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Dennis Hooper
dhooper2@juno.com
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"A Leaders Periodic Self-Evaluation"
Summary of a Harvard Business Review article guiding leaders to consider their effectiveness.
"Action--The Most Visible of the Six Stages of Change"
This is the fourth of the six stages of change, as described in the book Changing for Good. Helps to explain why "change" (especially "improvement") is not as easy as we think it should be!
"Adopting a System of Improvement"
This article guides the reader through a method for building an improvement process.
"Are Myths Limiting Your Growth?"
Three questions that help you evaluate if what we believe is worthy of belief!
"Are People Able to Count on You?"
We may think we are trustworthy, but others make that judgment. And a big piece of that evaluation is based on how reliable we have been in meeting the commitments we've made.
"Are Two Heads Better than One?"
Use the human resources available in your organization to creatively consider possibilities for addressing and improving circumstances.
"Assuming a New Leadership Assignment"
Offers multiple suggestions for questions to help a leader meet people in a assuming a new responsibility.
"Awareness Comes before Competency"
Few people have energy to build competency until they have increased awareness of their limitations.
"Back When I Knew It All"
The country music song by Montgomery Gentry is a retrospective, looking back to a time when the guy was cocky, yet extremely naive. You may know such an individual in your organization. I hope it's not YOU!
"Being More Aware Will Help You Lead!"
Increasing awareness of both what you know and what you don't know gives you opportunities to strengthen your leadership skills. A good coach will support that growth!
"Build Leaders by Capitalizing on Their Strengths"
Improve your organization while building the future skills of individual leaders. Enhance your hiring systems and your conduct of performance reviews. Grow a more powerful team composed of more satisfied contributors.
"Building a Dialogue with Your Team Members"
Twelve questions that will stimulate productive conversation among members of any team.
"Capitalizing on Your Natural Talents"
Description of information available through "The StrengthsFinder Profile"--34 talent themes.
"Celebrating Organizational Excellence through Coaching"
Describes the April 29, 2008 "PRISM Awards Conference" of the Georgia Coach Association.
"Communicate a 'Sticky' Vision"
Leaders are to generate and communicate a compelling vision. It helps if it is memorable!
"Dealing with Ambiguity--Part 1"
Many situations faced by organizations are ambiguous. Rarely will the appropriate direction be certain. However, the role of leader is to create clarity and communicate it through the organization.
"Dealing with Ambiguity--Part 2"
A leader's primary responsibility is to generate clarity, especially when certainty is absent.
"Do I Really Want to Improve My Organization?"
Describes "precontemplation," the first of "six stages of change." Explains why getting started with improvement is often so difficult.
"Do You Know Your Desired Outcome?"
Clearly knowing your desired outcome allows you to focus your energies and maintain the momentum needed to move in the right direction.
"Don't Blink--Life is an Adventure"
Uses Kenny Chesney's country music song, "Don't Blink," as a reminder that "life goes faster than we think."
"Explore Opportunities with Your Team"
Periodically set aside time to consciously imagine what changes in your processes might generate outcomes that would amaze and delight your customers. This article provides a three-step approach to improvement.
"Exploring the Three Questions of Strategy"
An interesting consideration of "Where are we now?", "Where do we want to be in the future?", and "How do we get there?"
"Feelings are Fickle and Provide Poor Guidance"
Our feelings are good indicators of what's going on inside us. But for making decisions, our values and vision of what could be are stronger guidance.
"First, Get Good. Then ,Get Better!"
This is a thought provoking article that precedes and sets up "How Can You Sustain Succcess?"
"Focus and Balance are Necessary for Leaders"
This article is a unique approach to the topic of time management.
"Good Leaders Don't 'Lord It Over"
An approach to servant leadership. Describes some ways in which a good leaders "serves."
"Growing Interdependent Team Members"
Well-rounded teams are rarely composed of well-rounded individuals. Rather, they are composed of deeply developed individuals in the areas of their natural talents and acquired skills.
"How Can You Sustain Success?"
Sustained success is "making the greatest possible impact over the greatest period of time." Builds on the work of Marcus Buckingham.
"How Do Your Feelings, Values, and Beliefs Affect Your Actions?"
Rather than giving suggestions, this article asks for your evaluation of your past actions--and what has driven them? How do feelings, values, and beliefs interact to stimulate your behavior? Worth thinking about!
"How Does a Leader Coach Employees?"
At some point in time, good leaders want to coach those over whom they have authority. Here's how!
"How Does Passion Fit with Leadership?"
"Emotion" is the engine that drives everything we do. Anything done with enthusiasm will be done more quickly, more thoroughly, and with more impact than anything done listlessly. Use your energy!
"How Good am I at That?"
As you read books and articles, listen to podcasts, and participate in conferences, challenge yourself with "How Well am I Doing That?"
"How to Be a Lucky Leader"
Four principles observed in individuals who seem to be "lucky." You can be lucky, too!
"How to Build a Happy Marriage"
Leaders have relationships at work and relationships at home. A surprising insight on how to have stronger relationships!
"How to Tell Stories to Communicate Vision"
Some practical guidance on how to inspire those whom you influence.
"Increased Awareness Has Two Sources"
Awareness is a critical prerequisite for growth. Increased awareness can come through feedback and paradigm shifts. I hope that, as a leader, you welcome and encourage both!
"Is a Crisis Required to Initiate Change?"
"If it ain't broke, don't fix it." Many organizations believe that "good enough" is good enough. Are you a "let it be" person, or are you one who pushes for improvement in every situation?
"Is a Mentor Right for You?"
There are too few mentoring relationships. Why not find a mentor (or be one!)?
"It's Easy, It's Free, and It Works!"
Dale Crownover, President of Texas Nameplate Company, twice a recipient of our nation's Quality Award, suggests suggests using the criteria as a methodology for enhancing your organization.
"It's My Choice--What Will I Do?"
We all make choices every day. Our values and the most likely outcomes have a lot to do with what we choose.
"It's Your Choice--Where Will You Focus Your Time and Energy?"
One of the types of choices we make routinely, often without realizing it, is where we will concentrate our attention--where we spend our time and consume our energy.
"Leadership Improvement: Raising Your Awareness"
Threee different ways to raise awareness: paradigm shift, feedback, and "just noticing." Each increase in awareness leads to greater leadershp competency.
"Making Notes in Meetings Makes You More Effective"
This is a very practical, productive article suggesting ways to make your time in meetings more effective.
"Mentoring--A Powerful Development Method"
Consider being a mentor. Or consider being mentored. Either way, you'll be stretched!
"Moving Forward with Confidence"
What would you do if you knew--were guaranteed--that you could not fail? What if you were stimulated to really think big--and the resources would be there to support you?
"New Year's Resolution--I Will Lead Leaders"
Take on a real challenge! Do you really want to grow as a leader? Start leading leaders instead of followers. What would change? Would you feel threatened? Or would you enjoy the challenge?
"Nobody Wants to Admit They Need Coaching"
People want success, achievement, improvement. Coaching can help you go farther faster!
"Organizational Assessment--Part 1"
Provides a description of how an organizational assessment is designed and conducted.
"Organizational Assessment--Part 2"
Provides a description of what happens after an organizational assessment.
"Organizational Assessments"
Describes the benefits that occur simply by conducting an organization assessment.
"Overcoming the 'Curse of Knowledge'"
Once you are knowledgable, experienced, or aware, it can be very difficult to communicate your thoughts to someone not yet knowledgable, experienced, or aware. In a sense, your ability to "connect" is cursed!
"Paradigm Shifts--Teaching Leaders"
Emphasizes the power of new insights. More powerful than improved attitude, and more powerful than improved behaviors. The concept of "servant leadership" is a paradigm for many individuals!
"Preventing (or Correcting) a Dysfunctional Culture"
As a leader, you must remain vigilant for enemies attempting to destroy your organization's culture. Five "enemies of unity" are identified here, so that you can identify them when they creep into your organization.
"Procrastinating, Languishing, and Rework"
Describes some interesting insight into how you might make progress relative to time management.
"Put Your Passion into Execution, Please"
Passion is a powerful driver, but fits far better at the point of executing a plan than it does in anguishing over a given situation or advocating for adopting a particular option to move forward.
"Questions Leaders Should Ask--Part 1"
This article provides the questions that build a relationship founded on trust.
"Questions Leaders Should Ask--Part 2"
Additional questions that engage future leaders, linking their personal interests and the organization's mission.
"Recognizing and Using 'Content' and 'Process'"
Describes the distinction between "content" and "process." Explains why the leader of a meeting should be clear as to which is preferable to emphasize.
"Serious Contemplation--Thinking About Improvement"
The book Changing for Good describes six stages of change. "Contemplation" follows "precontemplation" and precedes "preparation." A good article on considering organizational or personal improvement.
"Serving as a Leadership Coach"
Suggests that you could serve those under your authority by acting as a "coach," helping them clarify and articulate their ambitions, helping them generate and evaluate options, and nurturing their growth.
"Show Us Clearly, Oh Leader!"
Describes the importance of leaders being able to bring clarity in the face of uncertainty.
"Systematizing and Personalizing"
Addresses the value of reliable, repeatable processes while at the same time maintaining the dignity of the individual.
"Tapping the Insight of a Wise Mentor Who Knows You Well"
Our paradigm at any given instant can deceive us. Ah, if we could only tap into a wise, insightful mentor. And that is possible. Read how here!
"Terminating Employment of a Poor Performer--Part 1"
Not everyone in your organization is a productive contributor. After extensive work with some individuals, the best thing to do is to work toward finding a respectable exit.
"Terminating Employment of a Poor Performer--Part 2"
Continuation of this difficult, yet critical, confrontation.
"The Best Question Ever about Time Management"
This article summarizes Andy Stanley's book The Best Question Ever as it relates to the principles of cumulative attention to important activities.
"The Four D's of Time Management"
When faced with a new demand, do you drop everything to get it done? There are alternatives--three of them!
"The Greatest Mentor in History"
How long do you anticipate your legacy will last? Several thousand years? Maybe you should take a lesson from this greatest of all mentors!
"The Paradox of Self"
Are you selfish, self-focused, and self-indulgent? Welcome to the human race! You can't adequately control yourself, yet you want to be in control of everything else. Is there any hope for you? Sure--some ideas here!
"The Ritual of Reflection"
Organiztions that strive for excellence are continually seeking improvement. One way to do that is to routinely ask two questions after every ativity, project, meeting, and event. Those two questions are in this article!
"The Truths We Cling to...."
"Many of the truths we cling to depend greatly on our point of view." We cling tightly to our points of view. Yet they often deceive us. This article addresses the value of periodic organizational health assessments.
"There's a Little Boy in You!"
Your little boy (or girl) is the holder of your emotions--which can really hurt you, or can propel you into the future against all odds. Learn how to control that little boy or girl, and you control your future!
"Three Myths Limiting Your Development"
Offers a research-based paradigm shift against three commonly accepted (but false) "truths" that influence anyone who desires to grow and become more effective.
"Times are Hard! I Can't Focus on Improvement Now!"
Introduces the commonly accepted "Six Stages of Change." Provides brief description of each stage.
"To Be Inspiring, Be Intentional"
Suggests that a leader cannot just "go through the motions" and be successful. Describes a simple, yet effective way to mentally prepare for achieving desired outcomes.
"Use Stories to Communicate Your 'Sticky' Vision"
Refers to the book Made to Stick; offers three types of stories (challenge, connection, and creativity) that can help you, the leader, inspire your organization about "what could be."
"Using Five 'Why's' to Solve Complex Problems"
Offers a simple "root cause analysis" tool for moving beyond symptoms to the actual causes of problems.
"What Do Your Direct Reports Want from You?--Part 1"
Stimulates your thinking about what preferences your direct reports have for your behaviors when choosing from among twenty of the top characteristics typically desired in a leader.
"What Do Your Direct Reports Want from You?--Part 2"
Offers a suggestion for how you can both improve communication with your direct reports and better serve them.
"What Does It Mean? You Choose!"
We make choices about what a given situation means, what we will focus on, and what we will do in response to that situation. This article focuses on "making meaning" of the given situation.
"What Does It Take to Get Ahead?"
Addresses the misconception that all that is required to "get ahead" is competent, reliable performance in your current role. The information in this article astounds many well-meaning and honorably motivated people!
"What Drives You to Improve?"
If the answer is not immediately obvious to you, you should probably do some reflecting to find your answer to that question. Being intentional about your motives is a powerful perseverance tool!
"What Form of Help Do You Seek?"
People seek help in three forms. As a leader, seek to elevate the request to a level of transformation for the individual.
"What is Your Desired Outcome?"
Believe it or not, many people do not know in advance what they want to accomplish. Help them learn to help themselves by using their imaginations.
"What Keeps You (and Your Organization) from Improving?"
Sometimes, we just don't feel like improving. (See also "What Drives You to Improve" for the positive aspect of this column!)
"What Kinds of Results Could You Be Measuring?"
A followup article to "What Results are You Measuring?" Uses the criteria for the National Quality Award to identify some possibilities.
"What Results are You Measuring?"
Do the individuals in your organization know what results are important--and why? Do they know how to contribute to improving those results?
"What's Missing in Your Communication?"
Healthy teams encourage giving and receiving feedback. This article provides a way to evaluate the quality and depth of communication on your team.
"What Will They Do When You're Gone?"
Future leaders can come from outside the organization or inside the organization. What have you and your organization done about "succession planning"?
"When Is 'Good Enough' no Longer Good Enough?"
This article reports the "Change or Die" presentation by Alan Deutschman, keynote speaker at the 2008 Georgia PRISM Award conference. Deutschman shared his research, which explains why coaching works!
"When Will All This Change Be Over?"
"Change" will always be with us. This article identifies how you as a leader can use continuous improvement as a tool for making change work for your team rather than against you.
"Why Are There So Few Mentoring Relationships?"
Suggests that you should be in a mentoring relationship, either as mentor or mentee.
"Why Are We Evaluating the Health of Our Organization?"
Provides guidance to leaders to describe why they are conducting an organizational health assessment.
"Why Can't I 'Just Do It'?"
Everything we create, we create twice--first mentally, then physically. However, the physical execution often is easier thought than done!
"Why Is Communication So Hard?--Part 1"
Shows nine ways that communication can fail.
"Why Is Communication So Hard?--Part 2"
Offers some suggestions for improving the probability of your successful communication.
"Writing a Leadership Development Plan"
Creating an intentional, defined process for achieving enhanced skills.
"Your Beliefs and Expectations--Part 1"
Explores the sources of your beliefs, values, and expectations.
"Your Beliefs and Expectations--Part 2"
Your beliefs, values, and expectations are "incomplete." Yet you are expected to lead with confidence. How can you overcome doubt without exaggerating pride?
"Your Beliefs and Expectations--Part 3"
Explores ways to influence the beliefs, values, and expectations of those under your authority.
"Your Values Drive Your Behaviors"
Everything you do has something to do with "choice." You are making choices all the time! And every choice is driven by your values. It might be worthwhile to spend some time articulating your values!