"In matters of style, swim with the current; In matters of principle, stand like a rock." -- Thomas Jefferson
Challenge:
Experience has taught us that at times, both values and needs come into conflict. For example, Jim and I believe that FAMILY is an extremely important value and have included it in our statement of shared values. However, we also believe that CUSTOMER SERVICE is an extremely important value. I am sure that all of you can relate to the fact that these two values often can and do come into conflict.
What are your most important values? Do you have them written down? Have you made them part of your organization’s culture? Have you prioritized them and have you communicated the priorities to your staff?
In other words … do you and your staff know what your values are and do you know what to do if one value comes in conflict with another value?
Additional Resources:
Book Review: “Making the Grass Green on Your Side” by Ken Melrose
(http://www.risingsunconsultants.com/images/book_reviews/bookreviews_html/leadership2.html )
Monday, June 29, 2009
Monday, June 22, 2009
Thought for the Week - 6/22/09
"In times of rapid change, experience could be your worst enemy." -- Jean Paul Getty
Challenge:
Walk into almost any business today and one thing will become immediately apparent … the great diversity of today’s workforce. One aspect of this diversity is the generational differences among today’s workers. According to most experts, for the first time in history, we are seeing members of four distinct “generations” working together, and often experiencing clashes in both attitudes and values.
Unfortunately, many of today’s managers and supervisors are unaware of, or simply choose to ignore these important generational differences. However, research over the past 20 years on employee engagement has clearly shown that in order to reduce conflict and get the most out of your staff, you have to treat your employees the way they want to be treated. This appreciation of diversity allows each generation to contribute to, as well as become part of the long-term growth of the organization.
When was the last time you sort the counsel and advice of your oldest, most experienced employees?
When was the last time you sort the counsel and advice of your youngest and most “up to date” of “state of the art” employees?
Additional Resources:
White Paper: “Dealing with a Changing Workforce: Supervision in the 21st Century”
(http://www.risingsunconsultants.com/images/white_papers/PDFs/ChangingWorkforce.pdf )
Challenge:
Walk into almost any business today and one thing will become immediately apparent … the great diversity of today’s workforce. One aspect of this diversity is the generational differences among today’s workers. According to most experts, for the first time in history, we are seeing members of four distinct “generations” working together, and often experiencing clashes in both attitudes and values.
Unfortunately, many of today’s managers and supervisors are unaware of, or simply choose to ignore these important generational differences. However, research over the past 20 years on employee engagement has clearly shown that in order to reduce conflict and get the most out of your staff, you have to treat your employees the way they want to be treated. This appreciation of diversity allows each generation to contribute to, as well as become part of the long-term growth of the organization.
When was the last time you sort the counsel and advice of your oldest, most experienced employees?
When was the last time you sort the counsel and advice of your youngest and most “up to date” of “state of the art” employees?
Additional Resources:
White Paper: “Dealing with a Changing Workforce: Supervision in the 21st Century”
(http://www.risingsunconsultants.com/images/white_papers/PDFs/ChangingWorkforce.pdf )
Tuesday, June 9, 2009
Thought for the Week - 6/09/09
What lies behind us, and what lies before us are small matters compared to what lies within us. -- Ralph Waldo Emerson
Challenge:
As servant leaders, we must be continuously asking ourselves how we are doing as a leader/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.
How closely align is your person mission statement to that of your organization?
How closely aligned is your person vision with that of you organization?
Perhaps most important, how closely aligned are your personal values with those of your organization?
Taken one step further, what are you doing to hold yourself and your employees accountable for supporting your mission, vision and shared values?
Are they built into each employee’s job description? Do they play a role in the hiring process? Are they an integral part of your new employee orientation program? Do you hold ongoing training and/or support sessions on these topics? Are they built into your performance appraisal system?
It is one thing to meet your numbers, but are you leaving bodies in the wake?
Additional Resources:
Book Review: “The Servant – A Simple Story About The True Essence Of Leadership”
(http://www.risingsunconsultants.com/images/book_reviews/bookreviews_html/leadership_main.html)
Challenge:
As servant leaders, we must be continuously asking ourselves how we are doing as a leader/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.
How closely align is your person mission statement to that of your organization?
How closely aligned is your person vision with that of you organization?
Perhaps most important, how closely aligned are your personal values with those of your organization?
Taken one step further, what are you doing to hold yourself and your employees accountable for supporting your mission, vision and shared values?
Are they built into each employee’s job description? Do they play a role in the hiring process? Are they an integral part of your new employee orientation program? Do you hold ongoing training and/or support sessions on these topics? Are they built into your performance appraisal system?
It is one thing to meet your numbers, but are you leaving bodies in the wake?
Additional Resources:
Book Review: “The Servant – A Simple Story About The True Essence Of Leadership”
(http://www.risingsunconsultants.com/images/book_reviews/bookreviews_html/leadership_main.html)
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