Sunday, March 28, 2010
Tuesday, March 23, 2010
Monday, March 22, 2010
Children have never been good at listening to their elders, but they have never failed to imitate them.
~ James Baldwin.
Reminds me of this one I found a while back, for leaders of adults as well, (author unknown):
You CAN'T NOT
'LEAD BY EXAMPLE' !
…think about it…
I would rather see a sermon
than hear one any day…
I'd rather you would walk with me,
than merely show the way…
The lectures you deliver
may be very wise and true,
but I think I'll get my lesson
by watching what you do…
Because I might misunderstand you,
and all the high advice you give,
but there's no misunderstanding
how you act and how you live.
We are ALWAYS…
'LEADING BY EXAMPLE'
…think about it…!
~ James Baldwin.
Reminds me of this one I found a while back, for leaders of adults as well, (author unknown):
You CAN'T NOT
'LEAD BY EXAMPLE' !
…think about it…
I would rather see a sermon
than hear one any day…
I'd rather you would walk with me,
than merely show the way…
The lectures you deliver
may be very wise and true,
but I think I'll get my lesson
by watching what you do…
Because I might misunderstand you,
and all the high advice you give,
but there's no misunderstanding
how you act and how you live.
We are ALWAYS…
'LEADING BY EXAMPLE'
…think about it…!
Sunday, March 21, 2010
Understanding GOD's doings...
Making sense of not understanding!...huh?
What an amazing world, people, weather,...the good, the bad the ugly! In thinking and studying GOD this morning, I was reminded again of how so many of us struggle not understanding HIM.
That we don't understand HIM, makes sense to me anymore. Think about it - HE is GOD, and we aren't.
Although it pales in comparison, that dynamic makes me think of an ant inside a big house, thinking how could that human being have built all this?!? We all 'know' that we did and how doable it is for humans to build a house; but for the ant, it seems unfathomable. Furthermore, as the ant gets stepped on, gets trapped somewhere, sucked up by the vacuum, washed down a drain or some other catastrophe - he cannot understand how the human let this happen . [Does this work for you? See where I'm going?]
It came to me a while back that it actually 'makes sense' that we don't understand what happens in this crazy world or why HE lets things happen. It's also kind of interesting how it doesn't so challenge our thinking when HE does great things! We don't question how HE could have created some awesome wondrous beautiful day as a magnificent sunset takes place huh?
Well anyway, I just wanted to toss that out there, maybe to help someone struggling with the WHY things are happening in his/her life at the moment.
I sure don't know either, but there is a plan, you are part of HIS house, HIS plan and what is going on fits in some way. It is just about trusting that HE knows what he is doing...!
I hope you have a blessed day and coming week. Something just compelled me to share this this morning; not sure why, but I'm OK with that!!!
When things are happening and I am thinking of this dynamic, it always makes me think of JAMES 1: 2-5.........
What an amazing world, people, weather,...the good, the bad the ugly! In thinking and studying GOD this morning, I was reminded again of how so many of us struggle not understanding HIM.
That we don't understand HIM, makes sense to me anymore. Think about it - HE is GOD, and we aren't.
Although it pales in comparison, that dynamic makes me think of an ant inside a big house, thinking how could that human being have built all this?!? We all 'know' that we did and how doable it is for humans to build a house; but for the ant, it seems unfathomable. Furthermore, as the ant gets stepped on, gets trapped somewhere, sucked up by the vacuum, washed down a drain or some other catastrophe - he cannot understand how the human let this happen . [Does this work for you? See where I'm going?]
It came to me a while back that it actually 'makes sense' that we don't understand what happens in this crazy world or why HE lets things happen. It's also kind of interesting how it doesn't so challenge our thinking when HE does great things! We don't question how HE could have created some awesome wondrous beautiful day as a magnificent sunset takes place huh?
Well anyway, I just wanted to toss that out there, maybe to help someone struggling with the WHY things are happening in his/her life at the moment.
I sure don't know either, but there is a plan, you are part of HIS house, HIS plan and what is going on fits in some way. It is just about trusting that HE knows what he is doing...!
I hope you have a blessed day and coming week. Something just compelled me to share this this morning; not sure why, but I'm OK with that!!!
When things are happening and I am thinking of this dynamic, it always makes me think of JAMES 1: 2-5.........
Thursday, March 18, 2010
Wednesday, March 17, 2010
Tuesday, March 16, 2010
Good day, it's not snowing & not sick! Meeting old friend, JP Sanders/old WMA days, 35 years ago.. Org Development Network meeting tonight- on CHANGE!...
Topic: Tool-based Model for Sustainable Change - A proven process for planned organizational change currently in use all over the world in producing positive change processes for large, complex organizations, as well as within project teams. Organizational change can be a gut-wrenching and long process. Lorin will share cases and run the group through some sample tools to demonstrate the practical, outcome-oriented process with specific deliverables. Lorin will share some of his research on self-esteem and the way it interplays with sustainable organization change.
This is your opportunity:
* To learn about your personal assumptions regarding change in your life
* Learn about the latest research on self-esteem and change
* To learn 3 stage model for large organizational change - Design, Structure, Sustain stages
* To get first hand experience with the Tercon Consulting Change Management Suite of 45 Tools
We will also be enjoying our new location on the Penn Valley Campus!
See the attached map. Parking is available in the garage east of building.
Date: March 16, 2010
Place: MCC Penn Valley Campus Center
5th Floor
Room PV CC 503
Host: Jason Brensdal
Time: 5:30 dinner Meeting: 6:00 to 7:30 for lively presentation & discussion
RSVP NOW!
gwen.weakley@kcpl.com or debholt@univerself.com
Programs are always free to members; Cost is $10.00 for non-members. Guests are always welcome.
Future meetings:
May 18, 2010: Bryan Engelman. "Growth - Increasing productivity, commitment, engagement and innovation"
September 21, 2010: Jared Locke Ph.D. Executive Derailment
November 16, 2010: Russ Russo Ph.D. Emotional Intelligence
Interested in presenting a topic of interest to the network? Contact Gwen or Deb!
Thanks,
Gwen Weakley
KCP&L Maildrop: F&M 1C
4400 E Front Street
KCMO 64120
Phone 816-245-3725
Fax 816-245-4008
Topic: Tool-based Model for Sustainable Change - A proven process for planned organizational change currently in use all over the world in producing positive change processes for large, complex organizations, as well as within project teams. Organizational change can be a gut-wrenching and long process. Lorin will share cases and run the group through some sample tools to demonstrate the practical, outcome-oriented process with specific deliverables. Lorin will share some of his research on self-esteem and the way it interplays with sustainable organization change.
This is your opportunity:
* To learn about your personal assumptions regarding change in your life
* Learn about the latest research on self-esteem and change
* To learn 3 stage model for large organizational change - Design, Structure, Sustain stages
* To get first hand experience with the Tercon Consulting Change Management Suite of 45 Tools
We will also be enjoying our new location on the Penn Valley Campus!
See the attached map. Parking is available in the garage east of building.
Date: March 16, 2010
Place: MCC Penn Valley Campus Center
5th Floor
Room PV CC 503
Host: Jason Brensdal
Time: 5:30 dinner Meeting: 6:00 to 7:30 for lively presentation & discussion
RSVP NOW!
gwen.weakley@kcpl.com
Programs are always free to members; Cost is $10.00 for non-members. Guests are always welcome.
Future meetings:
May 18, 2010: Bryan Engelman. "Growth - Increasing productivity, commitment, engagement and innovation"
September 21, 2010: Jared Locke Ph.D. Executive Derailment
November 16, 2010: Russ Russo Ph.D. Emotional Intelligence
Interested in presenting a topic of interest to the network? Contact Gwen or Deb!
Thanks,
Gwen Weakley
KCP&L Maildrop: F&M 1C
4400 E Front Street
KCMO 64120
Phone 816-245-3725
Fax 816-245-4008
Monday, March 15, 2010
Friday, March 12, 2010
Thursday, March 11, 2010
Organizational Communications/Structure
Organizational structure seems to me to be one of the most significant reasons for problems with 'communicating'. Consider this…
Q: Why do organizations change the ‘organization chart’ so often?
A: We keep changing to meet the demands of personalities and people issues instead of organizing to accomplish the mission (making the product, providing your service, etc.). By the way, managers / leaders, the result is that you are creating internal job-related conflicts, along with confusing logical communication channels, pathways and the information flow.
Seems to me that your PEOPLE SYSTEM should be designed to support the business vs re-designing the operation to support the people!!! So many companies have been changed so much to meet the personality quirks… that the lines of communication. Information flow, working systems/processes have become very confused. People get frustrated because nobody understands it… because IT (the structure) doesn’t make sense. Getting the job done becomes so much more ‘difficult’. [Organize… Clarify roles & relationships… Coach & Provide feedback… Expect results!]
Additionally, a concerted effort is usually needed to look at our communication processes and systems. How does the chain of command / leadership team distribute information? Do we rely on bulletin boards, memos, emails, faxes? Have we forgotten the significance of verbal, one-on-one communication? How effective are our meetings? Is communication effective in all directions or do we just send directions downward?
OK, so one more question: Is it 'communications' that is the problem (or) actually 'relationships' that is the root problem here (on your team, office staff, organization, church, etc)?...mmmmm?
Q: Why do organizations change the ‘organization chart’ so often?
A: We keep changing to meet the demands of personalities and people issues instead of organizing to accomplish the mission (making the product, providing your service, etc.). By the way, managers / leaders, the result is that you are creating internal job-related conflicts, along with confusing logical communication channels, pathways and the information flow.
Seems to me that your PEOPLE SYSTEM should be designed to support the business vs re-designing the operation to support the people!!! So many companies have been changed so much to meet the personality quirks… that the lines of communication. Information flow, working systems/processes have become very confused. People get frustrated because nobody understands it… because IT (the structure) doesn’t make sense. Getting the job done becomes so much more ‘difficult’. [Organize… Clarify roles & relationships… Coach & Provide feedback… Expect results!]
Additionally, a concerted effort is usually needed to look at our communication processes and systems. How does the chain of command / leadership team distribute information? Do we rely on bulletin boards, memos, emails, faxes? Have we forgotten the significance of verbal, one-on-one communication? How effective are our meetings? Is communication effective in all directions or do we just send directions downward?
OK, so one more question: Is it 'communications' that is the problem (or) actually 'relationships' that is the root problem here (on your team, office staff, organization, church, etc)?...mmmmm?
Wednesday, March 10, 2010
Thinking of the diff between LEADERSHIP & MANAGEMENT, and how it relates to our personal lives... Try this: The 'leader' in each of us keeps us focused on the important stuff (that ONE THING as Curly put it - from City Slickers). The 'manager' part of us gets bogged down dealing w/ the LITTLE 'unimportant' THINGS... Just thinking!?!
Tuesday, March 9, 2010
Monday, March 8, 2010
Sunday, March 7, 2010
Some thoughts on MOTIVATION:
I do a lot of study, thinking and training dealing with the subject of motivation, and I heard an interesting approach in church a few years back, that I would like to share with you. I cannot tell you the name of the preacher or even the church, but his message I did capture in some scratchings that I captured and saved. I don’t have sufficient room to elaborate much here in one page, so you may have to use the ol’ noggin’ a tad to grasp the essence and relevance of some of the points…but I am sure you can, if you try! *** I have changed and interpreted his message a bit to fit more into the workplace situation and address it from a leadership perspective.
Each of these points has one thing in common, see if you can spot it, ?
ACCEPTANCE - people need to feel security, belonging and ownership…and a feeling that what they do and who they are is important.
ACCOUNTABILITY - we need to know that we will be held accountable for what we do or don’t do. And that our efforts and performance will be evaluated to a high standard.
APPREHENSION - some fear thrown in isn’t all bad, we must know that there are consequences for not performing and not meeting agreed-upon expectations.
AFFECTION - this may seem kind of ‘warm and fuzzy’, but it is true isn’t it? We all seek attention, want to be like and to be cared for down deep, for who we are, not just what we can do.
ACCOMPLISHMENT - people must know when they have succeeded and when the organization succeeds as well. We must recognize accomplishment and ensure all get to feel the sense of accomplishment when the team do well.
ASSIGNMENT - we must understand our purpose, the scope of our duties, our boundaries our role, have clear direction and have a need to understand how it fits into the big picture.
TO ALL LEADERS! You now know possibly all you need to know about MOTIVATION.
By the way, I give the Pastor an ‘A’ for this effort/information. Take care, Doug
I do a lot of study, thinking and training dealing with the subject of motivation, and I heard an interesting approach in church a few years back, that I would like to share with you. I cannot tell you the name of the preacher or even the church, but his message I did capture in some scratchings that I captured and saved. I don’t have sufficient room to elaborate much here in one page, so you may have to use the ol’ noggin’ a tad to grasp the essence and relevance of some of the points…but I am sure you can, if you try! *** I have changed and interpreted his message a bit to fit more into the workplace situation and address it from a leadership perspective.
Each of these points has one thing in common, see if you can spot it, ?
ACCEPTANCE - people need to feel security, belonging and ownership…and a feeling that what they do and who they are is important.
ACCOUNTABILITY - we need to know that we will be held accountable for what we do or don’t do. And that our efforts and performance will be evaluated to a high standard.
APPREHENSION - some fear thrown in isn’t all bad, we must know that there are consequences for not performing and not meeting agreed-upon expectations.
AFFECTION - this may seem kind of ‘warm and fuzzy’, but it is true isn’t it? We all seek attention, want to be like and to be cared for down deep, for who we are, not just what we can do.
ACCOMPLISHMENT - people must know when they have succeeded and when the organization succeeds as well. We must recognize accomplishment and ensure all get to feel the sense of accomplishment when the team do well.
ASSIGNMENT - we must understand our purpose, the scope of our duties, our boundaries our role, have clear direction and have a need to understand how it fits into the big picture.
TO ALL LEADERS! You now know possibly all you need to know about MOTIVATION.
By the way, I give the Pastor an ‘A’ for this effort/information. Take care, Doug
Blog title...
Some thinking on MOTIVATION:
...I do a lot of study, thinking and training dealing with the subject of motivation, and I heard an interesting approach in church a few years back, that I would like to share with you. I cannot tell you the name of the preacher or even the church, but his message I did capture in some scratchings that I captured and saved. I don’t have sufficient room to elaborate much here in one page, so you may have to use the ol’ noggin’ a tad to grasp the essence and relevance of some of the points…but I am sure you can, if you try!
*** I have changed and interpreted his message a bit to fit more into the workplace situation and address it from a leadership perspective.
Each of these points has one thing in common, see if you can spot it, ?
ACCEPTANCE - people need to feel security, belonging and ownership…and a feeling that what they do and who they are is important.
ACCOUNTABILITY - we need to know that we will be held accountable for what we do or don’t do. And that our efforts and performance will be evaluated to a high standard.
APPREHENSION - some fear thrown in isn’t all bad, we must know that there are consequences for not performing and not meeting agreed-upon expectations.
AFFECTION - this may seem kind of ‘warm and fuzzy’, but it is true isn’t it? We all seek attention, want to be like and to be cared for down deep, for who we are, not just what we can do.
ACCOMPLISHMENT - people must know when they have succeeded and when the organization succeeds as well. We must recognize accomplishment and ensure all get to feel the sense of accomplishment when the team do well.
ASSIGNMENT - we must understand our purpose, the scope of our duties, our boundaries our role, have clear direction and have a need to understand how it fits into the big picture.
>>>>To all leaders! You now know a bunch of all you need to know about MOTIVATION.
Likely the preacher providing the above should get an ‘A’ for this effort, huh? Take care, Doug
Sooooooo what motivates you? If you are a leader, what motivates Bob, July, Sara, Rich, Jim, ...the team overall?
...I do a lot of study, thinking and training dealing with the subject of motivation, and I heard an interesting approach in church a few years back, that I would like to share with you. I cannot tell you the name of the preacher or even the church, but his message I did capture in some scratchings that I captured and saved. I don’t have sufficient room to elaborate much here in one page, so you may have to use the ol’ noggin’ a tad to grasp the essence and relevance of some of the points…but I am sure you can, if you try!
*** I have changed and interpreted his message a bit to fit more into the workplace situation and address it from a leadership perspective.
Each of these points has one thing in common, see if you can spot it, ?
ACCEPTANCE - people need to feel security, belonging and ownership…and a feeling that what they do and who they are is important.
ACCOUNTABILITY - we need to know that we will be held accountable for what we do or don’t do. And that our efforts and performance will be evaluated to a high standard.
APPREHENSION - some fear thrown in isn’t all bad, we must know that there are consequences for not performing and not meeting agreed-upon expectations.
AFFECTION - this may seem kind of ‘warm and fuzzy’, but it is true isn’t it? We all seek attention, want to be like and to be cared for down deep, for who we are, not just what we can do.
ACCOMPLISHMENT - people must know when they have succeeded and when the organization succeeds as well. We must recognize accomplishment and ensure all get to feel the sense of accomplishment when the team do well.
ASSIGNMENT - we must understand our purpose, the scope of our duties, our boundaries our role, have clear direction and have a need to understand how it fits into the big picture.
>>>>To all leaders! You now know a bunch of all you need to know about MOTIVATION.
Likely the preacher providing the above should get an ‘A’ for this effort, huh? Take care, Doug
Sooooooo what motivates you? If you are a leader, what motivates Bob, July, Sara, Rich, Jim, ...the team overall?
Friday, March 5, 2010
Blog title...
With the awesome sunny weather today, the thought of golfing was in my mind....thought I would share this:
...also posted on my Leadership Links of KC (LINKED IN Group)
CONFLICT DYNAMICS - Golf and the Workplace?
Think about individual and organizational conflict; people will inevitably be in conflict, accept it, it is a fact. Actually, the only ingredient necessary for conflict to exist, is that there be people ‘functioning together’. The issue may be anything, from implementing a new process at work, to how someone talks or acts, differences in views about life, habits/behaviors……and well, maybe even something as important as where we should place a wastebasket in the office.
Why is conflict so natural and inevitable? Some partial reasoning is that we work with people that we did not (or would not) possibly have chosen – if it had been our choice. Unlike other situations, (like church, school and/or some other social setting where we get to choose who we are with), at work it is rarely our decision. In those other situations, we can walk away at any time; this is not the same in the work environment. It should be noted here that the issue is not that we have conflict, it is that we have ‘unidentified, irritating but unresolved’ conflict.
Ok , so you think “yeah all that makes sense, but how does it connect to the golf world?”
>Thanks for asking <
Consider this scenario: Four people, (Bob, Susan, Alex and Jackie) decide to go play golf, and let’s just say they know each other fairly well, but not real well. Without any team or relationship-development or consciousness of conflict dynamics, they just take off on the first hole, assuming WE will just play well together naturally. This is remarkably similar to what people do in the workplace when thrown together, huh? Now, how difficult can playing a round of golf be, in the context of conflict? Let’s just consider some of the many dynamics that may occur now as these four begin to ‘play’ in these beautiful, peaceful and ‘fun’ surroundings!?!
• On most shots, Alex takes forever to actually swing at the ball, after all kinds of setting up, fidgeting, practice swings, adjusting whatever, staring at the ball… (driving Bob crazy)
• Bob, being the office gabber, doesn’t really know etiquette here (or in the workplace), so he just continues to talk as Susan sets up and swings… (Susan isn’t happy about this)
• Jackie’s cell phone rings right as Alex is in his backswing… (Can you picture Alex’s frown?)
• Bob doesn’t count his stroke, the one he moved from behind the bush, and boldly declares he got a 5 on that hole. Alex being one that plays precisely by the rules (in play, life and work) is extremely aggravated about this… (Trust issues developing with others)
• Susan loves to drive the cart as fast as she can, stopping and starting with a jerk as well; driving Jackie crazy, wanting calm and peacefulness… (Jackie’s not riding with Susan again)
• Susan washes her ball after every hole, and Bob, who typically plays the whole round with a soiled ball, ‘dogs’ her for taking time just to have a clean ball.… (Susan doesn’t appreciate it)
• Jackie always jumps up to hit first, even though it is not her turn… (Bob is perturbed)
• Bob walks across everyone’s putting-line’ not knowing the etiquette… (Mumbling happening)
• Alex, putts within 4 ft. and picks up his ‘gimmee’… (Others know he would have missed it)
• Bob has a cooler of drinks/snacks and trashes the cart,… (Of course Alex is a neat freak)
Annnd we’re only on the fifth hole! OK, got the picture? Of course nobody says anything, but just go away to tell someone else, and look for new partners! Yes,conflict is very natural and inevitable. Communicating and working with others are interpersonal-skills many don’t understand or practice well.
A leader needs to know this ‘stuff’ about people. Take care, Doug
...also posted on my Leadership Links of KC (LINKED IN Group)
CONFLICT DYNAMICS - Golf and the Workplace?
Think about individual and organizational conflict; people will inevitably be in conflict, accept it, it is a fact. Actually, the only ingredient necessary for conflict to exist, is that there be people ‘functioning together’. The issue may be anything, from implementing a new process at work, to how someone talks or acts, differences in views about life, habits/behaviors……and well, maybe even something as important as where we should place a wastebasket in the office.
Why is conflict so natural and inevitable? Some partial reasoning is that we work with people that we did not (or would not) possibly have chosen – if it had been our choice. Unlike other situations, (like church, school and/or some other social setting where we get to choose who we are with), at work it is rarely our decision. In those other situations, we can walk away at any time; this is not the same in the work environment. It should be noted here that the issue is not that we have conflict, it is that we have ‘unidentified, irritating but unresolved’ conflict.
Ok , so you think “yeah all that makes sense, but how does it connect to the golf world?”
>Thanks for asking <
Consider this scenario: Four people, (Bob, Susan, Alex and Jackie) decide to go play golf, and let’s just say they know each other fairly well, but not real well. Without any team or relationship-development or consciousness of conflict dynamics, they just take off on the first hole, assuming WE will just play well together naturally. This is remarkably similar to what people do in the workplace when thrown together, huh? Now, how difficult can playing a round of golf be, in the context of conflict? Let’s just consider some of the many dynamics that may occur now as these four begin to ‘play’ in these beautiful, peaceful and ‘fun’ surroundings!?!
• On most shots, Alex takes forever to actually swing at the ball, after all kinds of setting up, fidgeting, practice swings, adjusting whatever, staring at the ball… (driving Bob crazy)
• Bob, being the office gabber, doesn’t really know etiquette here (or in the workplace), so he just continues to talk as Susan sets up and swings… (Susan isn’t happy about this)
• Jackie’s cell phone rings right as Alex is in his backswing… (Can you picture Alex’s frown?)
• Bob doesn’t count his stroke, the one he moved from behind the bush, and boldly declares he got a 5 on that hole. Alex being one that plays precisely by the rules (in play, life and work) is extremely aggravated about this… (Trust issues developing with others)
• Susan loves to drive the cart as fast as she can, stopping and starting with a jerk as well; driving Jackie crazy, wanting calm and peacefulness… (Jackie’s not riding with Susan again)
• Susan washes her ball after every hole, and Bob, who typically plays the whole round with a soiled ball, ‘dogs’ her for taking time just to have a clean ball.… (Susan doesn’t appreciate it)
• Jackie always jumps up to hit first, even though it is not her turn… (Bob is perturbed)
• Bob walks across everyone’s putting-line’ not knowing the etiquette… (Mumbling happening)
• Alex, putts within 4 ft. and picks up his ‘gimmee’… (Others know he would have missed it)
• Bob has a cooler of drinks/snacks and trashes the cart,… (Of course Alex is a neat freak)
Annnd we’re only on the fifth hole! OK, got the picture? Of course nobody says anything, but just go away to tell someone else, and look for new partners! Yes,conflict is very natural and inevitable. Communicating and working with others are interpersonal-skills many don’t understand or practice well.
A leader needs to know this ‘stuff’ about people. Take care, Doug
Thursday, March 4, 2010
Where LEADERSHIP comes from...
Recently challenged an organization's HR with this question: Where did you or your management folks receive leadership training?
Consider the following possibilities:
>>>Your boss. Nice try, but you and I both know that it’s very likely your boss doesn’t possess much more skills or learning about leadership than you do! Perhaps this person has less expertise than you or has less tenure. Or conversely, this person has much more tenure than you. It’s still very likely that tenure won’t make much of a difference. Think about it, where did he or she get their leadership skills and wisdom? What developmental process did he or she undertake? Right you are, who knows! The reality is that your boss may have stumbled around trying to do his or her best just as you are. As you read this book, consider the possibilities if your past and present superiors had read this and practiced the concepts…
>>>Human Resources. Well this may be a resource for uncovering some workshops or resources that could be interesting. However, even if you find time to go, who is going to hold you accountable to develop those leadership behaviors and skills discussed in the training? Learning doesn’t work that way. Years of behaving don’t just suddenly change because you heard that you should participate in a management workshop! I have been on the training end of this concept, and can tell you that if there is no follow-up mentoring, reinforcement, or coaching back at the office, this training makes no significant difference.
>>>Laments (bellyaching) from those you manage. Your staff is very capable of pointing out your flaws and all the stuff you aren’t doing well from their perspective. This may indeed provide some insight, but I am not convinced that this is about real development and behavioral change to become a more effective leader. Actually, since most managers experience this kind of input, and continue remaining ineffective, I am positive that this isn’t how we learn and change. Likely, your reactions to them are just about altering some behaviors at that moment in time to make this individual happy.
>>>Advice from friends and family. Good luck with this approach. These individuals may indeed be a decent source of input, but again I would encourage you to consider how they know anything about it? How much of what you are hearing is truly valuable and useful? This reminds me of Dave Ramsey (Christian financial speaker, radio & TV host), who makes the point about how illogical it is to get financial advice from people who are up to their ears in debt!
Where will you get yours?....or where did you get yours?
Consider the following possibilities:
>>>Your boss. Nice try, but you and I both know that it’s very likely your boss doesn’t possess much more skills or learning about leadership than you do! Perhaps this person has less expertise than you or has less tenure. Or conversely, this person has much more tenure than you. It’s still very likely that tenure won’t make much of a difference. Think about it, where did he or she get their leadership skills and wisdom? What developmental process did he or she undertake? Right you are, who knows! The reality is that your boss may have stumbled around trying to do his or her best just as you are. As you read this book, consider the possibilities if your past and present superiors had read this and practiced the concepts…
>>>Human Resources. Well this may be a resource for uncovering some workshops or resources that could be interesting. However, even if you find time to go, who is going to hold you accountable to develop those leadership behaviors and skills discussed in the training? Learning doesn’t work that way. Years of behaving don’t just suddenly change because you heard that you should participate in a management workshop! I have been on the training end of this concept, and can tell you that if there is no follow-up mentoring, reinforcement, or coaching back at the office, this training makes no significant difference.
>>>Laments (bellyaching) from those you manage. Your staff is very capable of pointing out your flaws and all the stuff you aren’t doing well from their perspective. This may indeed provide some insight, but I am not convinced that this is about real development and behavioral change to become a more effective leader. Actually, since most managers experience this kind of input, and continue remaining ineffective, I am positive that this isn’t how we learn and change. Likely, your reactions to them are just about altering some behaviors at that moment in time to make this individual happy.
>>>Advice from friends and family. Good luck with this approach. These individuals may indeed be a decent source of input, but again I would encourage you to consider how they know anything about it? How much of what you are hearing is truly valuable and useful? This reminds me of Dave Ramsey (Christian financial speaker, radio & TV host), who makes the point about how illogical it is to get financial advice from people who are up to their ears in debt!
Where will you get yours?....or where did you get yours?
Recently challenged an organization's HR with this question: Where did you or your management folks receive leadership training?
Consider the following possibilities:
>>>Your boss. Nice try, but you and I both know that it’s very likely your boss doesn’t possess much more skills or learning about leadership than you do! Perhaps this person has less expertise than you or has less tenure. Or conversely, this person has much more tenure than you. It’s still very likely that tenure won’t make much of a difference. Think about it, where did he or she get their leadership skills and wisdom? What developmental process did he or she undertake? Right you are, who knows! The reality is that your boss may have stumbled around trying to do his or her best just as you are. As you read this book, consider the possibilities if your past and present superiors had read this and practiced the concepts…
>>>Human Resources. Well this may be a resource for uncovering some workshops or resources that could be interesting. However, even if you find time to go, who is going to hold you accountable to develop those leadership behaviors and skills discussed in the training? Learning doesn’t work that way. Years of behaving don’t just suddenly change because you heard that you should participate in a management workshop! I have been on the training end of this concept, and can tell you that if there is no follow-up mentoring, reinforcement, or coaching back at the office, this training makes no significant difference.
>>>Laments (bellyaching) from those you manage. Your staff is very capable of pointing out your flaws and all the stuff you aren’t doing well from their perspective. This may indeed provide some insight, but I am not convinced that this is about real development and behavioral change to become a more effective leader. Actually, since most managers experience this kind of input, and continue remaining ineffective, I am positive that this isn’t how we learn and change. Likely, your reactions to them are just about altering some behaviors at that moment in time to make this individual happy.
>>>Advice from friends and family. Good luck with this approach. These individuals may indeed be a decent source of input, but again I would encourage you to consider how they know anything about it? How much of what you are hearing is truly valuable and useful? This reminds me of Dave Ramsey (Christian financial speaker, radio & TV host), who makes the point about how illogical it is to get financial advice from people who are up to their ears in debt!
Where will you get yours?....or where did you get yours?
Consider the following possibilities:
>>>Your boss. Nice try, but you and I both know that it’s very likely your boss doesn’t possess much more skills or learning about leadership than you do! Perhaps this person has less expertise than you or has less tenure. Or conversely, this person has much more tenure than you. It’s still very likely that tenure won’t make much of a difference. Think about it, where did he or she get their leadership skills and wisdom? What developmental process did he or she undertake? Right you are, who knows! The reality is that your boss may have stumbled around trying to do his or her best just as you are. As you read this book, consider the possibilities if your past and present superiors had read this and practiced the concepts…
>>>Human Resources. Well this may be a resource for uncovering some workshops or resources that could be interesting. However, even if you find time to go, who is going to hold you accountable to develop those leadership behaviors and skills discussed in the training? Learning doesn’t work that way. Years of behaving don’t just suddenly change because you heard that you should participate in a management workshop! I have been on the training end of this concept, and can tell you that if there is no follow-up mentoring, reinforcement, or coaching back at the office, this training makes no significant difference.
>>>Laments (bellyaching) from those you manage. Your staff is very capable of pointing out your flaws and all the stuff you aren’t doing well from their perspective. This may indeed provide some insight, but I am not convinced that this is about real development and behavioral change to become a more effective leader. Actually, since most managers experience this kind of input, and continue remaining ineffective, I am positive that this isn’t how we learn and change. Likely, your reactions to them are just about altering some behaviors at that moment in time to make this individual happy.
>>>Advice from friends and family. Good luck with this approach. These individuals may indeed be a decent source of input, but again I would encourage you to consider how they know anything about it? How much of what you are hearing is truly valuable and useful? This reminds me of Dave Ramsey (Christian financial speaker, radio & TV host), who makes the point about how illogical it is to get financial advice from people who are up to their ears in debt!
Where will you get yours?....or where did you get yours?
Wednesday, March 3, 2010
Monday, March 1, 2010
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