The only limit to our realization of tomorrow will be our doubts of today. -- Franklin D. Roosevelt
What is holding you back? Are you more afraid of today or tomorrow?
Challenge:
These are definitely challenging times … however, will you choose the see the glass as half full and build a stronger tomorrow … or will you choose to see the glass as half empty and be too afraid to make a move?
Additional Resources:
“There’s Only One Thing Constant in Life…”
http://www.risingsunconsultants.com/images/white_papers/PDFs/change.pdf
Monday, March 23, 2009
Monday, March 16, 2009
Thought of the Week - 3/16/09
"Not everything that is faced can be changed. But nothing can be changed until it is faced." -- James Baldwin
In this time of economic crisis it is easy to bury your head in the sand and pretend that things aren’t so bad. Maybe things are not for you – but look around you, many people you know are suffering. Maybe you’re surviving, but at what cost to your friends, family and employees?
This is a time when we all need to fall back on our deep American heritage and reach out and lend a hand. If you need to let people go, you need to let people go … but don’t just say “I’m sorry”, find out what you can do to support them through the transition.
Now is the time to live by the Golden Rule!!
Challenge:
In his book “Managing Transitions: Making The Most of Change – 2nd Edition” (2003), William Bridges suggests that change is not just making the new direction occur, but more importantly, helping people to transition through the changes.
What are you doing to emotionally support both those who are falling victim to the current economic crisis (i.e., those being laid off, those suffering cut-backs, etc.) and those who survive (i.e., those seeing their friends and loved ones being laid off, those who remain but must pick up the slack for those who are gone, etc.)?
Additional Resources:
“Managing Transitions: Making The Most of Change – 2nd Edition” (William Bridges, 2003
http://www.risingsunconsultants.com/images/book_reviews/bookreviews_html/changemain.html
In this time of economic crisis it is easy to bury your head in the sand and pretend that things aren’t so bad. Maybe things are not for you – but look around you, many people you know are suffering. Maybe you’re surviving, but at what cost to your friends, family and employees?
This is a time when we all need to fall back on our deep American heritage and reach out and lend a hand. If you need to let people go, you need to let people go … but don’t just say “I’m sorry”, find out what you can do to support them through the transition.
Now is the time to live by the Golden Rule!!
Challenge:
In his book “Managing Transitions: Making The Most of Change – 2nd Edition” (2003), William Bridges suggests that change is not just making the new direction occur, but more importantly, helping people to transition through the changes.
What are you doing to emotionally support both those who are falling victim to the current economic crisis (i.e., those being laid off, those suffering cut-backs, etc.) and those who survive (i.e., those seeing their friends and loved ones being laid off, those who remain but must pick up the slack for those who are gone, etc.)?
Additional Resources:
“Managing Transitions: Making The Most of Change – 2nd Edition” (William Bridges, 2003
http://www.risingsunconsultants.com/images/book_reviews/bookreviews_html/changemain.html
Monday, March 9, 2009
Thought of the Week - 3/09/09
“If you would attain to what you are not yet, you must always be displeased by what you are. For where you are pleased with yourself there you have remained. Keep adding, keep walking, keep advancing.” -- Saint Augustine
As servant leaders, we must be continuously asking ourselves how we are doing as a supervisor. We need to ask ourselves how we can be better at what we do. We need to identify what changes we need to make in order to better serve both our staff and our organization. At Rising Sun, we like to ask ourselves: “How would I like to have me as a supervisor?”
Challenge:
In addition to our self assessment, there are also a number of ways in which to seek feedback from others. Most obviously, we can simply ask them directly how we are doing as a supervisor. We can meet with our staff, either one-on-one or in groups, and ask them for feedback on how well we are meeting their needs. We can ask them if there is anything else we can be doing to better support them. We can even ask them what they would do differently if they were the supervisor.
Additional Resources:
Do you have “IT”? Do you even know what “IT” is? http://www.risingsunconsultants.com/images/white_papers/PDFs/DoYouHaveIt.pdf
As servant leaders, we must be continuously asking ourselves how we are doing as a supervisor. We need to ask ourselves how we can be better at what we do. We need to identify what changes we need to make in order to better serve both our staff and our organization. At Rising Sun, we like to ask ourselves: “How would I like to have me as a supervisor?”
Challenge:
In addition to our self assessment, there are also a number of ways in which to seek feedback from others. Most obviously, we can simply ask them directly how we are doing as a supervisor. We can meet with our staff, either one-on-one or in groups, and ask them for feedback on how well we are meeting their needs. We can ask them if there is anything else we can be doing to better support them. We can even ask them what they would do differently if they were the supervisor.
Additional Resources:
Do you have “IT”? Do you even know what “IT” is? http://www.risingsunconsultants.com/images/white_papers/PDFs/DoYouHaveIt.pdf
Monday, March 2, 2009
Thought of the Week - 3/02/09
“Destiny is no matter of chance. It is a matter of choice. It is not a thing to be waited for, it is a thing to be achieved.” -- William Jennings Bryan
According to Rising Sun’s 10 Keys of Effective Supervision™, effective supervisors encourage employees to both learn from and be challenged by their work. This can be accomplished by helping to create a “learning community” and by helping employees to define and achieve both individual and organizational goals and objectives. Supervision in this case is focused on the present and the future accomplishments, not solely on past mistakes. Creating and maintaining a coaching environment not only allows for, but encourages wise risk taking, as well seeing mistakes and failures as opportunities to learn and develop.
Challenge:
On way to help employees achieve their destiny is to help them to find opportunities to step outside of their normal comfort zone. Try utilizing “self-managed” work groups (also referred to as “self-directed,” “self-regulating,” and/or “semiautonomous” work groups). Self-managed work groups differ from the traditional team approach by involving employees in the process from beginning to end. Employees are encouraged to speak openly, think outside of the box, tap into their creative energy, and apply their expertise. If established correctly, the work group functions without fear of retribution by management or other group members, and a sense of ownership by the employees prevails.
Additional Resources:
“Increased Productivity through Self-Managed Work Groups”
http://www.risingsunconsultants.com/images/white_papers/PDFs/SelfManagedWorkGroups.pdf
According to Rising Sun’s 10 Keys of Effective Supervision™, effective supervisors encourage employees to both learn from and be challenged by their work. This can be accomplished by helping to create a “learning community” and by helping employees to define and achieve both individual and organizational goals and objectives. Supervision in this case is focused on the present and the future accomplishments, not solely on past mistakes. Creating and maintaining a coaching environment not only allows for, but encourages wise risk taking, as well seeing mistakes and failures as opportunities to learn and develop.
Challenge:
On way to help employees achieve their destiny is to help them to find opportunities to step outside of their normal comfort zone. Try utilizing “self-managed” work groups (also referred to as “self-directed,” “self-regulating,” and/or “semiautonomous” work groups). Self-managed work groups differ from the traditional team approach by involving employees in the process from beginning to end. Employees are encouraged to speak openly, think outside of the box, tap into their creative energy, and apply their expertise. If established correctly, the work group functions without fear of retribution by management or other group members, and a sense of ownership by the employees prevails.
Additional Resources:
“Increased Productivity through Self-Managed Work Groups”
http://www.risingsunconsultants.com/images/white_papers/PDFs/SelfManagedWorkGroups.pdf
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