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Author Archives: Beth

Feedback is truly a gift …

22 Friday Jun 2012

Posted by Beth in The Best of Leadership: The best tidbits from other blogs

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The Essential Component of High Performance

*****

When someone asks how they did. I realize I haven’t done well at giving feedback. I’ve been passive not active.

I’ve never heard high-performers say, “I get too much feedback.” They crave more. On the other hand, I’ve never met a leader who gave enough.

High feedback leaders develop high performance cultures, when feedback’s done well.

Effective feedback energizes; nitpicking de-motivates.

Nitpicking is:

  1. One way. You give but don’t invite feedback. It’s frustrating. Still worse, it’s belittling.
  2. Always negative.
  3. Low benefit.
  4. Demoralizing. Watch people when they walk away. Do their heads always hang and their shoulders droop?

People who crave feedback include:

  1. New hires.
  2. Freshly promoted employees.
  3. Those facing new challenges.
  4. Perfectionists.
  5. Self-critical downers.
  6. Highly motivated achievers.

  People who resist hearing feedback may be:

  1. Insecure and fearful.
  2. Drifting.
  3. Stubborn.
  4. Not committed to the pursuit of excellence.
  5. In over their heads.

First step:

The first step to great feedback isn’t
performance it’s expectations.

Explore, explain, establish, and agree upon performance expectations before increasing feedback.

Fuzzy expectations make negative feedback feel like an ambush. “Why are you giving me negative feedback about “xyz” when you never told me you expected “xyz.”  %*#!!

How to begin:

Begin giving more feedback by explaining
your intent and asking permission.

“I want to enhance our performance and build confidence. I’d like to begin sharing feedback more frequently. How do you like receiving input on your performance? How do you feel about giving me feedback on my performance? What are your concerns?”

Positive:

Positive feedback is best served alone.

Don’t use it to buffer “bad” news. See the good – say the good – walk away. An abundance of positive feedback creates environments where corrective feedback goes down more smoothly.

What feedback tips or warnings can you share?

What does great feedback look like?

 

http://leadershipfreak.wordpress.com/2012/06/13/the-essential-component-of-high-performance/

Loyalty – a lost value?

22 Friday Jun 2012

Posted by Beth in The Best of Leadership: The best tidbits from other blogs

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Leadership’s Most Neglected Virtue

Few things are more devastating than being used and abused by those you support. Disloyalty burns like no other burn. Disloyalty demoralizes.

Strength:

The strength of an organization is expressed by the loyalty of its people. Military organizations thrive because members disadvantage themselves for the advantage of others, for example.

Giving:

Calling for loyalty demands reciprocity. Sacrifice of life calls for loyalty to the fallen. “No man left behind,” is the flip side of, “Give your life for the cause.”

If you want loyalty, give it.

Have you ever heard the bull crap line, “I need you too much to promote you?”

Never be loyal to those who are disloyal.

Expression:

Loyalty is seen when:

  1. Gossip is rejected. All gossip is disloyalty.
  2. Serving others rises above serving self.
  3. Disagreement is encouraged and honored. People who won’t engage in constructive disagreement believe they’ll be thrown under the bus when it’s convenient.
  4. People own decisions even if they disagreed.
  5. Everyone is held to consistent standards. Those higher in organizations never enjoy benefit at the expense of others.
  6. Leaders take blame and share credit.

Sacrifice:

Disadvantaging self for others isn’t sacrifice when values align, it’s an honor. Standing for something enables you to stand-with.

Mistakes:

Loyalty is best seen in the context of mistakes and short-comings. Few things stir the soul more than standing with someone who fell short. Loyalty for loyalties sake is foolish, however.

Stand with those who acknowledge mistakes and make corrections. Reject those who hide mistakes and persist.

Standing “with” demonstrates and invites loyalty.

Few things bring out the best in others more than loyalty. Who are you standing with? Who stands with you?

How and when do you express loyalty?

Have you seen loyalty at work?

 

http://leadershipfreak.wordpress.com/2012/06/19/leaderships-most-neglected-virtue/

To Invest in Others …

22 Friday Jun 2012

Posted by Beth in Leadership

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The Rule of the Needle

*

Failing is easy – chase urgencies and neglect priorities.

Success is found by passionately
doing what matters most.

*****

The thing that matters most for leaders
is building other leaders.

If you don’t develop others, you’ll never reach extraordinary.

Who:

  1. Avoid Model T’s. Before driving a Model T you crank it to get it started. If you have to convince, cajole, or constantly crank someone to get them going, that’s all you’ll ever do. You’ll crank them – they’ll sputter – you’ll crank them again the next time. Failing is easy; just spend your time cranking.
  2. Passion first. Find the most passionate people available and throw gas on their fire.
  3. Potential second. Potential seduces leaders who are dedicated to developing leaders. You see someone with talent, skills, and/or education and you start drooling like a dog at a dish. Potential apart from passion is constant frustration and ultimate disappointment.
  4. Respect matters. The more they respect you the more impact you’ll have.
  5. Practice trumps theory. Talking is useful but action matters most. Go with people prone to act.
  6. The sandbox principle. How well do they play with others?

The rule of the needle:

When it comes to people, there’s never perfect clarity regarding who to coach, mentor, and/or teach.

Ask yourself, “Are they passionate?” If the needle tips to yes, ask, “Do they have potential in this area?” If the answer is yes, ask, “Are they prone to action?” etc.

The needle determines what or who matters most. It doesn’t point to perfection or create certainty. Waiting for certainty and perfection wastes time and stalls progress. The needle indicates likelihood of success.

How do you determine what matters most?

How do you identify people you plan to develop?

 

http://leadershipfreak.wordpress.com/2012/06/20/the-rule-of-the-needle/

What Flavor are You?

24 Saturday Mar 2012

Posted by Beth in The Best of Leadership: The best tidbits from other blogs

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A new blog I just stumbled upon this morning.  This one is thought-provoking.  Our society teaches us to look to others to understand who we are or who we want to be – ‘be like Mike!’  No!  Be like us!  We are unique individuals, created with a purpose.  It doesn’t hurt to read from others, learn from their mistakes, their successes, their reflections and then reflect and meditate on how we can learn and develop ourselves from there.  I am me, you are you – celebrate who you are, but work towards all you can be and are meant to be.

Flavor-filled Leadership

from The Organizational Champion Blog by CatherineW


As our business grows, I’m often evaluating myself as a leader of SVI. That process involves looking at examples of other leaders: Should I be more authoritative like Lou Gerstner, IBM’s past CEO? Should I be more like Indra Nooyi, the very compassionate CEO of PepsiCo? Should I be more like authors Mark Sanborn, who is a great analytical thinker and teacher, or Tommy Spaulding, who has such a strong passion for relationships? Or should I be a creative thought leader like Seth Godin?

I also look at leaders I admire in my local area such as David Roth, the president of Work Matters; John Roberts, the CEO of J.B. Hunt; and Donnie Smith, the CEO of Tyson Foods.

But what I’ve come to realize over the years is that I can never be those leaders. I can only be me. So I borrow something (or multiple things) from every one of them and apply it in my leadership at SVI. For me to be most effective, I’ve got to lead in my own skin even if I lead with the “flavor” of others.

Someone who really inspires me here is Richard Branson, founder of the mega brand Virgin and its 300 companies. I’ve read several of his books and I’m now reading his latest one. He’s a brilliant knucklehead who takes things too far … and it works for him. He leads in his own skin. I relate to his sense of adventure and to his eclectic style.

Join me in learning to lead in your own skin this year. To begin, consider these things:

  1. Look to the example of others for leadership flavor, not for your leadership foundation.
  2. Don’t be apologetic for your unique style if it doesn’t fit the cookie-cutter leadership models – brilliance comes from uniqueness.
  3. Maintain the right motives – don’t be irresponsible or self-absorbed with your leadership style. Google “Chainsaw Al” to see an example of someone’s style operating under the wrong motives.

Finally, there is one behavior we can all share in our leadership for 2012. Be optimistic. I believe 2012 is going to be an amazing year and you should be a champion of it.

Onward!

http://www.organizationalchampions.com/blog/?p=1044

Kevin Eikenberry – I Wonder

16 Friday Mar 2012

Posted by Beth in Uncategorized

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This is an older post but I just came across it.  Think about it – when was the last time we were in awe of something … wonderful?  Spring is here … take time and smell the roses.

I Wonder Where the Wonder Went

by Kevin Eikenberry on July 1, 2011

Yesterday I posted my weekly Powerquote – with questions, action steps and a commentary focused around a quotation from Francis Bacon about wonder (read it here).  As I was writing the post, I thought about a piece I wrote many years ago, that became a chapter in my book Vantagepoints on Learning and Life.

Because of the connection, I’ve excerpted this chapter from Vantagepoints (if you want a signed copy, you can do that here, or go to Amazon if you prefer!)

I was a fifth grader the first time I flew on a commercial plane flight  I remember being amazed that I could get all the soft drinks I wanted for free.  I remember the wonder of looking out at the clouds and the topography far below.  I remember watching us land.  The entire thing was a great adventure, and I was full of wonder.

In college I flew once in awhile, and I always got a window seat – I wanted to be able to watch the ground pass below me.  The wonderment of it all – the patterns and beauty of looking out the window was overwhelming.  Yes, I would sometimes read or do something else, but much of the flight I would sit… and stare… and be in wonder of it all.

Soon after I started working, I found myself flying a bit more, and it quickly became clear that during my business life I would fly – a lot.  I mentioned once to my Mom, who loves to fly, that I’d never lose that great feeling that an airplane flight brings – and that I would always get window seats.

Somewhere between flying once every couple months and flying 100,000 miles per year, I moved to the aisle, and I lost the wonder of it all.

Last week, I was booked in a window seat, and I stopped working or reading long enough to spend some time looking out the window.  Today, as I write this, I have just finished 20 minutes of window gazing.  Some of the wonder is back!

There are many things in our lives that we once considered wonderful (full of wonder). Many of those things we now take for granted.  All of this makes me wonder where the wonder has gone.

Where’s the Wonder?

I believe seeing the wonder in things around us is one of the ways we make our lives more meaningful and enjoyable.  This is one of the reasons we
go on vacations.  Yes, some vacations consist of little more than a beach (which can be wonderful in many ways), but many take time to learn new things on vacations, going to museums, art galleries or national parks.  Some travel to exotic places to marvel at sites, cultures and foods.  Wonder plays a big part in the allure of these trips and the satisfaction gained from the experiences.

You may be thinking, is wonder really such a big deal?

Yes!

Why? Think about it; the absence of wonder is often called boredom, or worse, cynicism. These hopefully are not things people aspire to!

Certainly, we all can experience wonder in new things – new locations, new experiences, new books, new ideas – but I believe I found an important key to a more enjoyable life just waiting outside the plane window.  That key is adding more wonder to life by re-capturing past wonder and finding new wonder in the things I do each day.

Re-discovering Wonder

There are several things we can do to add to the wonder in our lives – to make our lives more wonder-full.

  1. Look at things through fresh eyes.  Think about things that have become habit for you.  The next time you do them, do them as if you were a beginner again.  Start
    with your drive or commute to work.  Make it an exercise in finding wonder.  For example, perhaps you go by a school on your way.  Spend some time thinking about wonderful things from your childhood days in school.  Then try this “fresh-eyed” approach to other routine tasks.
  2. Make a list of things you found wonderful at different stages in your life.  If you write a journal do it there.  If not, make your list instead of watching TV one evening.  Once you have it, spend some time reveling in the wonders on your list. Think too about how you could re-experience those things again.
  3. Make a list of the wonders you find each day or week.  Again, a great journaling task or a great routine to add to your planning for a new week.
  4. Plan a mini-vacation or a day trip to someplace wonderful for you.  I grew up on a farm, so a drive in the country in spring or fall is particularly helpful in restoring my sense of wonder in the growing process.  Others might find your mini day to be boring – help them see your wonder – and in turn you will experience your own at a deeper level.  Then go with them when they try to recapture their own.
  5. Go to an old event and focus on different things.  The next time you go to a ball game, focus less on the action and more on the spectators, or vice versa.  Go shopping and shop for something entirely different than you usually would.  You get the idea.

These are just a few ideas to help you re-infuse your life with wonder. This idea is really taking hold in my life and each day is more wonder-full and more meaningful as well.  I believe when you choose to rediscover your wonder, you’ll benefit in the same ways.

You know, the Mississippi River is an awesome sight from 31,000 feet.

http://blog.kevineikenberry.com/creativity/i-wonder-where-the-wonder-went/

 

Love ……

16 Friday Mar 2012

Posted by Beth in Feedback, The Best of Leadership: The best tidbits from other blogs

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Another thought-provoking post from Leadership Freak

Love at Work

“You don’t love me,” comes from a heart that wants to be loved, but isn’t? “

I love you,” signals beginnings; “You don’t love me,” endings. Love’s ending begins with thoughts like:

  1. You put someone else ahead of me.
  2. You don’t think of me and my wants.
  3. You don’t have my best interests at heart.
  4. You aren’t thinking of how you make me feel.
  5. You give your best to others.

You learn a lot about love by how it dies.

Organizations, leaders, and love:

Everyone wants to love and be loved, especially organizations and leaders. Organizations feel love when employees call home to say, “I’ll be late.” Sadly, some leaders are like immature two year olds living in a “gimme gimme” world.

One way love:

Longing for love is healthy as long as those who are able – long to return it. One way love with someone who is able to return love is abuse. That goes double for leaders and organizations. News flash! Paychecks aren’t love. Love is expressed in what’s given beyond what’s earned. Earning love destroys it.

Learning how to love:

We teach others to love by loving them. Organizations and leaders teach employees to love by loving them first.

Love is the dance of compassionate generosity. I’m not talking bonuses, although that helps. I’m talking about putting them first. Letting them know their value. Sending them home to their families on time…

Two way love:

It’s leadership’s job to start the dance and watch for response. If you don’t model the way, you are in the way.

Admittedly, not everyone can respond. One thing is certain. The moment we know someone is in it only for themselves, the dance ends, manipulation begins, love dies.

Don’t you long to belong to a loving organization?

**********

http://leadershipfreak.wordpress.com/2012/03/16/love-at-work/

Use Your Imagination

25 Saturday Feb 2012

Posted by Beth in The Best of Leadership: The best tidbits from other blogs, Uncategorized

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Useful Leadership Quotes? – You Decide

*****

Today’s world appreciates brevity.

Useful leadership quotes inspire, distill, or direct, quickly.

Will you bring your perspective and insights to this set of leadership quotes? Grab one or more and expand, correct, or modify it?

17 leadership quotes for you to play with:
  1. Great leaders don’t change people. They create environments where people can change themselves.
  2. You matter most when you make others matter. From: How to Start Right and End Well
  3. Great leadership includes leading people to self-discovery.
  4. Be predictable but reject conformity.
  5. Systems don’t complete projects people do.
  6. Conformity never inspires. From: 5 Surprising ways to Inspire Others
  7. Stop pretending you want change when in reality you want comfort.
  8. If you want to transform an organization, grow new leaders.
  9. The question that frees you isn’t what should I do, it’s what should I stop. From: Over Commit to One Thing
  10. Believe in those who believe in you.
  11. Leaders believe in others.
  12. If you can see the finish line it’s time to start again.
  13. If you aren’t learning you’re losing.
  14. Things that don’t make sense have more potential than things that do.
  15. Leaders give people permission to make a difference.
  16. Love gives meaning and worth to everything you do. From: From Low Impact to High Impact Leadership
  17. Opportunities hide in unmet needs.
Next level challenge:

Give feet to a quote by developing a set of hot-to’s. For example: Be predictable but reject conformity.

Be predictable:

  1. Treat everyone with equity; reject favoritism.
  2. Avoid flying off the handle.
  3. Think before you speak.
  4. Adopt and consistently observe policies and procedures.
  5. Prepare people for change.
Reject conformity:
  1. Invite outsiders in.
  2. Generate more than one solution.
  3. Predictably ask, “Why not?”
  4. Challenge inefficiencies.
  5. Eagerly explore new ideas. Say yes as much as possible.

**********

Which quotes speak to you? Modifications?

What how-to’s can you add to a quote?

**********

Visit Dan Rockwell at http://leadershipfreak.wordpress.com/

The Art of Intervention

25 Saturday Feb 2012

Posted by Beth in The Best of Leadership: The best tidbits from other blogs

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Successful Intervention in 5 Steps

Weak leaders smugly think, “I knew that would happen.” Cowardly leaders saying “I told you so.”

Not if but how:

Strong leaders tip toward courageous intervention. They don’t sit on the sidelines like cowards gloating over failures they saw coming. They turn potential failures to successes.

On the other hand, interventionist leaders aren’t meddling parents who step in too soon too often. People resent quick interventionist and respect leaders who give them space. Successful interventionists:

  1. Celebrate progress even if it’s minimal. Celebrate more! Your passion to make things better causes you to minimize progress. Minimizing progress demoralizes by undervaluing small successes, past efforts, and sincere dedication. Celebrating progress, on the other hand, honors and encourages.The best form of intervention is celebration.
  2. Fix with not for, unless risks or costs are high. Deadlines may require fixing for.
  3. Make fewer statements.
  4. Ask open ended questions.
  5. Provide outside resources and connections. You may not have the time or knowledge to intervene but you know someone who can. (my second favorite)

Think of yourself as coach and teacher rather than authoritative leader. You don’t play the game. You enhance the play of others.

Strategic delay:

Withhold short-term intervention for long-term benefits. In this case, the consequences of delay may be painful but temporary. Cheering from the sidelines while others struggle forward – and you could help – strengthens the team as long as:

  1. Time allows.
  2. The people involved have potential.
  3. Incremental progress continues.
  4. Costs and penalties are low.
  5. Frustration is manageable.
  6. Learning and development continues.
  7. Learning applies to current projects, untapped opportunities or future vision.

Intervene when:

  1. People max out.
  2. Progress stalls.
  3. Costs are high.
  4. Frustration distracts.
  5. Learning stops or becomes irrelevant.

**********

When and how do you intervene?

Visit Dan Rockwell at http://leadershipfreak.wordpress.com/

Communicate

25 Saturday Feb 2012

Posted by Beth in Feedback

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Tell Me Something Bad

Posted on January 31, 2012 by joni

When my son was young, I told him two basic truths that I believed would save us all a lot of grief down the road:

Mom’s don’t like surprises – Specifically, I didn’t want to get a call from school telling me something that I could have heard from him. This also included calls from other adults revealing some bit of information i might not really want to hear. If there was a good chance I was going to learn something unexpected and unfavorable concerning him, I preferred to hear it from him.

Don’t lie – Having been a child myself, I knew that eventually a lie will be revealed and the consequences are greater upon the discovery of the lie than for whatever the lie was about in the first place.

I gave him several examples of each of these two points. I concluded the conversation by telling him that even if he was somewhere he shouldn’t be and had told me that he would be one place when he actually was in a different place, if he did not feel safe and could not get home,, he could call at any time, day or night, and I would happily come get him, no questions asked. He was a little incredulous about this and probed further, asking “Seriously?! You’ll happily come get me at three in the morning?!”

I admitted that while I might not actually be happy, I would get him and whatever conversation we had about the events in question, they would be held the next day in calm tones.

I was true to my word.

I frequently hear manager’s talk about the challenge of working with employees who don’t communicate potential problems and gloss over critical information because they are not comfortable delivering bad news to the boss. No one points out the flaws in ideas or projects until costly mistakes are made.

But if doubts ARE expressed, how do people react? Do other employees assure the manager that the idea is sound? Is the flaw explored or swept aside in the interest if time and peacekeeping?

One of the worst experiences you can have as a manager is when you discover that something bad that you should have known about or might have prevented was not conveyed to you in a timely fashion. You can’t be everywhere and know everything – but getting bad news via ambushed creates a dreadful sinking feeling in the pit of your stomach. Not only can it rock your world; it makes you wonder ‘what else don’t I know?”

There are many reasons people don’t tell you things you need to know, but there are some thing you can do to encourage the sharing of bad news:

  • Forget about blame – look for the cause and determine the best way to prevent future occurrences.
  • Keep cool – No one wants to be the reason you freak out so don’t do it. Exercise restraint and remain outwardly calm no matter how you feel inside. Everyone is watching how you handle receiving bad news so show them that you mean it when you say that you “want to hear about problems.”
  • Send the message that you want people to find problems and come up with ways to fix them.
  • Celebrate the successes and solutions. Start creating a workplace culture that values problem solving.

Visit Joni Daniels at http://jonidaniels.com/

How Am I Doing?

25 Saturday Feb 2012

Posted by Beth in Feedback

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Does It Fit?

Posted on February 7, 2012 by joni

I’ve often said that ‘feedback not asked for is rarely taken well’ and it is not only accurate, but alarmingly true on the part of the boss.  If a boss doesn’t know how he or she is perceived by the people they manage every day, performance suffers. Unlike Ed Koch, Mayor of New York City from 1978-1989 whose frequent question “How Am I Doing?” became the title of his bestselling book, most boss’s don’t ask for feedback with great regularity.

The ability to give feedback well depends on skill and the ability to both give and receive feedback effectively and it often rests on the trust that exists between the two people involved.  If there is openness between you and your boss and trust exists, the intentions of the person giving the feedback are less suspect and the information can be easier to hear.

In a perfect world, the boss asks for feedback. In the real world, the invitation may never come.  In training rooms around the region, I may want to focus on Managers giving feedback to Employees, but many Managers want help figuring out the best way to give feedback to the boss.

It can be so tempting to dream about all the things you want to say to the boss: what they are doing wrong, what they do that irks you, and how they can be better at the job of managing YOU! Keep in mind that they are not you and telling them what you would do if you were them is not providing feedback.  Focus on how you see things and the impact it has on you, the team, the customer, or the organization.

Remember that you only see things from your own unique perspective. You don’t have all the information the boss has so you may not have a full understanding of all the constraints and pressures that are causing the actions you see. Sharing how you see things can help the boss have an idea about how his or her behaviors are seen and experienced by others. It’s information that can be used to improve their performance. If they take the feedback and act on it.

Some keys to giving feedback well: it is honest and data driven. Specifics help, generalizations and labels don’t.  Feedback is given to help, not do damage.

And what if you are the recipient of feedback –– the uninvited kind?

Feedback is a lot like a sweater someone gives you as a gift. Try it on. Don’t assume that it’s not for you. Fashion changes with the season.  Spend some time looking at yourself from a lot of different angles in the mirror. Try the sweater on with other things you already own. You might be surprised by what you see.

If it fits and looks right on you – keep it.

If it doesn’t fit and looks wrong on you – forget about it.

But feedback is a gift of information. No matter what you do, always say “Thank You.”  

Visit Joni Daniels at http://jonidaniels.com/

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