"If you could 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
Challenge:
What aspects of your life are you most pleased with? What aspects are you most displeased with?
Both aspects need to be evaluated for possible growth/change.
What is it that you most want to achieve that you have yet to achieve in your life?
Showing posts with label Leadership. Show all posts
Showing posts with label Leadership. Show all posts
Monday, October 5, 2009
Monday, August 3, 2009
Thought of the Week - 8/3/09
"Nearly all men can stand adversity, but if you want to test a man's character, give him power." -- Abraham Lincoln
Challenge:
What are the biggest challenges you face when placed in a leadership or supervisory position?
How have you dealt with the pressures that come along with leadership?
As Servant Leaders, we must be continuously asking ourselves how are we doing as leaders/supervisors? 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.
It is critical for the success of any leader to take precious time to evaluate themselves. As leaders and supervisors we need to find consistent ways to look at our strengths and our weaknesses. More importantly, once we have assessed and evaluated ourselves we need to make a conscious decision to do something productive and meaningful with the information we receive.
Are you willing to look at yourself honestly?
Do you have the desire to improve?
Challenge:
What are the biggest challenges you face when placed in a leadership or supervisory position?
How have you dealt with the pressures that come along with leadership?
As Servant Leaders, we must be continuously asking ourselves how are we doing as leaders/supervisors? 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.
It is critical for the success of any leader to take precious time to evaluate themselves. As leaders and supervisors we need to find consistent ways to look at our strengths and our weaknesses. More importantly, once we have assessed and evaluated ourselves we need to make a conscious decision to do something productive and meaningful with the information we receive.
Are you willing to look at yourself honestly?
Do you have the desire to improve?
Monday, July 13, 2009
Thought for the Week - 7/13/09
"When we are no longer able to change a situation, we are challenged to change ourselves." -- Victor Frankl
Challenge:
What are some of the biggests challenges you have in dealing with your staff or employees?
Have you been honest in your evaluation fo the situation?
What role, if any, did you play in creating the situation?
What roles, if any, are you currently playing in maintaining the situation?
What do YOU personally need to do or change in order to bring a resolution to the current situation?
Additonnal Resources:
White Paper: "Do you have "It"? Do you even know what "It" is?"
(http://www.risingsunconsultants.com/images/white-papers/PDFs/DoYouHaveIt.pdf)
Challenge:
What are some of the biggests challenges you have in dealing with your staff or employees?
Have you been honest in your evaluation fo the situation?
What role, if any, did you play in creating the situation?
What roles, if any, are you currently playing in maintaining the situation?
What do YOU personally need to do or change in order to bring a resolution to the current situation?
Additonnal Resources:
White Paper: "Do you have "It"? Do you even know what "It" is?"
(http://www.risingsunconsultants.com/images/white-papers/PDFs/DoYouHaveIt.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)
Tuesday, May 26, 2009
Thought for the Week - 5/26/09
Doubt is not a pleasant condition, but certainty is absurd. -- Voltaire
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. At Rising Sun, we like to ask ourselves: “How would I like to have me as a leader/supervisor?”
There are also a number of ways in which to seek feedback from others. Most obviously, we can simply ask them directly.
When was the last time you met with our staff, either one-on-one or in groups, and ask them for feedback on how well we are meeting their needs?
When was the last time you asked them if there is anything else you could be doing to better support their needs?
When was the last time you asked them for feedback on what they would do differently if they were the leader/supervisor?
Additional Resources:
White Paper: “Focus on Health, Not Problems: Building a Healthy Organizational Lifestyle”
(http://www.risingsunconsultants.com/images/white_papers/PDFs/focusOnHealth.pdf)
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. At Rising Sun, we like to ask ourselves: “How would I like to have me as a leader/supervisor?”
There are also a number of ways in which to seek feedback from others. Most obviously, we can simply ask them directly.
When was the last time you met with our staff, either one-on-one or in groups, and ask them for feedback on how well we are meeting their needs?
When was the last time you asked them if there is anything else you could be doing to better support their needs?
When was the last time you asked them for feedback on what they would do differently if they were the leader/supervisor?
Additional Resources:
White Paper: “Focus on Health, Not Problems: Building a Healthy Organizational Lifestyle”
(http://www.risingsunconsultants.com/images/white_papers/PDFs/focusOnHealth.pdf)
Monday, May 11, 2009
Thought for the Week - 5/11/09
Managers are people who do things right, while leaders are people who do the right thing. -- Warren Bennis
Challenge:
You probably see it every day, but when was the last time that you actually read your organization’s mission statement and reflected on each word? When was the last time you read your organization’s vision statement or statement of shared values? How well do you know what your organization stands for? How committed are you to seeing the mission and vision carried out? How clear are you as to how your role in the organization affects the mission and vision?
Equally important, how well do those you lead understand how their individual roles and responsibilities affect the mission and vision of the organization? How well do those you lead contribute to other areas in the organization? What are you doing to enhance your team’s understanding of the organization’s mission, vision and shared values? What are you doing to ensure collaboration across departments?
Additional Resources:
Book Review: “Gung Ho! Turn on the People in Any Organization” (http://www.risingsunconsultants.com/images/book_reviews/bookreviews_html/leadership1.html)
Challenge:
You probably see it every day, but when was the last time that you actually read your organization’s mission statement and reflected on each word? When was the last time you read your organization’s vision statement or statement of shared values? How well do you know what your organization stands for? How committed are you to seeing the mission and vision carried out? How clear are you as to how your role in the organization affects the mission and vision?
Equally important, how well do those you lead understand how their individual roles and responsibilities affect the mission and vision of the organization? How well do those you lead contribute to other areas in the organization? What are you doing to enhance your team’s understanding of the organization’s mission, vision and shared values? What are you doing to ensure collaboration across departments?
Additional Resources:
Book Review: “Gung Ho! Turn on the People in Any Organization” (http://www.risingsunconsultants.com/images/book_reviews/bookreviews_html/leadership1.html)
Monday, April 20, 2009
Thought for the Week - 4/20/09
Remember there's no such thing as a small act of kindness. Every act creates a ripple with no logical end. -- Scott Adams
Unfortunately, many leaders today still do not understand that in order to be successful, in order to inspire and motivate people, it takes more than telling them what to do and giving them a paycheck. The days of employees being grateful to their bosses because they were given a job and then being willing to be underappreciated or ignored are over. There is a new age of leadership emerging which focuses on caring for and serving others.
Challenge:
As a leader, do you allow room for mistakes and risks; do you provide support and resources along with positive coaching and strong feedback that builds people up?
When is the last time you placed emphasis on taking care of their employees?
When is the last time you went to see them rather then waiting for them to come see you?
As a supervisor, what are you doing to build a relationship with and between each one of your team members, both individually and as a team.?
Additional Resources:
“The Disconnect”
http://www.risingsunconsultants.com/images/white_papers/PDFs/theDisconnect.pdf
Unfortunately, many leaders today still do not understand that in order to be successful, in order to inspire and motivate people, it takes more than telling them what to do and giving them a paycheck. The days of employees being grateful to their bosses because they were given a job and then being willing to be underappreciated or ignored are over. There is a new age of leadership emerging which focuses on caring for and serving others.
Challenge:
As a leader, do you allow room for mistakes and risks; do you provide support and resources along with positive coaching and strong feedback that builds people up?
When is the last time you placed emphasis on taking care of their employees?
When is the last time you went to see them rather then waiting for them to come see you?
As a supervisor, what are you doing to build a relationship with and between each one of your team members, both individually and as a team.?
Additional Resources:
“The Disconnect”
http://www.risingsunconsultants.com/images/white_papers/PDFs/theDisconnect.pdf
Monday, April 6, 2009
Thought of the Week - 4/06/09
If we all did the things we are capable of doing, we would literally astound ourselves. -- Thomas Edison
Challenge:
When is the last time you challenged yourself to do something new or difficult? What is the one thing that has been on your to-do-list that you have been avoiding doing?
Pick just one thing that you have either been wanting to do or have been avoiding doing and JUST DO IT!! Do you best and see how much amaze yourself with the results!
How about your staff, what are you doing to ensure that your staff is performing at their maximum level? How can you help them to get at those things they’ve been wanting to do or avoiding doing?
Additional Resources:
“Increased Productivity through Self-Managed Work Groups”
http://www.risingsunconsultants.com/images/white_papers/PDFs/SelfManagedWorkGroups.pdf
Challenge:
When is the last time you challenged yourself to do something new or difficult? What is the one thing that has been on your to-do-list that you have been avoiding doing?
Pick just one thing that you have either been wanting to do or have been avoiding doing and JUST DO IT!! Do you best and see how much amaze yourself with the results!
How about your staff, what are you doing to ensure that your staff is performing at their maximum level? How can you help them to get at those things they’ve been wanting to do or avoiding doing?
Additional Resources:
“Increased Productivity through Self-Managed Work Groups”
http://www.risingsunconsultants.com/images/white_papers/PDFs/SelfManagedWorkGroups.pdf
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
Tuesday, February 24, 2009
Thought of the Week - 2/23/09
“If we want to produce people who share the values of a democratic culture, they must be taught those values and not be left to acquire them by chance.” -- Cal Thomas
You probably see it every day, but when was the last time that you actually read your organization’s mission statement and reflected on each word? When was the last time you read your organization’s vision statement or statement of shared values? How well do you know what your organization stands for? How committed are you to seeing the mission and vision carried out? How clear are you as to how your role in the organization affects the mission and vision?
Equally important, how well do those you lead understand how their individual roles and responsibilities affect the mission and vision of the organization? How well do those you lead contribute to other areas in the organization? What are you doing to enhance your team’s understanding of the organization’s mission, vision and shared values? What are you doing to ensure collaboration across departments?
You probably see it every day, but when was the last time that you actually read your organization’s mission statement and reflected on each word? When was the last time you read your organization’s vision statement or statement of shared values? How well do you know what your organization stands for? How committed are you to seeing the mission and vision carried out? How clear are you as to how your role in the organization affects the mission and vision?
Equally important, how well do those you lead understand how their individual roles and responsibilities affect the mission and vision of the organization? How well do those you lead contribute to other areas in the organization? What are you doing to enhance your team’s understanding of the organization’s mission, vision and shared values? What are you doing to ensure collaboration across departments?
Monday, February 2, 2009
Thought of the Week - 2/02/09
“Self-esteem is a huge piece of my work. You have to believe it's possible and believe in yourself. Because after you've decided what you want, you have to believe it's possible, and possible for you, not just for other people. Then you need to seek out models, mentors, and coaches.” -- Jack Canfield
Do you believe you are capable of being the best at what you do?
Do you evaluate yourself on a regular basis to identify the caps in your skills?
Do you have someone other than yourself (i.e., coach mentor, friend, partner, etc.) that you hold yourself accountable to?
What have you done lately to congratulate or reward yourself for a job well done?
Do you believe you are capable of being the best at what you do?
Do you evaluate yourself on a regular basis to identify the caps in your skills?
Do you have someone other than yourself (i.e., coach mentor, friend, partner, etc.) that you hold yourself accountable to?
What have you done lately to congratulate or reward yourself for a job well done?
Monday, January 12, 2009
Thought of the Week - 1/12/09
“Learning is an active process. We learn by doing. Only knowledge that is used sticks in your mind.” -- Dale Carnegie
When is the last time you “got out on the floor” and worked side by side with your employees?
Do you evaluate your employees from your comfortable chair in the head office, or do you have the hands on knowledge to evaluate them for the work they are actually doing?
Do you ever hear yourself saying, “When I did your job we use to …”? IF so, how long ago was it that you did “their job”? Is it still the same job? Is it still done in the same way? Is it still the same product? Are they still the same clients/customers?
If you really want to know and understand your company, you need to get out of the office from time to time and do the job others are doing and learn what it is really like to do their job!!
When is the last time you “got out on the floor” and worked side by side with your employees?
Do you evaluate your employees from your comfortable chair in the head office, or do you have the hands on knowledge to evaluate them for the work they are actually doing?
Do you ever hear yourself saying, “When I did your job we use to …”? IF so, how long ago was it that you did “their job”? Is it still the same job? Is it still done in the same way? Is it still the same product? Are they still the same clients/customers?
If you really want to know and understand your company, you need to get out of the office from time to time and do the job others are doing and learn what it is really like to do their job!!
Monday, December 15, 2008
Thought of the Week - 12/15/08
“In order to have a winner, the team must have a feeling of unity; every player must put the team first – ahead of personal glory.” -- Paul Bear Bryant
In addition to building a positive relationship between you and your employees, we believe that cultivating positive relationships between and among employees is one of the most important, yet challenging goals facing today’s leaders. Building a successful organization depends on the ability of a leader to create a positive organizational culture which focuses on cooperation and collaboration, as well as strong relationships among and between employees (peers), departments and employees and management. Actively building a positive culture of employee relationships is contagious and leads to both improved customer service and improved relationships among and between all members of the organization’s community.
Ultimately, the success of any organization is largely dependent upon the strength of the relationships formed and maintained within an organization. The capacity to communicate effectively, to trust and to develop healthy teams relies on the strength of relationships. Stronger relationships between staff and supervisors and their teams are directly linked to increased productivity, increased retention and overall success of an organization.
What are you doing to let your staff know that relationships are important?
What strategies have you developed in order to create a safe environment for dialogue and discussion within your organization?
What have you done consciously in order to create opportunities for staff to share personal and family accomplishments?
In addition to building a positive relationship between you and your employees, we believe that cultivating positive relationships between and among employees is one of the most important, yet challenging goals facing today’s leaders. Building a successful organization depends on the ability of a leader to create a positive organizational culture which focuses on cooperation and collaboration, as well as strong relationships among and between employees (peers), departments and employees and management. Actively building a positive culture of employee relationships is contagious and leads to both improved customer service and improved relationships among and between all members of the organization’s community.
Ultimately, the success of any organization is largely dependent upon the strength of the relationships formed and maintained within an organization. The capacity to communicate effectively, to trust and to develop healthy teams relies on the strength of relationships. Stronger relationships between staff and supervisors and their teams are directly linked to increased productivity, increased retention and overall success of an organization.
What are you doing to let your staff know that relationships are important?
What strategies have you developed in order to create a safe environment for dialogue and discussion within your organization?
What have you done consciously in order to create opportunities for staff to share personal and family accomplishments?
Monday, November 17, 2008
Thought of the Week - 11/17/08
“The resentment that criticism engenders can demoralize employees, family members and friends, and still not correct the situation that has been condemned.” -- Dale Carnegie
As the old saying goes, “You can catch more flies with honey than you can with vinegar.” In other words, you will get far more from your employees by catching them doing what’s right, rather than catching them doing what’s wrong. Praise and encouragement will do far more to reinforce desired behavior than criticism ever will.
Genuine praise is a critical tool in both developing and maintaining positive employee morale and engagement. However, praise alone (i.e., general statements of appreciation, “pats on the back,” etc.) often falls short of the mark. Moreover, if given continuously or without specific examples it can seem shallow and/or contrived. What’s worse, it may even send the message that you really don’t know specifically what the individual does or how they are actually performing.
On the other hand, providing “encouragement” in addition to praise can go a long way to building self-esteem and pride in one’s work. For example, being specific about a positive interaction you see between an employee and customer or between two employees not only tells the employee that they are doing a good job, but it also lets them know that you are noticing what they are doing.
What have you done lately to show your staff that you are aware of the positive things they are doing to help move your organization forward?
How much of your time do you spend trying to catch your staff doing what’s right, rather than doing what’s wrong?
When you do catch them doing what’s right, how specific are you in the praise and encouragement you offer?
As the old saying goes, “You can catch more flies with honey than you can with vinegar.” In other words, you will get far more from your employees by catching them doing what’s right, rather than catching them doing what’s wrong. Praise and encouragement will do far more to reinforce desired behavior than criticism ever will.
Genuine praise is a critical tool in both developing and maintaining positive employee morale and engagement. However, praise alone (i.e., general statements of appreciation, “pats on the back,” etc.) often falls short of the mark. Moreover, if given continuously or without specific examples it can seem shallow and/or contrived. What’s worse, it may even send the message that you really don’t know specifically what the individual does or how they are actually performing.
On the other hand, providing “encouragement” in addition to praise can go a long way to building self-esteem and pride in one’s work. For example, being specific about a positive interaction you see between an employee and customer or between two employees not only tells the employee that they are doing a good job, but it also lets them know that you are noticing what they are doing.
What have you done lately to show your staff that you are aware of the positive things they are doing to help move your organization forward?
How much of your time do you spend trying to catch your staff doing what’s right, rather than doing what’s wrong?
When you do catch them doing what’s right, how specific are you in the praise and encouragement you offer?
Monday, November 10, 2008
Thought of the Week - 11/10/08
“If there is any great secret of success in life, it lies in the ability to put yourself in the other person’s place and to see things from his point of view – as well as your own.” -- Henry Ford
The point to be made here is that the way in which we listen to others, listen to their thoughts, their feelings and their needs is crucial in creating a workplace community where people feel valued. The more you are seen as someone who is genuinely committed to listening and responding appropriately, the more committed those around you will be to organizational goals and initiatives.
How good are your skills at “active listening”? Are you able to sit silently are truly listen to understand or are you thinking about what you want to say rather than listening to others?
How good are you at demonstrating true empathy, true understanding, even when you do not agree with what the other person is say or feeling?
How effective are you as a communicator?
The point to be made here is that the way in which we listen to others, listen to their thoughts, their feelings and their needs is crucial in creating a workplace community where people feel valued. The more you are seen as someone who is genuinely committed to listening and responding appropriately, the more committed those around you will be to organizational goals and initiatives.
How good are your skills at “active listening”? Are you able to sit silently are truly listen to understand or are you thinking about what you want to say rather than listening to others?
How good are you at demonstrating true empathy, true understanding, even when you do not agree with what the other person is say or feeling?
How effective are you as a communicator?
Monday, November 3, 2008
Thought of the Week - 11/3/08
“On a personal level, everyone must answer the following question: What is my highest aspiration? The answer might be wealth, fame, knowledge, popularity, or integrity. But if integrity is secondary to any of the alternatives, it will be sacrificed in situations in which a choice must be made. Such situations will inevitably occur in every person's life.” -- Murphy Smith
What are your values?
How do your values match those of your organization?
What can you do to ensure that your values align with your organization’s values?
What are your values?
How do your values match those of your organization?
What can you do to ensure that your values align with your organization’s values?
Monday, October 20, 2008
Thought of the Week - 10/20/08
"A genuine leader is not a searcher for consensus but a molder of consensus." - Martin Luther King, Jr.
Like all great Servant Leaders, King knew the value of the art of gentle persuasion. This concept sets servant leadership apart from past leadership styles in the fact that instead of dictating to staff members the decisions that are made, buy-in is obtained by the leader setting the stage simply through open communication. By creating awareness through gentle persuasion, listening and offering empathy, the most difficult situations can be eased.
What strategies or techniques do you use to help “mold” consensus within your organization?
Like all great Servant Leaders, King knew the value of the art of gentle persuasion. This concept sets servant leadership apart from past leadership styles in the fact that instead of dictating to staff members the decisions that are made, buy-in is obtained by the leader setting the stage simply through open communication. By creating awareness through gentle persuasion, listening and offering empathy, the most difficult situations can be eased.
What strategies or techniques do you use to help “mold” consensus within your organization?
Monday, October 13, 2008
Thought of the Week - 10/13/08
"The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it." - Theodore Roosevelt
How well do you know those you lead? You are probably surrounded with an abundance of talented individuals, unique to your workplace, whose expertise possibly has gone virtually untouched. According to the Rising Sun model, “Instilling Independence” is defined as: “Developing an atmosphere of hope, confidence and autonomy.” In other words, Instilling Independence is believing in people, believing that we hired them for the right reasons.
Instilling Independence is thinking and assuming the best in others. It is empowering your employees to do the job they were hired to do. No other single strategy of effective supervision is more powerful than allowing an employee to actually do the job they were hire for without having to micromanage how they do it.
Have you ever been micromanaged? How did it feel? Did you like it? Did you feel respected? Did you respect the person who micromanaged you? It is always interesting to us that no matter how many people we ask, almost all have been micromanaged, but no one likes it! So who is doing all the micromanaging and why?
How well do you know those you lead? You are probably surrounded with an abundance of talented individuals, unique to your workplace, whose expertise possibly has gone virtually untouched. According to the Rising Sun model, “Instilling Independence” is defined as: “Developing an atmosphere of hope, confidence and autonomy.” In other words, Instilling Independence is believing in people, believing that we hired them for the right reasons.
Instilling Independence is thinking and assuming the best in others. It is empowering your employees to do the job they were hired to do. No other single strategy of effective supervision is more powerful than allowing an employee to actually do the job they were hire for without having to micromanage how they do it.
Have you ever been micromanaged? How did it feel? Did you like it? Did you feel respected? Did you respect the person who micromanaged you? It is always interesting to us that no matter how many people we ask, almost all have been micromanaged, but no one likes it! So who is doing all the micromanaging and why?
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