They don't care how much you know until they know how much you care. As a leader, this quote has special significance for me. Being able to touch others through kindness is one of the most important skills that any of us can learn.
I'd like to share a story with you, from The Essence of Leadership by Mac Anderson, that exemplifies the power of kindness.
Excerpted from The Essence of Leadership by Mac Anderson
On March 5, 2003, I turned on Good Morning, America while eating breakfast. Charles Gibson was interviewing General Earl Hailston, the commanding general of Marine Forces Central Command. The general was waiting with his troops just a few miles off the border of Iraq...waiting to go to war. General Hailston is the only general in the armed forces who had enlisted and came up through the ranks, and as he spoke, I was impressed by his humble and caring attitude.
Toward the end of the interview, his answer to a question touched me deeply. When Charles asked him if he had any hobbies outside his work, the general said, "Yes, I love photography, especially taking photos of my men." He shared that while he had been waiting for the past few days he would take photos of his men, and at night he would email the photos with a brief note to their mothers back in the USA. Charles asked if he could see a sample of a letter, and the general walked into his tent, turned on his computer, and read the last letter he had sent. It said:
Dear Mrs. Johnson,
I thought you might enjoy seeing this picture of your son. He is doing great. I also wanted you to know that you did a wonderful job of raising him. You must be very proud. I can certainly tell you that I'm honored to serve with him in the U.S. Marines.
General Earl Hailston
Wow! I had goose bumps as I watched. I then watched Charles randomly interview a few of General Hailston's men. You could feel the genuine love and respect that every one of them had for their leader. You may have heard the quote..."They don't care how much you know until they know how much you care." Well, here's a man who truly understood what caring and leadership is all about.
Tuesday, October 23, 2007
The Essence of Leadership
They don't care how much you know until they know how much you care. As a leader, this quote has special significance for me. Being able to touch others through kindness is one of the most important skills that any of us can learn.
I'd like to share a story with you, from The Essence of Leadership by Mac Anderson, that exemplifies the power of kindness.
Excerpted from The Essence of Leadership by Mac Anderson
On March 5, 2003, I turned on Good Morning, America while eating breakfast. Charles Gibson was interviewing General Earl Hailston, the commanding general of Marine Forces Central Command. The general was waiting with his troops just a few miles off the border of Iraq...waiting to go to war. General Hailston is the only general in the armed forces who had enlisted and came up through the ranks, and as he spoke, I was impressed by his humble and caring attitude.
Toward the end of the interview, his answer to a question touched me deeply. When Charles asked him if he had any hobbies outside his work, the general said, "Yes, I love photography, especially taking photos of my men." He shared that while he had been waiting for the past few days he would take photos of his men, and at night he would email the photos with a brief note to their mothers back in the USA. Charles asked if he could see a sample of a letter, and the general walked into his tent, turned on his computer, and read the last letter he had sent. It said:
Dear Mrs. Johnson,
I thought you might enjoy seeing this picture of your son. He is doing great. I also wanted you to know that you did a wonderful job of raising him. You must be very proud. I can certainly tell you that I'm honored to serve with him in the U.S. Marines.
General Earl Hailston
Wow! I had goose bumps as I watched. I then watched Charles randomly interview a few of General Hailston's men. You could feel the genuine love and respect that every one of them had for their leader. You may have heard the quote..."They don't care how much you know until they know how much you care." Well, here's a man who truly understood what caring and leadership is all about.
I'd like to share a story with you, from The Essence of Leadership by Mac Anderson, that exemplifies the power of kindness.
Excerpted from The Essence of Leadership by Mac Anderson
On March 5, 2003, I turned on Good Morning, America while eating breakfast. Charles Gibson was interviewing General Earl Hailston, the commanding general of Marine Forces Central Command. The general was waiting with his troops just a few miles off the border of Iraq...waiting to go to war. General Hailston is the only general in the armed forces who had enlisted and came up through the ranks, and as he spoke, I was impressed by his humble and caring attitude.
Toward the end of the interview, his answer to a question touched me deeply. When Charles asked him if he had any hobbies outside his work, the general said, "Yes, I love photography, especially taking photos of my men." He shared that while he had been waiting for the past few days he would take photos of his men, and at night he would email the photos with a brief note to their mothers back in the USA. Charles asked if he could see a sample of a letter, and the general walked into his tent, turned on his computer, and read the last letter he had sent. It said:
Dear Mrs. Johnson,
I thought you might enjoy seeing this picture of your son. He is doing great. I also wanted you to know that you did a wonderful job of raising him. You must be very proud. I can certainly tell you that I'm honored to serve with him in the U.S. Marines.
General Earl Hailston
Wow! I had goose bumps as I watched. I then watched Charles randomly interview a few of General Hailston's men. You could feel the genuine love and respect that every one of them had for their leader. You may have heard the quote..."They don't care how much you know until they know how much you care." Well, here's a man who truly understood what caring and leadership is all about.
Tuesday, October 16, 2007
Discover the Power of Discipline
Discover the Power of Discipline
Aristotle said, "We are what we repeatedly do. Excellence then is not an act but a habit." How true that is! If we make good habits, they invariably make us.
In the fall of 1996, I received a phone call from an unforgettable young man. He introduced himself as Matt Ghaffari, and went on to tell me that a few months earlier he had won the silver medal in Greco-Roman wrestling during the 1996 Summer Olympics. He said he wanted to stop by while he was in Chicago, and I said, "No problem. I'd like to meet you."
A few hours later my receptionist called saying my guest had arrived. I walked to the lobby and there he was...6'4" tall and 286 pounds of solid muscle. He had a huge smile on his face as we walked back to my office.
When we sat down he said, "Mr. Anderson, I've come to thank you because you and your company have made a difference in my life." Then he reached into his left pocket and pulled out a green felt cloth, which he then opened. And there it was, his silver medal. It was beautiful! Then he reached into his right pocket and emptied the contents onto my desk. Amid his change was one of the brass medallions that we had created at Successories® with the words "Expect To Win."
He said, "Mr. Anderson, I've had that medallion in my pocket every day for three years. For the past four years I've worked ten hours a day, six days a week to train my body to be an Olympic champion. But I knew the difference in winning and losing was not going to be training my body; it was going to be training my mind to think positive, powerful thoughts...to believe I could do it. And the products you've created at Successories® have helped me to think like a champion. For the last three years, once a month, I would go into your store in Cleveland and purchase either a book, a tape, a poster, or something to reinforce a positive attitude."
You see, winners like Matt Ghaffari are never complacent. That is why they're winners. They understand the power of discipline. They understand one of my favorite laws in life - you cannot get what you've never had unless you're willing to do what you've never done.
Are you willing to make the sacrifices required to make your dreams come true?
Aristotle said, "We are what we repeatedly do. Excellence then is not an act but a habit." How true that is! If we make good habits, they invariably make us.
In the fall of 1996, I received a phone call from an unforgettable young man. He introduced himself as Matt Ghaffari, and went on to tell me that a few months earlier he had won the silver medal in Greco-Roman wrestling during the 1996 Summer Olympics. He said he wanted to stop by while he was in Chicago, and I said, "No problem. I'd like to meet you."
A few hours later my receptionist called saying my guest had arrived. I walked to the lobby and there he was...6'4" tall and 286 pounds of solid muscle. He had a huge smile on his face as we walked back to my office.
When we sat down he said, "Mr. Anderson, I've come to thank you because you and your company have made a difference in my life." Then he reached into his left pocket and pulled out a green felt cloth, which he then opened. And there it was, his silver medal. It was beautiful! Then he reached into his right pocket and emptied the contents onto my desk. Amid his change was one of the brass medallions that we had created at Successories® with the words "Expect To Win."
He said, "Mr. Anderson, I've had that medallion in my pocket every day for three years. For the past four years I've worked ten hours a day, six days a week to train my body to be an Olympic champion. But I knew the difference in winning and losing was not going to be training my body; it was going to be training my mind to think positive, powerful thoughts...to believe I could do it. And the products you've created at Successories® have helped me to think like a champion. For the last three years, once a month, I would go into your store in Cleveland and purchase either a book, a tape, a poster, or something to reinforce a positive attitude."
You see, winners like Matt Ghaffari are never complacent. That is why they're winners. They understand the power of discipline. They understand one of my favorite laws in life - you cannot get what you've never had unless you're willing to do what you've never done.
Are you willing to make the sacrifices required to make your dreams come true?
Friday, October 12, 2007
Dealing with difficult people
CONFLICT is built into the very fabric of every organisation in today’s changing world. When it is not dealt with well, it can create hostility and sap the time, energy and productivity of even the best relationships.
Conflict can also be a catalyst that sets the stage for changes needed. You will never deal with conflict perfectly, but here are 10 tips worth using in dealing with difficult people on and off the job:
1. Talk to people instead of talking about them
Dealing with conflict directly may be uncomfortable and lead to some disappointment, but it cuts down the mind-reading and resentment that can occur when problems are not dealt with directly. Timing, tact and keeping a distance will always have their place, but make sure you still keep conflict eyeball to eyeball.
2. Do not avoid conflict
People often vacillate between the pain of dealing with unresolved problems and the guilt over not dealing with them. Such indecisiveness saps energy and time; it can affect morale and turnover. Be a problem-solver, not a problem-evader. Problem-solvers learn to deal with conflict as soon as it arises.
3. Develop an effective communication style
Focus on future problem-solving, not past issues. You want change, not just an admission of guilt. Winners of arguments never really win because consistent losers never forget. You want results, not enemies seeking revenge.
4. Deal with issues,not personalities
It is all too easy to abuse the "difficult" party instead of dealing with issues. Be assertive, but acknowledge that others can have different positions, values and priorities. When you personalise disagreements and hit back, you invite escalation.
Keep the focus on mutual problem- solving, not name-calling.
5. Face resistance
Attempts at threatening or silencing criticism will only force resistance underground and increase the chances of sabotaging even necessary changes.
Push for specific suggestions. If criticism is extensive and continues even after you look it in the eye, it may not be resistance - know when to admit that you are wrong.
6. Redefine caring
This includes confronting someone on a timely and consistent basis. Avoid labels that give you excuses for not confronting a problem, for example, so-and-so is too sensitive or too nice, or he is of a certain background or race. If you believe people cannot change or benefit from feedback, you will tend not to confront them. Instead, treat all equally, and be caring enough to be firm, fair and consistent.
7. Avoid forming adverse relationships
In strained or negative relationships, everyone loses. Take seriously the words of Confucius: "Before you embark on a journey of revenge, dig two graves."
Even the most difficult person usually has some people he works with well. Learn to look for the best even in difficult people.
8. Invest time in building positive bridges
Abraham Lincoln reportedly said: "I don’t like that man. I’m going to have to get to know him better." Look for ways to be sincere. It takes a history of positive contact to build trust. Search for areas of common ground. Even if bridgebuilding does not work, by being a positive bridge builder, you build a reputation everyone will come to respect, even if a few difficult people never respond.
9. Keep your perspective
Even if none of these suggestions work, tell yourself: "This too shall pass!"
Keep evidence of your efforts to build a better relationship. Find ways to work on projects that build new exposure in other areas within your organisation. You may just find a new position with a different team to work with.
With a crazy or brutalising boss or co-worker, you may even have to leave. Always invest 5 per cent of your time in your next career so you are continually developing career choices. You want to stay for the right reasons, not because you are trapped.
10. Spend some time looking in a mirror
Customer service guru Ron Zemke put it well when he said: "If you find that everywhere you go, you’re always surrounded by jerks and you’re constantly being forced to strike back at them or correct their behaviour, guess what? You’re a jerk."
Start by making sure that you are not being difficult yourself.
Conflict can also be a catalyst that sets the stage for changes needed. You will never deal with conflict perfectly, but here are 10 tips worth using in dealing with difficult people on and off the job:
1. Talk to people instead of talking about them
Dealing with conflict directly may be uncomfortable and lead to some disappointment, but it cuts down the mind-reading and resentment that can occur when problems are not dealt with directly. Timing, tact and keeping a distance will always have their place, but make sure you still keep conflict eyeball to eyeball.
2. Do not avoid conflict
People often vacillate between the pain of dealing with unresolved problems and the guilt over not dealing with them. Such indecisiveness saps energy and time; it can affect morale and turnover. Be a problem-solver, not a problem-evader. Problem-solvers learn to deal with conflict as soon as it arises.
3. Develop an effective communication style
Focus on future problem-solving, not past issues. You want change, not just an admission of guilt. Winners of arguments never really win because consistent losers never forget. You want results, not enemies seeking revenge.
4. Deal with issues,not personalities
It is all too easy to abuse the "difficult" party instead of dealing with issues. Be assertive, but acknowledge that others can have different positions, values and priorities. When you personalise disagreements and hit back, you invite escalation.
Keep the focus on mutual problem- solving, not name-calling.
5. Face resistance
Attempts at threatening or silencing criticism will only force resistance underground and increase the chances of sabotaging even necessary changes.
Push for specific suggestions. If criticism is extensive and continues even after you look it in the eye, it may not be resistance - know when to admit that you are wrong.
6. Redefine caring
This includes confronting someone on a timely and consistent basis. Avoid labels that give you excuses for not confronting a problem, for example, so-and-so is too sensitive or too nice, or he is of a certain background or race. If you believe people cannot change or benefit from feedback, you will tend not to confront them. Instead, treat all equally, and be caring enough to be firm, fair and consistent.
7. Avoid forming adverse relationships
In strained or negative relationships, everyone loses. Take seriously the words of Confucius: "Before you embark on a journey of revenge, dig two graves."
Even the most difficult person usually has some people he works with well. Learn to look for the best even in difficult people.
8. Invest time in building positive bridges
Abraham Lincoln reportedly said: "I don’t like that man. I’m going to have to get to know him better." Look for ways to be sincere. It takes a history of positive contact to build trust. Search for areas of common ground. Even if bridgebuilding does not work, by being a positive bridge builder, you build a reputation everyone will come to respect, even if a few difficult people never respond.
9. Keep your perspective
Even if none of these suggestions work, tell yourself: "This too shall pass!"
Keep evidence of your efforts to build a better relationship. Find ways to work on projects that build new exposure in other areas within your organisation. You may just find a new position with a different team to work with.
With a crazy or brutalising boss or co-worker, you may even have to leave. Always invest 5 per cent of your time in your next career so you are continually developing career choices. You want to stay for the right reasons, not because you are trapped.
10. Spend some time looking in a mirror
Customer service guru Ron Zemke put it well when he said: "If you find that everywhere you go, you’re always surrounded by jerks and you’re constantly being forced to strike back at them or correct their behaviour, guess what? You’re a jerk."
Start by making sure that you are not being difficult yourself.
Monday, October 8, 2007
About setting goals and reaching them
Seven thoughts about reaching goals...
1. Goals reached begin with a desire that burns so deeply and brightly within one's being, that it cannot be put out by the adversities of life.
2. To reach our goals, we must define them clearly. Begin with the intended outcome, and describe it in detail. Write it out.
3. Goals must be visualized clearly. Use mental rehearsal. Imagine taking the actions. See, feel, and imagine the outcome you want as if you had already achieved it. Then, each day, give thanks for reaching your goal.
4. Goals must have a criteria for their attainment. They are time-bound. A goal without a clear criteria for it's attainment is not a goal; it is merely a wish. Time-bound goals inspire motivation toward the goal line, give a sense of urgency, and keep desire burning brightly.
5. Reaching goals requires consistent daily action: stepping forward onto a planned path and making corrections in direction when necessary.
6. Great goals are transcendent; they improve the quality of life for many and support our overall purpose in living, a dimension higher than ourselves. For this reason, we don't need to write a goal in stone. But, should we fall short of the goal line, we get up and write the goal again.
7. Reaching goals is a personal experience that inspires us to be our best. Reaching a goal is not meant to impress others, although it may inspire others. It is an experience of using our unique gifts and talents to the best of our ability. Most of all, believe with all your heart that you will achieve your vision. We define our future by looking ahead.
Zig Ziglar said it well: "The basic goal- reaching principle is to understand that you go as far as you can see, and when you get there, you will always be able to see farther." If you are reaching for a goal, ask yourself: "Am I looking backward or forward? If I am looking forward, how far am I seeing? May you reach all of your most cherished goals, and may your achievements bring benefit and joy to many others throughout the years ahead!
Wishing you blessings and success! :-)
1. Goals reached begin with a desire that burns so deeply and brightly within one's being, that it cannot be put out by the adversities of life.
2. To reach our goals, we must define them clearly. Begin with the intended outcome, and describe it in detail. Write it out.
3. Goals must be visualized clearly. Use mental rehearsal. Imagine taking the actions. See, feel, and imagine the outcome you want as if you had already achieved it. Then, each day, give thanks for reaching your goal.
4. Goals must have a criteria for their attainment. They are time-bound. A goal without a clear criteria for it's attainment is not a goal; it is merely a wish. Time-bound goals inspire motivation toward the goal line, give a sense of urgency, and keep desire burning brightly.
5. Reaching goals requires consistent daily action: stepping forward onto a planned path and making corrections in direction when necessary.
6. Great goals are transcendent; they improve the quality of life for many and support our overall purpose in living, a dimension higher than ourselves. For this reason, we don't need to write a goal in stone. But, should we fall short of the goal line, we get up and write the goal again.
7. Reaching goals is a personal experience that inspires us to be our best. Reaching a goal is not meant to impress others, although it may inspire others. It is an experience of using our unique gifts and talents to the best of our ability. Most of all, believe with all your heart that you will achieve your vision. We define our future by looking ahead.
Zig Ziglar said it well: "The basic goal- reaching principle is to understand that you go as far as you can see, and when you get there, you will always be able to see farther." If you are reaching for a goal, ask yourself: "Am I looking backward or forward? If I am looking forward, how far am I seeing? May you reach all of your most cherished goals, and may your achievements bring benefit and joy to many others throughout the years ahead!
Wishing you blessings and success! :-)
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