Most would agree that FLL (front line leaders) just might be the most important leadership roles within the entire organization due to their immediate impact on productivity and culture.
Some of the skills which typically need development are listed here (developed by a group of leaders I recently was working with)....they are offered here for your thinking and consideration:
• Understanding and realizing LEADERSHIP QUALITIES and TRAITS, the role of a leader?
• TRUST…deeper understanding… building & breaking it…. the value of it?
• Understanding the Power of RELATIONSHIP-BUILDING?
• Going from PEER to LEADER?
• TEAM-BUILDING…how to?…tearing it down…building it…understanding the need.
• MOTIVATION, ATTITUDE and MORALE.
• HUMAN NATURE and HUMAN BEHAVIOR…. understanding people and culture.
• Interpersonal COMMUNICATION…skills and techniques, barriers, improving.
• COMMUNICATION Systems and Processes within the organization…how the Chain of Command works.
• CONFLICT, DISAGREEMENT and DIFFERENCES…. resolving and managing.
• Handling & accepting other's ideas, suggestions and input.
• LISTENING…a most powerful tool.
• BRAINSTORMING / TEAM PROB-SOLVING.
• CREDIT & PRAISE -RECOGNITION and REWARD.
• DISCIPLINE, COACHING and FEEDBACK.
• Handling negativism, COMPLAINTS
• Creating an Open and Trusting environment.
• LEADERSHIP ASSESSMENT…. discovering ‘where you stand’…levels of leadership.
• Group Dynamics, the impact that we have on each other, CONSENSUS and BUY-IN.
• MENTORING, COUNSELING and developing people.
• Presentation and FACILITATION tips/techniques.
• CONTINUOUS LEARNING, IMPROVEMENT and SYSTEMS-thinking.
• Understanding the concept of CHANGE…selling, processing and utilizing.
• DELEGATION …skills and understanding (a great tool or a terrible one).
.............likely you can think of some others right now huh?????!
It is amazing though to look at all this ‘stuff’’ that leaders should know!!! How could organizations 'possibly assume' that anyone just possesses it all naturally? Oh well, it will be OK :)
Friday, April 30, 2010
Thursday, April 29, 2010
Sunday, April 25, 2010
Blessed life and Helping YOU
Today, church, the message and all made me think again how fortunate I am and how good life is. Nowhere near rich in terms of material stuff, but with family, friends, new relationships and new doors...it couldn't be better. I even managed to connect some people with each other this past week that will bless them both...
This is likely more for me than for you. Just sharing with YOU that life is good despite the challenges and obstacles. At any moment, it can all turn and I know this, we all do, huh? With all the good HE has given me, it could be all downhill from here and I would still be 'getting over' :)))
I am blessed at this moment in time, this season, etc, and I know precisely why it is so good. I am so focused on helping others; and there is no better time in our lives than when we can focus on THEM and not OURSELVES!
God is good, thank you Lord
Please let me know if I can help you in your world! Take care and have a great last week of April 2010.
This is likely more for me than for you. Just sharing with YOU that life is good despite the challenges and obstacles. At any moment, it can all turn and I know this, we all do, huh? With all the good HE has given me, it could be all downhill from here and I would still be 'getting over' :)))
I am blessed at this moment in time, this season, etc, and I know precisely why it is so good. I am so focused on helping others; and there is no better time in our lives than when we can focus on THEM and not OURSELVES!
God is good, thank you Lord
Please let me know if I can help you in your world! Take care and have a great last week of April 2010.
Saturday, April 24, 2010
Managers 'bad people' ?!?...nahhhh
A recent group of leaders I was speaking to, reminded me of a dynamic that happens periodically. Sometimes people initially believe I am targeting or attacking managers. This could be no further from the truth. In my consulting, speaking coaching and teaching (as well as within my book series), people eventually realize that I actually sincerely love people! I find ALL OF US to be hugely amazing as well...
I have a lot of compassion for the challenges managers face and their nearly hopeless position - being placed in these leadership roles with little to no training or preparation. Good people doing their best to execute a critical skillset, especially to those they are attempting to lead huh?
However, I also have a lot of compassion and empathy for the zillions of people who have to be led by untrained and therefore ineffective leadership. To that end, the purpose and my passion in all I do is to challenge the current thinking of managers and create this awareness. This challenge is also for those responsible for developing leadership and essentially organizations as a whole.
Soooo, do you view managers in your life, or in your past to be a bad person?
If YOU are a manager, are you a bad person?...might some be viewing you this way?...
Could it just be managers are actually good people, practicing bad leadership???...
>>>HAVE AN AWESOME SATURDAY<<<
I have a lot of compassion for the challenges managers face and their nearly hopeless position - being placed in these leadership roles with little to no training or preparation. Good people doing their best to execute a critical skillset, especially to those they are attempting to lead huh?
However, I also have a lot of compassion and empathy for the zillions of people who have to be led by untrained and therefore ineffective leadership. To that end, the purpose and my passion in all I do is to challenge the current thinking of managers and create this awareness. This challenge is also for those responsible for developing leadership and essentially organizations as a whole.
Soooo, do you view managers in your life, or in your past to be a bad person?
If YOU are a manager, are you a bad person?...might some be viewing you this way?...
Could it just be managers are actually good people, practicing bad leadership???...
>>>HAVE AN AWESOME SATURDAY<<<
Wednesday, April 21, 2010
A great friend just shared this . so now sharing video/music inspiration with you: http://ping.fm/fKMJQ
Tuesday, April 20, 2010
Visioning or just Pointing
I spotted this, it's not mine. Don't know who gets the credit, but I like it:
"...the difference between a leader and a non-leader: The non-leader says look at that star in the sky / people, the team or the group look to the end of his/her pointing finger?!?...mmmmm...?
"...When the real leader points, people don't look at the end of the finger (or stop there), but they see the distant STAR. Even if they can not quite see it, they are still looking for IT..."
>>>Are you leading or are you just pointing?
>>>Are you 'seeing & focused on' a vision or stuck at the end of someone's finger?????
"...the difference between a leader and a non-leader: The non-leader says look at that star in the sky / people, the team or the group look to the end of his/her pointing finger?!?...mmmmm...?
"...When the real leader points, people don't look at the end of the finger (or stop there), but they see the distant STAR. Even if they can not quite see it, they are still looking for IT..."
>>>Are you leading or are you just pointing?
>>>Are you 'seeing & focused on' a vision or stuck at the end of someone's finger?????
Sunday, April 18, 2010
Blog title...
We ALL need help!…hard to argue with that, huh?
In conversations with a new business acquaintance recently, the thought (above) hit me pretty close to home and as I pondered it, of course I thought “aha, good material for the next Leadership Moment series!”. The objective with this message is really twofold (hopefully I can make two points in one page, we’ll see). First point:…that we all need input, assistance, mentors and coaches in our lives—ALL of us….and point # 2: to share with you some aspects regarding ‘first impressions’ that have become evident to me.
I have personally gone through many changes in my life recently and people have entered and left for a variety of reasons (no need for details at this time…however if you have a few hours to kill, I will be happy to share!). Because of these changes, I have been very conscious / concerned of a void that has resulted – not having people around to give me honest input, coaching and thoughts about ME. Now, because of the world of leadership and training that I live in, this need is something that I very strongly believe in and seek continuously. Quite by chance I stumbled into the path of someone who has taken up some of that slack and has helped fill that void for me. It took some boldness on their part, but I was being provided with some pretty good observations and critiquing of ME: my habits, behaviors, etc that I had developed and needed to address. Just so you don’t think this is just about me rambling on about my life, let me make point #1 clear right here. As I was receiving this input, I had a few choices to make…get mad at ‘these things’ I was hearing about ME; change the subject, forgive and forget; reject the input as though it wasn’t true; OR thank this person for their input. Consider what you typically observe when people receive feedback or ‘criticism’ (by the way, how do you respond?). I agree with what you are thinking, the receiver typically has just had their day ruined! Again, because of my work, which often focuses on helping leaders and managers in self-assessment; my response is pretty immediate and sincere in these situations. As Gomer Pyle used to say (and maybe still does?)… “THANK YOU, THANK YOU, THANK YOU!” Why?…because this person has just HELPED me. The point is that these observations were right on – just a few little quirks that I had developed unconsciously that will be easily corrected. The only negative takeaway for me is thinking about how many people have written me off or thought less of me because of these quirks? Why didn’t they tell me right then and there? You and I know the answer: they didn’t feel comfortable enough, the relationship wasn’t strong enough or they didn’t want to hurt my feelings, right? The reality here takes us back to the original point: that we all need people in our lives that will do that for us (not to us, but for us). I will also acknowledge that the approach and tact of the person providing the input has something to do with our reception! This recent situation made me realize another angle of this…that these mentors don’t necessarily have to be someone extremely close to us. In fact, the person in question here is someone that I have only known a short while, but we have been able to honestly communicate on a professional level with each other that has hopefully been mutually beneficial. If you think this is nuts and it can’t really happen or work that way—you are the one that is nuts! Want to know how?…what the secret is? ANSWER: it is ALL about your attitude, security and beliefs about YOU! …Do you think you are a completed project? Do you think you cannot improve? Consider that you are as good as it gets? Do you really want to know your flaws?
I can see right now that my second point about first impressions is not going to get much attention with just a little bit of space remaining -- so just a couple of brief, hopefully connecting thoughts. Think about how you and I have made judgements about people in our past based on first impressions. Think about what may have made that impression negative and how maybe unfairly you ( and I) just wrote them off. Maybe you view somebody that talks funny, incorrectly or different from you negatively or maybe they just have some habit or trait that you don’t like. Possibly they don’t realize it and would love to have that pointed out to HELP them!?! That can be tricky obviously, but let me just pose a few questions to YOU: Are you presenting a good first impression to people? Do you know why or why not?….NOT UNLESS YOU ARE OPEN TO FINDING OUT AND ASKING FOR INPUT. Bottom line: Leaders help people and ask for help…AND…Leaders seek out mentors and mentor others themselves. My recent experience tells me that we had better have those who will point out what needs to be pointed out. Better just leave it at that for now….hope you have a great day…people are amazing!
Take care, Doug
In conversations with a new business acquaintance recently, the thought (above) hit me pretty close to home and as I pondered it, of course I thought “aha, good material for the next Leadership Moment series!”. The objective with this message is really twofold (hopefully I can make two points in one page, we’ll see). First point:…that we all need input, assistance, mentors and coaches in our lives—ALL of us….and point # 2: to share with you some aspects regarding ‘first impressions’ that have become evident to me.
I have personally gone through many changes in my life recently and people have entered and left for a variety of reasons (no need for details at this time…however if you have a few hours to kill, I will be happy to share!). Because of these changes, I have been very conscious / concerned of a void that has resulted – not having people around to give me honest input, coaching and thoughts about ME. Now, because of the world of leadership and training that I live in, this need is something that I very strongly believe in and seek continuously. Quite by chance I stumbled into the path of someone who has taken up some of that slack and has helped fill that void for me. It took some boldness on their part, but I was being provided with some pretty good observations and critiquing of ME: my habits, behaviors, etc that I had developed and needed to address. Just so you don’t think this is just about me rambling on about my life, let me make point #1 clear right here. As I was receiving this input, I had a few choices to make…get mad at ‘these things’ I was hearing about ME; change the subject, forgive and forget; reject the input as though it wasn’t true; OR thank this person for their input. Consider what you typically observe when people receive feedback or ‘criticism’ (by the way, how do you respond?). I agree with what you are thinking, the receiver typically has just had their day ruined! Again, because of my work, which often focuses on helping leaders and managers in self-assessment; my response is pretty immediate and sincere in these situations. As Gomer Pyle used to say (and maybe still does?)… “THANK YOU, THANK YOU, THANK YOU!” Why?…because this person has just HELPED me. The point is that these observations were right on – just a few little quirks that I had developed unconsciously that will be easily corrected. The only negative takeaway for me is thinking about how many people have written me off or thought less of me because of these quirks? Why didn’t they tell me right then and there? You and I know the answer: they didn’t feel comfortable enough, the relationship wasn’t strong enough or they didn’t want to hurt my feelings, right? The reality here takes us back to the original point: that we all need people in our lives that will do that for us (not to us, but for us). I will also acknowledge that the approach and tact of the person providing the input has something to do with our reception! This recent situation made me realize another angle of this…that these mentors don’t necessarily have to be someone extremely close to us. In fact, the person in question here is someone that I have only known a short while, but we have been able to honestly communicate on a professional level with each other that has hopefully been mutually beneficial. If you think this is nuts and it can’t really happen or work that way—you are the one that is nuts! Want to know how?…what the secret is? ANSWER: it is ALL about your attitude, security and beliefs about YOU! …Do you think you are a completed project? Do you think you cannot improve? Consider that you are as good as it gets? Do you really want to know your flaws?
I can see right now that my second point about first impressions is not going to get much attention with just a little bit of space remaining -- so just a couple of brief, hopefully connecting thoughts. Think about how you and I have made judgements about people in our past based on first impressions. Think about what may have made that impression negative and how maybe unfairly you ( and I) just wrote them off. Maybe you view somebody that talks funny, incorrectly or different from you negatively or maybe they just have some habit or trait that you don’t like. Possibly they don’t realize it and would love to have that pointed out to HELP them!?! That can be tricky obviously, but let me just pose a few questions to YOU: Are you presenting a good first impression to people? Do you know why or why not?….NOT UNLESS YOU ARE OPEN TO FINDING OUT AND ASKING FOR INPUT. Bottom line: Leaders help people and ask for help…AND…Leaders seek out mentors and mentor others themselves. My recent experience tells me that we had better have those who will point out what needs to be pointed out. Better just leave it at that for now….hope you have a great day…people are amazing!
Take care, Doug
Friday, April 16, 2010
Tuesday, April 13, 2010
Friday, April 9, 2010
Tuesday, April 6, 2010
Monday, April 5, 2010
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
Sunday, February 28, 2010
Saturday, February 27, 2010
Pastor/Church Leadership
Just as CEOs, Presidents and Managers in the workplace cannot ‘do it alone’, neither can the Church Pastor. And just as in the business world, ineffective leadership and leadership staffs hold back ‘productivity’ in the church…whatever productivity means to you?
Whether a Manager in the workplace or a Pastor in the church, leadership doesn’t just come naturally. In either case, the leader achieved this role in life due to his/her own passion, calling, experience, knowledge and/or other expertise. Nothing necessarily occurred in their natural progression to develop necessary leadership and management skills. This void hurts the productivity and growth of the business and the church as well.
Experience working with both worlds assures me that there is little difference in the dynamics, needs and solution. The organization (church) is being held back due to this lack of understanding leadership and how to practice it. Leadership is again, assumed ‘stuff’ that all possess…how’s that working out for you . This assumption is 95% of the time, flawed thinking. This is not about personal leadership skills, but leadership that is involved with actually leading people, teams, organizations and churches.
The natural evolution of leaders and teams that report to them, is the initial reliance on and belief that the leader has the marketplace on the best ideas, thoughts and solutions. Unfortunately, in many cases, the leader thinks this also! This can be decisions as small as how to arrange chairs at a Prayer breakfast or as large as next years budgeting! The leader is looked upon for all decisions. Stagnation, plateau-ing and doing things the same ol’ way occur and decline in every sense, likely is on the horizon. At worst, and more the reality is a dropoff in attendance and involvement, poor morale, conflict, relationships dwindling, personal agendas, cliques, distrust, etc. You get the picture huh
- been there, done that maybe?
Leadership skills, practices and behaviors are not natural by-products of people putting in time and gaining experience. It just doesn’t happen that way. Even in positive times, where growth is occuring, people are happy, people are getting help, involvement is good, etc….effective leadership is not necessarily the reason. In many instances, sooner or later, this natural momentum just begins to slow down, and now is when untrained and ineffective leadership begins to become visible. Until then, the thinking is that we have great leadership….the people AND the leaders both fall into believing this, but sooner or late, reality will set in.
Business and organizations of all types experience these same dynamics and suffer in much the same way. The leader and/or leadership team’s flaws become evident, and just as in most all organizations, this is when leadership, relationships, communication, teamwork, conflict, managing, etc all suddenly become a priority! Where were your leaders to get this stuff anyway:
• Facilitating problem solving
• Visioning and gaining buy-in
• Managing and resolving Conflict
• Building relationships and teams
• Growing people
• Project management
• Understanding and improving systems
• Teaching / Facilitation skills
• Building organizational trust
• Understanding, facilitating and implementing change
• Strategizing and goal-setting
Know a church or pastor who might need to consider all this? Is it all working well in YOUR church?
Take care and God bless, D. Booker
Whether a Manager in the workplace or a Pastor in the church, leadership doesn’t just come naturally. In either case, the leader achieved this role in life due to his/her own passion, calling, experience, knowledge and/or other expertise. Nothing necessarily occurred in their natural progression to develop necessary leadership and management skills. This void hurts the productivity and growth of the business and the church as well.
Experience working with both worlds assures me that there is little difference in the dynamics, needs and solution. The organization (church) is being held back due to this lack of understanding leadership and how to practice it. Leadership is again, assumed ‘stuff’ that all possess…how’s that working out for you . This assumption is 95% of the time, flawed thinking. This is not about personal leadership skills, but leadership that is involved with actually leading people, teams, organizations and churches.
The natural evolution of leaders and teams that report to them, is the initial reliance on and belief that the leader has the marketplace on the best ideas, thoughts and solutions. Unfortunately, in many cases, the leader thinks this also! This can be decisions as small as how to arrange chairs at a Prayer breakfast or as large as next years budgeting! The leader is looked upon for all decisions. Stagnation, plateau-ing and doing things the same ol’ way occur and decline in every sense, likely is on the horizon. At worst, and more the reality is a dropoff in attendance and involvement, poor morale, conflict, relationships dwindling, personal agendas, cliques, distrust, etc. You get the picture huh
- been there, done that maybe?
Leadership skills, practices and behaviors are not natural by-products of people putting in time and gaining experience. It just doesn’t happen that way. Even in positive times, where growth is occuring, people are happy, people are getting help, involvement is good, etc….effective leadership is not necessarily the reason. In many instances, sooner or later, this natural momentum just begins to slow down, and now is when untrained and ineffective leadership begins to become visible. Until then, the thinking is that we have great leadership….the people AND the leaders both fall into believing this, but sooner or late, reality will set in.
Business and organizations of all types experience these same dynamics and suffer in much the same way. The leader and/or leadership team’s flaws become evident, and just as in most all organizations, this is when leadership, relationships, communication, teamwork, conflict, managing, etc all suddenly become a priority! Where were your leaders to get this stuff anyway:
• Facilitating problem solving
• Visioning and gaining buy-in
• Managing and resolving Conflict
• Building relationships and teams
• Growing people
• Project management
• Understanding and improving systems
• Teaching / Facilitation skills
• Building organizational trust
• Understanding, facilitating and implementing change
• Strategizing and goal-setting
Know a church or pastor who might need to consider all this? Is it all working well in YOUR church?
Take care and God bless, D. Booker
Giving the WRONG person the Message...
Here’s a dynamic that I run into frequently in consulting/helping teams, office staffs, departments and/or organizations; even at the very top management levels!
COMMUNICATING MESSAGES (ISSUES) TO THE WRONG PERSON! This is indeed relevant to everyone of us—we’ve all seen it…done it…and had it ‘done’ to us as well! This goes on all the time, but if your team can control this one…enormous strides can be made toward increased teamwork, trust, less strife/conflict, more productivity and improved relationships all the way around.
Is it just part of human nature and inevitably going to be there?… probably, if that’s what you think and your teammates think!!! IT WON’T BE EASY, BUT FIXING IT IS POSSIBLE…it simply takes realization of the negative impact and a commitment by the team to change it.
As a facilitator, I see this within groups from top to bottom...
Situation: You have a problem with someone (what they said, what you thought they said, their opinion, something they did that impacted your world, etc…get the picture?) What do we typically do when this occurs? We go share it with someone else—a peer, a boss, everyone except the person who really needs to hear it!
[Starting to connect aren’t you… ?] Teammates (employees within the same office-under the same manager/supervisor) frequently will even take it straight to the leader. Think of the impact and fallout of doing things this way -- first of all, the person you are taking it to can do nothing but listen to you bellyache….what are you expecting them to do with it? If they go do something with it, then they have broken your trust!?! If you allow them (or push them to do it for you) all you are going to do is lose respect and your relationship with that individual.
Teams that are ready to fix this dynamic have to honestly sit down, look each other in the eye and say “we all have our gripes with each other for good reason, but why don’t we agree to start doing things in the right way in the right spirit…?” After all, if you tell me what your issue is or what you don’t like that I did or whatever, haven’t you actually done something positive regarding our relationship and the team overall? But we tend to take confrontation and disagreement as world-shattering stuff instead of the good that can be gained. If we can habitually do it in a respectful, tactful & non-confrontational way…it can drastically improve a team in ways we cannot even imagine.
As a facilitator and trainer, I frequently have this very same thing happen to me. After I have worked with a team (again even exec leadership teams do this stuff) for some period, I begin to see myself as one of the team. It never fails, that eventually someone will take issue with how I am performing or maybe an opinion that I express (as if I do not have a right to my opinion also, huh? :). Instead of taking issue with me and tossing it out there for the good of our relationship…the person shuts down, creating a barrier to any further learning or communicating on that person’s part…and then later, takes it to someone that wasn’t even there!!! YIKES, you've never done anything like this, have you ?
What I just described here, that happens to me is the very thing that people do to each other all the time. It tears down relationships, discourages communication, kills trust and makes life miserable for all around the issue. Not to mention all the wasted time that these kind of things end up taking,……because we took it through a cycle and circle of ‘the wrong people’.
“AS LEADERS, MENTORS AND TEAM MEMBERS, WE CAN HELP OTHERS BY STEERING THEM IN THE RIGHT DIRECTION (AFTER A FEW MOMENTS OF EMPATHETIC LISTENING OF COURSE). AND HOPE THEY WILL HAVE THE INSIGHT AND COURAGE TO RETURN THE FAVOR WHEN YOU COME CALLING!?!”
So who needs to hear a message in your world?... Take care, DOUG
COMMUNICATING MESSAGES (ISSUES) TO THE WRONG PERSON! This is indeed relevant to everyone of us—we’ve all seen it…done it…and had it ‘done’ to us as well! This goes on all the time, but if your team can control this one…enormous strides can be made toward increased teamwork, trust, less strife/conflict, more productivity and improved relationships all the way around.
Is it just part of human nature and inevitably going to be there?… probably, if that’s what you think and your teammates think!!! IT WON’T BE EASY, BUT FIXING IT IS POSSIBLE…it simply takes realization of the negative impact and a commitment by the team to change it.
As a facilitator, I see this within groups from top to bottom...
Situation: You have a problem with someone (what they said, what you thought they said, their opinion, something they did that impacted your world, etc…get the picture?) What do we typically do when this occurs? We go share it with someone else—a peer, a boss, everyone except the person who really needs to hear it!
[Starting to connect aren’t you… ?] Teammates (employees within the same office-under the same manager/supervisor) frequently will even take it straight to the leader. Think of the impact and fallout of doing things this way -- first of all, the person you are taking it to can do nothing but listen to you bellyache….what are you expecting them to do with it? If they go do something with it, then they have broken your trust!?! If you allow them (or push them to do it for you) all you are going to do is lose respect and your relationship with that individual.
Teams that are ready to fix this dynamic have to honestly sit down, look each other in the eye and say “we all have our gripes with each other for good reason, but why don’t we agree to start doing things in the right way in the right spirit…?” After all, if you tell me what your issue is or what you don’t like that I did or whatever, haven’t you actually done something positive regarding our relationship and the team overall? But we tend to take confrontation and disagreement as world-shattering stuff instead of the good that can be gained. If we can habitually do it in a respectful, tactful & non-confrontational way…it can drastically improve a team in ways we cannot even imagine.
As a facilitator and trainer, I frequently have this very same thing happen to me. After I have worked with a team (again even exec leadership teams do this stuff) for some period, I begin to see myself as one of the team. It never fails, that eventually someone will take issue with how I am performing or maybe an opinion that I express (as if I do not have a right to my opinion also, huh? :). Instead of taking issue with me and tossing it out there for the good of our relationship…the person shuts down, creating a barrier to any further learning or communicating on that person’s part…and then later, takes it to someone that wasn’t even there!!! YIKES, you've never done anything like this, have you ?
What I just described here, that happens to me is the very thing that people do to each other all the time. It tears down relationships, discourages communication, kills trust and makes life miserable for all around the issue. Not to mention all the wasted time that these kind of things end up taking,……because we took it through a cycle and circle of ‘the wrong people’.
“AS LEADERS, MENTORS AND TEAM MEMBERS, WE CAN HELP OTHERS BY STEERING THEM IN THE RIGHT DIRECTION (AFTER A FEW MOMENTS OF EMPATHETIC LISTENING OF COURSE). AND HOPE THEY WILL HAVE THE INSIGHT AND COURAGE TO RETURN THE FAVOR WHEN YOU COME CALLING!?!”
So who needs to hear a message in your world?... Take care, DOUG
Friday, February 26, 2010
Assumptions about YOUR workplace!
ASSUMPTIONS, my book series deals with!?!
Management is not about bad people; and a good person doesn’t necessarily make for a good manager.
Management and managers are marginally effective at getting productivity and results from their people. Effectively developed leadership makes a difference. This is not only a matter of low productivity, but also the primary cause for high organizational turnover.
Most people believe that leadership, relationship building and teamwork are simple concepts and common sense stuff. Most of us are never really taught these dynamics. The workplace assumes people will practice them effectively regardless. It makes no sense to expect people to perform without training first.
Increasingly, workplace leadership and teamwork worsen as the family deteriorates. In today’s culture, fewer people grow up with strong leaders in the home. Couple that with a deteriorating educational system and you have a culture of broken individuals who lack the people skills to manage effectively.
Many people 'exist' within a work environment that they do not appreciate, enjoy or care about. The result is less than stellar productivity on their part. Most folks complain about their job and their boss more than any other relationship.
'Management' and HR departments are for the most part ineffective and incapable of identifying, hiring, growing, mentoring and practicing leadership. This is logical, since they came from this same ineffective model (set of assumptions). If they don’t know it themselves, how can they fix it? ruh roh :)))
Ineffective communication is what most organizations focus on as their number one issue. In fact, 'ineffective relationships' is actually the biggest obstacle. Think about this one for a moment...
Culture is changed when leadership is changed. Attitude, climate, environment, values and morale are influenced and determined by those leading the organization.
Contrary to common belief, attitude is not completely a matter of choice. This is a cop-out used by managers with no leadership understanding and capability. The leader is capable of ruining someone’s attitude. Conversely, a leader can vastly improve someone’s attitude.
Organizations periodically address these flaws of leadership by trying every trick in the book, including fad programs, things like throwing FISH, having MICE MOVE CHEESE, PENGUINS falling off ICEBERGS, motivational speakers, pizza n’ picnics, team building workshops and every other imaginable gimmick to raise morale and productivity. Nearly everything is tried except the one thing that will truly cause sustainable change--organizational leadership development.
People do not naturally resist change. There is nothing natural about an immunity to change. Past ineffective leadership (work, bosses, school teachers, church, parents, etc.) has influenced this resistance. With no knowledge of change management, leaders just cram change down folks’ throats..
Managers are charged with the thinking and decision making, while those whom they supervise are charged with the doing. If managers continued to be hired based solely on what they know (about operations, business or service), this dichotomy will persist.
Ineffective/untrained organizational management impacts culture, productivity, teamwork, morale, and the bottom line to the tune of 'at least' 15%-25%.
>>>>What would addressing the people-system/leadership mean to your company, office, staff or team's bottom line?
Management is not about bad people; and a good person doesn’t necessarily make for a good manager.
Management and managers are marginally effective at getting productivity and results from their people. Effectively developed leadership makes a difference. This is not only a matter of low productivity, but also the primary cause for high organizational turnover.
Most people believe that leadership, relationship building and teamwork are simple concepts and common sense stuff. Most of us are never really taught these dynamics. The workplace assumes people will practice them effectively regardless. It makes no sense to expect people to perform without training first.
Increasingly, workplace leadership and teamwork worsen as the family deteriorates. In today’s culture, fewer people grow up with strong leaders in the home. Couple that with a deteriorating educational system and you have a culture of broken individuals who lack the people skills to manage effectively.
Many people 'exist' within a work environment that they do not appreciate, enjoy or care about. The result is less than stellar productivity on their part. Most folks complain about their job and their boss more than any other relationship.
'Management' and HR departments are for the most part ineffective and incapable of identifying, hiring, growing, mentoring and practicing leadership. This is logical, since they came from this same ineffective model (set of assumptions). If they don’t know it themselves, how can they fix it? ruh roh :)))
Ineffective communication is what most organizations focus on as their number one issue. In fact, 'ineffective relationships' is actually the biggest obstacle. Think about this one for a moment...
Culture is changed when leadership is changed. Attitude, climate, environment, values and morale are influenced and determined by those leading the organization.
Contrary to common belief, attitude is not completely a matter of choice. This is a cop-out used by managers with no leadership understanding and capability. The leader is capable of ruining someone’s attitude. Conversely, a leader can vastly improve someone’s attitude.
Organizations periodically address these flaws of leadership by trying every trick in the book, including fad programs, things like throwing FISH, having MICE MOVE CHEESE, PENGUINS falling off ICEBERGS, motivational speakers, pizza n’ picnics, team building workshops and every other imaginable gimmick to raise morale and productivity. Nearly everything is tried except the one thing that will truly cause sustainable change--organizational leadership development.
People do not naturally resist change. There is nothing natural about an immunity to change. Past ineffective leadership (work, bosses, school teachers, church, parents, etc.) has influenced this resistance. With no knowledge of change management, leaders just cram change down folks’ throats..
Managers are charged with the thinking and decision making, while those whom they supervise are charged with the doing. If managers continued to be hired based solely on what they know (about operations, business or service), this dichotomy will persist.
Ineffective/untrained organizational management impacts culture, productivity, teamwork, morale, and the bottom line to the tune of 'at least' 15%-25%.
>>>>What would addressing the people-system/leadership mean to your company, office, staff or team's bottom line?
Thursday, February 25, 2010
Wednesday, February 24, 2010
Tuesday, February 23, 2010
Monday, February 22, 2010
Sunday, February 21, 2010
Saturday, February 20, 2010
Friday, February 19, 2010
Thursday, February 18, 2010
Tuesday, February 16, 2010
Monday, February 15, 2010
Sunday, February 14, 2010
Saturday, February 13, 2010
Wednesday, February 10, 2010
Tuesday, February 9, 2010
Monday, February 8, 2010
Saturday, February 6, 2010
Workplace Team Potential
My experience and research tells me that the vast majority of workplace teams involve only about 30-50% of the people on the teams. Regardless of the reasons and there are reasons, this leaves 50-70% of the people not being actively involved in decisions, solutions, creativity, continuous improvement, morale-building, communications, etc.
This says to me that the potential value that the leader 'could' add to the team is huge! It is the leader that allows those 50-70% to remain in their cave, vs bringing them out and making the team truly demonstrate that PEOPLE ARE OUR MOST VALUABLE RESOURCE. Leaders are the difference makers or not.........
Booker
This says to me that the potential value that the leader 'could' add to the team is huge! It is the leader that allows those 50-70% to remain in their cave, vs bringing them out and making the team truly demonstrate that PEOPLE ARE OUR MOST VALUABLE RESOURCE. Leaders are the difference makers or not.........
Booker
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