"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?
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)
Monday, June 29, 2009
Thought for the Week - 6/29/09
"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 )
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 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)
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 13, 2009
Thought of the Week - 4/13/09
For many people a job is more than an income – it's an important part of who we are. So a career transition of any sort is one of the most unsettling experiences you can face in your life. -- Paul Clitheroe
Like all transitions, career transitions, or even the fear of career transitions, must be faced and experienced as a form of personal loss.
Challenge:
How is the economy affecting either you or your employees? Are either you or they facing a transition?
What strategies do you have in place to support those who are facing transitions? What strategies do you have in place to support those who will survive the transition?
Most important, what are you doing to ensure competent leadership for your company or organization, now and in the future?
Like all transitions, career transitions, or even the fear of career transitions, must be faced and experienced as a form of personal loss.
Challenge:
How is the economy affecting either you or your employees? Are either you or they facing a transition?
What strategies do you have in place to support those who are facing transitions? What strategies do you have in place to support those who will survive the transition?
Most important, what are you doing to ensure competent leadership for your company or organization, now and in the future?
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 23, 2009
Thought of the Week - 3/23/09
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
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 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 16, 2009
Thought of the Week - 2/16/09
“Because things are the way they are, things will not stay the way they are.” -- Bertold Brecht
One of the most challenging issues in organizations and business today is change. Some people love it and others hate it. But one thing is for sure, change takes time. We either make change happen so quickly that people don’t have time to get on board and make it happen effectively or we’re not given enough time to do what it takes to see change occur when it needs to.
Whenever change occurs, transition goes with it. In order to be effective, we need to involve the people affected by the change in the change process. We need to allow a process to occur which deals with people’s emotions.
The last time you experience a planned change, what intentional efforts were made to allow people to experience their losses and deal with their emotions?
What did you do to purposefully involve those who were not on board?
What did you do to engage them and support them through their feelings?
If you take the time to support those most affected by the change, you may find that some of your greatest advocates of the change you desire will be those who struggled the most with the change in the beginning.
One of the most challenging issues in organizations and business today is change. Some people love it and others hate it. But one thing is for sure, change takes time. We either make change happen so quickly that people don’t have time to get on board and make it happen effectively or we’re not given enough time to do what it takes to see change occur when it needs to.
Whenever change occurs, transition goes with it. In order to be effective, we need to involve the people affected by the change in the change process. We need to allow a process to occur which deals with people’s emotions.
The last time you experience a planned change, what intentional efforts were made to allow people to experience their losses and deal with their emotions?
What did you do to purposefully involve those who were not on board?
What did you do to engage them and support them through their feelings?
If you take the time to support those most affected by the change, you may find that some of your greatest advocates of the change you desire will be those who struggled the most with the change in the beginning.
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, January 5, 2009
Thought of the Week - 1/05/09
“Part of the issue of achievement is to be able to set realistic goals, but that's one of the hardest things to do because you don't always know exactly where you're going, and you shouldn't.” -- George Lucas
Writing down your Goals is an important first step towards achieving them. First, because by writing them down it forces you visualize your Goals. And second, because the act of writing them down creates a commitment on your part.
Only about 5% of the population actually takes the time to write down their Goals. Maybe that is why so few people actually are living the life that they would like to be living.
Writing down your Goals creates the roadmap to your success. Although just the act of writing them down can set the process in motion, it is also extremely important to review your Goals frequently. Remember, the more focused you are on your Goals the more likely you are to accomplish them.
When was the last time you wrote down your personal and professional goals?
When was the last time you reviewed your personal and professional goals?
Every time you make a decision during the day, ask yourself this question, "Does it take me closer to, or further from my goal?" If the answer is "closer to," then you've made the right decision. If the answer is "further from," well, you know what to do!!
Writing down your Goals is an important first step towards achieving them. First, because by writing them down it forces you visualize your Goals. And second, because the act of writing them down creates a commitment on your part.
Only about 5% of the population actually takes the time to write down their Goals. Maybe that is why so few people actually are living the life that they would like to be living.
Writing down your Goals creates the roadmap to your success. Although just the act of writing them down can set the process in motion, it is also extremely important to review your Goals frequently. Remember, the more focused you are on your Goals the more likely you are to accomplish them.
When was the last time you wrote down your personal and professional goals?
When was the last time you reviewed your personal and professional goals?
Every time you make a decision during the day, ask yourself this question, "Does it take me closer to, or further from my goal?" If the answer is "closer to," then you've made the right decision. If the answer is "further from," well, you know what to do!!
Monday, December 29, 2008
Thought of the Week - 12/29/08
“If you think you can, you can. And if you think you can't, you're right.” -- Henry Ford
Visualization and repeating affirmations are important stepping stones to achieving success. When you visualize and affirm you focus and channel your energies toward your goals, your mind becomes focused on finding solutions to bring your goals to life.
When you visualize and affirm your goals or write them down, you gain much more then just programming your mind passively with subliminal messages. One of the advantages of visualization and affirmations is that you can use them wherever you are, at any time, without the necessity of any external instruments. All you need is your mind.
When was the last time you actually wrote down your personal and professional goals?
When was the last time you really visualized yourself successfully achieving your goals?
What so you tell yourself on a regular basis about your goals and your likelihood of success?
Take some time today to visualize yourself doing what you have always wanted to do and being the person you always wanted to be!
Visualization and repeating affirmations are important stepping stones to achieving success. When you visualize and affirm you focus and channel your energies toward your goals, your mind becomes focused on finding solutions to bring your goals to life.
When you visualize and affirm your goals or write them down, you gain much more then just programming your mind passively with subliminal messages. One of the advantages of visualization and affirmations is that you can use them wherever you are, at any time, without the necessity of any external instruments. All you need is your mind.
When was the last time you actually wrote down your personal and professional goals?
When was the last time you really visualized yourself successfully achieving your goals?
What so you tell yourself on a regular basis about your goals and your likelihood of success?
Take some time today to visualize yourself doing what you have always wanted to do and being the person you always wanted to be!
Monday, December 22, 2008
Thought of the Week - 12/22/08
“The greatest problem in communication is the illusion that it has been accomplished.” -- George Bernard Shaw
Think back to a time when an important decision needed to be made in the workplace. What was your reaction? Did you make the decision on your own or did you seek the advice of others that report to you? If it was a group effort, was this the norm in your decision making process? If you felt that the decision needed to be made solely by you, then how did you communicate that decision to others?
The point to be made here is that the method in which communication takes place 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.
Think back to a time when an important decision needed to be made in the workplace. What was your reaction? Did you make the decision on your own or did you seek the advice of others that report to you? If it was a group effort, was this the norm in your decision making process? If you felt that the decision needed to be made solely by you, then how did you communicate that decision to others?
The point to be made here is that the method in which communication takes place 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.
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, December 8, 2008
Thought of the Week - 12/08/08
“A successful life is one that is lived through understanding and pursuing one's own path, not chasing after the dreams of others.” -- Chin-Ning Chu
As a servant leader, you probably already have an idea of what your strengths are, as well as growth areas. For some leaders, creative visioning may be a stretch and, therefore, they chose to stick to the duties at hand. Other leaders would rather dream, than get bogged down with the mundane. Effective servant leadership requires a good balance of both. You may wonder how you alter your normal tendencies. This takes concentration. For instance, for those who feel they can not develop creative ideas, take time to dream and conceptualize how it could be brought to inception. Stimulate your brain by exploring unfamiliar territory and remember to bring about awareness in others by sharing your new knowledge.
How well do you know yourself? Are you willing to look at yourself honestly?
Do you have the desire to improve? Are you willing to find opportunities to step outside of your comfort zone?
As a servant leader, you probably already have an idea of what your strengths are, as well as growth areas. For some leaders, creative visioning may be a stretch and, therefore, they chose to stick to the duties at hand. Other leaders would rather dream, than get bogged down with the mundane. Effective servant leadership requires a good balance of both. You may wonder how you alter your normal tendencies. This takes concentration. For instance, for those who feel they can not develop creative ideas, take time to dream and conceptualize how it could be brought to inception. Stimulate your brain by exploring unfamiliar territory and remember to bring about awareness in others by sharing your new knowledge.
How well do you know yourself? Are you willing to look at yourself honestly?
Do you have the desire to improve? Are you willing to find opportunities to step outside of your comfort zone?
Monday, December 1, 2008
Thought of the Week - 12/01/08
“I remind myself every morning: Nothing I say this day will teach me anything. So if I'm going to learn, I must do it by listening.” -- Larry King
Effective supervisors are proactive in their pursuit of employee feedback. They know and believe that their employees are an important source of information about how to do a job and how to do it better. They do not wait for their employees to come to them with issues and complaints, they go to them and create a safe and positive environment in which to share information back and forth. This can be done either individually or in a group setting. What is important is that it is being done.
When was the last time you ask your employees what they thought about a project or how to improve productivity?
When was the last time you actually sat quietly and really listened to what your staff had to say?
Effective supervisors are proactive in their pursuit of employee feedback. They know and believe that their employees are an important source of information about how to do a job and how to do it better. They do not wait for their employees to come to them with issues and complaints, they go to them and create a safe and positive environment in which to share information back and forth. This can be done either individually or in a group setting. What is important is that it is being done.
When was the last time you ask your employees what they thought about a project or how to improve productivity?
When was the last time you actually sat quietly and really listened to what your staff had to say?
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