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Archive for the ‘character’ Category
Friday, June 11th, 2010
Although they may seem like an unusual place to find inspiring lessons on teamwork, the giant redwood forests have a lot to teach us.
 The majestic trees found in the redwood forests of California have been on the earth for over 100 million years. At one point, giant redwoods could be found almost everywhere in the world, but they are now found primarily in a narrow strip of land near the California coast. The statistics describing the redwood tree are truly amazing: These giants can live for upwards of 2000 years. They can weigh up to of 500 tons. They may grow to a height of over 350 feet and be over 25 feet in diameter.
You would think that the root system for trees of this type would go deep into the earth, providing the support it would need to weather high winds, lightning storms, and earthquakes. You would be mistaken. In my research on these trees, I was amazed to learn the root systems of these giants only go between eight and ten feet deep. The roots of each tree spread out laterally and interlock with the root systems of surrounding trees, giving them the strength they need to stay upright over millennia. And in addition to the joint strength of their roots these trees also release upwards of 500 gallons of water into the air each day to help create a moist fog that provides the other trees and plants in the forest the water they need to live.
CMOE defines teamwork as, “A group of people who combine their energy and efforts to achieve a common goal; A group of people who clearly understand the team’s goals and are committed to achieving those goals; A group in which team members understand their roles and responsibilities. Productive teams have an atmosphere of trust and are completely accountable for their results. Each team member invests in the team through their actions and attitudes. Team members are respectful, caring and cooperative. Teams are the mechanism by which organizations can unlock world-class results.”
The redwoods are a prime example of effective teamwork. In order to survive, withstanding adversities and inevitable hardships, all the redwoods must work together. By sharing their main resource (water) with the other trees and plants in the forest, they are truly making and investment in the team, and through their teamwork, these trees have absolutely unlocked “world-class” results – they are breathtaking.
We can learn many lessons from nature. How much stronger might we make our teams if we were to implement some of the same survival strategies found in the redwoods? If each member of the team became more concerned about supporting the whole team, how much better could the whole team be? What if the individual members of the team were more open in sharing their resources (their talents, ideas, and workload) with one another? By making these decisions and becoming a little more like the redwoods, we can all help to create environments where teams can unlock their true potential.
Tags: Reaching Goals, teamwork
Posted in character, team development, team members, teamwork | 1 Comment »
Wednesday, July 22nd, 2009
 The Decorator Crab is found in various parts of the ocean, and has a lot to teach us about the way the workplace can affect performance. As all living things have predators of sorts, the Decorator Crab survives and avoids its predators by camouflaging or blending into its environment. This crab will collect items found in its habitat, such as corals, anemones, sponges, and various algae, and attach them to their shell using a hook appendage. Their collection will eventually grow attached and permanently change the look of the crab. When I began thinking about how this species relates to the workplace, I had two totally separate insights that I think are valuable lessons. As such, this blog will be presented in Part One: Finding a Positive Work Environment, and Part Two: Standing Out at Work.
Part Two: Standing Out at Work
There are employees in the work environment who, like this crab, act in a survival mode. They are worried about being laid-off or given extra assignments and responsibilities, and don’t want to challenge the status quo. They too, try to blend in and act in fear of change or challenge. I’m sure you can think of someone just like this right now! The downside of this scenario is they are quickly passed up when opportunities arise. Literally, the chances float right by! What every work environment, and organization for that matter, needs is people who are willing to stick it out through hard times, get noticed, and take risks. While the Decorator Crab can only win from blending in, we can only lose.
Tags: being the best, how to keep my job, positive employee qualities, standing out at work
Posted in accountability, character, continuous improvement, individual strategy, performance | No Comments »
Monday, July 20th, 2009
 The Decorator Crab is found in various parts of the ocean, and has a lot to teach us about the way the workplace can affect performance. As all living things have predators of sorts, the Decorator Crab survives and avoids its predators by camouflaging or blending into its environment. This crab will collect items found in its habitat, such as corals, anemones, sponges, and various algae, and attach them to their shell using a hook appendage. Their collection will eventually grow attached and permanently change the look of the crab. When I began thinking about how this species relates to the workplace, I had two totally separate insights that I think are valuable lessons. As such, this blog will be presented in Part One: Finding a Positive Work Environment, and Part Two: Standing Out at Work.
Part One: Finding a Positive Work Environment
After reading a book called The No Asshole Rule, it was plain to see some parallel concepts being presented and the Decorator Crab. The No Asshole Rule suggests that if you work in an environment full of caustic, lazy, or negative peers, you will inevitable, and without intentions, adopt those traits yourself. I imagine there have been many a crab who have chosen to put items from the sea floor on their shell that they don’t particularly want to be a part of them or think will be a positive addition to their appearance. Similarly, I’ve seen firsthand, both for myself and for others, bad habits developed and undesirable characteristics acquired. These new traits are often permanent or hard to be rid of and will stay with an individual as they move from one workplace to another. As a person adds various negatives from their workplace, it becomes even more difficult to be accepted and wanted in a new environment. This insight led me to the conclusion that we should all take a close look at our work environment to understand if it is adding to our “shell” in a positive way, and what we as individuals are contributing to the environment.
Tags: Occupational satisfaction, optimistic employees, organizational optimism, strengthen work enviornemnt
Posted in character, conflict, emotional intelligence | No Comments »
Wednesday, June 17th, 2009
“Change is never complete, and change never ceases. Nothing is ever quite finished with; it may always begin over again. And nothing is quite new; it was always somehow anticipated or prepared for” (C.S. Lewis).
 Change is everywhere, and change in the work environment is usually a given. Many individuals experience the effects of change when they begin working for a new supervisor. This necessary change may come about due to downsizing in the company, moving to a new position, being promoted, or a number of other scenarios. With change come adjustments and modifications.
Perhaps one of the more difficult adjustments is the emotional impact – you must leave some and join others. Having changed managers over 15 times, I can tell you change never gets any easier.
I keep reminding myself that there are many benefits to change – new opportunities, new adventures, more accountability, more control, exposure to different management styles, new learning opportunities.Change can be daunting, but as “change never ceases” and as “it may always begin over again,” I have found some ways that have worked for me, in which to make the best of these opportunities. I suggest them to you now:
• Ask questions – the more you understand, the more likely you are to succeed.
• Engage in conversation. Conversation is your ability to truly influence others.
• Make your customer think, and give them time to think with silence.
• Build your credibility with third party support.
• Work projects; it gives you a better sense of accomplishment.
• Make other people heroes – things always have a way of coming back to you.
• Focus on your talents and leverage your strengths.
• Remember why you go to work every day.
• Put your family first. I have always found this to be my greatest support during times of change and adjustment.
• Keep a fire in your belly to succeed. Much can be accomplished with a positive attitude and a desire to thrive.
• Have fun, have fun, have fun! Change can actually be fun.
• Bear in mind, leadership isn’t a destination, it is a lifetime pursuit.
• Have a mentor. Much may be learned by those you admire.
• Be a mentor. Many may learn from you, and you may find you still pick up a thing or two.
“Change is inevitable, except from a vending machine” (Robert C. Gallagher).
“The world is round and the place which may seem like the end may also be the beginning (Ivy Baker Priest).
Tags: adaptation, C.S. Lewis, change management, character, CS lewis, leadership
Posted in change management, character | No Comments »
Monday, June 8th, 2009
 When you think of a team, what comes to mind? A basketball, football or soccer team? Or simply a group of professionals working together? Have geese ever come to mind as a working team? My mother once wrote a poem about a flock of geese and simply stated, why they fly together and it reminded me of the saying, “Birds of a feather, flock together.”
Birds of a feather, flock together:
Have you e’er been walking and seen in the sky
A flock of geese flying and perhaps wondered why?
They fly in a V-shape—not in some other form
Such as small groups or large groups or straight as the norm.
No feathered brain fowl, these geese really know
How to travel efficiently where e’er they go.
The V has a purpose, aerodynamically smart,
Those birds are good buddies; each one does its part.
They’ve got a neat system that’s often been shown
To provide for hurt geese so they’re not left alone.
And although their squawking won’t make a sweet song,
They honk to encourage each other along.
There’s rarely a goose with its neck out of joint
Cuz each one gets its chance to fly at the point.
So there’s never a leader too tired to lead
For each goose is primed for its turn when there’s need.
All of the creatures live lives that can teach
Us humans some lessons! And geese surely preach
How to learn and to lead, to build up and to bond
Why geese can show teammates how they could respond
To each other like geese as they fly. Don’t you think?
We could be Team Honkers and teammates in sinc?
By Linda Pederson 3/29/94
This simple poem has some very powerful advice regarding teams and teamwork:
• Teamwork sometimes requires an individual sacrifice. Just as the geese make sure that if one of their group needs to fall back, another is with them, such should be the motto of a team. No one is left behind; in idea sharing, team building or assignments.
• There is not a universal definition of a team. Teams are made up of people, animals, sub-groups, etc. The authors of the Team Approach , Dr. Steven Stowell and Stephanie Mead also contend that there are stunning parallels of the forces of teamwork , which are observable, between nature and what we see in modern organizations. They make the case that a team’s success is everyone’s responsibility.
Next time your eyes gaze upwards at the flying V in the sky, remember…all this “teamwork stuff” is not simply for the birds.
Tags: motivation, teamwork, teamwork development, teamwork in the workplace, teamwork skills
Posted in character, motivation, teamwork | No Comments »
Monday, April 6th, 2009
In today’s world of instant communications and lightning speed decision-making, establishing one’s credibility is becoming more challenging. However, establishing your credibility quickly and effectively will make a big difference to your success. Keep in mind that your credibility is based on how you are perceived. Perceptions are “what people see and think”. They drive people’s attitude and ultimately what they believe and feel about you. So what can you do about your credibility? Remember, every personal and business interaction is an opportunity to establish and build on your credibility. Take advantage of every one of them by preparing ahead of time. Think through and plan for interactions with the people you want to influence.
Here are six simple steps you can take:
- Learn something about the people you are trying to establish credibility with. What are their goals, challenges, and needs?
- Constantly seek to understand the people you interact with, ask good questions, get to know as much about them as possible. It will come in handy for steps 3-5.
- Leverage your understanding by sharing a “theme” early in an interaction that indicates you’ve “done your homework” before meeting with them. (e.g. “I read”, I noticed”, or ” I, like you, believe in…”)
- Communicate the “potential value” you offer this person in a simple, concise way. (Think of it like an “elevator speech” something you can give in 1 minute or less)
- Your message should answer 3 questions at the same time (what you do, how you do it, and what value is potentially in it for the other person)
- Be prepared with examples to support your message and position your experience and expertise.
Credibility has a very short life span. It needs to be nurtured and refreshed constantly. The steps above should be used over and over again with practice and perseverance.
Tags: business credibility, corporate credibility, establish your credibility, initial credibility, leadership credibility, personal credibility, professional credibility
Posted in bottom line performance, character, credibility, performance | No Comments »
Wednesday, April 1st, 2009
Not too long ago, a global insurance company surveyed thousands of its employees through an Employee Satisfaction Questionnaire, seeking feedback to improve what the senior executives identified as a “morale problem.” The results of the survey were enlightening, particularly the response to Question #6: What can your manager do to make this a better place to work? More than 89% of the employees answered, “Recognize me for a job well done.”
 One of the most basic findings in psychology is that rewarding a specific behavior increases the likelihood of the behavior being repeated. Praise serves as an important reward and motivation for good work.
Praise strengthens the relationships a manager has with his or her direct reports. People want to know their manager cares about them enough to pay attention to what they are doing. They also want to know their contributions are genuinely appreciated.
Employees who frequently receive appropriate praise for positive contributions are often more receptive to corrective feedback. The best managers know that balancing appropriate praise and corrective feedback are critical to helping employees stay on track. When managers show they have their employees’ best interests at heart, employees are naturally more open to hearing how they can improve.
Dr. Gerald Graham, the RP Clinton Distinguished Professor of Management at Wichita State University, surveyed 1,500 employees from a wide variety of organizations and industries and reported the following participant responses:
- 58% seldom if ever received praise from their manager
- 76% seldom if ever received written thanks from their manager
- 78% seldom if ever got a promotion based on performance
- 81% seldom if ever received public praise
- 92% seldom if ever participated in a meeting designed to build morale
This same study invited participants to rank, in order, 65 potential motivators – the top five are those listed above!
Most leaders agree that praise is important, that it leads to better morale, higher productivity, and builds a stronger relationship with employees. So if praise is so powerful, why don’t managers praise more often?
- Despite good intentions, many managers have so much to accomplish that praise falls to the bottom of their to-do list
- Managers focus on eliminating barriers to needed results and, therefore, focus solely on employees’ failure to meet standards
- The tone of the management team is set from above – many managers report they never receive praise from their manager
- They have not developed the habit of letting people know how much they are appreciated
Guidelines for Delivering Effective Praise
The following guidelines can help managers become more effective in offering genuine, appropriate praise:
1. Be genuinely appreciative. Every person on your team is doing part of your job for you. While it is important to recognize the true home runs of performance, don’t forget those who plug along solidly every day are committed to doing a good job.
2. Deliver praise from your heart. Your appreciation of their efforts must be evident in your facial expression, your tone of voice, and how you phrase your praise. You want your employees to know that the job they perform well is important to you, to your team, to your department, your organization.
3. Deliver praise as soon as possible. Don’t wait until the quarterly (or annual!) formal performance management discussion to mention something an employee did months ago. By continually observing performance, you can offer timely expressions of acknowledgement and appreciation. Genuine praise helps people feel good about themselves and even more committed to doing a good job.
4. Make praise specific by describing the exact behavior or skill along with your expression of appreciation. “Nice work, Jim” is much less motivating than describing specific examples of what was done. Specific praise assures employees that you are truly paying close attention to what they do and how they do it.
5. Praise people publicly. Acknowledging people in public accomplishes two important things. The employees feel even better as they are recognized in front of their peers. In addition, public praise is one way of reminding other employees of what you want from them.
Praise is an effective tool to increase employee engagement and promote a positive work environment. It can take only seconds to deliver, yet the impact of consistent genuine, appropriate praise can be immediate and long-term.
Tags: communication skills for managers, creating a positive work environment, employee praise, how to create a positive work environment, how to praise an employee, how to praise employees, praise employees, praising an employee, praising employees, words of praise for employees
Posted in character, feedback, praise, relationships | 1 Comment »
Wednesday, February 18th, 2009
 When training and using visual aids, such as PowerPoint slides, flipcharts, objects, and so forth, it is important to do so in a way that is interesting, rather than distracting. When you are presenting, you should think of yourself as if you were an entertainer on stage. Notice how you walk, where you position yourself, and if your posture and poise appears confident. An effective way to develop stage presence when presenting visual aids is to take a lesson from the forecast specialist on your evening news. You will see when they explain the forecast, they will touch the visual aid, turn to the audience, and talk as they explain the forecast. Keeping your body facing forward and your eyes on the audience will keep your participants engaged.
Tags: training
Posted in character, facilitation skills, meeting management, talent, train the trainer | No Comments »
Wednesday, December 10th, 2008
Previously I had introduced the book, As A Man Thinketh, by James Allen, as a principle of effective leadership. For this entry, I want to focus on Chapter 5 of this book, The Thought-Factor in Achievement.
 Allen states, “A man can only rise, conquer, and achieve by lifting up his thoughts.” How true? A person dwelling in the negative is rarely if ever an effective leader. How could she/he be? Without seeking positive outcomes, a person focused on the negative will be self-guided in that direction. I liken this to sports psychologists who talk about envisioning the outcome. For example, a professional golfer will typically stand behind their upcoming shot and envision their swing, the flight of the ball and the outcome of the well executed shot.
There are many examples of psychology throughout sports. Sports psychology has been around for years, but not something most fans give much thought. Tiger Woods, one of the world’s best golfers began seeing a sports psychologist as early as age 13. Sports psychology to the professional athlete has become an absolute must in development and continued success. I would venture to say that whether with the coaching of a professional sports psychologist or self directed effort, the overriding theme is a positive outlook, or envisioning the desired outcome from a perfect execution of the action required.
Some years ago, I was able to attend a World Cup Slalom event. (I admit, it was 25 years ago and during the competitive years of the brothers Phil and Steve Mahre). I arrived early enough to observe the pre-race activities and witnessed the ski racers equivalent of the “pre-shot routine.” The most successful racers were starting at the bottom of the course and side stepping up the mountain. They would stop after every 5 or so gates and go through a routine of memorizing the course and envisioning how they would attack each gate. They continued this to the top of the course and by the time they reached the starting gate, had memorized the entire course and knew exactly how they wanted and needed to ski the race and win. They had envisioned every turn, the entire race and themselves finishing as fast as possible. It was an amazing experience that has stayed with me these many years.
We may not see our leaders making the same external motions as a golfer or skier when they envision the successfully executed actions needed to achieve their objectives, but they best do it. Much like an athlete, true leaders will take a thought and develop it into an achievable plan. They then envision the course of the process through to the desired outcome.
Of course, there is much more to it than that. One cannot simply envision the successful outcome of action and expect it to happen. There are many other and important elements, such as the supportive and collaborative efforts of other personnel. The true leader has included these other factors and will trust in the system they’ve created.
These are some of my thoughts from As A Man Thinketh, chapter five. I invite you to click the link below to download your own copy of the book. Read it at your convenience and determine for yourself if it has value as a guide to qualities of leadership.
Posted in achievement, character, leadership, qualities of leadership | No Comments »
Monday, December 8th, 2008
Previously I had introduced the book, As A Man Thinketh, by James Allen, as a book that provides some valuable concepts about effective leadership. For this entry I would like to focus on Chapter 4, Thought and Purpose.
We would probably all agree that a great leader is one who can effectively convey their vision to others and evoke a purposeful outcome. Many of us often assume Presidents and CEOs of organizations are supposed to be the visionary, strategically minded individuals who direct the efforts of the organization. In chapter four, Allen points out that, “until thought is linked with purpose, there is no intelligent accomplishment.” This is, indeed, what sets a leader apart from a dreamer, or one who may have wonderful ideas, but is without the capacity to turn thought into action. Leaders must not only see the big picture, but also be skilled in guiding actions necessary for those ideas to become reality.
 Allen goes on to strengthen his point by explaining that vision with dedicated and concentrated direction achieves great results. I believe most of us, at one point or another, have known leaders who had the vision and were able to clearly define what the vision meant to the organization. They were skillful in utilizing subordinate leaders to delegate and guide their teams to successfully accomplish goals and tasks to fulfill the vision. I’m also sure many of you have known leaders who weren’t able to effectively share their vision. They were in essence a dreamer, who hoped their vision would somehow be filtered to and be carried out by others. These were, in fact, not true leaders.
Recently, economic downturn has caused many leaders to re-evaluate their strategic plans. Budget cuts and layoffs have become commonplace throughout many industries. I would venture to say that not many leaders prefer this course of action, or see it as part of a positive growth strategy. However, our environment continually changes and strategies must be modified. A leader must somehow be able to effectively convey the reasoning behind these changes to strategy without losing the support of their team or organization. Acting irrationally or “knee-jerk” reactions, may cause discomfort and resentment within others.
These are some of thoughts on chapter four in As A Man Thinketh. I invite you to click the link below to download your own copy of the book. Read it at your convenience and determine for yourself if it has value as a guide to qualities of leadership.
Tags: As a Man Thinketh, as a man thinketh book, effective leadership book, James Allen, thought and purpose
Posted in achievement, character, leadership, qualities of leadership | No Comments »
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