The only limit to our realization of tomorrow will be our doubts of today. -- Franklin D. Roosevelt
What is holding you back? Are you more afraid of today or tomorrow?
Challenge:
These are definitely challenging times … however, will you choose the see the glass as half full and build a stronger tomorrow … or will you choose to see the glass as half empty and be too afraid to make a move?
Additional Resources:
“There’s Only One Thing Constant in Life…”
http://www.risingsunconsultants.com/images/white_papers/PDFs/change.pdf
Monday, March 23, 2009
Monday, March 16, 2009
Thought of the Week - 3/16/09
"Not everything that is faced can be changed. But nothing can be changed until it is faced." -- James Baldwin
In this time of economic crisis it is easy to bury your head in the sand and pretend that things aren’t so bad. Maybe things are not for you – but look around you, many people you know are suffering. Maybe you’re surviving, but at what cost to your friends, family and employees?
This is a time when we all need to fall back on our deep American heritage and reach out and lend a hand. If you need to let people go, you need to let people go … but don’t just say “I’m sorry”, find out what you can do to support them through the transition.
Now is the time to live by the Golden Rule!!
Challenge:
In his book “Managing Transitions: Making The Most of Change – 2nd Edition” (2003), William Bridges suggests that change is not just making the new direction occur, but more importantly, helping people to transition through the changes.
What are you doing to emotionally support both those who are falling victim to the current economic crisis (i.e., those being laid off, those suffering cut-backs, etc.) and those who survive (i.e., those seeing their friends and loved ones being laid off, those who remain but must pick up the slack for those who are gone, etc.)?
Additional Resources:
“Managing Transitions: Making The Most of Change – 2nd Edition” (William Bridges, 2003
http://www.risingsunconsultants.com/images/book_reviews/bookreviews_html/changemain.html
In this time of economic crisis it is easy to bury your head in the sand and pretend that things aren’t so bad. Maybe things are not for you – but look around you, many people you know are suffering. Maybe you’re surviving, but at what cost to your friends, family and employees?
This is a time when we all need to fall back on our deep American heritage and reach out and lend a hand. If you need to let people go, you need to let people go … but don’t just say “I’m sorry”, find out what you can do to support them through the transition.
Now is the time to live by the Golden Rule!!
Challenge:
In his book “Managing Transitions: Making The Most of Change – 2nd Edition” (2003), William Bridges suggests that change is not just making the new direction occur, but more importantly, helping people to transition through the changes.
What are you doing to emotionally support both those who are falling victim to the current economic crisis (i.e., those being laid off, those suffering cut-backs, etc.) and those who survive (i.e., those seeing their friends and loved ones being laid off, those who remain but must pick up the slack for those who are gone, etc.)?
Additional Resources:
“Managing Transitions: Making The Most of Change – 2nd Edition” (William Bridges, 2003
http://www.risingsunconsultants.com/images/book_reviews/bookreviews_html/changemain.html
Monday, March 9, 2009
Thought of the Week - 3/09/09
“If you would attain to what you are not yet, you must always be displeased by what you are. For where you are pleased with yourself there you have remained. Keep adding, keep walking, keep advancing.” -- Saint Augustine
As servant leaders, we must be continuously asking ourselves how we are doing as a supervisor. We need to ask ourselves how we can be better at what we do. We need to identify what changes we need to make in order to better serve both our staff and our organization. At Rising Sun, we like to ask ourselves: “How would I like to have me as a supervisor?”
Challenge:
In addition to our self assessment, there are also a number of ways in which to seek feedback from others. Most obviously, we can simply ask them directly how we are doing as a supervisor. We can meet with our staff, either one-on-one or in groups, and ask them for feedback on how well we are meeting their needs. We can ask them if there is anything else we can be doing to better support them. We can even ask them what they would do differently if they were the supervisor.
Additional Resources:
Do you have “IT”? Do you even know what “IT” is? http://www.risingsunconsultants.com/images/white_papers/PDFs/DoYouHaveIt.pdf
As servant leaders, we must be continuously asking ourselves how we are doing as a supervisor. We need to ask ourselves how we can be better at what we do. We need to identify what changes we need to make in order to better serve both our staff and our organization. At Rising Sun, we like to ask ourselves: “How would I like to have me as a supervisor?”
Challenge:
In addition to our self assessment, there are also a number of ways in which to seek feedback from others. Most obviously, we can simply ask them directly how we are doing as a supervisor. We can meet with our staff, either one-on-one or in groups, and ask them for feedback on how well we are meeting their needs. We can ask them if there is anything else we can be doing to better support them. We can even ask them what they would do differently if they were the supervisor.
Additional Resources:
Do you have “IT”? Do you even know what “IT” is? http://www.risingsunconsultants.com/images/white_papers/PDFs/DoYouHaveIt.pdf
Monday, March 2, 2009
Thought of the Week - 3/02/09
“Destiny is no matter of chance. It is a matter of choice. It is not a thing to be waited for, it is a thing to be achieved.” -- William Jennings Bryan
According to Rising Sun’s 10 Keys of Effective Supervision™, effective supervisors encourage employees to both learn from and be challenged by their work. This can be accomplished by helping to create a “learning community” and by helping employees to define and achieve both individual and organizational goals and objectives. Supervision in this case is focused on the present and the future accomplishments, not solely on past mistakes. Creating and maintaining a coaching environment not only allows for, but encourages wise risk taking, as well seeing mistakes and failures as opportunities to learn and develop.
Challenge:
On way to help employees achieve their destiny is to help them to find opportunities to step outside of their normal comfort zone. Try utilizing “self-managed” work groups (also referred to as “self-directed,” “self-regulating,” and/or “semiautonomous” work groups). Self-managed work groups differ from the traditional team approach by involving employees in the process from beginning to end. Employees are encouraged to speak openly, think outside of the box, tap into their creative energy, and apply their expertise. If established correctly, the work group functions without fear of retribution by management or other group members, and a sense of ownership by the employees prevails.
Additional Resources:
“Increased Productivity through Self-Managed Work Groups”
http://www.risingsunconsultants.com/images/white_papers/PDFs/SelfManagedWorkGroups.pdf
According to Rising Sun’s 10 Keys of Effective Supervision™, effective supervisors encourage employees to both learn from and be challenged by their work. This can be accomplished by helping to create a “learning community” and by helping employees to define and achieve both individual and organizational goals and objectives. Supervision in this case is focused on the present and the future accomplishments, not solely on past mistakes. Creating and maintaining a coaching environment not only allows for, but encourages wise risk taking, as well seeing mistakes and failures as opportunities to learn and develop.
Challenge:
On way to help employees achieve their destiny is to help them to find opportunities to step outside of their normal comfort zone. Try utilizing “self-managed” work groups (also referred to as “self-directed,” “self-regulating,” and/or “semiautonomous” work groups). Self-managed work groups differ from the traditional team approach by involving employees in the process from beginning to end. Employees are encouraged to speak openly, think outside of the box, tap into their creative energy, and apply their expertise. If established correctly, the work group functions without fear of retribution by management or other group members, and a sense of ownership by the employees prevails.
Additional Resources:
“Increased Productivity through Self-Managed Work Groups”
http://www.risingsunconsultants.com/images/white_papers/PDFs/SelfManagedWorkGroups.pdf
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?
Tuesday, November 25, 2008
Thought of the Week - 11/24/08
“The three great essentials to achieve anything worth while are, first, hard work; second, stick-to-itiveness; third, common sense.” -- Thomas Edison
For us, the fourth great essential is finding time to spend with family and friends …
We wish everyone a Happy Thanksgiving ….
For us, the fourth great essential is finding time to spend with family and friends …
We wish everyone a Happy Thanksgiving ….
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 27, 2008
Thought of the Week - 10/27/08
“You must elevate the growth and development of people from a ‘means’ to an ‘end’ goal of equal importance to the product or service mission of the organization. Servant leadership requires a level of intimacy with the needs and aspirations of the people being led that might be beyond the level of intimacy an ego-driven leader is willing to sustain.” - Ken Blanchard
Nothing is more important to the success of an organization than the quality or professionalism of its staff. All too often, organizations approach professional development from an issue based or single minded perspective rather than from a comprehensive perspective. Creating a professional staff requires more than just a hiring process, or more than just a training program, creating a professional staff requires a holistic or systems approach.
What are doing to insure that your staff is properly trained?
Nothing is more important to the success of an organization than the quality or professionalism of its staff. All too often, organizations approach professional development from an issue based or single minded perspective rather than from a comprehensive perspective. Creating a professional staff requires more than just a hiring process, or more than just a training program, creating a professional staff requires a holistic or systems approach.
What are doing to insure that your staff is properly trained?
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?
Monday, October 6, 2008
Thought of the Week - 10/6/08
Hello Everyone ...
We apologize for length of time we have not been adding to this Blog ... but we are back.
Since we have been gone for a while, we thought it might be a good idea to repeat our original Thought of the Week ...
"Leaders are made, not born. You learn to become a leader by doing what other excellent leaders have done before you. You become proficient in your job or skill, and then you become proficient at understanding the motivations and behaviors of other people." - Brian Tracy
There is an old saying that suggests "when a mind opens, a teacher will appear." It is our hope and desire that this Blog can serve as a "teacher", a resource to all who wish to become better leaders - including ourselves.
While we have the luxury of spending our days studying and thinking about leadership, we are well aware that most leaders need to spend the majority of their time focusing on that which they are responsible for leading. Our goal is to share with you the best thinking in the field in a condensed and easily accessible format.
Please share with us your thoughts, comments and questions about leadership (or any other related topic) so that we can share with you what the "experts" are saying about he subject.
Enjoy the site and we look forward to hearing from you. -Rick & Jim-
We apologize for length of time we have not been adding to this Blog ... but we are back.
Since we have been gone for a while, we thought it might be a good idea to repeat our original Thought of the Week ...
"Leaders are made, not born. You learn to become a leader by doing what other excellent leaders have done before you. You become proficient in your job or skill, and then you become proficient at understanding the motivations and behaviors of other people." - Brian Tracy
There is an old saying that suggests "when a mind opens, a teacher will appear." It is our hope and desire that this Blog can serve as a "teacher", a resource to all who wish to become better leaders - including ourselves.
While we have the luxury of spending our days studying and thinking about leadership, we are well aware that most leaders need to spend the majority of their time focusing on that which they are responsible for leading. Our goal is to share with you the best thinking in the field in a condensed and easily accessible format.
Please share with us your thoughts, comments and questions about leadership (or any other related topic) so that we can share with you what the "experts" are saying about he subject.
Enjoy the site and we look forward to hearing from you. -Rick & Jim-
Monday, June 16, 2008
Thought for the Week - 6/16/08
“Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it's amazing what they can accomplish.” -- Sam Walton
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.
However, we must be genuine and timely in our praise in order for it to have any real positive impact. If you can not be genuine in your praise, you might as well save your breath. Too many employees have been burnt in the past by false praise and have learned to question the motives of the people giving the praise.
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.
How often do you praise your employees?
What are some of the ways you encourage your employees?
What do you believe to be the difference between praise and encouragement?
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.
However, we must be genuine and timely in our praise in order for it to have any real positive impact. If you can not be genuine in your praise, you might as well save your breath. Too many employees have been burnt in the past by false praise and have learned to question the motives of the people giving the praise.
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.
How often do you praise your employees?
What are some of the ways you encourage your employees?
What do you believe to be the difference between praise and encouragement?
Monday, June 9, 2008
Thought for the Week - 6/9/08
Conformity is the jailer of freedom and the enemy of growth. -- John F. Kennedy
If you’ve hired someone for a particular job, you must have believed they were capable of doing that job. So why not get out of the way and let them do it? You hired them because you believed they were going to do the job, and you need to maintain that belief and treat them as such. The day that you believe that they can't do the job, is the day that you need to start doing something different, possibly even saying this is not the right place for them.
Empowerment has been defined as the process of enabling employees to reach their own potential in ways that help the team or organization. This definition focuses less on control and power and more on the effective use of autonomy and delegation. This allows employees both controls over and responsibility for the work they have been assigned.
If you’ve hired someone for a particular job, you must have believed they were capable of doing that job. So why not get out of the way and let them do it? You hired them because you believed they were going to do the job, and you need to maintain that belief and treat them as such. The day that you believe that they can't do the job, is the day that you need to start doing something different, possibly even saying this is not the right place for them.
Empowerment has been defined as the process of enabling employees to reach their own potential in ways that help the team or organization. This definition focuses less on control and power and more on the effective use of autonomy and delegation. This allows employees both controls over and responsibility for the work they have been assigned.
Unfortunately, many managers and supervisors struggle with the act of delegation. Effective delegation requires being very specific about what you want, setting clear parameters and timelines, making sure the resources are available to accomplish the task, setting up regular “touch base” meetings to check on progress (if necessary), and being available for support if requested.
One of the most critical rules of delegation is making sure you set appropriate limits, establish necessary ground rules, and clearly stating your expectations. If you can only spend a certain amount of money and you have a limited timeline, share that up front.
As long as those you delegate responsibility to meet the criteria that you gave them, you need to accept whatever they come back with. The worst thing you can do as a supervisor is send them off, let them work for two months, and when they come back and have met your criteria, you say that it's not what you wanted. You will kill morale.
We have all probably been in that boat where we asked “why didn't you just do it yourself the first time then, and save me the two months of work if you already knew what you wanted?” Your job is not to do the work for your employees. If that were the case, why would you need them in the first place?
Effective delegation not only instills independence in your employees, it also frees you up to do the job you were hired for. As suggested earlier, your role as a servant leader shifts from “managing” the productivity and progress of employees to coaching and mentoring their continued growth and development.
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? I
t 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?
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? I
t 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?
Monday, June 2, 2008
Thought for the Week - 6/2/08
It has become dramatically clear that the foundation of corporate integrity is personal integrity. --Sam DiPiazza
We all have a set of values and beliefs that drive and motivate our actions. Values are at theart of all great organizations. They define what we stand for, what we believe in and what people can expect from us.
Everything we do in life is based on what we think, feel, and believe. Whenever we make decisions, take a new direction, change what we are currently doing, or create something new, we must first be inspired by something or someone. By clearly articulate your organization’s values, it is possible for members of your organization to focus on whats really important and work from your vlaues as opposed to working out of habit. Without understanding your core values, you would have a difficult time aligning your actions and decisions with what you believe.
At Rising Sun Consultants, our core values are:
We all have a set of values and beliefs that drive and motivate our actions. Values are at theart of all great organizations. They define what we stand for, what we believe in and what people can expect from us.
Everything we do in life is based on what we think, feel, and believe. Whenever we make decisions, take a new direction, change what we are currently doing, or create something new, we must first be inspired by something or someone. By clearly articulate your organization’s values, it is possible for members of your organization to focus on whats really important and work from your vlaues as opposed to working out of habit. Without understanding your core values, you would have a difficult time aligning your actions and decisions with what you believe.
At Rising Sun Consultants, our core values are:
- Integrity - We believe in taking the High Road.
- Trust - We believe in the importance of having Faith in Ourselves and Others.
- Family - We believe our Families are our First Priority.
- Service/Love Above Self - We believe in Serving Others.
- Excellence - We believe in Quality.
- Celebration/Fun - We believe Life is Worth Celebrating.
What are your core values?
What do you believe in?
What do you do to live out these values?
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