T=r+d …where T is “trust,” r is “reliability,” and d is “delight.” I attended EntreFest 2011, and one of the best sessions I attended was led by the brilliant people (Jess and Josh) of Lessing-Flynn, a successful advertising agency. This was one of the best takeaways. If you can establish trust, you’ll gain loyalty. To … Read more
Keeping it simple is something I like other people to do. I, however, am not always so good at it. That’s why I like simple equations – they help me focus, and help me explain things to others. p=P-i …where p is “performance”, P is “Potential”, and i is “interference.” This comes from The Inner … Read more
The title is lifted verbatim from the tenets of Manager Tools, and the brilliant minds of Mark Horstman and Michael Auzenne. I encourage you to go to the source if you want to go deeper.
But the short version is this:
Any feedback on any behavior is most helpful to the individual and the organization if it is
Consistent negative talk will create a negative culture. A constant drumbeat of “don’t forget” “don’t be late” “don’t screw that up” “don’t talk to me right now” can be pretty discouraging. If you can rephrase things using positive words, a better atmosphere is created. Better atmosphere = more encouraging = more productive.
As a guy obsessed with maxing out potential in groups and individuals – and one who believes the person at the top is the one most responsible for making it happen – I was pretty fired up about the concept of Undercover Boss. In each episode, a CEO goes undercover, in disguise, to work next to front-line employees.
The format got tired quickly – boss leaves fancy home and doting family, stays in fleabag hotels, realizes he/she is totally inept at frontline tasks, discovers that employees are (gasp!) real people with real problems, cries (most episodes), promises to change, and gives lavish rewards to the episode’s featured employees.
What a great concept – and what a disappointment in a show.
* Training our teachers to be leaders and motivators so they see that students are not so apathetic; we simply may not be motivating them properly — and that students are ready to serve and be motivated; we need to find the way to help them do so.
Something we talk about in Group Dynamic workshops is this: 80% of decisions are made based on emotion, not ration. Also, we tend to act less mature when stressed. The lessons? There are many.
One is this; when stressed, see if you can delay acting, or speaking, or addressing a situation until the stress passes. This will increase the likelihood of a better decision, and (more importantly) better interactions and relationships. Be nice.
It all comes back to the basics of leadership: meet needs, build relationships, and provide meaning. No one, of any generation, really enjoys, say, “vacuuming to the corners.” But we can all be led to play a role in “comforting weary travelers by providing the cleanest hotel room they’ve ever seen.”
In time for your New Year’s Resolutions, this article is a great and practical read for anyone who realizes that a commitment to self-improvement is essential: Are You a Good Boss-or a Great One? – Harvard Business Review. Happy New Year!
Still on vacation. Something to share with you, though: This woman has a fantastic blog that is great reading for anyone who cares about public education. Check it out: Expected freedoms.