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Summary of a Harvard Business Review article guiding leaders to consider their effectiveness.
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!
This article guides the reader through a method for building an improvement process.
Three questions that help you evaluate if what we believe is worthy of belief!
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.
Use the human resources available in your organization to creatively consider possibilities for addressing and improving circumstances.
"Are You Deceiving Yourself?"
You have the power to make choices, and you exercise it every day. Are there choices you inadvertently presume you are unable to make? This article challenges you to rethink the obvious.
Offers multiple suggestions for questions to help a leader meet people in a assuming a new responsibility.
Few people have energy to build competency until they have increased awareness of their limitations.
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!
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!
Everybody has expectations. This article encourages you to examine your "under the surface" expectations and assumptions--do you have underlying presumptions of "entitlement"? That can be a killer for leaders!
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.
Twelve questions that will stimulate productive conversation among members of any team.
Description of information available through "The StrengthsFinder Profile"--34 talent themes.
Describes the April 29, 2008 "PRISM Awards Conference" of the Georgia Coach Association.
Coaching is a growing technology. This article provides perspective from the coaching field to help leaders and managers handle their daily responsibilities.
Leaders are to generate and communicate a compelling vision. It helps if it is memorable!
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.
A leader's primary responsibility is to generate clarity, especially when certainty is absent.
Describes "precontemplation," the first of "six stages of change." Explains why getting started with improvement is often so difficult.
Clearly knowing your desired outcome allows you to focus your energies and maintain the momentum needed to move in the right direction.
Uses Kenny Chesney's country music song, "Don't Blink," as a reminder that "life goes faster than we think."
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.
An interesting consideration of "Where are we now?", "Where do we want to be in the future?", and "How do we get there?"
Our beliefs and values drive our behaviors Faced with a distressing situation, do you respond in fear or in faith? Is your response intentional or from habit? You have the freedom to choose!
Why is it that so few people seek and give feedback? Why is it that people choose to live with the pain of past offenses rather than forgive? This article poses some questions to make the leader think!
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.
This is a thought provoking article that precedes and sets up "How Can You Sustain Succcess?"
This article is a unique approach to the topic of time management.
Many associations are beneficial, helping you make it through your day. But not all associations are constructive. Offers a methodology for changing what seems like automatic associations, replacing with something healthier.
An approach to servant leadership. Describes some ways in which a good leader "serves." (See also "What Services Do Servant Leaders Provide?")
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.
Sustained success is "making the greatest possible impact over the greatest period of time." Builds on the work of Marcus Buckingham.
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!
At some point in time, good leaders want to coach those over whom they have authority. Here's how!
"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!
As you read books and articles, listen to podcasts, and participate in conferences, challenge yourself with "How Well am I Doing That?"
Four principles observed in individuals who seem to be "lucky." You can be lucky, too!
Leaders have relationships at work and relationships at home. A surprising insight on how to have stronger relationships!
Some practical guidance on how to inspire those whom you influence.
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!
Acquiring new leadership skills evokes little interest from many folks--until they become aware that "something better" would make them more effective and is indeed available. Then improving skills becomes quite attractive.
"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?
There are too few mentoring relationships. Why not find a mentor (or be one!)?
Every organization is composed of people, and you can't eliminate the human element if you expect to be successful. We want to feel that we are important and that we make a difference.
The "Little You" is an imaginary, third-person observer available to help you be more effective in your interactions and relationships with others. It's a powerful tool for enhancing your ability to communicate in healthy ways.
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.
We all make choices every day. Our values and the most likely outcomes have a lot to do with what we choose.
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.
From the research of the Gallup organization, the four top needs followers look to leaders to satisfy.
Leaders and managers focus on both "people" and "the process." This article advocates that leaders focus on building their team members, building their skills.
This is a very practical, productive article suggesting ways to make your time in meetings more effective.
Consider being a mentor. Or consider being mentored. Either way, you'll be stretched!
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?
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?
People want success, achievement, improvement. Coaching can help you go farther faster!
Provides a description of how an organizational assessment is designed and conducted.
Provides a description of what happens after an organizational assessment.
Describes the benefits that occur simply by conducting an organization assessment.
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!
When leaders want to enhance their skills, some prefer to overcome weaknesses, and some prefer to ehance strengths. Most decide to do a little bit of both. Read about what you should consider doing!
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!
A huge part of "leadership development" is raising the awareness of the leader. We all have perspectives, opinions, and points of view, but that doesn't mean they are "the truth."
"Maintenance" is the fifth of six stages of change. After great progress in the "action" stage, occasional lapses are normal. This article describes what's happening and how to make the improvements stick!
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.
Describes some interesting insight into how you might make progress relative to time management.
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.
This article provides the questions that build a relationship founded on trust.
Additional questions that engage future leaders, linking their personal interests and the organization's mission.
Reviews the "six stages of change" and describes the final stage, "termination."
Describes the distinction between "content" and "process." Explains why the leader of a meeting should be clear as to which is preferable to emphasize.
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.
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.
Describes the importance of leaders being able to bring clarity in the face of uncertainty.
Addresses the value of reliable, repeatable processes while at the same time maintaining the dignity of the individual.
Describes how "resolutions" tend not to work. Recommends considering desired outcomes, systems, and relationships when making personal or organizational changes. Describes organizational assessments.
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!
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.
Continuation of this difficult, yet critical, confrontation.
This article summarizes Andy Stanley's book The Best Question Ever as it relates to the principles of cumulative attention to important activities.
When faced with a new demand, do you drop everything to get it done? There are alternatives--three of them!
How long do you anticipate your legacy will last? Several thousand years? Maybe you should take a lesson from this greatest of all mentors!
We all have expectations. As a leader, it is your role to ensure that the process of setting clear expectations is followed. Talk with your team to evaluate how productively you collaborate on setting expectations currently.
The "Little You" is an imaginary, third-person observer of your interactions with others. The four human endowments enable you to make choices in any situation. The "Little You" helps you make those choices.
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!
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!
Everything is created twice. Ah, but how soon after the mental creation does the physical creation occur? "Too soon" may cause problems. So might "too delayed."
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!
"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.
Offers a research-based paradigm shift against three commonly accepted (but false) "truths" that influence anyone who desires to grow and become more effective.
Introduces the commonly accepted "Six Stages of Change." Provides brief description of each stage.
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.
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."
Offers a simple "root cause analysis" tool for moving beyond symptoms to the actual causes of problems.
An introduction to the "Law of Indirect Effort" and applying it to the relationship of leaders and their followers.
Guidance for leaders in capitalizing on the gap between current relatity and a future "what could be" vision.
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.
Offers a suggestion for how you can both improve communication with your direct reports and better serve them.
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.
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!
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!
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.
Sometimes, we just don't feel like improving. (See also "What Drives You to Improve" for the positive aspect of this column!)
We all hold back at times. Why? Here's an explanation, with some hints as to how to overcome your fears.
A followup article to "What Results are You Measuring?" Uses the criteria for the National Quality Award to identify some possibilities.
Do the individuals in your organization know what results are important--and why? Do they know how to contribute to improving those results?
Future leaders can come from outside the organization or inside the organization. What have you and your organization done about "succession planning"?
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!
"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.
Does it bother you (and those around you) when you do something different from what you've said is important to you? It should! We humans are fallible,. What can you do to realign your behaviors (or your values)?
Suggests that you should be in a mentoring relationship, either as mentor or mentee.
Provides guidance to leaders to describe why they are conducting an organizational health assessment.
Shows nine ways that communication can fail.
Offers some suggestions for improving the probability of your successful communication.
Where do your values come from? Hmm. They are always influencing everything you do, but you're not even aware of their existence. Running in the background, every decision you make is influenced by your values
Creating an intentional, defined process for achieving enhanced skills.
Contains a brief history of Ivan Pavlov's studies, including his famous one associated with ringing a bell when feeding the dogs. You are not subject to "conditioned response" and are free to choose your responses!
Explores the sources of your beliefs, values, and expectations.
Your beliefs, values, and expectations are "incomplete." Yet you are expected to lead with confidence. How can you overcome doubt without exaggerating pride?
Explores ways to influence the beliefs, values, and expectations of those under your authority.
Sometimes it's valuable to stand back from the details of daily life and look at the "bigger picture." How can you move your organization away from a compliance culture and in the direction of a commitment culture?
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!