will pay for it later.
With few exceptions, the more effort you put into hiring and promoting, the less effort you need to devote to managing the performance of the people you bring on. The trade-offs are obvious...the choices are yours. And you have to live with (and deal with) the results of those choices.
To do it right, takes leadership courage!
Lead Well, Lead Right,
How To Address Employee Performance Problems
Dear Colleague,
Ok ... we all hate dealing with negative employee performance, but sometimes we just need to "Face The Music" and confront them.
To have the best chance of solving the problem(s), you need to be fully prepared going into the conversation with your employee. Here's a checklist that you will find helpful:
Performance Problem Discussion
Preparation Checklist
Identify the DESIRED and ACTUAL performance in specific, behavioral terms. Write them down.
Determine the negative IMPACT of the problem - the ways others are affected - in specific terms. Write them down.
Identify the realistic CONSEQUENCES the employee will face if the problem is not resolved. Write them down.
Check "best practices." Have similar problems occurred elsewhere in the organization? If so, how were they handled?
Determine what type of discussion is appropriate: Coaching? Counseling? Formal Discipline?
Seek counsel and obtain necessary approvals if formal discipline is involved.
Lead Well … Lead Right,
We’ve all heard the old adage — there’s no “i” in team.
These “i”s many have come to believe is the very stitching that holds together high-performing teams. It’s what makes them unique and gives them a competitive edge, generating synergy that is the very power of teamwork. These essential i’s—often hidden from view—are exactly what many low-performing teams are painfully missing.
If you look back over this man's campaign trail all through the "I" facator was very promiment so much so that everyone even went on to say he is a "one man army" and a "dictator" etc. The reverence he paid by prostrating on the footsteps during his entry into the "temple of democracy - the central hall of the parliament" is anything to go by, to me it shows his sincerity of purpose. He and all the memeber of his party, have absorbed their "triumph" with utmost humilty, which unfortunately the oldest party of the country is still not accepting "arrogance personfied, sarcasm filled die hards."
Talking of teamwork, in today's context The i in Team, challenges perceptions which provides useful ideas on effective team leadership that one can think of implementing!
What he has done so far is "
Tap the unique potential, inputs and talents of the individuals on his team;
Create more intrigue, involvement and interaction among team members;
Inspire true, high performance teamwork and synergy from one and all;
Cultivate an interdependent, we-opic and shared vision, all inclusive;
Exercise intuition to develop an environment of imagination, ingenuity and innovation;
Build team intelligence;
Foster team integrity;
Increase return on investment.
“The i’s in this context are like seeds. They must be planted and nurtured to take root and grow. They may not be visible at first, but make no mistake. The seeds matter. There is an i in team. He is urging us to make the investment. He is trying to give his team the lift it deserves. Experience the reward that follows.”
I liked this - The Power of Positive Influences : “You are the same today that you are going to be in five years from now except for two things – the people with whom you associate and the books you read.” (Charles Jones)
I heard someone tell that Mr. Modi is the same person he was fifteen years ago, and nothing has changed except that he has raised his level of thinking to a much higher plane.
INSPIRATION THAT REALLY WORKS !
The Power of Positive Influences : “You are the same today that you are going to be in five years from now except for two things – the people with whom you associate and the books you read.” (Charles Jones)
Surround yourself with positive influences. When you are surrounded by negative thinkers, image or materials, it is easy to get begged down in hopelessness. Read inspiring books and magazines. Listen to motivational recordings and speakers. Attend positive-thinking seminars and programs. Make it a point to read or watch or listen to something positive and inspiring at least once every day. Associate with positive people. Look for friends who feel good about themselves, people who have the attitude of gratitude. People who need to tear down others are not happy with them and are not good for you or your attitude.
“Life is either a great adventure or nothing.” (Helen Kreller)
Life should be an adventure, to be savored from beginning to end. It is a game of constantly changing odds, constantly opening opportunities. To win it, you have to play it. Sitting on the sidelines won’t do. Even after you’ve achieved all you ever hoped to achieve, it’s no time to stop living.
212° Service : In business when we talk about creating a service culture, most people will focus on ‘customer service’ but 212 degree service defines the service culture a little differently. In addition to serving the customers, it is also about serving each other. In fact, you’ll learn it’s impossible to have one without the other.
Mac Anderson once said, “Life is like a game of tennis. The player who serves well seldom losses.” The same can be said for any business on the planet. Creating a service culture is not easy. But challenge to you is to put these ten rules to the test. And if you do, you’ll discover a workplace filled with passion, respect, kindness and fun. Here’s to your quest for 212 Degree Service and here are the ten rules that can take you there !
1. It starts at the Top.
2. Your Customers Must Come Second.
3. Engage the Hearts and Minds of Your Employees.
4. Make Your Culture Your Brand.
5. Understand the “How of Wow”,
6. You Only Get One Chance to Make a First Impression.
7. Identify Your Moments of Truth.
8, Don’t Assume…..Ask.
9. Celebrate Success.
10. Reinforce, Reinforce, Reinforce
Regards
Coaching
While coaching and mentoring are growing in popularity, many people are not prepared to take on these roles. Many leaders may be skillful in their field, but they are not necessarily confident in their abilities to coach and mentor others.
Coaching and mentoring includes both teaching and motivating. Teaching is about skills and lessons to learn; motivating is about enthusiasm, attitude and commitment. Here are some timely tips for coaches and mentors:
Make yourself available on a regular and consistent basis. You can have all the talent and skill in the world, but if you don’t make time to teach others, those abilities will die with you.
Show respect for and confidence in your mentee. It’s critical that mentees know that their mentors believe in them – this helps them believe in themselves. “I know you can do it” is a great coaching mantra.
Ask questions to identify strengths and goals. Get to know the person you are mentoring; assess his or her strengths and weaknesses. Teach mentees how to play to their natural strengths and compensate for their weaknesses.
Track progress and provide helpful feedback. Make sure your feedback is balanced, including both positive aspects of performance as well as things that aren’t going so well.
Reassess and adjust your coaching strategy as necessary. Just like a good athletic coach, you will need to be flexible and change the game plan as you and your mentee work together. As your mentee grows and learns, you can up the level of challenge you provide.
Lead well ... LEAD RIGHT
FOLLOW THE LEADER
Looking to develop your new aspiring supervisors, team leaders and managers?
Here are 10
"Follow The Leader" ways to be the kind of leader that others
... including forever peers ... will want to follow.
TREAT EVERYONE WITH DIGNITY, RESPECT AND COURTESY.
Value the inherent worth of each person you have contact with.
LEAD BY EXAMPLE.
Model the work performance, attendance and conduct that you expect from others.
BE FIRM, FAIR, AND CONSISTENT.
Hold everyone, including yourself, equally accountable for following ALL rules and regulations, exhibiting appropriate behavior, meeting ALL job responsibilities, and achieving desired results.
"OWN UP" TO YOUR SHORTCOMINGS.
Avoid cover ups. If you make a mistake, admit it ... and then fix it!
FOCUS ON THEIR STRENGTHS.
Provide all people on your team with the information, direction, resources, feedback, and support they need to be successful.
GET THEM INVOLVED.
Whenever practical and appropriate, involve direct reports in decision making, plan development, and problem solving.
LISTEN.
Hone your listening skills. Focus on understanding the messages people send you.
SHOW YOUR APPRECIATION.
Acknowledge and thank employees for their efforts and contributions. Let people know that good work is important, and that good workers are valued and appreciated. Celebrate achievement.
RESPECT THEIR TIME.
Remember that your team members have important (often difficult) jobs to do and priorities to manage.
DO WHAT NEEDS TO BE DONE.
When you see or hear of something that requires attention, jump in and deal with it. Don't procrastinate or latch on to excuses for dealing with issues.
100 Reasons Why A Daughter... A Son Needs a Dad...
My bond with my father has evolved over the years and continues to be one of the most important relationships in my life. After watching my husband with our daughters, I have come to believe that the role of Dad is the greatest challenge and the higher reward a man can have. New York Times bestselling author Greg Lang captures the powerful lifelong bond between children and their Fathers in his beautiful books, 100 Reasons Why a A Daughter Needs a Dad... and 100 Reasons Why a A Son Needs a Dad...Both of these books celebrate the depth, beauty, and honesty in one of the most important relationships: Father and child.
I have two daughters and last week I found my 7 year old reading100 Reasons Why a A Daughter Needs a Dad... to my husband. They were snuggled on the couch and I could see my husband wiping happy-tears from his eyes as my daughter slowly read the words aloud. I hid behind the door so I could continue to watch this wonderful interaction. Certain sections would spark further discussion between them about when, why, or how it applied to THEIR relationship.
These books are a PERFECT way to let any fathers in your life know how much they are needed and appreciated this Father's Day. They would also be wonderful for anyone who works with families. I have listed a few of the "reasons" below. I hope you enjoy them.
Please share!
A Son Needs a Dad...
... to encourage him when he is in doubt of himself.
... who allows him to question.
... to show him how to love others even when it is hard.
... to wrestle with him in the grass.
... to teach him not to let pride get in the way of listening.
... to pull him back when he is headed in the wrong direction.
... to help him understand it isn't necessary to be like everyone else.
... to share with him the wisdom he has not yet acquired.
... to be a role model for the father he will become.
A Daughter Needs a Dad...
... to be the safe spot she can always return to.
... to teach her that men and women can be good friends.
... to give her gentle pushes that help her grow.
... who does not mind when she steps on his toes while dancing.
... to show her how it feels to be loved unselfishly.
... to teach her that her value as a person is more than the way she looks.
... to teach her how to recognize a gentleman.
... to teach her to experiment for the sake of challenging her own assumptions.
... to show her how to fix things for herself.
Finish Strong
FINISH STRONG" - two words that clearly define a call to action. The words "finish strong" are pervasively used in our culture, and they are a perfect example of how the whole is greater than the sum of the parts.
When you combine "Finish" with "Strong" you create a powerful platform for action.
It's not uncommon for these two words to flow from the mouths of athletes as they describe their goal in pre and post event interviews. The media uses these words to describe the performance of everything from the stock market to stock car racing. And lastly, for as long as man has documented history, the spirit of these words has existed.
"Regardless of what came before or what is yet to come, what matters most right now is how I choose to respond to the challenge before me. Will I lie down or will I fight? The choice is mine and I choose to FINISH STRONG" ~ Dan Green
Lead Well … Lead Right,
STEP Up or STEP Aside
How often do you hear people use time as an excuse to not get something done? Turns out, it is one of the most common excuses that limits our success. I have two young children and two jobs, so I know this excuse all too well. BUT, one thing I have learned is that if I don't take time for what really matters, I cannot possibly expect an improvement in results. As Albert Einstein once noted, insanity is doing the same thing over and over again and expecting different results. The real key then is not the amount of time we have. It is how we prioritize our activities and use the time we have.The reality is we have to Step Up if we want to achieve success.
No matter what you are involved with, John J. Murphy's book, Stepping Up...10 Takeaways for Advancing Your Career will give you real things you can do RIGHT NOW to help accelerate your success. As Murphy says, ”This book is not about self-imposed resistance to change. It is about flow. It is about energy. It is about movement and motivation, insight and inspiration. It is about ”taking away” lessons learned from the best of the best, people who in many cases overcame tremendous odds to reach levels of performance and prosperity that many only dream of. Take these tips and use them to elevate your life.”
Please enjoy the excerpt below from the chapter Take Ownership … I hope it gets you psyched to STEP IT UP!
#1 Take Ownership
"Two roads diverged in a wood and I - I took the one less traveled by, and that has made all the difference." ~Robert Frost
Peak performance requires mental, physical and emotional ownership. Mind, body and soul must be focused, aligned and passionate about stepping up and delivering results. There is no room in this equation for procrastination, doubt, excuses, blame, denial or resistance. Many of my clients struggle with taking ownership. Organizationally, culturally and individually, there is often a tendency to shift responsibility, deny accountability, rationalize waste and point the finger. I see all the time. It exists in business, government, education and health care.
What is holding them back? Is it fear, insecurity, doubt or disbelief? Is it ignorance, pride or ego?
When I was in high school, I experienced and devastating accident. I was working on a lawn crew and I cut my foot severely with a lawn mower. Six days in the hospital and 10 hours of surgery later, I was told by an award winning internationally renowned surgeon that I would never play football again - a passion of mine at the time- and that I would be lucky to walk again without limping. I wept with grief and remorse. At age 17, what was I to do now?
The year was 1977 and in those days lawnmowers did not have many of the safety features they have today. Perhaps I could argue that it was the lawnmower manufacturer's fault? In a very litigious society, there certainly many might agree. Maybe it was the homeowner's fault? After all, she asked me to cut down a stretch of tall field grass along the side of her house. This was not part of our original deal and the tall grass was full of rocks, one of which I tripped over. Or maybe I could blame the surgeon or the work schedule or my shoes or the stars?
Truth be told, I owned it. It was my foot, my doing, my life. It was my choice to play the victim or champion. I stood a mystical fork in the road called life and I had to decide which way to go. I chose ownership. I opted to take charge and be responsible for moving forward in a positive way, not wallowing in grief over something I could not undo.
This road made all the difference.
Three years later I was playing football for the University of Notre Dame, tapping a sign on Saturdays that read, "Play like a champion today."
Today's excerpt is about the power of gratitude. My husband and I just worked through a pretty epic battle. We each saw the situation from a different perspective and each thought our perspective was the ONLY way to see it. One thing was for sure, yelling back and forth about whose perspective was RIGHT got us nowhere fast. In the end, what it came down to was simple. We both felt under-appreciated. Expressing gratitude is one of the most important things we can do in any relationship, but it's also one of the things we most frequently forget.
The constant pull between what we want our relationships to be and what they are can be the source of frustration and resentment. In Love is a Verb 10 Ways to Make All Your Relationships Great , Glenn Van Ekeren shows us how to move our relationships from frustrating to forgiving, critical to complimentary and disappointed to delighted—even with the most difficult personalities. Love is a Verb is about the simple, yet often forgotten, accumulations of little actions that contribute to building our relationships into what we want them to become.
I know you will appreciate today's excerpt (below) from Love is a Verb .....ENJOY and SHARE!
Gratitude
An excerpt from: Love is a Verb
by Glenn Van Ekeren
"In spite of our supersonic generation, high-tech wizardry, and computer gadgetry, there is no technical tool equal to praise." — Jerry D. Twentier
Upon accepting an award, Jack Benny once remarked, "I really don't deserve this. But I have arthritis, and I don't deserve that either."
Wouldn't it be great if appreciation would become as natural to give as undesirable life experiences were to contract? How many times do small, seemingly insignificant actions go unnoticed? The doers of such tasks feel they would be better off getting attention in unacceptable ways.
Consider the employee who came in late one morning only to be greeted by his supervisor who says, "Sam, you're late!"
Sam goes about his duties thinking, "So that's what I need to do to get noticed. Day in and day out I do my job without anyone paying any attention. Come in late and finally, they know I'm working here."
People want to believe their efforts deserve praise, and they are willing to go to great lengths to receive it. Yet, expressing appreciation is one of the most neglected acts in relationships. When you observe people doing good things, let them know you recognize it. How? Glad you asked. Here are some simple phrases that will help you praise people and encourage them to repeat their positive behavior:
I appreciate the way you…
I'm impressed with…
You're terrific, because…
Thanks for going all out when you…
One of the things I enjoy most about you is…
I admire your…
Great job with…
I really enjoy working with you because…
Our team couldn't be successful without your…
Thank you for your…
You made my day when…
You can be proud of your…
You did an outstanding job of…
It's evident you have the ability to…
I like your…
You deserve a pat on the back for…
You should be proud of yourself for…
I admire the way you take the time to…
You're really good at…
You've got my support with…
What a great idea!
It's evident you have a special knack of…
You were a great help when…
You have a special gift for…
I enjoy being with you because you…
You're doing a top-notch job of…
It's fun watching you…
I know you can do it!
I believe in you…
Your commitment to _____ is appreciated!
The power of positive praise is limited only by its lack of use. How many people do you know who could benefit from a sincere "congratulations" or "great job" or possibly even "you're the best?" Silent appreciation doesn't mean much. Let others know your positive regards toward them. They'll live up to your compliment.
Samuel Goldwyn said, "When someone does something good, applaud! You will make two people happy." Take time to look through that list of phrases you can use to applaud people. Use them frequently. Find additional ways to praise and increase people's good feelings about themselves. You'll be happy you did.
What's It Take To "Walk The Talk"?
Dear Friends,
Here are some important reminders for EVERY one of your employees, associates and individual contributors about "walking the talk".
Earn the right to expect others to "walk the talk" by doing it yourself. Don't expect to get what you're not willing to give.
Act like you've got a stake in the organization, its values, and its success....because you do! Protect your stake by being an active participant rather than a passive observer.
Give recognition to others for "walking the talk". A positive acknowledgement is the best way to encourage continued values-driven behavior.
Don't look for some expected gain or tangible payoff for "walking the talk". Do it because it's the right thing to do. Probably the most important benefit of being more values-driven is that you'll be a better person who contributes to building a better organization - for yourself and others.
Lead Well … Lead Right,
Three Ways to Build Leadership Trust
Three words that end in the letters "RITY" form the basis for leadership trust:
ChaRITY
People will trust you when they "feel" your selfless, giving ways. With charity, they trust your "heart."
ClaRITY
People trust leaders who provide a clear vision, relevant instruction and good information. With clarity, they trust your "head."
IntegRITY
People trust leaders who walk their talk, live their beliefs and keep their promises. WIth integrity, they trust your "character" and your "word."
Which "RITY" do you need to work on?
Lead Well … Lead Right,
Create an Empowering Work Environment
Empowering work environments are distinct. They clearly are "different" from their less empowering counterparts...and so are the relationships between the leaders and team members who work within them. These two groups interact differently...more productively. They share more information. They work closer together on common goals and objectives. They partner better on challenges. They exhibit a higher degree of mutual respect. And they enjoy what they do.
When leaders create this type of environment, team members feel more confident in their own judgment, abilities and potential. They feel more trusted to help solve problems, take risks, and make better decisions. They take more personal ownership and have more pride in both what what they do and how they do it.
Leaders who want to drive and sustain high levels of engagement ultimately need their employees' heads (ideas), hearts (commitment) , and hands (physical work). Creating an empowering work environment can help accomplish this.
Here are a few ideas to help you do that:
Give some autonomy in how people get their jobs done. The more control and influence employees have in accomplishing their specific job responsibilities, the more trust and confidence they feel their leader has in them.
Keep employees informed about changes in your industry and what competitors are doing. It's important that employees have confidence in the organization's products, services and competitive strategy. Confidence breeds hope and hope energizes engagement.
Develop and use their talents. Spend time discussing and gaining agreement on what specific skills and abilities each employee has and needs to further develop. Then, allocate the appropriate time and financial resources for this development to take place.
Lead Well … Lead Right,
Power of Inspiration Newsletter :)
If you have not tried Green Beans and Ice Cream yet ... you need to!
At first glance, they don’t sound like they go together. But Bill Sims Jr.’s book, Green Beans and Ice Cream: The Remarkable Power of Positive Reinforcement, will make it your favorite recipe. This bestselling book is based on Bill’s thousands of success behavior change projects over the last 30 years. Through dozens of stories, Bill relates the key principles of performance improvement in any organization.
Green Beans & Ice Cream analyzes over 100 years of research in the field of human behavioral science, and compares it to “real world, in the trenches” true stories that Sims recounts. It points out clearly that the thing we need the most is the thing we often receive the least—positive reinforcement and feedback from those around us.
Whether in the family, the school, or the workplace, it is a “must read” for anyone who wants to improve the performance of their team. I hope you enjoy the excerpt below "The Hawthorn Effect." Please feel free to share it with others!
From the book: Green Beans & Ice Cream
Blinded by the light
It's 1927, and we're at the Hawthorne Works, a factory in Cicero, Illinois. A small group of women have been selected to participate in a unique study to see how lighting affects their productivity. The engineers doing the study are closely monitoring them. They want to see if dimming the lights will affect their productivity. The first week of the study, the researchers lower the lights by 10 percent, and they track the productivity of the team. Amazingly, production increases. The next week, they dim the lights again, and - voila - production increases, During the entire time, the workers receive feedback on the number of parts they are producing. This process goes on for a time, with the room getting ever darker and productivity going onward and upward, until it's so dark that the poor ladies can barely see.
The researchers decide to return to lights to full strength, expecting to erase their productivity gains, only to find that when the lights are returned to the original setting, productivity increases again.
The researchers reach an astounding conclusion:
Lighting has no effect on worker productivity.
What produced the effect? The fact that workers received feedback on their performance as well as autonomy in making work decisions (in later experiments the workers could vote on the length of the work day, the frequency and duration of breaks, and so on). All of this somehow produced what today is known as the "Hawthorne Effect."
FEEDBACK + AUTONOMY = HAWTHORNE EFFECT
Get More Done Every Workday
Dear Colleague,
Time is a precious commodity as reflected in the adage...Work Smarter Not Harder. Here are a few "Time Management" tips for us all to consider:
Begin with your "A" priorities and work your way to the "nice to do" items. If you accomplish nothing, other than your number one priority, you'll be ahead. One of the worst uses of time is to do your "C" priorities first and never get around to your "A" priorities.
Stand up when you're on the phone. A USC study found that your brain 's information processing speed increased 5% to 20% when your standing. Think you may look a little silly standing around in your office? You'd be in good company. Thomas Jefferson, Ernest Hemingway and Winston Churchill all stood while working.
Your meeting is over. But wait! Do you really think everyone knows what they are supposed to do next? Don't assume anything! Before leaving the meeting, recap so everyone knows who's responsible for any next steps, when action should take place, and how results will be communicated.
Exercise e-mail discipline. Checking e-mails can become a habit that distracts you from productive work. So, limit checking to two or three times a day. Set a schedule, for example, at 9:00 a.m., 1:00 p.m. and 4:00 p.m.
If there's anything urgent, respond right away, but be more relaxed about the rest. A true emergency will usually arrive in person or by phone or text.
Ask your peers and direct reports, "What do I do that wastes your time and hinders your performance?" Be prepared for some honest and surprising answers. You may learn that some of your efforts are not really helping others be more productive.
Lead Well … Lead Right,
Eric Harvey and The Walk The Talk Team
The 10 Commandments of Leadership
Want some quick and comprehensive tips about what it takes to be an effective and respected leader? Try the following 10 Commandments of Leadership.
Make What Matters Really Matter
Hold yourself and others accountable for bringing your mission to life.
Practice What You Preach
Be a role model for honesty, integrity, and walking the talk.
Communicate With Care and Conviction
Share what you know, be considerate and confident, and listen respectfully.
Create the Involvement You Seek
Provide team members with meaningful opportunities to participate.
Do Right By Those Who Do Right
Acknowledge and thank team members who meet or exceed your expectations.
Provide What They Need To Succeed
Make sure team members have the tools, training, and support necessary to do their best work.
Confront Challenges With Courage
Face difficult situations directly. Make the tough calls. Do what you know needs to be done. Let Differences Become Your Direction Appreciate the uniqueness of all your teams members. Use it to move you beyond the status quo.
Strive To Serve Others
Use your knowledge and skills for the betterment of all customers.
Go Forth and Prosper
Build a lasting legacy. Accept thatyour ultimate purpose is to helpeveryone become successful.
Lead Well … Lead Right,
THE "i" IN TEAM
Missing Ingredients for Team Success
Surly we've all heard the coaches claim that "there is no
"i"
in team" ... a catchy way to encourage teamwork, to abandon selfish goals and to work together to achieve success.
That catch phrase was cute and perhaps situationally motivational, but the fact is, there IS an
"i"
in team.
Here are a dozen
"i's"
that provide the foundation for best in class teams.
inspiration
interdependence
intelligence
intuition
ingenuity
individuals
interaction
innovation
information
integrity
influence
investment
Focus on creating a team with these
"i"
characteristics and everyone wins ... you, your organization and each team member
"When in doubt...throw them out"
"When in doubt...throw them out" was a lesson my crotchety first boss used to say. Having now been in the "people business" for over 40 years, I understand his frustration with less than acceptable employees, but, I've learned the best fix for these back end problems are front end solutions.
Insuring you select and promote people with the right capabilities, commitment and chemistry takes a bit more focus and skill sets, but an investment that's worth its weight in gold.
Bad Hires and Bad Promotions Are Bad For Business.
Effective selection and promotion decisions encompass three logical and sequential steps.
Prepare-identify the job requirements of the position you're filling, create a profile of the ideal candidate, and then construct questions that will evaluate for the desired capabilities, commitment and chemistry.
Conduct-is comprised of the actual face to face candidate interview conducted by trained and "interview experienced" manager, HR and future co-workers.
Evaluate- pull ALL the information (interview results, reference and background checks, etc.) together in order to arrive at the best possible hiring or promotion decision.
Lead Well … Lead Right,
How to Boost Your Accountability and Performance
Effective and respected leaders explain the "business of your business" by answering four common questions today's workers commonly ask:
What are we trying to achieve?
How are we going to achieve it?
How can I contribute?
What's in it for me?
A closer look at these four questions show employees are really asking you to explain:
Goals - clearly defined outcomes or deliverables.
Plans - detailed, actionable steps required to achieve the goals.
Roles - broad yet clear performance expectations.
Rewards - benefits for the employee (psychologically, emotionally, intellectually and financially).
How clearly are you explaining these to your team?
Lead Well … Lead Right,
Get Everyone Working Together
It's a commonly used term in the language of business. It's essential for successfully competing in an ever-changing global marketplace. It's necessary in order to combat the tide of shrinking resources and meet the need of doing more with less. It's a strategy ... a tool ... a buzzword.
The "it" is TEAMWORK. And it also happens to be one of the most misunderstood concepts in business today.
Look around - the labels are everywhere. There are service teams, management teams, task forces, quality-assurance teams, self-directed work teams, product-development teams, launch teams, departmental teams, and even teamwork-enhancing teams. The list is seemingly endless.
So, with teams being that prevalent, how is it that "teamwork" is so misunderstood?
Why is it that so many teams fail to reach their true potential?
Primarily because of the all-too-common belief that forming a group - and giving them a title - equates to creating a team. But that's a misconception. As the old song title says, It Ain't Necessarily So!
The fact is that while all teams are groups, not all groups are teams. What separates the two is interdependence. A group becomes a true team only when its members support and enhance each other's performance and contributions ... when they collaborate to achieve results that are bigger and better than those that could be realized individually. Simply put, it's what people DO that make them a team...not the mere fact that they've been assembled.
Effective teams understand that teamwork is a behavioral issue. Team members recognize that their success in inextricably linked with one another, and they act accordingly. And so must you!
But there are effective teams and then there are "BEST IN CLASS" teams.
What separates them?
The answer is COMMITMENT.
Commitment to Each Other
Commitment to The Mission
Commitment to The Customer
Commitment to Resolving Conflicts
Commitment to The Details
How To Avoid Workplace Drama
Dear Colleague,
One of the very best ways to deal with "Toxic Ted" and "Debbie Downer" is to avoid hiring or selecting them in the first place.
And to do that, consider the following:
Do your detective work.
Many poor performers are hired because we fail to do the basics, such as checking references, background, experience, education, and skill sets.
Watch for actions that don't meet the "smell" test.
Ask questions about why someone wants to change teams or companies. Talk to others to get the full story. For example, some managers transfer their problem employees to other departments.
Use the interview process to spot potential complainers or negative employees. Your goal is to encourage applicants to talk and really listen to their responses. Ask questions that provide insight into a person's character and working relationships such as:
How do you handle a coworker who will not do his/her fair share?
Describe the best leader you have ever had. How has that leader affected your leadership behavior?
Tell me about a time when you failed and it wasn't your fault?
And as one wise mentor told me regarding teamwork selection...when in doubt, throw them out!
Lead Well, Lead Right
Eric Harvey and The Walk The Talk Team
While no one can deny the power of positive thinking, far too many people neglect to ACT on their own behalf in order to bring their dreams to life. In her book, The Power of Positive Doing, BJ Gallagher relates a simple but revolutionary concept that we could all benefit from remembering—you can change your thoughts and attitudes by taking positive ACTION, no matter what you’re thinking or feeling!
The Power of Positive Doing: Getting Good at Getting Results is a powerhouse of stories, quotes and, of course, BJ’s original poetry. It is divided into six sections, each based on an important action principle. As BJ says: "My goal is to help you see that you are not the prisoners of your thoughts - you can take powerful, positive actions even when you don't feel like it. Read on. You'll see what I mean."
Today's excerpt, The Happiness Habit, is from The Power of Positive Doing (below). I hope you enjoy it! As always, please share it with others that could benefit from it.
Live Inspired,
The Happiness Habit
From- The Power of Positive Doing
by BJ Gallagher
“Most people are about as happy as they make up their minds to be,” Abraham Lincoln once wrote. I’ve long thought so, too. Happiness seems to be a habit as much as anything—a habit of attitude, a habit of responding to life, a habit of action.
I recall seeing a sign in a manager’s office a number of years ago. It read:
“Happiness is available. Help yourself.”
I loved the double meaning—“help yourself” as if a big bowl of happiness was sitting on his desk, like a bowl of jelly beans, and all you had to do was dip your hand in and help yourself—and “help yourself” as in “take action on your own behalf.” It reminded me of one of my all-time favorite books, Happiness is a Choice, by Barry Neil Kaufman. Barry and his wife had a baby boy, their third child, who was diagnosed as autistic. At first, the couple was devastated—they thought their lives were ruined and their child doomed to a hopeless future. But once they worked through their initial reaction to the diagnosis, they made a huge choice: They decided to be happy. They said, “We can let this situation drag us into depression and self-pity, OR we can decide to love our child, make a nurturing family for him, and have a good life together. They chose the latter.
They rejected the advice of doctors who told them to put the child in an institution and move on with their lives. Instead, they completely redesigned their home and their lives to meet the needs of their autistic toddler. He couldn’t meet them in their world, so they met him in his. They sat on the floor and played with him, mimicking his shrieks, whoops and wild gestures. Bit by bit, they were able to build rapport with their son, teach him new behaviors, and coax him further and further into normalcy.
The boy grew and thrived under his parents’ unconditional love, patience, and teaching—it was a long, challenging process, but he graduated from high school, then college, with honors. And throughout those challenging years, Barry Neil Kaufman and his wife chose to be happy. They made it a habit.
How do you make happiness a habit? Simply choose it. Again and again. Habits are formed by repeating the same thing over and over again until it becomes the normal way you behave. Scientists tell us that if you repeat something consistently for 21 days, it will become a habit.
So if you want to really feel the Power of Positive Doing, start by making happiness your new habit.
Stop @#$% (Bad) Emails
Emails are the ultimate good news/bad news communication resource. When done correctly, they are fast and valuable communication tools. When done poorly, they can be "breaders" of miscommunication and often a waste of time.
Here are some proven techniques to effectively craft emails and make it easier for recipients to respond quickly and completely.
Be Brief - Limit emails to one screen and a single subject whenever possible. Here's a tip...try emailing like you text.
Be Clear - Brief is good...but be sure to also make it clear, concise and action-oriented.
Minimize Questions - Limit the number of questions you ask or action items you assign to four or fewer. The more questions in the email, the less likely you are to get a response. Likewise, the more action items you assign, the less likely you are to get results.
Provide a Complete Response - When responding to an email, read it carefully and be sure you address all of the sender's items or questions. It is more informative, and reduces time-wasting back-and-forth emails to say, "I don't know about..." than to simply ignore an item or question.
Proofread and Edit - Always proofread emails before sending...you can't always rely on spell check. Clear up any potential ambiguities. Check for and remove excess commentary that doesn't contribute to your desired result.
Lead Well … Lead Right,
Mediocrity isn't being marginal; it's being stagnant.
Today's Leadership Solution is from: Inspired To Succeed
Here's a great leadership lesson for all of us:
Leadership does not suffer mediocrity well. It has no place for those who desire only to tread water and bob in their current circumstances. Leadership is about moving boldly in the direction of one's dreams and goals — even when those distant shores are not in view or the waters are filled with dangerous creatures. Leaders are never comfortable with the status quo; they are always in search of growth, change and continuous improvement. To a leader, stagnation is death-by-omission.
But how aggressive are we in addressing mediocrity in our ranks? As leaders, have we grown too comfortable with our own skills and expectations?
Mark Twain stated, "Keep away from those who try to belittle your ambitions. Small people always do that, but the really great make you believe that you too can become great."
Lead Well, Lead Right
