The Most Important Words for the Workplace
A famous athlete was being inducted to his sports' hall of fame earlier this year and in his remarks, he commented on the need and value for team work. He quoted the often used phrase "there is no I in team" but he added there is an I in "win".
An online search for the author of the following short piece does not bring a definite answer - there are slight variations but the message is fundamentally the same:
The six most important words:"I admit I make a mistake"
The 5 most important words:"You did a good job"
The 4 most important words:"What is your opinion?"
The 3 most important words:"If you please"
The 2 most important words:"Thank you!"
The 1 most important word:"WE"
The least most important word:"I"
Tom Peters in many of his writings states "Leaders don't create followers, they create more leaders. "
Wednesday, September 30, 2009
Wednesday, September 23, 2009
Integrity
Excerpted from The Nature of Excellence
Integrity
“Integrity is never being ashamed of your reflection.
”Without a doubt, your personal integrity is your most prized possession.
Each day, that integrity is constantly tested, and you have an opportunity to prove it or lose it with every decision you make.
Doing the right thing is not always the easiest thing — but it is always the right thing to do. Choosing to do the right thing — even when it’s painful — ensures you will maintain your most precious possession throughout your personal and professional journey.
“There is no pillow as soft as a clear conscience.” John Wooden
“The time is always right to do what is right.” Martin Luther King, Jr.
“A good name is more desirable than great riches; to be esteemed is better than silver or gold.” Proverbs 22:1
“What lies behind us and what lies before us are tiny matters compared to what lies within us.” Ralph Waldo Emerson
“Until you make peace with who you are, you’ll never be content with what you have.” Doris Mortman
Integrity
“Integrity is never being ashamed of your reflection.
”Without a doubt, your personal integrity is your most prized possession.
Each day, that integrity is constantly tested, and you have an opportunity to prove it or lose it with every decision you make.
Doing the right thing is not always the easiest thing — but it is always the right thing to do. Choosing to do the right thing — even when it’s painful — ensures you will maintain your most precious possession throughout your personal and professional journey.
“There is no pillow as soft as a clear conscience.” John Wooden
“The time is always right to do what is right.” Martin Luther King, Jr.
“A good name is more desirable than great riches; to be esteemed is better than silver or gold.” Proverbs 22:1
“What lies behind us and what lies before us are tiny matters compared to what lies within us.” Ralph Waldo Emerson
“Until you make peace with who you are, you’ll never be content with what you have.” Doris Mortman
Saturday, September 19, 2009
Leaders and standards
Setting the Standard as a Leader
Some people choose a leadership role or create one when they start a company. Some are asked to supervise, while others are placed in charge with little choice in the decision. Some are just natural leaders who influence others – even though they have no official title. No matter how you find yourself in this position of power, you are a leader of people. You influence others. And with influence comes the responsibility to do what’s best for the organization and the people you lead. Others look to you to set the standard. They rightfully assume that your behavior is the example they should follow … that what you pay attention to is what they should focus on as well.
Here are a few things that you can and should do to set the proper tone (and standards) for your work group:
Avoid skepticism – keep an optimistic outlook.
Don’t pass the buck – take responsibility for ALL aspects of your job and leadership role.
Own your mistakes – admit to them, fix them, and learn from them.
Follow the rules – know your organization’s guidelines and the law … and follow them to the letter.
Be credible – honor promises, commitments, and confidentiality.
Celebrate successes – do right by those who DO RIGHT.
Listen – always make an effort to hear and understand what others have to say.
Now comes the big question to ponder: If we polled all of the members of your work group, would they say that the behaviors listed above are things they’re learning from YOU?
Some people choose a leadership role or create one when they start a company. Some are asked to supervise, while others are placed in charge with little choice in the decision. Some are just natural leaders who influence others – even though they have no official title. No matter how you find yourself in this position of power, you are a leader of people. You influence others. And with influence comes the responsibility to do what’s best for the organization and the people you lead. Others look to you to set the standard. They rightfully assume that your behavior is the example they should follow … that what you pay attention to is what they should focus on as well.
Here are a few things that you can and should do to set the proper tone (and standards) for your work group:
Avoid skepticism – keep an optimistic outlook.
Don’t pass the buck – take responsibility for ALL aspects of your job and leadership role.
Own your mistakes – admit to them, fix them, and learn from them.
Follow the rules – know your organization’s guidelines and the law … and follow them to the letter.
Be credible – honor promises, commitments, and confidentiality.
Celebrate successes – do right by those who DO RIGHT.
Listen – always make an effort to hear and understand what others have to say.
Now comes the big question to ponder: If we polled all of the members of your work group, would they say that the behaviors listed above are things they’re learning from YOU?
Monday, September 14, 2009
Encouraging Communication … with a Stick!
Looking for a way to encourage team members to more freely share their ideas and concerns? Like to discover (and learn from) viewpoints that are different from yours? Consider using a “talking stick.”
The talking stick has been used for centuries by many Native American tribes as a means for a just and impartial hearing – allowing all voices to be heard. When used in council circles, it designated who had the right to speak. When matters of great concern came before the council, the leading elder would hold the talking stick and begin. When he finished what he had to say, he would hold out the talking stick, and whoever wanted to speak after him would take it. In this manner the stick was passed from one individual to another until all who wished to speak had done so. The talking stick not only kept order but it also fostered mutual integrity. The holder of the stick was assured free speech, no reprisals, no humiliation and no interruptions. But with the stick also came responsibility. The speakers were charged with speak-ing wisely and truthfully. If they couldn’t do that, they’d be quiet or else bring dishonor to themselves.
Imagine the benefits a “talking stick “could bring to departmental and team meetings. It wouldn’t matter whether you passed a stick, a coffee mug, a ballpoint pen, a wrench, or whatever. What is important is the honoring of mutual integrity as well as the unstated assumption that everyone is seeking to under-stand a much larger perspective. So, give it a try – using these implementation tips:
Identify one or more focus questions to address. Encourage participants to speak freely.
Form an actual circle. This fosters equality and participation.
Introduce the “talking stick” and state the guidelines: Anyone may speak with no interruptions and no humiliation. Only the person holding the stick can talk. Each speaker must be truthful.
When everyone has spoken, summarize what has been said and explain what you will do with the information.For most people, this will be an experience that seldom happens in corporate life and might very well become a critical retention tool as well as a source for innovation and competitive advantage.
The talking stick has been used for centuries by many Native American tribes as a means for a just and impartial hearing – allowing all voices to be heard. When used in council circles, it designated who had the right to speak. When matters of great concern came before the council, the leading elder would hold the talking stick and begin. When he finished what he had to say, he would hold out the talking stick, and whoever wanted to speak after him would take it. In this manner the stick was passed from one individual to another until all who wished to speak had done so. The talking stick not only kept order but it also fostered mutual integrity. The holder of the stick was assured free speech, no reprisals, no humiliation and no interruptions. But with the stick also came responsibility. The speakers were charged with speak-ing wisely and truthfully. If they couldn’t do that, they’d be quiet or else bring dishonor to themselves.
Imagine the benefits a “talking stick “could bring to departmental and team meetings. It wouldn’t matter whether you passed a stick, a coffee mug, a ballpoint pen, a wrench, or whatever. What is important is the honoring of mutual integrity as well as the unstated assumption that everyone is seeking to under-stand a much larger perspective. So, give it a try – using these implementation tips:
Identify one or more focus questions to address. Encourage participants to speak freely.
Form an actual circle. This fosters equality and participation.
Introduce the “talking stick” and state the guidelines: Anyone may speak with no interruptions and no humiliation. Only the person holding the stick can talk. Each speaker must be truthful.
When everyone has spoken, summarize what has been said and explain what you will do with the information.For most people, this will be an experience that seldom happens in corporate life and might very well become a critical retention tool as well as a source for innovation and competitive advantage.
Wednesday, September 9, 2009
who are your real stars?
Recognizing More Than Just Stars
Think recognition should be reserved for top-notch workers who go “above and beyond the call of duty”? If so, there’s a good chance you’re missing opportunities to positively interact with the mainstream employees who are the backbone your organization’s success (not to mention your success as a leader). These are the people who, day-in-day-out, meet expectations without doing the outstanding things that attract attention. As a result, they are often overlooked and taken for granted.
Sure, it’s easy to ignore these folks. After all, they’re just doing their jobs … just doing what they’re paid to do. But think about what would happen if they didn’t. Would you be able to get the results you wantand need? Would the superior members of your team be able to do outstanding things without the support of the “backbone”? Probably not! Therefore, it’s critical to appreciate and recognize those who maintain good, solid performance over time. Pay attention to these people. Support them. Coach them. Be accessible when they need you. THANK THEM!
It’s often the small things you do that make a big difference in building people up to become even better performers. And that goes double for team members who have performance problems. Sometimes, leaders assume that employees with performance deficiencies in one area should not be recognized when they do other things right. That’s a big mistake! Even people with problems are doing some things right. And each time they do provides you an opportunity to build their confidence and reinforce what they’ve done well. You see, bad work does NOT cancel out good work. They are separate actions that should be dealt with separately – and appropriately. Do that and you’ll prove that you care about total performance … about helping everyone become the best they can
Think recognition should be reserved for top-notch workers who go “above and beyond the call of duty”? If so, there’s a good chance you’re missing opportunities to positively interact with the mainstream employees who are the backbone your organization’s success (not to mention your success as a leader). These are the people who, day-in-day-out, meet expectations without doing the outstanding things that attract attention. As a result, they are often overlooked and taken for granted.
Sure, it’s easy to ignore these folks. After all, they’re just doing their jobs … just doing what they’re paid to do. But think about what would happen if they didn’t. Would you be able to get the results you wantand need? Would the superior members of your team be able to do outstanding things without the support of the “backbone”? Probably not! Therefore, it’s critical to appreciate and recognize those who maintain good, solid performance over time. Pay attention to these people. Support them. Coach them. Be accessible when they need you. THANK THEM!
It’s often the small things you do that make a big difference in building people up to become even better performers. And that goes double for team members who have performance problems. Sometimes, leaders assume that employees with performance deficiencies in one area should not be recognized when they do other things right. That’s a big mistake! Even people with problems are doing some things right. And each time they do provides you an opportunity to build their confidence and reinforce what they’ve done well. You see, bad work does NOT cancel out good work. They are separate actions that should be dealt with separately – and appropriately. Do that and you’ll prove that you care about total performance … about helping everyone become the best they can
Wednesday, September 2, 2009
The Main Thing
Here are five ways to ensure your employees not only know what your main thing is, but also that they work together to accomplish it.
1. Share your vision of what’s truly important…what you want and need your team to achieve. Don’t just recite the organization’s vision – that’s great for the annual report, but employees need to know what’s in your head. It should be a clear explanation of what your team’s results can and should be…and how you see that happening.
2. Provide regular feedback on how each team member is helping to accomplish the main thing. Do not fall into the “as long as you don’t hear from me you’ll know you’re doing okay” trap. Again, your people need to hear directly from you whether things are going well or not.
3. Show the team that you care. If your group is like most, the question “Does anybody really give a flip about what we do around here?” probably comes up now and then. Everyone needs to feel (and BE) appreciated by his or her leader. In fact, being recognized for one’s efforts and contributions is the number one factor leading to long-term job satisfaction. That’s right…it ranks above money!
4. Identify and eliminate unnecessary activities that either don’t support your main thing or that block the progress and success of your people. Test all of the team’s decisions and activities against the main thing. Then have the courage to stop doing the things that distract the team from accomplishing its top priority.
5. Stay consistent. The leader’s job is to provide consistency in everything he or she does. Your actions must be consistent with your words. The performance reviews you conduct must be consistent with the coaching you have provided along the way; the reward system you have in place must reflect and acknowledge the accomplishment of important team goals.
1. Share your vision of what’s truly important…what you want and need your team to achieve. Don’t just recite the organization’s vision – that’s great for the annual report, but employees need to know what’s in your head. It should be a clear explanation of what your team’s results can and should be…and how you see that happening.
2. Provide regular feedback on how each team member is helping to accomplish the main thing. Do not fall into the “as long as you don’t hear from me you’ll know you’re doing okay” trap. Again, your people need to hear directly from you whether things are going well or not.
3. Show the team that you care. If your group is like most, the question “Does anybody really give a flip about what we do around here?” probably comes up now and then. Everyone needs to feel (and BE) appreciated by his or her leader. In fact, being recognized for one’s efforts and contributions is the number one factor leading to long-term job satisfaction. That’s right…it ranks above money!
4. Identify and eliminate unnecessary activities that either don’t support your main thing or that block the progress and success of your people. Test all of the team’s decisions and activities against the main thing. Then have the courage to stop doing the things that distract the team from accomplishing its top priority.
5. Stay consistent. The leader’s job is to provide consistency in everything he or she does. Your actions must be consistent with your words. The performance reviews you conduct must be consistent with the coaching you have provided along the way; the reward system you have in place must reflect and acknowledge the accomplishment of important team goals.
Subscribe to:
Posts (Atom)