Great leadership article. Enjoy!
By Ryan Allis.
Over the past five years, as iContact and Virante have grown, I've learned a lot about managing people. A business amounts to little without the people behind it. The two most important things I look for when hiring are initiative and work ethic. I cannot overestimate the importance to the eventual success of your business of bringing on good people. But once you have hired these good people, how do you manage them?
I certainly admit that I have much left to learn about leadership and management, but here are a few tips that might be helpful:
• Have a vision and communicate it. Make sure you clearly communicate your vision for the company. No one follows a leader who cannot communicate the way in which the company will succeed. The future of all your employees is tied closely to the success of your company. Make sure they believe in your company, what it stands for, and its products and services, and make sure they know that the hard work they are putting in now will payoff.
• Show respect. Treat people, including your customers, suppliers, partners, and employees, with respect at all times.
• Share your success. Make sure your employees share in the success of your company. As the company is able, provide additional benefits such as health care and dental coverage, a stock options plan, and a 401(k) plan. As your employees' skills and abilities grow, reward them with fair compensation. Finally, consider incentivizing your top employees and managers with ownership in the company. Few things can make a person work harder than a piece of the action.
• Don't be too serious. Make the business environment fun at times. While being professional and taking things seriously is important, nothing can beat the effects of a companywide midnight round of bowling after you reach an important milestone, a lunchtime pizza party once a month, or a spontaneous Nerf-dart duel.
• Work with your employees. Make sure the employees see you there and working with them. No one likes to work hard for someone who doesn't work hard him -- or herself. Especially early on, be the first to arrive and the last to leave whenever possible.
• Keep your door open. Whether or not you have your own office yet, keep your "door" open. Make sure your employees and managers know that you are approachable at any time about any problem they are having.
• Listen. You have built a great team and are paying top dollar for it. Hold meetings with your management team at least every other week. Also have frequent informal ad hoc discussions with your partners, managers, and employees. Get their feedback, discuss the business and its strategy, and inquire every so often if there is anything that is frustrating them that you can help with. A few weeks ago I had a quick spur-of-the-moment meeting with the lead developer for iContact. After inquiring whether he had any job frustrations, it came out that he felt he was working in an environment in which he became distracted too often. We quickly devised a solution whereby he would work at home four hours a day until we could move into a larger office where the development team could work in a separate room, away from the distraction of the sales and support team. This small change has doubled the developer's productivity.
• Build relationships. Without understanding at least the basics of what is occurring in an employee's out-of-office life, it can be hard to connect with the person on a professional level. One tactic I've used successfully to get to know each employee personally is to take the person and his or her significant other to dinner the first evening of their employment. It serves as a way to celebrate the occasion as well as learn a little bit about the employee that would not come out in interviews or through reading a resume.
• Commend more than you criticize. Too many business owners (and I have been guilty of this as well) speak to an employee only when he or she has done something wrong or something that has negatively affected the company. While constructive criticism and appropriate guidance have their place, if you seem to only condemn and never praise, your employees will quickly either dislike you or show apathy toward their jobs. Continual properly placed praises can be as powerful in getting quality results from employees as a large pay raise. Many people thrive on peer and superior recognition just as much as on money. Instituting an employee-of-the-month award and a quarterly performance review can be extremely valuable to your company.
• Consciously build a culture. At iContact, we truly are a family. In fact, we call ourselves the iContact Family. When someone is moving into a new house or needs a ride home from the airport, we're there to help. We believe in building people up, not tearing people down. We put people first and have respect for the individual. We believe that we should work hard and be innovative, yet maintain a balance in our lives. We believe in not letting balls drop, and that we're all working together on the same mission. We have foosball and Ping-Pong tables in our office, free sodas, Bagel Monday, and monthly birthday celebrations and Outstanding Performance Award ceremonies. We have a young, dynamic, fun, and innovative culture. It exists because we have consciously built it.
As a manager and business owner, you are charged with an immense responsibility. You control the activity and purpose that your employees dedicate half of their waking hours to. Make your company's purpose meaningful, communicate your vision, respect and praise your employees, and share your success. If you can succeed in building a team of highly motivated and happy employees who take initiative, have a bias toward action, respect you, and truly care for the business, you will have done much of the work toward building a strong and fast-growing organization.
Thursday, December 2, 2010
Tuesday, November 30, 2010
Ten Life Lessons from Richard Branson
by Dumb Little Man (blog). Enjoy!!
Richard Branson clearly knows a thing or two about success. At 20, he started a mail order shop, and opened a recording studio a short while later. Now, the Virgin brand boasts dozens of companies and Branson’s net worth is estimated to be more than 3 billion pounds sterling.
As well as immense business success, Branson has personally broken a number of world records for high-speed boat and balloon journeys.
Often witty, always insightful, here are some choice Branson quotes to ponder. Motivation often comes from unique places so if one of these strikes a chord, use it!
1. "Ridiculous yachts and private planes and big limousines won't make people enjoy life more."
I suppose we all know deep down that money won’t make us happy. Of course, money is nice – it brings freedom and opportunities and can be a wonderful recourse. It can contribute to happiness, even. But happiness itself is another thing – it’s independent of anything else. Buddha wrote, ‘there is no way to happiness. Happiness is the way.’
2. "I enjoy every single minute of my life."
For me, this is the most important thing to remember. When you’re enjoying what you do, you’re more likely to do it well and to be successful. Enjoying every situation is an art, a skill, and can be developed. Maybe it comes naturally to some people, but for most of us, it takes a little practice. But believe me, it will make an enormous difference to the quality of your life.
3. "But the majority of things that one could get stressed about, they’re not worth getting stressed about."
I read somewhere that the most common ‘commandment’ given in the bible is not to worry. Being stressed and worried about things is just a waste of energy – it never helps. I highly recommend Dale Carnegie’s book, How to Stop Worrying and Start Living. It contains invaluable, practical advice for those of us inclined to worry about things.
4. "You can’t be a good leader unless you generally like people. That is how you bring out the best in them."
Obviously, we live in a social world, and it is almost impossible to physically cut yourself off from other people. But, how we interact with others is vitally important to our happiness and success. Getting along with people – allowing them to be themselves, bringing out the best, encouraging them – these are the hallmarks of good leaders and good friends.
5. "There is no one to follow, there is nothing to copy."
Life is always fresh and new. We are always on the leading edge, and the successes of the future will not rely on old ways of doing things. Thinking outside the box, embracing change, innovating, taking risks – these are the hallmarks of success in all facets of life.
6. "I can honestly say that I have never gone into any business purely to make money. If that is the sole motive, then I believe you are better off doing nothing."
Money is a by-product. It is not a goal in itself. Those who simply chase money end up with nothing of true value, because money in itself does not add anything to life. Money cannot buy the things that matter most in people – wisdom, serenity, leadership, happiness.
7. "I never had any intention of being an entrepreneur."
Funny how things turn out! We certainly need to know where we are going in life, but we also need to remain open to new possibilities. Things have a tendency to change and if we are prepared to sail with the wind, and not fight against it, life can take us on wonderful adventures, and we can end up in the most magical places. I can attest to this in my own life, as I’m sure many readers can.
8. "I made and learned from lots of mistakes."
How else can we learn? Think back to when you learned any new skill – driving a car, cooking, learning a language. Of course you messed it up! Taking risks, trying new things, learning – these things always involve making mistakes. So don’t fear mistakes – be proud of them!
9. "If you can indulge in your passion, life will be far more interesting than if you're just working."
Someone said that if you enjoy your job, you’ll never have to work another day. Not everyone can go out and ‘indulge their passion’ right away, but there is good to found in all jobs, and if we focus on the good things, looking for that which is pleasing and which, perhaps, we can influence, it will expand. This kind of proactively is the basis of Stephen Covey’s The 7 Habits of Highly Effective People, another book I highly recommend.
10. "Right now I'm just delighted to be alive and to have had a nice long bath.
This quote reminds me of a scene from the wonderful British comedy movie, Clockwise. John Cleese’s character is trying to get to a conference but, after many trials and tribulations, he ends up stranded in a monastery. Sitting in a room with a monk, covered in mud, clothes torn, he asks, ‘what should I do?’ The monk simply replies: ‘Have a bath, perhaps?’
We can be so focused on the big picture stuff that we forget that life is a series of moments, each of which has its simple pleasures. Whatever life brings, it is good to be thankful for the many little pleasures each day has to bring.
‘When you arise in the morning, think of what a precious privilege it is to be alive - to breathe, to think, to enjoy, to love’ (Marcus Aurelius)
Richard Branson clearly knows a thing or two about success. At 20, he started a mail order shop, and opened a recording studio a short while later. Now, the Virgin brand boasts dozens of companies and Branson’s net worth is estimated to be more than 3 billion pounds sterling.
As well as immense business success, Branson has personally broken a number of world records for high-speed boat and balloon journeys.
Often witty, always insightful, here are some choice Branson quotes to ponder. Motivation often comes from unique places so if one of these strikes a chord, use it!
1. "Ridiculous yachts and private planes and big limousines won't make people enjoy life more."
I suppose we all know deep down that money won’t make us happy. Of course, money is nice – it brings freedom and opportunities and can be a wonderful recourse. It can contribute to happiness, even. But happiness itself is another thing – it’s independent of anything else. Buddha wrote, ‘there is no way to happiness. Happiness is the way.’
2. "I enjoy every single minute of my life."
For me, this is the most important thing to remember. When you’re enjoying what you do, you’re more likely to do it well and to be successful. Enjoying every situation is an art, a skill, and can be developed. Maybe it comes naturally to some people, but for most of us, it takes a little practice. But believe me, it will make an enormous difference to the quality of your life.
3. "But the majority of things that one could get stressed about, they’re not worth getting stressed about."
I read somewhere that the most common ‘commandment’ given in the bible is not to worry. Being stressed and worried about things is just a waste of energy – it never helps. I highly recommend Dale Carnegie’s book, How to Stop Worrying and Start Living. It contains invaluable, practical advice for those of us inclined to worry about things.
4. "You can’t be a good leader unless you generally like people. That is how you bring out the best in them."
Obviously, we live in a social world, and it is almost impossible to physically cut yourself off from other people. But, how we interact with others is vitally important to our happiness and success. Getting along with people – allowing them to be themselves, bringing out the best, encouraging them – these are the hallmarks of good leaders and good friends.
5. "There is no one to follow, there is nothing to copy."
Life is always fresh and new. We are always on the leading edge, and the successes of the future will not rely on old ways of doing things. Thinking outside the box, embracing change, innovating, taking risks – these are the hallmarks of success in all facets of life.
6. "I can honestly say that I have never gone into any business purely to make money. If that is the sole motive, then I believe you are better off doing nothing."
Money is a by-product. It is not a goal in itself. Those who simply chase money end up with nothing of true value, because money in itself does not add anything to life. Money cannot buy the things that matter most in people – wisdom, serenity, leadership, happiness.
7. "I never had any intention of being an entrepreneur."
Funny how things turn out! We certainly need to know where we are going in life, but we also need to remain open to new possibilities. Things have a tendency to change and if we are prepared to sail with the wind, and not fight against it, life can take us on wonderful adventures, and we can end up in the most magical places. I can attest to this in my own life, as I’m sure many readers can.
8. "I made and learned from lots of mistakes."
How else can we learn? Think back to when you learned any new skill – driving a car, cooking, learning a language. Of course you messed it up! Taking risks, trying new things, learning – these things always involve making mistakes. So don’t fear mistakes – be proud of them!
9. "If you can indulge in your passion, life will be far more interesting than if you're just working."
Someone said that if you enjoy your job, you’ll never have to work another day. Not everyone can go out and ‘indulge their passion’ right away, but there is good to found in all jobs, and if we focus on the good things, looking for that which is pleasing and which, perhaps, we can influence, it will expand. This kind of proactively is the basis of Stephen Covey’s The 7 Habits of Highly Effective People, another book I highly recommend.
10. "Right now I'm just delighted to be alive and to have had a nice long bath.
This quote reminds me of a scene from the wonderful British comedy movie, Clockwise. John Cleese’s character is trying to get to a conference but, after many trials and tribulations, he ends up stranded in a monastery. Sitting in a room with a monk, covered in mud, clothes torn, he asks, ‘what should I do?’ The monk simply replies: ‘Have a bath, perhaps?’
We can be so focused on the big picture stuff that we forget that life is a series of moments, each of which has its simple pleasures. Whatever life brings, it is good to be thankful for the many little pleasures each day has to bring.
‘When you arise in the morning, think of what a precious privilege it is to be alive - to breathe, to think, to enjoy, to love’ (Marcus Aurelius)
Wednesday, November 24, 2010
10 Traits of True Leadership
Great artcile by John P. Enjoy!!
Article by John Pozadzides
Believe me – leaders are made, not born. And this is good news for anyone that truly wants to improve their leadership skills.
If you want to step up to the plate and help shape the future at work, in an organization, as a teacher or anywhere else, you need to master the 10 traits I‘ve listed right here. I should state that this is not some list I’ve regurgitated from elsewhere. This is my own personal list that I’ve lived by my entire career.
Do they work? Well, given the fact that I‘d attribute all of my past successes to the teams I’ve led, I’d say so. But perhaps if we’re lucky a few of my old employees will stop by and let us know.
Now you’re going to see things on lists of leadership characteristics such as “have confidence”, “great communication skills”, “empathy” and other traits that can generally be stated to be desirable in all people regardless of if they are in leadership positions.
However, I want to cut to the chase and focus on the ones that are most applicable specifically to people in leadership roles. You take care of these, and the business will take care of itself.
1. Make decisions that are sometimes unpopular. You‘re in charge. You’re going to have access to information other people aren’t privy to. Sometimes you have to act on that even if you think it‘s going to be less than popular. That’s life. Suck it up and do what you know has to be done.
2. Lead from the front. My rule number 1: never ask your people to do something you won‘t do yourself! A leader has to be willing to roll up the sleeves and get your hands dirty with the troops. Otherwise you’re just a boss.
3. Teach and Mentor. There is no way you can earn respect if you don’t share some wisdom and information with your team. Make it your goal to teach people everything you know. And make sure you are always pushing yourself to learn more.
4. Empower people. I promise you this… if you make everyone run every decision past you, you will be a massive failure. Give people a little room to make decisions, and let them earn more responsibility over time.
5. Hold people accountable. Accountability goes hand in hand with all of these other traits. If you are going to be good to your people, train them, mentor them, lead by example, and establish a vision, you must hold them accountable for their performance. That is part of being a team player.
6. Develop an inclusive vision. People will only follow a vision that is good for the company if they think it’s also good for themselves. So any good strategy includes everyone in the vision.
7. Demonstrate honesty and integrity. Don‘t ever lie. Make it an edict and live with it. If you can’t tell the truth for a good reason then abstain. But don’t ever lie. Oh, and if you make a promise – live up to it.
8. Have conviction. Do you believe in your product, service, plan, strategy, etc.? If you are not absolute convinced, don’t expect anyone else to be. Instead, work to refine the vision until the argument is absolutely convinced. Conviction is merely a demonstration of the amount of faith a person has.
9. Be flexible. There are times when it‘s appropriate to demonstrate conviction, such as on matters of principle. But 90% of the time it’s important to keep an open mind and watch for opportunities to do things better, faster, or cheaper.
10. Motivate and Inspire. Remember, a great way to motivate and inspire people is to blend realism with optimism. It’s important to demonstrate that you have an accurate assessment of the situation, and that despite that you are optimistic for the future. Optimism is contagious.
As a final thought, remember that people follow answers. You can be a nice guy who tells everyone all about the situation they are in, but unless you discover, inspire or demonstrate how to change things you have not really earned the title of leader – even if you are a manager.
Article by John Pozadzides
Believe me – leaders are made, not born. And this is good news for anyone that truly wants to improve their leadership skills.
If you want to step up to the plate and help shape the future at work, in an organization, as a teacher or anywhere else, you need to master the 10 traits I‘ve listed right here. I should state that this is not some list I’ve regurgitated from elsewhere. This is my own personal list that I’ve lived by my entire career.
Do they work? Well, given the fact that I‘d attribute all of my past successes to the teams I’ve led, I’d say so. But perhaps if we’re lucky a few of my old employees will stop by and let us know.
Now you’re going to see things on lists of leadership characteristics such as “have confidence”, “great communication skills”, “empathy” and other traits that can generally be stated to be desirable in all people regardless of if they are in leadership positions.
However, I want to cut to the chase and focus on the ones that are most applicable specifically to people in leadership roles. You take care of these, and the business will take care of itself.
1. Make decisions that are sometimes unpopular. You‘re in charge. You’re going to have access to information other people aren’t privy to. Sometimes you have to act on that even if you think it‘s going to be less than popular. That’s life. Suck it up and do what you know has to be done.
2. Lead from the front. My rule number 1: never ask your people to do something you won‘t do yourself! A leader has to be willing to roll up the sleeves and get your hands dirty with the troops. Otherwise you’re just a boss.
3. Teach and Mentor. There is no way you can earn respect if you don’t share some wisdom and information with your team. Make it your goal to teach people everything you know. And make sure you are always pushing yourself to learn more.
4. Empower people. I promise you this… if you make everyone run every decision past you, you will be a massive failure. Give people a little room to make decisions, and let them earn more responsibility over time.
5. Hold people accountable. Accountability goes hand in hand with all of these other traits. If you are going to be good to your people, train them, mentor them, lead by example, and establish a vision, you must hold them accountable for their performance. That is part of being a team player.
6. Develop an inclusive vision. People will only follow a vision that is good for the company if they think it’s also good for themselves. So any good strategy includes everyone in the vision.
7. Demonstrate honesty and integrity. Don‘t ever lie. Make it an edict and live with it. If you can’t tell the truth for a good reason then abstain. But don’t ever lie. Oh, and if you make a promise – live up to it.
8. Have conviction. Do you believe in your product, service, plan, strategy, etc.? If you are not absolute convinced, don’t expect anyone else to be. Instead, work to refine the vision until the argument is absolutely convinced. Conviction is merely a demonstration of the amount of faith a person has.
9. Be flexible. There are times when it‘s appropriate to demonstrate conviction, such as on matters of principle. But 90% of the time it’s important to keep an open mind and watch for opportunities to do things better, faster, or cheaper.
10. Motivate and Inspire. Remember, a great way to motivate and inspire people is to blend realism with optimism. It’s important to demonstrate that you have an accurate assessment of the situation, and that despite that you are optimistic for the future. Optimism is contagious.
As a final thought, remember that people follow answers. You can be a nice guy who tells everyone all about the situation they are in, but unless you discover, inspire or demonstrate how to change things you have not really earned the title of leader – even if you are a manager.
Seven Leadership Traits That The Gurus Don't Tell You
Some good advice from Jo Owen! Enjoy!!
By Jo Owen, July 26, 2010
Most leadership gurus tell you half the truth, at best, about what it takes to be a leader.
They will tell you about the need for vision, handling people, dealing with crises and all the other good stuff that makes up the corporate speaking circuit. Here are seven vital qualities you are less likely to hear them talk about:
1. Sleeping on planes and dealing with jet lag. In any large organisation, a leader will spend a large amount of time on planes: I did 250,000 miles a year. The routine was simple: one glass of champagne and one melatonin pill forty minutes before take off, and I would be able to sleep all the way. Business class is not for fancy meals and watching movies: it is for work or sleep.
2. Working in vehicles. If you can not work in taxis and cars, you will waste more time than you can afford. Staring out of the window mindlessly is not good.
3. Dieting. Leaders are surrounded by biscuits, cookies and other corporate death food; and then there are the inevitable lunches, dinners and hotel breakfasts. Either learn to love the fruit, or start jogging. Or die early as an obese alcoholic. But to this day, some firms demand that you put your liver on the line: if you do not drink and entertain, you fail. Pick your diet to fit your firm.
4. Ruthless time management: queues were invented to let leaders catch up with emails and phone calls; ditch or delegate everything you can; fix appointments around your diary, not around other people’s.
5. Work the politics. Find the right assignments, right support and right mentors. Set expectations well. Negotiate budgets hard. Wake up to the reality of corporate life.
6. Be ambitious, for your organisation and yourself. Stretch yourself and your team to achieve more than ever; keep on learning and growing. Don’t accept excuses, don’t be a victim: take responsibility.
7. Learn to speak well. To small groups, to individuals and to large groups. As one tribal elder told me: “Words are like gods: words create whole new world’s in someone’s head. So use words well.” For many people, having a tooth extracted is less daunting than speaking in public. But it is a skill anyone can develop, with practice, over the years. And leaders must have this skill.
These seven qualities add up to a person who is pretty driven: they are often not comfortable people to be with. Not surprisingly, many people prefer to keep their humanity and their life than make the sacrifices to get to the top.
When I first started out, my boss told me: “one of the benefits of this job is that you will never suffer the rush hour. You will arrive before it and leave after it.” And if you keep that lifestyle going for ten to twenty years, you can reach the top. It was not a good choice, but at least it was a clear choice.
Choose well.
By Jo Owen, July 26, 2010
Most leadership gurus tell you half the truth, at best, about what it takes to be a leader.
They will tell you about the need for vision, handling people, dealing with crises and all the other good stuff that makes up the corporate speaking circuit. Here are seven vital qualities you are less likely to hear them talk about:
1. Sleeping on planes and dealing with jet lag. In any large organisation, a leader will spend a large amount of time on planes: I did 250,000 miles a year. The routine was simple: one glass of champagne and one melatonin pill forty minutes before take off, and I would be able to sleep all the way. Business class is not for fancy meals and watching movies: it is for work or sleep.
2. Working in vehicles. If you can not work in taxis and cars, you will waste more time than you can afford. Staring out of the window mindlessly is not good.
3. Dieting. Leaders are surrounded by biscuits, cookies and other corporate death food; and then there are the inevitable lunches, dinners and hotel breakfasts. Either learn to love the fruit, or start jogging. Or die early as an obese alcoholic. But to this day, some firms demand that you put your liver on the line: if you do not drink and entertain, you fail. Pick your diet to fit your firm.
4. Ruthless time management: queues were invented to let leaders catch up with emails and phone calls; ditch or delegate everything you can; fix appointments around your diary, not around other people’s.
5. Work the politics. Find the right assignments, right support and right mentors. Set expectations well. Negotiate budgets hard. Wake up to the reality of corporate life.
6. Be ambitious, for your organisation and yourself. Stretch yourself and your team to achieve more than ever; keep on learning and growing. Don’t accept excuses, don’t be a victim: take responsibility.
7. Learn to speak well. To small groups, to individuals and to large groups. As one tribal elder told me: “Words are like gods: words create whole new world’s in someone’s head. So use words well.” For many people, having a tooth extracted is less daunting than speaking in public. But it is a skill anyone can develop, with practice, over the years. And leaders must have this skill.
These seven qualities add up to a person who is pretty driven: they are often not comfortable people to be with. Not surprisingly, many people prefer to keep their humanity and their life than make the sacrifices to get to the top.
When I first started out, my boss told me: “one of the benefits of this job is that you will never suffer the rush hour. You will arrive before it and leave after it.” And if you keep that lifestyle going for ten to twenty years, you can reach the top. It was not a good choice, but at least it was a clear choice.
Choose well.
Real Leaders Use Social Media to Shut Up and Listen
Great article by Wayne Turmel and goes to my point that listening/communication are the #1 leadership trait! Enjoy!
By Wayne Turmel
With all the Twittering, Yammering, Foursquaring and all the other social media going on (the word I’ve coined is tweetfacelinkblogging, patent pending) it would seem that leaders have no shortage of ways to get their message out. That’s great, says one leadership expert, but it misses the point. The real advantage of social media to a leader is the ability to listen.
Jim Kouzes has been writing about leadership for well over 30 years,starting with the landmark “The Leadership Challenge” and now his latest book, “The Truth About Leadership- the No-Fads, Heart-of-the-Matter Facts You Need to Know,” are essential reading for anyone interested in being a great leader. He doesn’t buy into the fact that leadership means anything different to Millennials (or whatever you want to call those darned kids) than it did to your parents, but technology has made a difference, and the difference isn’t what you think.
“The fact is that social media, Twitter and all that, actually makes it easier for leaders to listen to their people than ever before”, he said when I spoke to him on The Cranky Middle Manager Show. That’s right, people complain about distance and being physically far from your people, but ask yourself: how many leaders actually get unfiltered input from their folks, even when they’re in the same location?
The idea of using social media to listen seems counter-intuitive. After all, we get told constantly how easy it is to broadcast your message. You can send out daily tweets, update your Facebook or Ning page, and conduct “Town Hall” webinars but those are one-way, broadcast media, at least the way most people use them. When was the last time your CEO held a webinar that actually allowed chat or took questions with any serious intent?
It’s amazing how insulated leaders can become- just watch a treacly episode of Undercover Boss sometime. (”I never knew the people who worked for me worked so hard for so little”. Really????). Giving the appearance of listening is easy, you just have to take a look at that dusty suggestion box in the lunch room. It gets a lot of action at first and then becomes a dust bunny repository as people realize that their ideas are going into the ether.
Kouzes makes the point that a real leader listens. “Social media is a great opportunity to get input from your people and let them feel listened to and heard- if it’s used effectively”.
That effectiveness is demonstrated by not only gathering feedback, but responding to it and displaying it for all the world to see, even when it’s not flattering. Then (and here’s the hard part) taking actual action based on that feedback.
Whether you’re the CEO or first-time project manager, leaders listen to their people and let those folks know they’ve been heard. It doesn’t mean you do everything they suggest — after all, you’re the leader for a reason– but they have to know that you listen and care.
By Wayne Turmel
With all the Twittering, Yammering, Foursquaring and all the other social media going on (the word I’ve coined is tweetfacelinkblogging, patent pending) it would seem that leaders have no shortage of ways to get their message out. That’s great, says one leadership expert, but it misses the point. The real advantage of social media to a leader is the ability to listen.
Jim Kouzes has been writing about leadership for well over 30 years,starting with the landmark “The Leadership Challenge” and now his latest book, “The Truth About Leadership- the No-Fads, Heart-of-the-Matter Facts You Need to Know,” are essential reading for anyone interested in being a great leader. He doesn’t buy into the fact that leadership means anything different to Millennials (or whatever you want to call those darned kids) than it did to your parents, but technology has made a difference, and the difference isn’t what you think.
“The fact is that social media, Twitter and all that, actually makes it easier for leaders to listen to their people than ever before”, he said when I spoke to him on The Cranky Middle Manager Show. That’s right, people complain about distance and being physically far from your people, but ask yourself: how many leaders actually get unfiltered input from their folks, even when they’re in the same location?
The idea of using social media to listen seems counter-intuitive. After all, we get told constantly how easy it is to broadcast your message. You can send out daily tweets, update your Facebook or Ning page, and conduct “Town Hall” webinars but those are one-way, broadcast media, at least the way most people use them. When was the last time your CEO held a webinar that actually allowed chat or took questions with any serious intent?
It’s amazing how insulated leaders can become- just watch a treacly episode of Undercover Boss sometime. (”I never knew the people who worked for me worked so hard for so little”. Really????). Giving the appearance of listening is easy, you just have to take a look at that dusty suggestion box in the lunch room. It gets a lot of action at first and then becomes a dust bunny repository as people realize that their ideas are going into the ether.
Kouzes makes the point that a real leader listens. “Social media is a great opportunity to get input from your people and let them feel listened to and heard- if it’s used effectively”.
That effectiveness is demonstrated by not only gathering feedback, but responding to it and displaying it for all the world to see, even when it’s not flattering. Then (and here’s the hard part) taking actual action based on that feedback.
Whether you’re the CEO or first-time project manager, leaders listen to their people and let those folks know they’ve been heard. It doesn’t mean you do everything they suggest — after all, you’re the leader for a reason– but they have to know that you listen and care.
Tuesday, November 23, 2010
Love The Game!
Love the game.
Love the game for the pure joy of accomplishment.
Love the game for everything it can teach you about yourself.
Love the game for the feeling of belonging to a group endeavoring to do its best.
Love the game for being involved in a team whose members can't wait to see you do your best.
Love the game for the challenge of working harder than you ever have at something and then harder than that.
Love the game because it takes all team members to give it life.
Love the game because at its best, the game tradition will include your contributions.
Love the game because you belong to a long line of fine athletes who have loved it.
It is now your legacy.
Love the game so much that you will pass on your love of the game to another athlete who has seen your dedication, your work, your challenges, your triumphs... and then that athlete will, because of you, love the game.
- Author Unknown
Excellence: Taking Your Leadership to New Heights
Another great article by John Maxwell. Enjoy!!
by John Maxwell
As a child, did you ever wish that you could fly? The longing to escape gravity seems ingrained in our imaginations. Fictional characters from Superman to Mary Poppins to Aladdin have soared across the sky on adventures. Michael "Air" Jordan's fame rested, in part, on his seeming ability to glide above his opponents on the court to slam-dunk the basketball. Kite flying remains a popular pastime and air shows draw crowds to watch planes perform acrobatic aerial feats.
Our longing to take flight transfers to our careers. We don't want to be stuck on the bottom level; we want to soar. We desire to be on top, to excel in our work.
Whatever your occupation and regardless of your position, here are three habits of excellence which, when attained, will get you off the ground.
Work with Your Whole Heart
I've never met a halfhearted leader who sustained excellence. The successful leaders I know are ablaze with desire to see their vision come to fruition. Having an end in mind, they approach work with joy and expectancy.
What should you do if you feel unmotivated on the job?
1) Seek self-awareness of your strengths and find ways to express them. What do you do well? What captures your attention? What have you enjoyed doing in the past? If your role at work doesn't provide an outlet for your strengths, volunteer them in another capacity.
2) Monitor your attitude. Cease complaining and weed out negativity from your thoughts. Instead, concentrate on opportunities to learn and grow.
Devote Undistracted Attention to Your Job
Excellent leaders have laser-like focus. They fix their attention on top priorities and refuse to be diverted from accomplishing them. They work purposefully and strategically, doing what's important instead of what's easy.
How can you regain focus when your vision seems fuzzy?
1) Prioritize your time. If you don't budget your time, others will spend it for you. Control your calendar so that your hours are spent on what matters most.
2) Protect your environment. Distractions creep in and hold our attention hostage. Take steps to eliminate interruptions. This can be as simple as turning off your phone during times of focused thought or sealing yourself off from others for a few minutes in the morning so that you can plan for the day.
Give Maximum Energy to Your Team
Leaders who excel give full commitment to their team. They offer their best day after day, always devoting maximum effort to their responsibilities. They understand what's required to complete an assignment, and they don't rest until every detail is in place and the project is finished.
1) Eat well and exercise. Your health determines your quality and quantity of life. Don't view your physical health in isolation; it connects to your emotional and mental health.
2) Make rest a must. Leaders are generally driven, outcome-oriented people. As such, they can have a hard time seeing the value of rest and relaxation. In truth, you actually accomplish more when you discipline yourself to unplug and recharge periodically.
Anchor Your Relationship
Another great piece by Chris. Read and Enjoy!!
By Chris Widener
I heard a speaker recently who was talking about how to maintain strong relationships. As I listened to his basic principle, I realized that it is true in all of our life situations, be it work, family etc. And let's face it, relationships are what make the world go 'round. So strong healthy relationships will make your work more enjoyable, and prosperous, and will make your family and friend relationships better as well.
What was the principle? The speaker said that each point of connection is like an anchor in the relationship, and the more connections you have, the stronger the relationship will be. He calls one-connection relationships "Simplex," and multi-connection relationships, "Multiplex." The strongest relationships are multiplex.
There is also the idea that some connections are stronger than others and so you want as many connections as possible and you want those connections to be as strong as they can be as well. Confused? Let's put some legs on this. We'll take a business situation and we'll take a family situation to illustrate the principle.
Anchoring work relationships.
Let's say you sell insurance. A guy walks in and says, "I would like to purchase some term life insurance." You have a simplex relationship. The connection is that you both want him to have insurance. As you get to know him better and get information from him, you realize that you have a multiplex relationship growing and the chance that your business relationship will grow is improving.
"You grew up in Iowa? Me too!"
"You like to golf? Me too!"
"Your wife and you like to go to the opera? So do we! We should go together sometime."
The multiple connections are anchoring your relationship.
Anchoring a family relationship.
Let's take a marriage in trouble. Chances are that at one time, the relationship was multiplex. Because of time, work, and other stresses, the marriage has deteriorated to the point where both are thinking, "What did I marry this person for?" Or "Why do I stay?" The chances are that now the relationship is simplex. Maybe it is that the one connection is that they want to do right by the kids and so they "Tough it out." What is the answer? I believe that it is regaining a multiplex relationship. Work hard to make those other anchoring connections. Did you used to play tennis together before the kids came along? Go play tennis together on a regular basis. Do you both have a common interest in a specific cause or charity, but time hasn't allowed you to pursue it? Take the time! It will anchor your relationship again!
I think you get the point.
Take some time to think about your current relationships. Are they as multiplex as they can be or as they used to be? Think about the new relationships you will make in the coming weeks or months. Think of ways you can make them strong by finding multiple connections, securing deeper and more fulfilling relationships.
Make your relationships "multiplex" and you make them strong, with an anchor that will not let them go!
By Chris Widener
I heard a speaker recently who was talking about how to maintain strong relationships. As I listened to his basic principle, I realized that it is true in all of our life situations, be it work, family etc. And let's face it, relationships are what make the world go 'round. So strong healthy relationships will make your work more enjoyable, and prosperous, and will make your family and friend relationships better as well.
What was the principle? The speaker said that each point of connection is like an anchor in the relationship, and the more connections you have, the stronger the relationship will be. He calls one-connection relationships "Simplex," and multi-connection relationships, "Multiplex." The strongest relationships are multiplex.
There is also the idea that some connections are stronger than others and so you want as many connections as possible and you want those connections to be as strong as they can be as well. Confused? Let's put some legs on this. We'll take a business situation and we'll take a family situation to illustrate the principle.
Anchoring work relationships.
Let's say you sell insurance. A guy walks in and says, "I would like to purchase some term life insurance." You have a simplex relationship. The connection is that you both want him to have insurance. As you get to know him better and get information from him, you realize that you have a multiplex relationship growing and the chance that your business relationship will grow is improving.
"You grew up in Iowa? Me too!"
"You like to golf? Me too!"
"Your wife and you like to go to the opera? So do we! We should go together sometime."
The multiple connections are anchoring your relationship.
Anchoring a family relationship.
Let's take a marriage in trouble. Chances are that at one time, the relationship was multiplex. Because of time, work, and other stresses, the marriage has deteriorated to the point where both are thinking, "What did I marry this person for?" Or "Why do I stay?" The chances are that now the relationship is simplex. Maybe it is that the one connection is that they want to do right by the kids and so they "Tough it out." What is the answer? I believe that it is regaining a multiplex relationship. Work hard to make those other anchoring connections. Did you used to play tennis together before the kids came along? Go play tennis together on a regular basis. Do you both have a common interest in a specific cause or charity, but time hasn't allowed you to pursue it? Take the time! It will anchor your relationship again!
I think you get the point.
Take some time to think about your current relationships. Are they as multiplex as they can be or as they used to be? Think about the new relationships you will make in the coming weeks or months. Think of ways you can make them strong by finding multiple connections, securing deeper and more fulfilling relationships.
Make your relationships "multiplex" and you make them strong, with an anchor that will not let them go!
Monday, November 22, 2010
These 10 core competencies comprise good leadership
Great artcile. Enjoy!!
By William S. Frank
Use this test to rate your leadership ability.
There are 10 categories, each worth 10 points. If you feel you have a competency fully developed, give yourself 10 points. If it's not developed at all, no points. Grade yourself as follows: 50=F, 60=D, 70=C, 80=B, 90-100=A. Scores of 70+ are in the target range. Scores below 70 indicate weaknesses worth correcting, or else a lack of desire or suitability for leadership.
Use your results to create a development plan for your career. In other words, if you're lacking in an area, seek mentors, training or coaching to shore up your weakness. Most importantly, however, leverage your strengths.
Visionary:
Good leaders create a vision, a picture of the future, of where they want to take their organizations. Leaders can improve both the quality and acceptance of the vision by partnering with their peers, executive team, key employees throughout the organization or outside consultants. To get the best vision you need lots of ideas, and people support what they help to create.
Inspirational:
Once a vision is established, great leaders can inspire everyone in the company to get onboard. Employees in great organizations are passionate about what they do. This inspiration extends to customers, investors, suppliers, boards of directors and all other stakeholders.
This doesn't mean good leaders have to be charismatic or great public speakers, though some are. Leaders may inspire by example or in low-key ways. Every word and action demonstrates their passion for the vision.
Strategic:
Strategic leaders are clear and directly face the strengths and weaknesses of their own organizations, as well as their external opportunities and threats. They think in terms of leverage, fishing where the big fish are and partnering to gain market advantage. While interested in one sale, they would rather create pipelines and strategic alliances that generate thousands, or hundreds of thousands, of sales.
Tactical:
Wired like businesspeople, good leaders are bottom-line oriented and extraordinarily committed to results. They thrive on facts, figures, numbers and data. They're interested in ROI, ROE and EBIDTA. If not numbers-oriented themselves, they surround themselves with strong financial talent.
Focused:
Once vision and mission (a brief, clear statement of the reasons for an organization's existence) are established, good leaders achieve what they set out to do before launching new initiatives. By contrast, poor leaders may have dozens of conflicting programs and priorities. Leaders with 20 priorities essentially have no priorities.
Persuasive:
Not necessarily salespeople, good leaders can bring others to their point of view using logic, reason, emotion and the force of their personalities. They motivate by persuasion rather than intimidation. The key here is the leader speaking from his or her heart.
Likeable:
Good leaders are people-centric. They may be scientists, engineers or technical experts by background, but they recognize interpersonal skills are paramount. They display high degrees of emotional intelligence, and thrive on finesse and likeability.
They want to be liked -- and they are. Again, the key is what's inside the leader. Likeability comes from the inside out.
Decisive:
Sometimes shooting from the hip, good leaders can make decisions quickly -- often with incomplete data. As Theodore Roosevelt said, "In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing."
Rarely is a leader able to get 100 percent of the information needed for a decision. Typically it is "60 percent and go" or "80 percent and go."
Ethical:
Good leaders are direct and straightforward. They set clear performance expectations and hold people accountable. This requires being direct and truthful, which can be difficult but -- more often than not -- is natural for the principle-based leader. Good leaders know it's hard to beat the truth.
Open to feedback:
Good leaders are open and dedicated to lifelong learning. They seek feedback about their performance through direct conversations and objective tools such as 360-degree reviews. Seeking continuous improvement in their companies, they also seek it for themselves.
After reviewing these criteria, you may still have the age-old question: Can leadership really be learned or are good leaders just born?
Denver leadership expert Jim Downey comes down on the side that good leaders can be developed. "Good leaders develop by practicing the right behaviors," he says. "It is like golf. You can spend hours on the driving range, but if you are not practicing the right fundamentals, you will never be a good golfer. By practicing the 10 core competencies of good leaders, you can improve your leadership skills.
"You will also be modeling the right behaviors [fundamentals] for others, who watch their leaders surprisingly closely. You may end up an organization full of leaders with surprising success."
By William S. Frank
Use this test to rate your leadership ability.
There are 10 categories, each worth 10 points. If you feel you have a competency fully developed, give yourself 10 points. If it's not developed at all, no points. Grade yourself as follows: 50=F, 60=D, 70=C, 80=B, 90-100=A. Scores of 70+ are in the target range. Scores below 70 indicate weaknesses worth correcting, or else a lack of desire or suitability for leadership.
Use your results to create a development plan for your career. In other words, if you're lacking in an area, seek mentors, training or coaching to shore up your weakness. Most importantly, however, leverage your strengths.
Visionary:
Good leaders create a vision, a picture of the future, of where they want to take their organizations. Leaders can improve both the quality and acceptance of the vision by partnering with their peers, executive team, key employees throughout the organization or outside consultants. To get the best vision you need lots of ideas, and people support what they help to create.
Inspirational:
Once a vision is established, great leaders can inspire everyone in the company to get onboard. Employees in great organizations are passionate about what they do. This inspiration extends to customers, investors, suppliers, boards of directors and all other stakeholders.
This doesn't mean good leaders have to be charismatic or great public speakers, though some are. Leaders may inspire by example or in low-key ways. Every word and action demonstrates their passion for the vision.
Strategic:
Strategic leaders are clear and directly face the strengths and weaknesses of their own organizations, as well as their external opportunities and threats. They think in terms of leverage, fishing where the big fish are and partnering to gain market advantage. While interested in one sale, they would rather create pipelines and strategic alliances that generate thousands, or hundreds of thousands, of sales.
Tactical:
Wired like businesspeople, good leaders are bottom-line oriented and extraordinarily committed to results. They thrive on facts, figures, numbers and data. They're interested in ROI, ROE and EBIDTA. If not numbers-oriented themselves, they surround themselves with strong financial talent.
Focused:
Once vision and mission (a brief, clear statement of the reasons for an organization's existence) are established, good leaders achieve what they set out to do before launching new initiatives. By contrast, poor leaders may have dozens of conflicting programs and priorities. Leaders with 20 priorities essentially have no priorities.
Persuasive:
Not necessarily salespeople, good leaders can bring others to their point of view using logic, reason, emotion and the force of their personalities. They motivate by persuasion rather than intimidation. The key here is the leader speaking from his or her heart.
Likeable:
Good leaders are people-centric. They may be scientists, engineers or technical experts by background, but they recognize interpersonal skills are paramount. They display high degrees of emotional intelligence, and thrive on finesse and likeability.
They want to be liked -- and they are. Again, the key is what's inside the leader. Likeability comes from the inside out.
Decisive:
Sometimes shooting from the hip, good leaders can make decisions quickly -- often with incomplete data. As Theodore Roosevelt said, "In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing."
Rarely is a leader able to get 100 percent of the information needed for a decision. Typically it is "60 percent and go" or "80 percent and go."
Ethical:
Good leaders are direct and straightforward. They set clear performance expectations and hold people accountable. This requires being direct and truthful, which can be difficult but -- more often than not -- is natural for the principle-based leader. Good leaders know it's hard to beat the truth.
Open to feedback:
Good leaders are open and dedicated to lifelong learning. They seek feedback about their performance through direct conversations and objective tools such as 360-degree reviews. Seeking continuous improvement in their companies, they also seek it for themselves.
After reviewing these criteria, you may still have the age-old question: Can leadership really be learned or are good leaders just born?
Denver leadership expert Jim Downey comes down on the side that good leaders can be developed. "Good leaders develop by practicing the right behaviors," he says. "It is like golf. You can spend hours on the driving range, but if you are not practicing the right fundamentals, you will never be a good golfer. By practicing the 10 core competencies of good leaders, you can improve your leadership skills.
"You will also be modeling the right behaviors [fundamentals] for others, who watch their leaders surprisingly closely. You may end up an organization full of leaders with surprising success."
From Manager to Leader
The age old question!!! Great artcile by Leslie. Good read. Enjoy!!
By Leslie Kossoff.
Ask anyone and they'll tell you. There's a difference between managers and leaders.
Ask them what that difference is and they may have a bit more difficulty. Suddenly the words become amorphous and undefined. Somehow leadership is an intangible - a charismatic component that some people have and others simply don't. That's why, according to the ubiquitous "they", it is such a rarity.
Wrong.
The difference between being a manager and being a leader is simple. Management is a career. Leadership is a calling.
You don't have to be tall, well-spoken and good looking to be a successful leader. You don't have to have that "special something" to fulfill the leadership role.
What you have to have is clearly defined convictions - and, more importantly, the courage of your convictions to see them manifest into reality. Only when you understand your role as guide and steward based on your own most deeply held truths can you move from manager to leader.
Whether the group you oversee is called employees, associates, co-workers, teammates or anything else, what they are looking for is someone in whom they can place their trust. Someone they know is working for the greater good - for them and for the organization. They're looking for someone not only that they can - but that they want to - follow.
Because it is only when you have followers -people who have placed their trust in you - that you know you have moved into that leadership role. And the way you see it is that your organization is transcending all previous quality, productivity, innovation and revenue achievements. You're operating at such a high level of efficiency that you're giving budget back to the corporation - and you're still beating your goals.
You're achieving what you always dreamed could be achieved. And not only that, but it's actually easier than you thought.
Because you're a leader. Because the classic command and control management model - which, contrary to popular belief still applies even in our most progressive 21st century companies - is no longer in play. Sure, controls are in place. Sure, you're solving problems that arise.
But it's not just you alone. You have the people in whom you've put your trust - and who have happily and safely reciprocated - to help you create organizational success.
By Leslie Kossoff.
Ask anyone and they'll tell you. There's a difference between managers and leaders.
Ask them what that difference is and they may have a bit more difficulty. Suddenly the words become amorphous and undefined. Somehow leadership is an intangible - a charismatic component that some people have and others simply don't. That's why, according to the ubiquitous "they", it is such a rarity.
Wrong.
The difference between being a manager and being a leader is simple. Management is a career. Leadership is a calling.
You don't have to be tall, well-spoken and good looking to be a successful leader. You don't have to have that "special something" to fulfill the leadership role.
What you have to have is clearly defined convictions - and, more importantly, the courage of your convictions to see them manifest into reality. Only when you understand your role as guide and steward based on your own most deeply held truths can you move from manager to leader.
Whether the group you oversee is called employees, associates, co-workers, teammates or anything else, what they are looking for is someone in whom they can place their trust. Someone they know is working for the greater good - for them and for the organization. They're looking for someone not only that they can - but that they want to - follow.
Because it is only when you have followers -people who have placed their trust in you - that you know you have moved into that leadership role. And the way you see it is that your organization is transcending all previous quality, productivity, innovation and revenue achievements. You're operating at such a high level of efficiency that you're giving budget back to the corporation - and you're still beating your goals.
You're achieving what you always dreamed could be achieved. And not only that, but it's actually easier than you thought.
Because you're a leader. Because the classic command and control management model - which, contrary to popular belief still applies even in our most progressive 21st century companies - is no longer in play. Sure, controls are in place. Sure, you're solving problems that arise.
But it's not just you alone. You have the people in whom you've put your trust - and who have happily and safely reciprocated - to help you create organizational success.
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