Inspiring Business Story
We send our kids to the best of schools, hoping that they will excel, go on to build a career and over time achieve success and happiness. A recent study has however confirmed what parents have long suspected – the chances of our children’s success in life lies more with how they cope with life’s ‘curve-balls’ than their education level. How our children react to life’s difficult situations is more a predictor of our children’s success.
It’s easy to have a chirpy, sunny disposition when things are going well. What happens however when life inevitably throws us a set of challenges and situations that call on our coping and rationalisation skills. Donald Trump has gone on record to suggest that education system in the US (and the world by large) needs to address the appalling lack of what he termed as ‘life skills’. While we are taught how to count, speak and conduct experiments, can you recall going through a class in college or even high-school teaching you the value and importance of having patience, perseverance or a positive mind-set
In business, the lack of ‘life-skills’ is even more evident. It stifles efforts to resolve conflicts, foster co-operation and drive performance. It appears that the larger the organisation, the more cut-off its people feel. And this is impacting profits more than we care to admit. People are more disconnected than they ever have been. Remarkable when one considers the prevalence of the internet and technology which is supposed to make it easier to connect and communicate. Yet people feel left out, uncared for and even resentful.
The inspired story you are about to hear isn’t focused on the corporate world. Rather, it is a story that connects to us on a personal level. Read it, embrace it and share this with your people. It may just inspire them to change their ‘attitudes’ should they feel a need to.
THE BEST NEWS
There are many different attitudes. Roberto de Vincenzo, a golfer from Argentina, beautifully displayed one of the best ones many years ago when he won the Masters golf tournament but was denied the coveted green jacket. I say he won it because he had the lowest score at the end of four days. But his playing partner who kept the score had inadvertently written that he had made a five on one of the holes when in reality he had made a four. de Vincenzo signed the card, and when an incorrect card is signed, the player is disqualified. He had not cheated, but the rules stood. What was his reaction when he learned he was disqualified? Did he blame his playing partner? No, he said he made a stupid mistake. He accepted full responsibility himself. Now what kind of man is he?
Some time later he won another tournament. After they gave him the cheque, he spent a great deal of time in the dressing room. He was in no particular hurry. When he got out to the parking lot, it was empty except for a young woman. She approached him saying she didn’t have a job, her sick baby was at the point of death, and she didn’t have the money to pay the hospital or the doctors. de Vincenzo signed his tournament winnings over to the young woman and went on his way.
The next week he was in a country club. One of the PGA officials told him he had been the victim of a fraud - that the young woman didn’t have a baby and was not even married. de Vincenzo said “You mean there is not a sick baby at all? The official said, “that‘s right.” de Vincenzo said “You have just given me the best news I’ve heard all year long.”
Where’s your heart? What’s your attitude? How would you have felt under those circumstances? Who had the greater problem - the golfer or the young woman? I think it is obvious isn’t it? How many of you think de Vincenzo really brooded the rest of his life over that woman who had beaten him out of that cheque? I don’t think he gave it another thought. He was truly glad that there had not been an ill child. Now that takes compassion, it takes heart, but it also takes wisdom.
When is maturity in attitude reached? Is attitude a head thing, a heart thing, or both? Maturity in attitude is reached when you fully understand what you can change and what you can’t change, and you respond accordingly. De Vincenzo couldn’t change the figures on his score card or retrieve the money he had signed over to the lying woman. Fussing and fuming would not change the reality of either mistake. He chose to accept what had happened and move forward. By doing so he saved his partner any further embarrassment and grief over the mistake. He showed everyone who witnessed the other incident his true character and was not made to look like a naïve fool by an official who was all too proud to have the scoop.
People with a good heart are exposed most readily in times of stress and ill fortune. De Vincenzo was more interested in the needs of his golfing partner and the welfare of a baby than he was in claiming to have been wronged. A heart like his, one that is honest, expects the best and holds no malice. It is developed over a lifetime. Roberto de Vincenzo at some point decided he was responsible for his circumstances in life, that he had control over how he responded to disappointment, and that a good attitude and a trusting heart offered many more rewards than their counterparts. Make the same decisions for yourself and relax into a more fulfilling life.
How You Can Benefit From This Story
1. It’s Not What Happens To You, But How You Deal With It When It Does Happen That Determined Your Happiness (or misery)
How many times have you (as a manager) come out of a meeting thinking, “that boss or colleague is such a jerk. I just can’t handle this working environment”. Then we slowly take this feeling of helplessness and project it in our work and more ominously, the people that report to us
Remember, other people can try to say or do harmful things but it’s our attitude that determines its affect. If we had the courage to know what we can and cannot change, wouldn’t our lives be better!
So, you decide who you’d rather be – the disgruntled person who feels hard done by or the person that adopts the mindset that ‘I’m not gonna sweat what I can’t change and focus my efforts on what I can change”.
Points To Ponder
1. Think of a situation that happened to you where you felt hard-done by or mistreated. It could be being passed over for a promotion or being told off by a boss or even an unfair dismissal. How did you react? Did the feelings you felt at that time in any way change the reality of the situation? How long did you stew over it?
2. Now, ask yourself – was it worth it? The pain, suffering, anger or disgust. Did it get you anywhere or did it cost you more in the end!
Monday, March 22, 2010
Friday, March 19, 2010
Lead well ... LEAD RIGHT
Uncle Tony’s Cigar Box
Growing up, I had an Uncle Tony. He wasn’t actually an uncle; he was one of my dad’s war buddies who didn’t have a family. So we “adopted” him. One of the many things I remember about Uncle Tony was what he did for us kids at Christmastime. Everything about Christmas was exciting. But going to Uncle Tony’s house for our annual Christmas party was extra special, and we looked forward to it for weeks beforehand. At some point during the party – when he perceived that we couldn’t wait any longer – Uncle Tony would gather all of the kids around him in a circle. Then he’d bring out an old, faded yellow cigar box filled to the top with pennies, nickels, dimes and quarters. As we fiddled anxiously, Uncle Tony invited each child, one by one, to put two hands into the cigar box and pull out as many coins as he/she could. Whatever we could hold in our hands was ours to keep. When every child had reached into the box, we’d all yell, “Thank you, Uncle Tony!” Then it was a race to the kitchen table to count out the coins into little stacks to see who’d gotten the most.
Uncle Tony probably collected his spare change all year long to fill that cigar box. Just a little bit here and there. It wasn’t a lot of money. But what was a small thing to him was huge to us and garnered our loyalty and endeared him to us for life.
I was reminded of Uncle Tony and his cigar box when a friend of mine, who is a dedicated manager, was commenting on some of the shortcomings of the company he works for. At one point, an exasperated, pleading look came over his face and he said, “And you know, it would be nice if they could just provide some decent coffee!”
Decent coffee – a small (perhaps even minute) thing for a multi-hundred-million-dollar company. But for my friend and his co-workers, the coffee had become a daily reminder of what they perceived as the organization’s lack of empathy for its employees. That perception carried over and influenced their feelings about other issues like compensation, benefits, working environment, budgets and employees’ worth in the eyes of upper management.
Organizations and their leaders often forget the little things that can have a significant and real effect on employees’ attitudes, engagement and productivity, and therefore, organizational results. A chair that doesn’t squeak, a copier that works more often than not, bottled water, enough chairs in the conference room so that people don’t have to sit on the floor during staff meetings…nothing earth shattering. Yet these are the very things that irritate otherwise productive employees – employees who don’t expect major changes or expenditures, but who do expect to be provided with reasonable necessities and amenities.
Perhaps none of these examples are true in your organization. But let me ask you: do your employees have to face an inquisition to get the necessary supplies and equipment to do their job? Is work flow cumbersome and complex? Is there enough privacy in their cubicles that they can hold conversations with customers and vendors? And what about the small intangible things that make a big difference to employees? Does anyone call to check on them if they are out sick? Does anyone ask about their vacation, their parents’ health, their child’s soccer game or the movie they saw last weekend?
Just like Uncle Tony’s cigar box was a big deal to us, small things can make a big difference to employees. So, contrary to the popular book series, I’m telling you that you should sweat the small stuff. When you do, you will earn big returns. Sweating the small stuff creates win-win situations. Employees win with “better coffee” and you (and the organization) win by having more productive, engaged employees.
Growing up, I had an Uncle Tony. He wasn’t actually an uncle; he was one of my dad’s war buddies who didn’t have a family. So we “adopted” him. One of the many things I remember about Uncle Tony was what he did for us kids at Christmastime. Everything about Christmas was exciting. But going to Uncle Tony’s house for our annual Christmas party was extra special, and we looked forward to it for weeks beforehand. At some point during the party – when he perceived that we couldn’t wait any longer – Uncle Tony would gather all of the kids around him in a circle. Then he’d bring out an old, faded yellow cigar box filled to the top with pennies, nickels, dimes and quarters. As we fiddled anxiously, Uncle Tony invited each child, one by one, to put two hands into the cigar box and pull out as many coins as he/she could. Whatever we could hold in our hands was ours to keep. When every child had reached into the box, we’d all yell, “Thank you, Uncle Tony!” Then it was a race to the kitchen table to count out the coins into little stacks to see who’d gotten the most.
Uncle Tony probably collected his spare change all year long to fill that cigar box. Just a little bit here and there. It wasn’t a lot of money. But what was a small thing to him was huge to us and garnered our loyalty and endeared him to us for life.
I was reminded of Uncle Tony and his cigar box when a friend of mine, who is a dedicated manager, was commenting on some of the shortcomings of the company he works for. At one point, an exasperated, pleading look came over his face and he said, “And you know, it would be nice if they could just provide some decent coffee!”
Decent coffee – a small (perhaps even minute) thing for a multi-hundred-million-dollar company. But for my friend and his co-workers, the coffee had become a daily reminder of what they perceived as the organization’s lack of empathy for its employees. That perception carried over and influenced their feelings about other issues like compensation, benefits, working environment, budgets and employees’ worth in the eyes of upper management.
Organizations and their leaders often forget the little things that can have a significant and real effect on employees’ attitudes, engagement and productivity, and therefore, organizational results. A chair that doesn’t squeak, a copier that works more often than not, bottled water, enough chairs in the conference room so that people don’t have to sit on the floor during staff meetings…nothing earth shattering. Yet these are the very things that irritate otherwise productive employees – employees who don’t expect major changes or expenditures, but who do expect to be provided with reasonable necessities and amenities.
Perhaps none of these examples are true in your organization. But let me ask you: do your employees have to face an inquisition to get the necessary supplies and equipment to do their job? Is work flow cumbersome and complex? Is there enough privacy in their cubicles that they can hold conversations with customers and vendors? And what about the small intangible things that make a big difference to employees? Does anyone call to check on them if they are out sick? Does anyone ask about their vacation, their parents’ health, their child’s soccer game or the movie they saw last weekend?
Just like Uncle Tony’s cigar box was a big deal to us, small things can make a big difference to employees. So, contrary to the popular book series, I’m telling you that you should sweat the small stuff. When you do, you will earn big returns. Sweating the small stuff creates win-win situations. Employees win with “better coffee” and you (and the organization) win by having more productive, engaged employees.
Monday, March 15, 2010
The 3 Steps that Every Manager Must Know and Practise
Managing a diverse workforce is always a challenge. To keep employees motivated, committed and willing to walk the extra miles for your company is not an easy task, however a possible task. Below are 3 simple steps that will immediately put your management roles into perspectives and trigger a better control as well as easier employees’ engagement. They are namely,
Step 1 : Increase your feedback and communication session.
You don’t want to learn about the problem the day they resign. Get close to them early on. If you are being proactive in your employees’ development, you won’t be surprised. You should take a very direct but guiding leadership style that quickly addresses the issue as soon as it develops. You have to identify and detail the problem behavior; present fact-based, first-hand, specific examples and suggestions that are appropriate.
Step 2 : Develop a workable action plan for them.
Develop a plan of action by working with the high-potential one-on-one to re-establish expectations, performance goals and measurable outcomes. You should take them through the ABCs, make a link between their behavior and results as well as be firm about your expectations. You then put a specific plan of action into place with management controls and work together so that they are fulfilled in their position.
Step 3 : Provide continuous coaching and support.
Many researches on effective management revealed that not only do managers coach their employees, but they provide opportunities for them to be coached or mentored by peers or other employees. They provide an opportunity for them to use an external coach. It is helpful to involve a coach to help the individual talk about the underlying issues and coaches may be able to point out alternative behaviors and solutions.
Step 1 : Increase your feedback and communication session.
You don’t want to learn about the problem the day they resign. Get close to them early on. If you are being proactive in your employees’ development, you won’t be surprised. You should take a very direct but guiding leadership style that quickly addresses the issue as soon as it develops. You have to identify and detail the problem behavior; present fact-based, first-hand, specific examples and suggestions that are appropriate.
Step 2 : Develop a workable action plan for them.
Develop a plan of action by working with the high-potential one-on-one to re-establish expectations, performance goals and measurable outcomes. You should take them through the ABCs, make a link between their behavior and results as well as be firm about your expectations. You then put a specific plan of action into place with management controls and work together so that they are fulfilled in their position.
Step 3 : Provide continuous coaching and support.
Many researches on effective management revealed that not only do managers coach their employees, but they provide opportunities for them to be coached or mentored by peers or other employees. They provide an opportunity for them to use an external coach. It is helpful to involve a coach to help the individual talk about the underlying issues and coaches may be able to point out alternative behaviors and solutions.
Friday, March 12, 2010
TIPS FOR LEADING "MIDDLE STARS"
1. Build their confidence by increasing their responsibilities. Start small and then increase as they achieve success. Sometimes employees are unsure of their ability to excel. Allow them to discover their “hidden” talents and encourage them to exceed their own expectations.
2. Give frequent and accurate performance feedback. Be specific. Clearly explain what is required for them to become super stars on the team.
3. Teach them how to set goals to keep their performance on track. And, by all means, hold them accountable for those goals.
4. “Catch” them doing good things, and then praise them. The more you focus on finding the good, the more good you will find … and the more they will do! Reinforced behavior becomes repeated behavior.
5. Hook them up with a super star for mentoring. An effective mentoring program provides middle stars with positive role models and encourages super stars to be even more involved. That’s a good deal for everybody!
6. Create rewards that appeal to their personal values. Maybe you are rewarding team members in ways that you like to be rewarded – and it is not working for them. They will be happy to tell you what motivates them ... if you’ll just ask.
Often, it’s the “small things” you do that will inspire middle stars to become super stars – things like remembering facts about them and their family; asking their opinions on job-related matters; showing empathy when they’re facing a personal crisis; taking the time to listen to them; or merely doing something special when they need a boost. These are, by the way, things that should be done with and for ALL employees.
2. Give frequent and accurate performance feedback. Be specific. Clearly explain what is required for them to become super stars on the team.
3. Teach them how to set goals to keep their performance on track. And, by all means, hold them accountable for those goals.
4. “Catch” them doing good things, and then praise them. The more you focus on finding the good, the more good you will find … and the more they will do! Reinforced behavior becomes repeated behavior.
5. Hook them up with a super star for mentoring. An effective mentoring program provides middle stars with positive role models and encourages super stars to be even more involved. That’s a good deal for everybody!
6. Create rewards that appeal to their personal values. Maybe you are rewarding team members in ways that you like to be rewarded – and it is not working for them. They will be happy to tell you what motivates them ... if you’ll just ask.
Often, it’s the “small things” you do that will inspire middle stars to become super stars – things like remembering facts about them and their family; asking their opinions on job-related matters; showing empathy when they’re facing a personal crisis; taking the time to listen to them; or merely doing something special when they need a boost. These are, by the way, things that should be done with and for ALL employees.
Tuesday, March 9, 2010
Saturday, March 6, 2010
how to build a culture of creativity and capture the talent, energy, and commitment
It’s no secret that In today’s ever-changing competitive marketplace, one of the biggest enemies all of is face is the “status quo.” In order for our organizations to survive and prosper – and for us to have successful leadership careers – we have to get good at encouraging and cultivating new and different ideas.
“Business as usual” is a mindset that will NOT serve any of us well. That’s a factual statement you’d be wise to write down and post in your work area. And it’s the message behind one of the most clever and thought- provoking books I’ve ever read, A Peacock in the Land of Penguins.
This is the story of Perry the Peacock – a bright, talented, colorful bird – who comes to live in the Land of Penguins. He soon runs into problems because the penguins have established a chilly organizational climate that is formal, bureaucratic, and governed by a vast array of written and unwritten rules. Although his talent is recognized, his different and unusual style makes the penguins feel uneasy. The very thing he was recruited for – his distinctive flair and creativity – is viewed as a “problem” by the penguins once Perry is inside the organization.
... While executives and managers today say that they want new ideas and new thinking from their employees, their actions often indicate otherwise. New ideas are disruptive, they’re messy, they require taking chances and increased risk, and they push everyone out of their comfort zones. So people who are different, people with new views on how to make the organization successful, are often discouraged from expressing them – much to the detriment of both the individual and the organization.
“Business as usual” is a mindset that will NOT serve any of us well. That’s a factual statement you’d be wise to write down and post in your work area. And it’s the message behind one of the most clever and thought- provoking books I’ve ever read, A Peacock in the Land of Penguins.
This is the story of Perry the Peacock – a bright, talented, colorful bird – who comes to live in the Land of Penguins. He soon runs into problems because the penguins have established a chilly organizational climate that is formal, bureaucratic, and governed by a vast array of written and unwritten rules. Although his talent is recognized, his different and unusual style makes the penguins feel uneasy. The very thing he was recruited for – his distinctive flair and creativity – is viewed as a “problem” by the penguins once Perry is inside the organization.
... While executives and managers today say that they want new ideas and new thinking from their employees, their actions often indicate otherwise. New ideas are disruptive, they’re messy, they require taking chances and increased risk, and they push everyone out of their comfort zones. So people who are different, people with new views on how to make the organization successful, are often discouraged from expressing them – much to the detriment of both the individual and the organization.
Friday, March 5, 2010
The " Halo " Effect
The Halo/Horns Effect
The answer is in this phenomenon called ‘the halo effect’. It is a phenomenon where one trait or characteristic in a person for example, attractiveness, tends to ‘deceive’ us into thinking that because this person is attractive, they must also be more intelligent, kinder, more generous etc. For example, a study of the 2009 American elections revealed that many people voted for Barrack Obama as he was ‘more attractive’ as compared to Senator John MCcain. His ‘attractiveness’ evoked emotions in people that he was ‘better’, could be ‘trusted more’ and would make a ‘better’ president. In a sense, our rationality goes out the window, just because of the psychological effect of one characteristic or trait. At the workplace the halo effect can translate into some of these possible actions by a superior:
• Failing to see deteriorating performance because of a good past record or personal friendship.
• Rewarding those who have similar beliefs or background.
• Believing that, because performance is outstanding in one area, there are no problems in other areas.
• Thinking that a person is ‘better’ only because he graduated from a foreign University.
• Inability to see the negative side of an employee irrespective of what he or she does. Even when seen or proven, it will be justified or explained away.
• Thinking that a candidate is the ‘right’ person for the job just because he is well-dressed, arrives punctually and is smart in appearance and friendly.
The halo effect is neither good nor bad. It is an emotional phenomenon which we must be conscious of. Otherwise its influence can mar our perceptions and influence our logical and rational process of thought. Awareness of this effect will also assist in reducing inaccurate perceptions and ensure rational decision-making.
The answer is in this phenomenon called ‘the halo effect’. It is a phenomenon where one trait or characteristic in a person for example, attractiveness, tends to ‘deceive’ us into thinking that because this person is attractive, they must also be more intelligent, kinder, more generous etc. For example, a study of the 2009 American elections revealed that many people voted for Barrack Obama as he was ‘more attractive’ as compared to Senator John MCcain. His ‘attractiveness’ evoked emotions in people that he was ‘better’, could be ‘trusted more’ and would make a ‘better’ president. In a sense, our rationality goes out the window, just because of the psychological effect of one characteristic or trait. At the workplace the halo effect can translate into some of these possible actions by a superior:
• Failing to see deteriorating performance because of a good past record or personal friendship.
• Rewarding those who have similar beliefs or background.
• Believing that, because performance is outstanding in one area, there are no problems in other areas.
• Thinking that a person is ‘better’ only because he graduated from a foreign University.
• Inability to see the negative side of an employee irrespective of what he or she does. Even when seen or proven, it will be justified or explained away.
• Thinking that a candidate is the ‘right’ person for the job just because he is well-dressed, arrives punctually and is smart in appearance and friendly.
The halo effect is neither good nor bad. It is an emotional phenomenon which we must be conscious of. Otherwise its influence can mar our perceptions and influence our logical and rational process of thought. Awareness of this effect will also assist in reducing inaccurate perceptions and ensure rational decision-making.
Monday, March 1, 2010
Building Commitment and Positive Attitudes
Discover Your Reason for Being
What are your greatest gifts? How can you best serve mankind? These are questions you must answer to find your true purpose in life.
Who am I?
What am I meant to do here?
What am I trying to do with my life?
These are powerful questions that can be difficult to answer. They sometimes surface during major life transitions such as family strife, job loss, spiritual awakenings, or the death of a loved one.
I feel fortunate to have found my purpose in life. I have that reason to get up in the morning and it fuels my passion. In one of the greatest compliments I ever received, someone said to me, "Mac, when you speak you’ve been blessed with the ability to connect with others…soul to soul." I thought about those words and have chosen to shape my life around that gift. My purpose through speaking and writing is to "bring ideas to life" that will encourage and motivate people.
Every person is a unique being. There is only one of you in the universe. You have many obvious gifts and other gifts still waiting to be discovered.
I truly believe, however, that one of the most important questions you can ask yourself in your journey to find your purpose is, "How can I serve others?" Albert Schweitzer said it well: "I don’t know what your destiny will be, but one thing I do know: the only ones among you who will be really happy are those who have sought and found how to serve."
What are your greatest gifts? How can you best serve mankind? These are questions you must answer to find your true purpose in life.
Who am I?
What am I meant to do here?
What am I trying to do with my life?
These are powerful questions that can be difficult to answer. They sometimes surface during major life transitions such as family strife, job loss, spiritual awakenings, or the death of a loved one.
I feel fortunate to have found my purpose in life. I have that reason to get up in the morning and it fuels my passion. In one of the greatest compliments I ever received, someone said to me, "Mac, when you speak you’ve been blessed with the ability to connect with others…soul to soul." I thought about those words and have chosen to shape my life around that gift. My purpose through speaking and writing is to "bring ideas to life" that will encourage and motivate people.
Every person is a unique being. There is only one of you in the universe. You have many obvious gifts and other gifts still waiting to be discovered.
I truly believe, however, that one of the most important questions you can ask yourself in your journey to find your purpose is, "How can I serve others?" Albert Schweitzer said it well: "I don’t know what your destiny will be, but one thing I do know: the only ones among you who will be really happy are those who have sought and found how to serve."
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