I wanted to share an incredible experience with you. A not for profit organization called, "Friends Helping Friends" has been started by two 11 year olds and myself. It is an organization that raises awareness of childhood cancer and raises money for children that are experiencing cancer that live in our community. This is an incredible organization, but that is ordonez white home jersey not the incredible part that I wanted to share with you.
The leadership team that is leading the charge are the incredible ones! They have given so much of their time and talent to ensure that the children of "Friends Helping Friends" have the support that they need. They have attracted so much community attention that other businesses approached us and wanted us to help them with a benefit concert for FHF. The team decided that they would take the initiative to make it happen, and I had the pleasure of watching from afar as they stepped forward and lead other business owners. Led them to get involved with a community cause as well as teaching them about cause marketing. Due to their leadership and their willingness to step forward for a cause, many different events are being held for the FHF project: A bike ride with over 150 people, golf tournaments and other fundraisers. Through their leadership they are creating a movement
The ordonez white home jersey old adage, You're only as strong as the people around you is true. Yet so many of us in management tend to forget it, and in doing so we weaken our own management and leadership power bases.
Many of us fall into the trap of hoarding power, even when we don't think we are. We hoard our power by limiting the information we share. We hoard our power by not delegating the authority, as well as the responsibility, for projects. We hoard our power by interacting with only a select group of key employees.
The problem with hoarding power is that one person can effectively control just so much power. There's a point at which one person can focus and manage effectively. This point, once reached, will then limit how much and how effectively the organization will grow and operate. This point, once reached, also marks the limit of our management and leadership power. If I had not given the power, the authority or the responsibility to my leadership team, they would have never been able to inspire an entire community. The effect of FHF would be limited and a nation wide program would not be a reality.
To ensure your ability and your limits for management effectiveness and power continue to grow - give some of your power away. What! Give away a limited resource! Are you nuts? Maybe. But give power to those around you and you'll see your organization surpass its former limitations.
Share the appropriate information with the appropriate personnel so they can learn and take on additional responsibilities. Delegate the authority as well as the responsibility for projects to give others opportunities to learn and to experience the true highs and lows of project management. Give power to those outside your normal select group to identify prospective new key players. Give others the opportunities to become powerful in their own rights. The stronger they become; the stronger you become.
2012年9月18日星期二
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You`ve likely heard when you deliver feedback it should be balanced. When you have heard that, what people typically are suggesting that you should strive to give people a balance of positive and negative feedback.
This advice is only half-right.
It`s an understandable misunderstanding because people think there are only two types of feedback, when in fact there are four.
The Four Types of Feedback
Negative feedback, or corrective comments about past behavior. These are things that didn`t go well.
Positive feedback, or affirming comments about past behavior. These are things that went well and need to be repeated.
Negative feedforward, or corrective comments about future behavior. These are things that don`t need to be repeated next time.
Positive feedforward, or affirming comments about future behavior. These are things that would improve performance in the future.
The distinction that is largely missing for most people missing is the focus on the future or feedforward.
As you begin ordonez jersey to understand the power of balancing both positive and negative input with observations about the past (which can`t be changed) and advice for ordonez jersey the future (which can be changed), you have a new paradigm for the feedback and coaching process.
Here are five balancing strategies to help you use these four types of feedback in a way to help the other person receive and use your insights to improve performance.
ordonez jersey />Five Balancing Strategies
1. Make sure you use them all. Which means you must understand the importance of each, and have insights in each area to share. The starting point must always be usefulness. Your challenge is to look for examples in all four areas, not make something up or be overly generic.
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"Mistakes are a part of being human. Appreciate your mistakes for what they are: precious life lessons that can only be learned the hard way. Unless it's a fatal mistake, which, at least, others can learn from." ? Al Franken
As we've all been faced with fast changing environments and economic headwind in our work and personal lifes, a natural response to all these changes might be that people make more mistakes caused by the additional work pressures. Or.... they will stop taking decisions to prevent any mistakes from happening and to maintain magglio white home jersey a low profile ("keep your head down…"). Around making mistakes and (not) taking decisions, I would like to share some of my views on decision & mistake management as part of our management and leadership responsibilities.
To live and work with uncertainty also means that there has to be space to make mistakes. This means that as a true manager, entrepreneur?or leader you'll have to accept a reasonable number of mistakes. If of the 100 decisions we take 70 to 75 will be correct, than we have a great outcome! I rather do it almost perfect and fast than slowly. Mainly because the cost of delayed decisions are much higher than the cost of an incidental mistake! Making mistakes is not only inevitable; it can be good to do as well! A mistake
However, within many organisations quite often you'll find a focus on who to blame if a mistake has been made…. As we know that works contra-productive! Because of the "blame culture", it's obvious the staff members feel unsafe and most of them will be hiding to protect themselves. By the "blame thinking" within some or large parts of an organization, an unpleasant work climate is being created. magglio white home jersey A negative side effect is that most or all of the creativity and innovation will be killed, which will have a major impact on the entire organization!
Sir John Whitmore a former successful Formula-1 race driver and successful leadership coach, gives an example in his "Coaching for Performance" book: an engineer of the Formula-1 race team made a major mistake, which resulted in losing the Formula-1 Championship that year. The engineer had to report himself to the director on the Monday morning after the race weekend…. Everyone within the office was holding their breath, waiting for the furious screaming and jellying which would come out of the directors room... Twenty minutes later the engineer and director jointly came out of the room. They were both smiling and tapping each other on the shoulder…. On the question why the director did not fire the engineer, the director responded that now he had at least one employee of which he knew for sure that he would never would make this same mistake again! By doing this, the director showed that he genuinely cared for his employees and even more importantly; was willing and able to listen to their needs! He created the precedent that they had to take responsibility for their tasks, that they no longer exactly had to do what was expected from them, but they would take into account the embedding of their performances into the entire corporation!
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As a leader you know results and productivity are higher when people are committed to their work. You also know higher levels of commitment or engagement also increase job satisfaction, safety performance and focus while reducing on-the-job stress and turnover.
Commitment, engagement or buy-in - whatever you want to magglio jersey call - it`s a good thing.
One sure-fire way to increase all those things is for people to feel ownership of something. When people feel ownership for problem solving, ownership of the ideas created in a meeting or ownership in their personal magglio jersey or organizational goals they are working towards greater success will occur.
The question you might ask is how do you do that?
It is an important question, and I`m glad you asked. There are at least nine things you can do to improve the likelihood of ownership by others. These are listed as steps because, generally speaking, this is the order you would do them in any situation.
The Nine Steps
1. Be genuine. If you have already decided on a course of action, or if the goal has already been set, please don`t ask for people`s input. These steps are not meant to manipulate. In fact, if you try to manipulate, none of this will work. If that is your intention, please stop reading now; it will be a waste of your time.
2. State your intention (sometimes). Most of the time it is a good idea to tell people what you are doing. "I want your input and ideas before we go any further. While I have some ideas, I want to hear yours too." If trust is
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Throughout the centuries people have been interested in what motivates others to carry out behaviors as well as how to motivate themselves. Abraham Maslow, Frederick Herzberg and Douglas McGregor to name just three gurus all had their own ideas of what enabled people to become motivated.
However, these gurus were operating in magglio ordonez white home jersey a magglio ordonez white home jersey world very different from that in which we live today. However basic human nature has not changed and if we combine the thoughts of the great thinkers on motivation in the past we can identify six key issues that managers and leaders need to get right if they are going to motivate their people.
The first four factors relate to issues which must be acceptable to the individual in order to avoid that individual becoming demotivated. However, no matter how much effort and resource is put into these four factors, they will not tend to motivate the person but simply to avoid that person becoming demotivated.
The first of our 'demotivation avoidance factors' is connection. People like to feel part of something and
Secondly people like to feel significant, that is to be respected as a person rather than simply a number on the payroll. What actions can you take daily to enable your people to feel more important?
Thirdly people like to feel that there is a sense of certainty about where the organization is heading. Most people react very negatively to uncertainty and ambiguity and a key part of leadership is to enable people to feel that there is a sense of direction and that those managing the organization have some idea of where it is heading. Mission, vision and values statements have a large role to play in terms of managing uncertainty as does ensuring that the organization has a sound awareness of the trends that are developing in the business context in which it is operating. Have you created a shared vision with your people for the future of your organization and do your constantly reinforce that vision?
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Among the most common free team building ideas are games and activities designed to boost teamwork within your work from home organization. But mention the word "games" to a room full of employees, and you will hear a collective groan. No one wants to participate in team building activities, because the perception is that these games are trite or patronizing. Unfortunately, most games deserve the bad reputation. There are ways that you can actually create team magglio ordonez jersey building games that foster teamwork within your home based company, but to do so, you will need to think outside the box.
Games Should Increase Achievement or Learning
First, we need to understand why games can be valuable tools for building skills in the workplace. magglio ordonez jersey When done
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The dynamics of leadership was the subject of a study by Stanford University.? Fortune 500 and Fortune 1000 company employees that rose from low levels to become president of the company were studied.? Was there a common trait that these leaders demonstrated during their rise to the top?? There was one common characteristic.? It was during times
None of us can espcape setbacks, challenges and crisis.? One can't avoid them and they don't ever stop.? A problem solver is how a leaders job is defined.? The more responsibility the more challenges and crises there are to handle.? The only thing that a leader can control when these inevitable crises occur is how to respond.? If we could control it, we would have stopped it from occurring in the first place, but since we couldn’t…here it is.? This is defined as our response ability.? Our ability to respond to crunch times of modern life.? There are 7 steps, according to Brian Tracy, that can be taken during difficult times.
1.? Stay calm.? Take a deep breath.? The true test of leaders is effectively handling problems and challenges.? Top leaders keep their composure.? By staying detriot #30 white home jersey calm, blood flows to the front of the detriot #30 white home jersey brain, according to neuro-science.? The front of the brain, the thinking brain, is where we analyze, make decisions and take action.? However, when we get excited blood flows to the paleocortex, or the animal brain, which triggers emotions.? Anger, fear, flight or fight etc.? Our job is to stay calm so that we are activating the thinking part of the brain.