We all find ourselves at times making requests of others.  Maybe we want to delegate some responsibility, or maybe it's merely asking someone to complete a simple task.
     Today's article, “’Requesting’ Is an Activity You Can Improve,” deals with "how" to approach the individual and make the request.
     Another article I wrote back in 2002, “Delegating Well,” is a beneficial complement to this week’s article.
     Together, the two articles give you, respectively, how to approach the other person and what specific content to communicate to him or her.
     Dennis
 
 
     As a leader, folks expect you to know “the truth” about everything!  If you comply with that expectation, however, you'll be repetitively deceived.
     It's especially difficult when you have that expectation of yourself.  Your past experiences program you to "see" in ways that distort the truth.
     We go through life wearing figurative glasses that modify how we "see."  This week’s article, “Take a Look at How You Look at Things,” encourages you to take off those glasses and examine them, becoming more aware of how your vision is being filtered.
     Dennis
 
 
     Unless there is conscious attention paid to your organization's results, processes, and culture, you can't expect intentional improvement.  Yet pausing to reflect on these characteristics of the organization is not important to some leaders.  Oh, I hope that's not true of you!
     Consider sharing this article, “Reflecting on Your Organization’s Health,” with other leaders you support and who support you.  Think deeply about how you can increase your awareness.  Become more intentional about how frequently and deeply you evaluate what's happening in your organization.
     Dennis
 
 
     When I started exploring the concept of values and unexamined beliefs about a month ago, I never expected the concept to be as revealing for me personally as they have been!
     It has been exciting for me to gain clarity on the items in the attached article, “My Underlying Beliefs in Helping Leaders Improve.”  Further, it has been enlightening to share these concepts with the clients with whom I've spoken in the past weeks.
     Dennis
 
 
     This week's article, “When Your Behavior Doesn’t Align with Your Values,” springboards off of last week's.  As soon as you spend some time articulating your values, you start recognizing discrepancies between what you claim is important and what you actually do.  Maybe you can get by with that dissonance, but it bugs me!
     You may be tempted to believe it is a unique flaw, but I think it is universal among us humans.  Over time, you can continue to refine what's really important to you, so that there is greater consistency between what you claim you value and what you actually do.  (People you work with will see that consistency, too---and appreciate it!)
     Dennis
 
 
     Over the past few years, each time I've worked with a leader to identify his or her values, I've said to myself that I needed to write an article such as this one, “How to Identify and Articulate Your Values.”
     With my two most recent articles, in which I emphasize the power of compelling beliefs (some of them clearly qualify as "values"), the timing seemed especially right.
     If you are among the great majority of leaders who have never taken the time to articulate your values, I strongly encourage you to add this activity to your "to do" list.  It is a powerful example of "reflection" time.  There is no better way to seek potential improvement in the way you see the world (and your role in it).
     Dennis
 
 
     Today's article, “Unexamined, Underlying Compelling Beliefs,” expands on my previous article.  I'm very interested in your thoughts on this one. Sometimes I write what I know will work.  This time, I'm taking a shot at what I think.

     If you agree, I'd love to hear your thoughts on the topic.  If you disagree, I'd also love to hear your thoughts on the topic.

     Dennis
 
 
     Why is it that some people at the beginning of a year make a big deal about "New Year's Resolutions"?  It's likely because the new year feels like appropriate timing to try something new.
     This article encourages you to look beyond the obvious in two different directions.  Driving your behaviors are some underlying beliefs that are definitely an influence, but are not very conscious.  Can you work to make them so?
     And downstream of your behaviors are outcomes, not all of which are known to you.  Are you willing to discover what havoc you've been unintentionally sowing?  Do a little checking, and you might be very surprised at the effects your direction and suggestions have had.  It will take a bit of self confidence to invite all those you influence to tell you the truth about the effect your behaviors have on them.  Ah, but it will be well worth it!
     Read, think, and come back next week to learn what you can do about  “Unintended Outcomes and Compelling Beliefs.”
     Dennis
 
 
     It's Christmas, a special time of year!  Why is that so?  Oh, let me count the ways!
     Human beings are amazingly complex.  How you think, what you do, how you feel, what you believe---all these are interconnected in ways that are not easy to follow.
     Read this week’s article, “Christmas:  Physically, Emotionally, Mentally, Spiritually.”  Then, take a few moments during this time of year to just wonder at it all.  Ponder your complexity.  Close out all the noise.  Focus on what's really important to you--whatever that is.
      Dennis
 
 
     In searching to learn more about this topic prior to writing about it, I discovered Robert K. Merton (whom I reference in the article).  I invite you to put his name into an internet search engine to learn more about him and his understanding of human decision-making.
     In addition to coining the term "unintended consequences," Merton is also the source of the terms "role model" and "self-fulfilling prophecy," both of which should be very important concepts to leaders.
     Take a look at “The Law of Unintended Consequences” and spend some time reflecting on your personal and organizational experience.
      Dennis