Sabtu, 10 Maret 2012
7 Countermeasures To Take When You And Your Leadership Are Demonized - Article by Brent Filson
Most organizations abound with acolytes for the status quo. The status quo is simply the existing state of an organization. What’s wrong with the status quo? A great deal. In fact, the status quo of any organization is usually wrong.
The trouble with the status quo isn’t that it gets poor results. After all, if you know you’re getting poor results, you can start taking steps to turn them into good results.
The trouble with the status quo is that it gets mediocre results but represents them as good results. And poor results are less harmful to an organization than mediocre results misrepresented as good results.
The acolytes may worship at a lot of altars: the funding of inefficient, wasteful, pet programs; the misplaced craving of the employees to bring back the “good ole days”; the people’s championing a poisonous culture of unrealistic entitlements. And so on.
If you start demolishing the altars or even questioning the status quo’s orthodoxy, the acolytes may very well resort to a common status quo tactic that throws most leaders off balance: They’ll demonize you.
Note I don’t say “criticize,” I say “demonize.” Surely you’ll be criticized. But demonization involves an attack of another order of magnitude. It’s through demonizing that the status quo pulls out all stops. Understanding this and executing the right countermeasures can be vital to the short and long term success of your leadership.
First, let’s look at demonization itself. Throughout history, demonization of people, groups of people, and even nations has involved characterizing them as evil or less than human, e.g., the attitudes and practices of some whites towards Black people in the period 1865-1965, resulting in widespread lynching.
One purpose of the demonization of individuals is to divert attention from their arguments by discrediting them personally. Proving that they are Fascists, Communists, Racists, Religious Nuts or some other despised category can be particularly effective not only in undermining individuals with controversial views, but in isolating them from public support. Furthermore, the evil/subhuman traits that the demonizers try to pin on people can open the way for truly horrendous attacks.
Now let’s look at how demonization plays out in a lot of organizations. The status quo usually resorts to demonization when its first line of attack, passive resistence, fails. Passive resistence is the status quo’s game. It plays it first, it plays it often, and it plays it well. It plays it anytime it feels threatened. The game may be passive, but it’s outcomes are anything but. What can be more relentlessly active than when you challenge walking people to run … but they keep on walking — and swear they are running? Yet the status quo doesn’t always succeed in the passive resistence game; and that’s when it may turn to demonization.
Demonization as accomplished by the organizational status quo does not engage in rational criticisms of what you are doing but an attack on who you are. There’s little or no truth to what is being said. Truth has nothing to do with the impulse behind the attacks. Outright survival of the status quo at all costs is the impulse.
“He’s ruining the organization.”
“She’s got to be replaced.”
“He doesn’t know what he’s doing.”
“She’ll cause us to lose our jobs.”
And worse.
Clearly, if you don’t deal with the demonization, it could destroy your effectiveness and even result in your being replaced.
Here are 7 countermeasures to demonization.
1. Look inwardly.
When you are being demonized, you must get in touch with the best of who you are. Delve into the resources of your own character: patience, understanding, courage, and persistence. They are countermeasures to demonization. You have such assets in abundance. Find them and draw them out so they can be expressed fully. In fact, being on the receiving end of demonization gives you an opportunity to clarify and strengthen those inherent resources.
2. Act outwardly.
Keep your leadership bearing. Be composed and considerate. The adage “Showing up is 90 percent of winning” applies here. Face the people who are demonizing you. For instance, you might walk up to a group of them who obviously are bad mouthing you to one another and enter into a pleasant conversation with them. You might show up (briefly, please) at one of their after-work haunts and have a social interaction with a few of them. You might go to their work sites or be at the employee gate and greet them in a friendly way. At those times, you don’t have to say anything to defend yourself against demonization. Demonization needs illusion to survive. You are not the person the status quo is trying to make you out to be. You puncture that illusion by being with them and being genuinely interested in their concerns and being actively helpful.
However, be judicious in your interactions with them. Just as you can error when being demonized by staying away from them, you can also error by being with them too much, prompting them to think you’re a pest.
3. Be friendly.
When we are friendly in the face of demonizing attacks, we act as a kind of voltage stabilizer for the power surges of emotions that demonization activates.
Clearly, being demonized is not pleasant; but leaders who respond by losing control, getting angry and lashing back at the people who are engaged in it are playing into the hands of the status quo, which will inevitably point out that such behavior justifies their assertions.
People respond more openly and positively to friendliness. By being friendly, we model good interactions, bringing the future into the present. We make real issues relevant factors, not the patently false issues that demonization creates.
With friendliness, we increase the chance that others who are not demonizing us will join our cause. Friendliness is fire prevention equipment against your burning bridges behind you. An opponent may seem to be your opponent today but in the future you may need him to be your partner in implementing changes.
Getting results through friendliness can take a lot less energy than getting results through coercion and intimidation. Friendliness isn’t an absolute necessity in leadership. I’ve seen great leaders who responded to being demonized by acting out as terrific curmudgeons. It’s just that unfriendly leaders have to go through a lot more trouble getting people motivated.
4. Be forceful — benevolently.
Don’t accept rude talk and/or insulting behavior. But in not accepting it, be forceful in a kind and moderate way. For instance, an executive told me: “At our annual sales meeting, the sales people were angry over the layoffs of many of their colleagues. Four senior executives, colleagues of mine, who had forced the layoffs, did not show up for the social events at the meeting, not wanting to face the people’s anger. But I felt I had to be there. I remember a bunch of really ticked off sales people were at the bar of the hotel, drinking and just verbally ripping the senior management to pieces. I took a deep breath and went over among them. I ordered a drink and tried to have a friendly chat. A couple of them started abusing the senior executives to my face, but I wouldn’t stand for it. I looked them in the eye, I spoke softly; I showed I was going to be pleasant but not put up with bad behavior or insulting talk. Of course, I didn’t change their attitudes much, at least at that bar; but a few of them told me later they really respected me for just going into the lion’s den.”
5. Get results.
One of the most effective countermeasure measures against demonization is simply to get results. You’re a leader. You do nothing more important than get results; and when you set the organization on track for getting more results faster, continually, you’ll find that demonization will likely dry up and blow away.
6. Keep a sense of humor.
Make sure you do it not at the expense of others but of yourself. Self-deprecating humor can take the steam out of a lot of what demonization offers.
7. Get cause leaders.
This incorporates the first 6 points. If you manifest your inner strengths, take the right action, keep your leadership bearing, don’t accept abusive talk or behavior, get great results, and keep yourself of humor, you likely will have people take up your cause against the demonization. Their defense is usually far better than any defense you could personally mount.
Mind you, the acolytes of the status quo are, for the most part, good, well-meaning people, people who have loved ones in their lives. Their engaging in demonization may come from a sincere intention to protect themselves and keep their loved ones secure. The fact they are good people is all the more reason for you to be friendly, open, and considerate in the face of a demonizing attack.
In most cases, you can weather being demonized — and even become more effective in your leadership — as long as you institute these countermeasures. In the end, you may find that at least some the people who demonize eventually become your ardent cause leaders. The flipside of demonization is acclaim
The trouble with the status quo isn’t that it gets poor results. After all, if you know you’re getting poor results, you can start taking steps to turn them into good results.
The trouble with the status quo is that it gets mediocre results but represents them as good results. And poor results are less harmful to an organization than mediocre results misrepresented as good results.
The acolytes may worship at a lot of altars: the funding of inefficient, wasteful, pet programs; the misplaced craving of the employees to bring back the “good ole days”; the people’s championing a poisonous culture of unrealistic entitlements. And so on.
If you start demolishing the altars or even questioning the status quo’s orthodoxy, the acolytes may very well resort to a common status quo tactic that throws most leaders off balance: They’ll demonize you.
Note I don’t say “criticize,” I say “demonize.” Surely you’ll be criticized. But demonization involves an attack of another order of magnitude. It’s through demonizing that the status quo pulls out all stops. Understanding this and executing the right countermeasures can be vital to the short and long term success of your leadership.
First, let’s look at demonization itself. Throughout history, demonization of people, groups of people, and even nations has involved characterizing them as evil or less than human, e.g., the attitudes and practices of some whites towards Black people in the period 1865-1965, resulting in widespread lynching.
One purpose of the demonization of individuals is to divert attention from their arguments by discrediting them personally. Proving that they are Fascists, Communists, Racists, Religious Nuts or some other despised category can be particularly effective not only in undermining individuals with controversial views, but in isolating them from public support. Furthermore, the evil/subhuman traits that the demonizers try to pin on people can open the way for truly horrendous attacks.
Now let’s look at how demonization plays out in a lot of organizations. The status quo usually resorts to demonization when its first line of attack, passive resistence, fails. Passive resistence is the status quo’s game. It plays it first, it plays it often, and it plays it well. It plays it anytime it feels threatened. The game may be passive, but it’s outcomes are anything but. What can be more relentlessly active than when you challenge walking people to run … but they keep on walking — and swear they are running? Yet the status quo doesn’t always succeed in the passive resistence game; and that’s when it may turn to demonization.
Demonization as accomplished by the organizational status quo does not engage in rational criticisms of what you are doing but an attack on who you are. There’s little or no truth to what is being said. Truth has nothing to do with the impulse behind the attacks. Outright survival of the status quo at all costs is the impulse.
“He’s ruining the organization.”
“She’s got to be replaced.”
“He doesn’t know what he’s doing.”
“She’ll cause us to lose our jobs.”
And worse.
Clearly, if you don’t deal with the demonization, it could destroy your effectiveness and even result in your being replaced.
Here are 7 countermeasures to demonization.
1. Look inwardly.
When you are being demonized, you must get in touch with the best of who you are. Delve into the resources of your own character: patience, understanding, courage, and persistence. They are countermeasures to demonization. You have such assets in abundance. Find them and draw them out so they can be expressed fully. In fact, being on the receiving end of demonization gives you an opportunity to clarify and strengthen those inherent resources.
2. Act outwardly.
Keep your leadership bearing. Be composed and considerate. The adage “Showing up is 90 percent of winning” applies here. Face the people who are demonizing you. For instance, you might walk up to a group of them who obviously are bad mouthing you to one another and enter into a pleasant conversation with them. You might show up (briefly, please) at one of their after-work haunts and have a social interaction with a few of them. You might go to their work sites or be at the employee gate and greet them in a friendly way. At those times, you don’t have to say anything to defend yourself against demonization. Demonization needs illusion to survive. You are not the person the status quo is trying to make you out to be. You puncture that illusion by being with them and being genuinely interested in their concerns and being actively helpful.
However, be judicious in your interactions with them. Just as you can error when being demonized by staying away from them, you can also error by being with them too much, prompting them to think you’re a pest.
3. Be friendly.
When we are friendly in the face of demonizing attacks, we act as a kind of voltage stabilizer for the power surges of emotions that demonization activates.
Clearly, being demonized is not pleasant; but leaders who respond by losing control, getting angry and lashing back at the people who are engaged in it are playing into the hands of the status quo, which will inevitably point out that such behavior justifies their assertions.
People respond more openly and positively to friendliness. By being friendly, we model good interactions, bringing the future into the present. We make real issues relevant factors, not the patently false issues that demonization creates.
With friendliness, we increase the chance that others who are not demonizing us will join our cause. Friendliness is fire prevention equipment against your burning bridges behind you. An opponent may seem to be your opponent today but in the future you may need him to be your partner in implementing changes.
Getting results through friendliness can take a lot less energy than getting results through coercion and intimidation. Friendliness isn’t an absolute necessity in leadership. I’ve seen great leaders who responded to being demonized by acting out as terrific curmudgeons. It’s just that unfriendly leaders have to go through a lot more trouble getting people motivated.
4. Be forceful — benevolently.
Don’t accept rude talk and/or insulting behavior. But in not accepting it, be forceful in a kind and moderate way. For instance, an executive told me: “At our annual sales meeting, the sales people were angry over the layoffs of many of their colleagues. Four senior executives, colleagues of mine, who had forced the layoffs, did not show up for the social events at the meeting, not wanting to face the people’s anger. But I felt I had to be there. I remember a bunch of really ticked off sales people were at the bar of the hotel, drinking and just verbally ripping the senior management to pieces. I took a deep breath and went over among them. I ordered a drink and tried to have a friendly chat. A couple of them started abusing the senior executives to my face, but I wouldn’t stand for it. I looked them in the eye, I spoke softly; I showed I was going to be pleasant but not put up with bad behavior or insulting talk. Of course, I didn’t change their attitudes much, at least at that bar; but a few of them told me later they really respected me for just going into the lion’s den.”
5. Get results.
One of the most effective countermeasure measures against demonization is simply to get results. You’re a leader. You do nothing more important than get results; and when you set the organization on track for getting more results faster, continually, you’ll find that demonization will likely dry up and blow away.
6. Keep a sense of humor.
Make sure you do it not at the expense of others but of yourself. Self-deprecating humor can take the steam out of a lot of what demonization offers.
7. Get cause leaders.
This incorporates the first 6 points. If you manifest your inner strengths, take the right action, keep your leadership bearing, don’t accept abusive talk or behavior, get great results, and keep yourself of humor, you likely will have people take up your cause against the demonization. Their defense is usually far better than any defense you could personally mount.
Mind you, the acolytes of the status quo are, for the most part, good, well-meaning people, people who have loved ones in their lives. Their engaging in demonization may come from a sincere intention to protect themselves and keep their loved ones secure. The fact they are good people is all the more reason for you to be friendly, open, and considerate in the face of a demonizing attack.
In most cases, you can weather being demonized — and even become more effective in your leadership — as long as you institute these countermeasures. In the end, you may find that at least some the people who demonize eventually become your ardent cause leaders. The flipside of demonization is acclaim
Jumat, 09 Maret 2012
The Arenas of Success - Article by Chris Widener
"The credit belongs to the man who is actually in the arena; whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement; and who at the worst, if he fails, at least fails while daring greatly." Theodore Roosevelt
In this article we are going to be looking at the “Arenas” that every person, organization, or business can operate out of. They are Values, Responsibility, Possibility, Negotiation, Vision, Dedication, and Accomplishment. The degree of our success is directly related to the degree in which we excel in and balance these arenas. As you go through each segment, think practically, because these are intended to be more than intellectual ideas. They are intended to help you solidify them into your life and turn your potential into performance. Though this article is specific to business and industry, the principles here are easily translated into personal application.
I Am - The Arena of Values.
Every person, organization and business has values. They may not know what they are, or they may not be able to articulate what they are, but they have them. The values of a business are what they believe in. What do they think is important? What do they hold as dear to the organization? Customer satisfaction is a simple value that a business may hold, for example. What a company values will affect the way the business runs and the employees act and work, so it is important to know what your business values are. Here are some questions for you to ask. I would encourage you to involve as many top-level people in this process as possible, as well as others, even down to the lowest levels of the organization. What do we think is important? What do we hope to accomplish? What do we believe in as we go about our work? Another item to deal with is Values Dissonance. That is when you state your values and find that they are not in action in the company. This then, takes teamwork and leadership to make sure that everybody is on the same page with your corporate values. The first step in a successful organization, or for your own life for that matter, is to determine your values. I would encourage you to spend some time on this if you haven’t already. And if you have, continue to make sure that everybody in the organization knows and believes in them.
Two excellent books on the subject are Leadership Jazz, and Leadership Is An Art, both by Max DuPree. Is there clear indication in your place or work that you are operating in the Arena of Values? Can you say without a doubt that “I Am,” or “We Are”? Hopefully you can, and if not, you can be, with a little work.
I Should – The Arena of Responsibility
I understand that responsibility is in some people’s minds a four-letter word, but not in those who want to achieve true, lasting success that benefits not only themselves, but a great number of people around them. Those who would lead the way to accomplishment must also understand that they have responsibilities. And the man or woman of honor, integrity, and success, lives up to those responsibilities. So what are these responsibilities that we must live by? While I want to encourage you to think about them specifically for your own life and business, there are a few that I believe are for all of us.
To be a person and company of high integrity.
Ultimately, we are only a success to the degree that we are honorable people. This means that we are honest, hard working, and forthright. I don’t think it matters how much money one accumulates if the are not a person of integrity.
To live by the “golden rule.”
And the golden rule isn’t what one of my best friends grew up thinking it was: He who has the gold, makes the rules! No, it is that we will treat others as we want to and expect to be treated.
To our families.
Regardless of the work we do, it is of utmost importance that our families sit atop the priority list. Sometimes I think of all the people I help and work so hard for day by day and realize that none of them will be at my side when I breathe my last breath. My wife and children will fill those spots. Therefore, they get the most from me. I owe it to them. They are important to me and it is my responsibility to be there for them, no matter what my opportunities are elsewhere.
To give to charity.
The more you hear from me, the more you will realize that I am big on the idea of charity. I think one of the things that rounds us out as healthy, successful people is to give away money, time, and possessions, free of all strings. Simply give it away to a cause that you believe in. Make it big. Make it a sacrifice. Instead of a $10 check every now and then, put it into your budget to give away a certain amount every month. At first you will think it is impossible but it will come around. And one of the great benefits to this is that at the end of your life, you will be able to look back and see the difference you have made.
These are just a few areas, but they are the umbrellas that cover the rest of our lives. If we get these right, we are 95% there.
I Could – The Arena of Possibility
Now we cover the arena of possibility.
It seems to me that many businesses, and schools and organizations often get so caught up in the day to day that they lose their zest for life. They get the nose to the grindstone, and may even be doing important work, but they forget to dream. They forget to think of what could be. (for more on achieving your dreams, see my article “Dare to Dream Again) How is your business in the arena of possibility? What would happen if at your next staff meeting, whether you have 30 people or it’s just you and your partner, you asked the question “What could we really do if we put it all together? If we really stretched ourselves as far as we could?” Or how about “What are the possibilities for this business to really do something great or dynamic?” I think that you would probably be astounded at what you would hear. People have great ideas, dreams, and possibilities inside of them. They just need someone to stop the treadmill and ask the question, surrounded by an atmosphere of acceptance.
Here are some areas to think about possibilities in:
The office atmosphere
Customer relations
Customer satisfaction
Increased sales
Increased profit
Community service projects
I Would – the Arena of Negotiation
After you have recognized your corporate values, understood your responsibilities and then had your staff possibilities session, there comes a time of reflection upon those possibilities. Every possibility has a cost associated with it. At this point an organization not only says “we could” but they also need to determine what the cost will be and whether or not the successful implementation of the possibility is worth the cost. This is the arena of negotiation. It isn’t negotiation in the traditional sense of the word, such as negotiating a price with a client or vendor, but is primarily an internal negotiation. This is where you ask qualifying questions. “I would if…”
If this is to come about, what will the cost be? Is it worth it? If this comes about, what will the ramifications be in other areas of my business? What other adjustments would have to be made, and are they worth it? What would the reward have to be in order for me to pursue this possibility? How long will it take me to reach this possibility? In light of that, do I want to readjust the organization for that period of time? In other words, would the outcome be worth it? What trade-offs will I have to make with my time, finances, staff, customers, or family? Are these trade-offs worth it?
These are all examples of negotiation questions. You are negotiating internally, with yourself or your staff.
For example, you may find that your possibilities include substantially more profit for an extra five hours of your time per week. But your family life may be such that it wouldn’t be the overall best situation for you to increase your workload five more hours a week at this point in your life. Perhaps it is still a possibility, but should be delayed for a year or two You may see the possibility of giving better customer service by adding two new employees, to bring the ratio of employees to customers down. What would the cost be? What would the reward be? Perhaps you will find out that the reward, be it financial or otherwise, is more than sufficient in your mind to spur you on to pursue the possibility. You may want to get a comprehensive view of your current customers’ satisfaction. There is any number of ways to go about obtaining that information. Giving a response card to each person that visits. Calling past customers on the phone. Visiting each client personally. What are the costs of these? Which ones are right for you and your staff at the current time? Every possibility has a cost associated with it. Take some time this week to measure the costs of your possibilities. Then, when you find those that are good for you – go for it!
I Want To – The Arena of Vision
Sometimes one of the best ways to determine what you or your company or organization should do is what you want to do! Two sections back we asked what the possibilities were for your business. We decided to dream a little. Now, of those possibilities, what ones would you really like to do? The reason for this is simple:
Because those ideas that stir our passions for excellence become things that we can easily “see.” They can become our “vision.” Vision is a word that is used a lot in leadership development these days, and for a good reason. In order for something to happen, someone has to first see it happening long before it actually does. Sure, there are lots of things you could do (possibilities), but what do you want to do? What can you see yourself doing? If money, and time, were no object; if you knew that you couldn’t fail at your attempt; what would you want to try? Then, why not try? This can become your vision. And a vision is a powerful thing. Vision is what drives success and accomplishment. Just think of the great accomplishments of mankind and about what vision must have been behind them. So, what do you want to do in your life? What would you like to accomplish with your business or organization? Great things come when we dream, when we gain a vision of a better tomorrow. Vision drives us to attempt things far beyond where we are right now. Here is one of my favorite quotes from old Rough and Ready, Teddy Roosevelt. I hope it encourages you to stretch for greater things. “Far better it is to dare mighty things, to win glorious triumphs, though checkered by failure, than to rank with those poor spirits who neither enjoy, nor suffer much, because they live in the gray twilight that knows neither victory nor defeat.”
I Will – The Arena of Dedication
They say that the three most important things in real estate are “location, location, location.” That may very well be true, but I have decided, after being involved in numerous start-up ventures (both for profit and non-profit) that the three most important things in work, especially during the start-up process, are “perseverance, perseverance, perseverance.” I have come to believe that much of what separates the successful from the unsuccessful is simply determination. The successful are not always the brightest, the best looking, or those with the most prestigious diplomas. Instead, they are the ones who say “I will do this!” and “Hardship will not deter me!” These people have entered into and continually live in the arena of dedication. Staying there long enough usually puts them on top. Dedication is a key to success. So far, we have had you determine your corporate values, and had you dream and think of the possibilities for your life, work, and organization. What now? Hard work! Once you and your staff have determined what your possibilities are, you should also spend some time to recognize all of the hard work that will be involved in achieving your dreams. Then spend some time preparing to meet the challenges. Here are some questions to help you get through the process, prepare yourself for the job ahead, and come out on the end of success.
What are the obstacles we will face?
How will we overcome those obstacles?
What kinds of attitudes and dedication will we need to exhibit when the time comes to face difficulties and up-hill battles?
What are the rewards our dedication will bring to us as individuals and corporately?
Focusing in on these questions will help you prepare for the times when you will need to show dedication, perseverance and inner fortitude. The mental preparation now will strengthen you to succeed later.
I Do – The Arena of Accomplishment
As we close this series, it is important to remember that these phases are all constantly rotating through different areas of our lives. In some areas we will be in the values formulating arena, others the dedication arena. And of course we will at times be in the accomplishment arena. It comes when the job is complete. What is important at this stage? Well, a few things actually.
A little rest.
Notice I said a “little.” It isn’t time to sit back for good, but resting can be a much-needed reward for all of the hard work you have shown up until now. After the pace of pursuing your dreams, your body and mind need some well– deserved rest.
A little celebration.
Celebrations are great for us. What is all the work for if one can’t enjoy the fruit of his labor? Maybe it is a small dinner out. Maybe it is a huge celebration like a party for a hundred of your closest friends and business associates. Maybe it is an exotic vacation?
A sense of fulfillment.
The greatest reward is, as the old saying goes, “the satisfaction of a job well done.” Not many people make it to the accomplishment arena very often. Enjoy the satisfaction!
A new high bar.
One of the great things about life is the challenge of new heights. You have accomplished your task, and that’s good, but…
Now, What’s Next?
- I Am - the Arena of Values
- I Should – the Arena of Responsibility
- I Could - the Arena of Possibility
- I Would - the Arena of Negotiation
- I Want To - the Arena of Vision
- I Will - the Arena of Dedication
- I Do - the Arena of Accomplishment
In this article we are going to be looking at the “Arenas” that every person, organization, or business can operate out of. They are Values, Responsibility, Possibility, Negotiation, Vision, Dedication, and Accomplishment. The degree of our success is directly related to the degree in which we excel in and balance these arenas. As you go through each segment, think practically, because these are intended to be more than intellectual ideas. They are intended to help you solidify them into your life and turn your potential into performance. Though this article is specific to business and industry, the principles here are easily translated into personal application.
I Am - The Arena of Values.
Every person, organization and business has values. They may not know what they are, or they may not be able to articulate what they are, but they have them. The values of a business are what they believe in. What do they think is important? What do they hold as dear to the organization? Customer satisfaction is a simple value that a business may hold, for example. What a company values will affect the way the business runs and the employees act and work, so it is important to know what your business values are. Here are some questions for you to ask. I would encourage you to involve as many top-level people in this process as possible, as well as others, even down to the lowest levels of the organization. What do we think is important? What do we hope to accomplish? What do we believe in as we go about our work? Another item to deal with is Values Dissonance. That is when you state your values and find that they are not in action in the company. This then, takes teamwork and leadership to make sure that everybody is on the same page with your corporate values. The first step in a successful organization, or for your own life for that matter, is to determine your values. I would encourage you to spend some time on this if you haven’t already. And if you have, continue to make sure that everybody in the organization knows and believes in them.
Two excellent books on the subject are Leadership Jazz, and Leadership Is An Art, both by Max DuPree. Is there clear indication in your place or work that you are operating in the Arena of Values? Can you say without a doubt that “I Am,” or “We Are”? Hopefully you can, and if not, you can be, with a little work.
I Should – The Arena of Responsibility
I understand that responsibility is in some people’s minds a four-letter word, but not in those who want to achieve true, lasting success that benefits not only themselves, but a great number of people around them. Those who would lead the way to accomplishment must also understand that they have responsibilities. And the man or woman of honor, integrity, and success, lives up to those responsibilities. So what are these responsibilities that we must live by? While I want to encourage you to think about them specifically for your own life and business, there are a few that I believe are for all of us.
To be a person and company of high integrity.
Ultimately, we are only a success to the degree that we are honorable people. This means that we are honest, hard working, and forthright. I don’t think it matters how much money one accumulates if the are not a person of integrity.
To live by the “golden rule.”
And the golden rule isn’t what one of my best friends grew up thinking it was: He who has the gold, makes the rules! No, it is that we will treat others as we want to and expect to be treated.
To our families.
Regardless of the work we do, it is of utmost importance that our families sit atop the priority list. Sometimes I think of all the people I help and work so hard for day by day and realize that none of them will be at my side when I breathe my last breath. My wife and children will fill those spots. Therefore, they get the most from me. I owe it to them. They are important to me and it is my responsibility to be there for them, no matter what my opportunities are elsewhere.
To give to charity.
The more you hear from me, the more you will realize that I am big on the idea of charity. I think one of the things that rounds us out as healthy, successful people is to give away money, time, and possessions, free of all strings. Simply give it away to a cause that you believe in. Make it big. Make it a sacrifice. Instead of a $10 check every now and then, put it into your budget to give away a certain amount every month. At first you will think it is impossible but it will come around. And one of the great benefits to this is that at the end of your life, you will be able to look back and see the difference you have made.
These are just a few areas, but they are the umbrellas that cover the rest of our lives. If we get these right, we are 95% there.
I Could – The Arena of Possibility
Now we cover the arena of possibility.
It seems to me that many businesses, and schools and organizations often get so caught up in the day to day that they lose their zest for life. They get the nose to the grindstone, and may even be doing important work, but they forget to dream. They forget to think of what could be. (for more on achieving your dreams, see my article “Dare to Dream Again) How is your business in the arena of possibility? What would happen if at your next staff meeting, whether you have 30 people or it’s just you and your partner, you asked the question “What could we really do if we put it all together? If we really stretched ourselves as far as we could?” Or how about “What are the possibilities for this business to really do something great or dynamic?” I think that you would probably be astounded at what you would hear. People have great ideas, dreams, and possibilities inside of them. They just need someone to stop the treadmill and ask the question, surrounded by an atmosphere of acceptance.
Here are some areas to think about possibilities in:
The office atmosphere
Customer relations
Customer satisfaction
Increased sales
Increased profit
Community service projects
I Would – the Arena of Negotiation
After you have recognized your corporate values, understood your responsibilities and then had your staff possibilities session, there comes a time of reflection upon those possibilities. Every possibility has a cost associated with it. At this point an organization not only says “we could” but they also need to determine what the cost will be and whether or not the successful implementation of the possibility is worth the cost. This is the arena of negotiation. It isn’t negotiation in the traditional sense of the word, such as negotiating a price with a client or vendor, but is primarily an internal negotiation. This is where you ask qualifying questions. “I would if…”
If this is to come about, what will the cost be? Is it worth it? If this comes about, what will the ramifications be in other areas of my business? What other adjustments would have to be made, and are they worth it? What would the reward have to be in order for me to pursue this possibility? How long will it take me to reach this possibility? In light of that, do I want to readjust the organization for that period of time? In other words, would the outcome be worth it? What trade-offs will I have to make with my time, finances, staff, customers, or family? Are these trade-offs worth it?
These are all examples of negotiation questions. You are negotiating internally, with yourself or your staff.
For example, you may find that your possibilities include substantially more profit for an extra five hours of your time per week. But your family life may be such that it wouldn’t be the overall best situation for you to increase your workload five more hours a week at this point in your life. Perhaps it is still a possibility, but should be delayed for a year or two You may see the possibility of giving better customer service by adding two new employees, to bring the ratio of employees to customers down. What would the cost be? What would the reward be? Perhaps you will find out that the reward, be it financial or otherwise, is more than sufficient in your mind to spur you on to pursue the possibility. You may want to get a comprehensive view of your current customers’ satisfaction. There is any number of ways to go about obtaining that information. Giving a response card to each person that visits. Calling past customers on the phone. Visiting each client personally. What are the costs of these? Which ones are right for you and your staff at the current time? Every possibility has a cost associated with it. Take some time this week to measure the costs of your possibilities. Then, when you find those that are good for you – go for it!
I Want To – The Arena of Vision
Sometimes one of the best ways to determine what you or your company or organization should do is what you want to do! Two sections back we asked what the possibilities were for your business. We decided to dream a little. Now, of those possibilities, what ones would you really like to do? The reason for this is simple:
Because those ideas that stir our passions for excellence become things that we can easily “see.” They can become our “vision.” Vision is a word that is used a lot in leadership development these days, and for a good reason. In order for something to happen, someone has to first see it happening long before it actually does. Sure, there are lots of things you could do (possibilities), but what do you want to do? What can you see yourself doing? If money, and time, were no object; if you knew that you couldn’t fail at your attempt; what would you want to try? Then, why not try? This can become your vision. And a vision is a powerful thing. Vision is what drives success and accomplishment. Just think of the great accomplishments of mankind and about what vision must have been behind them. So, what do you want to do in your life? What would you like to accomplish with your business or organization? Great things come when we dream, when we gain a vision of a better tomorrow. Vision drives us to attempt things far beyond where we are right now. Here is one of my favorite quotes from old Rough and Ready, Teddy Roosevelt. I hope it encourages you to stretch for greater things. “Far better it is to dare mighty things, to win glorious triumphs, though checkered by failure, than to rank with those poor spirits who neither enjoy, nor suffer much, because they live in the gray twilight that knows neither victory nor defeat.”
I Will – The Arena of Dedication
They say that the three most important things in real estate are “location, location, location.” That may very well be true, but I have decided, after being involved in numerous start-up ventures (both for profit and non-profit) that the three most important things in work, especially during the start-up process, are “perseverance, perseverance, perseverance.” I have come to believe that much of what separates the successful from the unsuccessful is simply determination. The successful are not always the brightest, the best looking, or those with the most prestigious diplomas. Instead, they are the ones who say “I will do this!” and “Hardship will not deter me!” These people have entered into and continually live in the arena of dedication. Staying there long enough usually puts them on top. Dedication is a key to success. So far, we have had you determine your corporate values, and had you dream and think of the possibilities for your life, work, and organization. What now? Hard work! Once you and your staff have determined what your possibilities are, you should also spend some time to recognize all of the hard work that will be involved in achieving your dreams. Then spend some time preparing to meet the challenges. Here are some questions to help you get through the process, prepare yourself for the job ahead, and come out on the end of success.
What are the obstacles we will face?
How will we overcome those obstacles?
What kinds of attitudes and dedication will we need to exhibit when the time comes to face difficulties and up-hill battles?
What are the rewards our dedication will bring to us as individuals and corporately?
Focusing in on these questions will help you prepare for the times when you will need to show dedication, perseverance and inner fortitude. The mental preparation now will strengthen you to succeed later.
I Do – The Arena of Accomplishment
As we close this series, it is important to remember that these phases are all constantly rotating through different areas of our lives. In some areas we will be in the values formulating arena, others the dedication arena. And of course we will at times be in the accomplishment arena. It comes when the job is complete. What is important at this stage? Well, a few things actually.
A little rest.
Notice I said a “little.” It isn’t time to sit back for good, but resting can be a much-needed reward for all of the hard work you have shown up until now. After the pace of pursuing your dreams, your body and mind need some well– deserved rest.
A little celebration.
Celebrations are great for us. What is all the work for if one can’t enjoy the fruit of his labor? Maybe it is a small dinner out. Maybe it is a huge celebration like a party for a hundred of your closest friends and business associates. Maybe it is an exotic vacation?
A sense of fulfillment.
The greatest reward is, as the old saying goes, “the satisfaction of a job well done.” Not many people make it to the accomplishment arena very often. Enjoy the satisfaction!
A new high bar.
One of the great things about life is the challenge of new heights. You have accomplished your task, and that’s good, but…
Now, What’s Next?
Kamis, 08 Desember 2011
From Manager to Leader
Ask anyone and they’ll tell you. There’s a difference between managers and leaders.
Ask them what that difference is and they may have a bit more difficulty. Suddenly the words become amorphous and undefined. Somehow leadership is an intangible - a charismatic component that some people have and others simply don’t. That’s why, according to the ubiquitous “they”, it is such a rarity.
Wrong.
The difference between being a manager and being a leader is simple. Management is a career. Leadership is a calling.
You don’t have to be tall, well-spoken and good looking to be a successful leader. You don’t have to have that “special something” to fulfill the leadership role.
What you have to have is clearly defined convictions - and, more importantly, the courage of your convictions to see them manifest into reality. Only when you understand your role as guide and steward based on your own most deeply held truths can you move from manager to leader.
Whether the group you oversee is called employees, associates, co-workers, teammates or anything else, what they are looking for is someone in whom they can place their trust. Someone they know is working for the greater good - for them and for the organization. They’re looking for someone not only that they can - but that they want to - follow.
Because it is only when you have followers -people who have placed their trust in you - that you know you have moved into that leadership role. And the way you see it is that your organization is transcending all previous quality, productivity, innovation and revenue achievements. You’re operating at such a high level of efficiency that you’re giving budget back to the corporation - and you’re still beating your goals.
You’re achieving what you always dreamed could be achieved. And not only that, but it’s actually easier than you thought.
Because you’re a leader. Because the classic command and control management model - which, contrary to popular belief still applies even in our most progressive 21st century companies - is no longer in play. Sure, controls are in place. Sure, you’re solving problems that arise.
But it’s not just you alone. You have the people in whom you’ve put your trust - and who have happily and safely reciprocated - to help you create organizational success.
First Steps Where to start? Begin by discovering exactly what your convictions are. Clarify and codify for yourself what you believe in. Then, take a nice step back and see how those beliefs are playing out in the organization as it stands today.Don’t start with an organizational assessment based on the numbers or your opinions about others. This is not about “them.” This is all about you.
Ask yourself:
- What is important to me? What are my values, beliefs, ethics?
- How am I demonstrating those values, beliefs and ethics every day?
- Is the larger organization designed to support my values, beliefs and ethics?
- Where are the disconnects within my immediate organization and for myself with the larger enterprise?
- What can I do to change how I behave with my immediate organization to demonstrate my belief in them?
- What additional assistance do my employees need to succeed ¡V and how can I ensure that they get everything they need and more to create personal and organizational success?
Realistically, you’ll go through this process not once, but many, many times. This is a periodic reality and cross-check to see how you’re doing in your own context and, as you begin making changes, in the larger context.
Because, while you can and should expect yourself and your immediate organization to make changes, you cannot - and should not - expect the larger organization to immediately respond or follow suit. This is a personal journey designed to assist you in being more - and helping those whose lives you touch to be more. Give the organization time. It’ll get there. It’s just a little bit slow.
What’s Next? As you identify your convictions and begin aligning your behaviors with those convictions, you are going to need to take steps to build a collaborative culture based on where you’re going.To do that, seek input from your employees about what they need and what their dreams are for their jobs and the larger organization. (They have them, you know). Talk to internal and external customers and suppliers about their needs. Find out what more and what else you can be and do to create success.
Enroll and engage in conversation and communication. Sit back. Listen. Take in as much as you can. Look for trends and themes. Find out where the possibilities are - the connects and disconnects that you can effect.
Be more. Be all those things you always believed about yourself - and usually bring to the rest of your life.
Leaders aren’t made or born. Leadership is a choice - a belief in and commitment to everything that is good and noble within you.
Be a leader.
From Leslie L. Kossoff
Jumat, 04 November 2011
Siapa Anda Menentukan Segalanya (THE SERVER LEADERSHIP)
Kita tergantung dari diri kita. Orang bijak mengatakan, "yang penting bukan yang terjadi pada kita, tetapi reaksi yang kita lakukan terhadap kejadian tersebut"
Ada beberapa hal penting yang terkait dengan siapa diri kita sebenarnya.
Apa yang ada di sekitar kita tidak menentukan yang kita lihat, yang menentukan ada di dalam diri kita.
Seorang pecundang melihat berbagai kesulitan dalam setiap peluang atau kesempatan.
Sementara seorang pemenang selalu melihat berbagai kesempatan dan peluang dalam setiap kesulitan.
Cara pandang yang sangat berbeda.
Ada beberapa hal penting yang terkait dengan siapa diri kita sebenarnya.
- Kita menentukan apa yang kita lihat
Apa yang ada di sekitar kita tidak menentukan yang kita lihat, yang menentukan ada di dalam diri kita.
Seorang pecundang melihat berbagai kesulitan dalam setiap peluang atau kesempatan.
Sementara seorang pemenang selalu melihat berbagai kesempatan dan peluang dalam setiap kesulitan.
Cara pandang yang sangat berbeda.
- Kita menentukan cara kita memandang kehidupan
Apa yang kita ajarkan datang dari cara kita memandang hidup. Bagaimana kita memandang hidup
datang dari siapa kita. Satu - satunya cara untuk mengubah cara kita memandang kehidupan adalah
mengubah siapa kita dari dalam diri kita sendiri.
- Kita menentukan cara kita melihat orang lain
Jika kita adalah orang yang percaya pada orang lain, kita akan melihat orang lain sebagai orang yang
dapat dipercaya. Jika kita adalah orang yang sangat kritis, kita akan melihat orang lain sebagai orang
yang kritis pula. Kepribadian kita terlihat ketika kita berbicara tentang orang lain dan berinteraksi
dengan mereka.
- Kita menentukan hal yang kita lakukan
Pikiran dan sikap kita seperti halnya bakat dan kemampuan merupakan bagian diri kita. Hal ini
menentukan apa yang akan kita lakukan. Kita tidak dapat memisahkan hal tersebut satu dari yang
lainnya.
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