Impact Today™
Thursday, January 8, 2009
Do not follow Harry Reid’s lead
Harry Reid has created a huge mess for himself. With tremendous fanfare he announced that no Blagojevich appointee would ever be seated in the United States Senate. Undoubtedly Majority Leader Reid was trying to force Illinois to hold a special election instead of allowing Governor Blagojevich, accused of trying to sell the seat to the highest bidder, show he still was relevant as the state’s ranking official.
Then Blagojevich appointed Roland Burris, the former African-American attorney general, to the post.
Drama quickly abounded when senate Republicans and prominent Black Leaders locked arms saying Burris should be appointed as he was an honorable man well separately from the gubernatorial controversy. Senate democrats appeared as the lead story when they blocked entrance to the senate chambers to only black that will sit in Senate Chambers for the 111th Congress.
Defeated in popular opinion and the media, Reid has had to scurry to find a way out and try to put this issue in the past. He has now settled on letting the Illinois Supreme Court decide if Burris was properly appointed in spite of universal acknowledgement the appointment is lawful and Burris meets senate requirements.
Business leaders often find themselves in a similar situation. What Reid did wrong was make a decision based on a single symptom of an ill. He stated a position without thought to what the Illinois Governor’s ultimate action would or could be. By not considering all potential outcomes, he created a chasm that quickly engulfed him and tarnished his role.
He also missed the headlines that were suppressed by this bigger story. Across the nation it was unnoticed that Reid’s party had an almost invincible hold on the senate and Chicago papers and broadcasters no longer aired stories about the troubled governor.
Before you state a position, be sure to think it through completely, considering all potential responses and outcomes.
Harry Reid has created a huge mess for himself. With tremendous fanfare he announced that no Blagojevich appointee would ever be seated in the United States Senate. Undoubtedly Majority Leader Reid was trying to force Illinois to hold a special election instead of allowing Governor Blagojevich, accused of trying to sell the seat to the highest bidder, show he still was relevant as the state’s ranking official.Then Blagojevich appointed Roland Burris, the former African-American attorney general, to the post.
Drama quickly abounded when senate Republicans and prominent Black Leaders locked arms saying Burris should be appointed as he was an honorable man well separately from the gubernatorial controversy. Senate democrats appeared as the lead story when they blocked entrance to the senate chambers to only black that will sit in Senate Chambers for the 111th Congress.
Defeated in popular opinion and the media, Reid has had to scurry to find a way out and try to put this issue in the past. He has now settled on letting the Illinois Supreme Court decide if Burris was properly appointed in spite of universal acknowledgement the appointment is lawful and Burris meets senate requirements.
Business leaders often find themselves in a similar situation. What Reid did wrong was make a decision based on a single symptom of an ill. He stated a position without thought to what the Illinois Governor’s ultimate action would or could be. By not considering all potential outcomes, he created a chasm that quickly engulfed him and tarnished his role.
He also missed the headlines that were suppressed by this bigger story. Across the nation it was unnoticed that Reid’s party had an almost invincible hold on the senate and Chicago papers and broadcasters no longer aired stories about the troubled governor.
Before you state a position, be sure to think it through completely, considering all potential responses and outcomes.
Labels: Decision_Making, Leadership, Strategy
¶ 1/08/2009 0 Comments Links to this post
Tuesday, December 23, 2008
Keeping Christmas in Perspective
Throughout the years we enjoyed the privilege of being parents to 17 wonderful children. Technically we were called foster parents, but we never saw our role as anything less than full parents. These children would teach us many life’s lessons that would reshape our view of the world.
It was the Christmas of 1984. Three sisters had joined our family for the Fall and Winter. They had come from an abusive home. Their mother had recently been placed in a psychiatric hospital, their dad worked more than 50 miles away meaning long commutes, and their older brother had been experimenting in a far too personal way with the youngest.
Aged between six and ten they were very close, as the situation had helped them form a strong bond from experience. The oldest was the leader and looked out for her younger sisters.
As Christmas approached she decided to confide her thoughts in a letter to Santa Claus. Sealed in an envelope she gave it to my wife to mail.
Thinking this would provide great insight to making Christmas special for these girls, the letter was opened. Tears soon flowed.
“Dear Santa, I am not sure why I am writing you this year. You always bring toys. I don’t want toys. All I want is my family to be happy again.”
Wow! What a sobering thought. Looking at our tree in a sea of colorful wrapped packages the commercialization of Christmas now seemed so wrong and hollow. We realized there are children with real problems, real concerns, and real dreams that did not rely on the toys we automatically think are the key to every child’s happiness.
This lesson was exemplified years later when we would work on developing a Christmas program for underprivileged families. The Christmas lists we received from children often contained items like a new coat for walking to school or light bulbs so they could read to do their homework at night.
We are now in the last two days before Christmas. Don’t feel guilty about the celebration you already have planned. Just remember this true story and figure out a way to give to someone else in some unexpected way.
Throughout the years we enjoyed the privilege of being parents to 17 wonderful children. Technically we were called foster parents, but we never saw our role as anything less than full parents. These children would teach us many life’s lessons that would reshape our view of the world.It was the Christmas of 1984. Three sisters had joined our family for the Fall and Winter. They had come from an abusive home. Their mother had recently been placed in a psychiatric hospital, their dad worked more than 50 miles away meaning long commutes, and their older brother had been experimenting in a far too personal way with the youngest.
Aged between six and ten they were very close, as the situation had helped them form a strong bond from experience. The oldest was the leader and looked out for her younger sisters.
As Christmas approached she decided to confide her thoughts in a letter to Santa Claus. Sealed in an envelope she gave it to my wife to mail.
Thinking this would provide great insight to making Christmas special for these girls, the letter was opened. Tears soon flowed.
“Dear Santa, I am not sure why I am writing you this year. You always bring toys. I don’t want toys. All I want is my family to be happy again.”
Wow! What a sobering thought. Looking at our tree in a sea of colorful wrapped packages the commercialization of Christmas now seemed so wrong and hollow. We realized there are children with real problems, real concerns, and real dreams that did not rely on the toys we automatically think are the key to every child’s happiness.
This lesson was exemplified years later when we would work on developing a Christmas program for underprivileged families. The Christmas lists we received from children often contained items like a new coat for walking to school or light bulbs so they could read to do their homework at night.
We are now in the last two days before Christmas. Don’t feel guilty about the celebration you already have planned. Just remember this true story and figure out a way to give to someone else in some unexpected way.
Labels: Leadership, Story
¶ 12/23/2008 3 Comments Links to this post
Wednesday, December 17, 2008
The Importance of Deciding What’s Important
One busy executive says she waits until the end of each day to return phone calls that she has missed. Answering phone calls is important, but not the task of greatest importance to her. By waiting until the end of the day, she discovered that many of the problems presented in the phone calls had taken care of themselves.
Her example offers a simple lesson in setting priorities, which is one thing great leaders do. Priorities do not have to be on a par with discovering a cure for a deadly disease, or working out a world peace agreement. They must only be of sufficient importance in order to clear a path for the executive to get his job done.
Let me give you some examples.
To continue reading, click here.
One busy executive says she waits until the end of each day to return phone calls that she has missed. Answering phone calls is important, but not the task of greatest importance to her. By waiting until the end of the day, she discovered that many of the problems presented in the phone calls had taken care of themselves.Her example offers a simple lesson in setting priorities, which is one thing great leaders do. Priorities do not have to be on a par with discovering a cure for a deadly disease, or working out a world peace agreement. They must only be of sufficient importance in order to clear a path for the executive to get his job done.
Let me give you some examples.
To continue reading, click here.
Labels: Decision_Making, Leadership
¶ 12/17/2008 0 Comments Links to this post
Monday, December 15, 2008
Congress’s failed traditional leadership model
The United States Congress is providing the strongest example we have seen in recent years of the failed leadership style of the 1900s. You know the style: those in power more concerned about their own future than that of their company or organization and decisions are made based on the impact to their power silo.
Here are the facts you already know: over $700 billion in loan guarantees given without testimony, restrictions, questioning, or business plan presentations to various bank and financial institutions. The reason: the credit market had dried up for housing. Along came auto companies suffering from the same dehydrated credit base looking for 3 percent of what the banks were given without even having to ask. The Big 3 executives and leader of the UAW were humiliated by the congressional inquisition they faced.
Here is what you may not know:
The United States Congress is providing the strongest example we have seen in recent years of the failed leadership style of the 1900s. You know the style: those in power more concerned about their own future than that of their company or organization and decisions are made based on the impact to their power silo.Here are the facts you already know: over $700 billion in loan guarantees given without testimony, restrictions, questioning, or business plan presentations to various bank and financial institutions. The reason: the credit market had dried up for housing. Along came auto companies suffering from the same dehydrated credit base looking for 3 percent of what the banks were given without even having to ask. The Big 3 executives and leader of the UAW were humiliated by the congressional inquisition they faced.
Here is what you may not know:
- Sources report Alabama’s Senator Shelby, who helped make an issue over the auto makers use of private jets for their first trip to Washington, has been spotted taking Alabama auto maker Toyota’s corporate jet on trips.
- Tokyo and Berlin have already given government cash to Toyota, Volkswagen, and Audi so they can compete while auto sales are slumped. Other countries are looking at helping their own auto industry but not the foreign auto companies making vehicles in their country.
- Toyota sales were down more than General Motor’s sales in the recent reporting period. Yet no congressman mentioned that, some saying America’s auto makers do not make what customer’s want. Incidentally, the American made Chevy Malibu was up 51 percent while sales had dropped more than a third at Toyota.
- The UAW was criticized for asking and auto makers criticized for granting “overly generous” benefit and pay packages. Actually the UAW has been a partner in reducing benefits while the same congressional leaders failed to mention their benefit package, and that of most federal employees, exceeds what is given to the hard working auto employees – and congress has not asked government employees for give-backs.
- Polls show people will not buy a car from a bankrupt company meaning it will be impossible to restructure under Chapter 11.
- What bank would grant DIP loans to any of the Big 3 to get them through the restructuring period?
- America’s automotive factories are used for military purposes during war. Would Toyota have allowed one of their factories in Alabama to make missiles during World War II?
Congress asked the automotives leaders to take a single dollar in pay because they were losing money. Congress has run up a trillion dollar deficit (it is congress, not the White House that writes checks for the government) yet they have not even rejected their raise let alone dropping to a buck.
The truth is that members of congress are biased to their home constituencies (the folks they need when reelection time comes). Rather than look out for the good of the country these civil servants are looking out for their individual desires to return for another term.
This same thinking dooms companies and organizations. When leaders are overly interested in personal goals they overlook long-term needs.
America cannot succeed unless politicians are able to exercise contemporary management – that is, management built on the greater goals.
This same thinking dooms companies and organizations. When leaders are overly interested in personal goals they overlook long-term needs.
America cannot succeed unless politicians are able to exercise contemporary management – that is, management built on the greater goals.
Labels: Leadership
¶ 12/15/2008 0 Comments Links to this post
Wednesday, December 10, 2008
The Power of Lifetime Learning
A local magazine featured the story of Weldon Bigony, a man from West Texas, who returned to college at 82 to finish what he'd started six decades earlier, his bachelor's degree in business. His education had been interrupted by World War II and several other things.
Mr. Bigony never stopped learning, thanks to his own determination and his mother's good example. She enrolled in college, in her 70s, to earn a teaching certificate.
Famous tenor, Luciano Pavarotti, learned about lifetime study when he was only 12. He'd heard a performance by Beniamino Gigli, a tenor who was then in his 50s. "I was watching from below," Luciano recalled, "and when he came down into the audience, I said, 'I, a contralto now, want to become a tenor. What do you think my chances are?'
To continue reading click here.
A local magazine featured the story of Weldon Bigony, a man from West Texas, who returned to college at 82 to finish what he'd started six decades earlier, his bachelor's degree in business. His education had been interrupted by World War II and several other things.Mr. Bigony never stopped learning, thanks to his own determination and his mother's good example. She enrolled in college, in her 70s, to earn a teaching certificate.
Famous tenor, Luciano Pavarotti, learned about lifetime study when he was only 12. He'd heard a performance by Beniamino Gigli, a tenor who was then in his 50s. "I was watching from below," Luciano recalled, "and when he came down into the audience, I said, 'I, a contralto now, want to become a tenor. What do you think my chances are?'
To continue reading click here.
Labels: Anecdote, Leadership
¶ 12/10/2008 0 Comments Links to this post
Friday, December 5, 2008
Three parrots
William noticed all three parrots in the pet shop window appeared to be identical, yet each had a different price. Curious he went inside.
“The three parrots in the window look exactly the same but one costs $1,000, one is $2,000 and the other is $3,000. What is the difference?”
The shop owner replied that the $1,000 parrot was able say dozens of words and knew how to send text messages on a cell phone. The $2,000 parrot also knew how to say hundreds of words in complete sentences and was able to send email messages on the store’s computer.
Obviously impressed the man exclaimed, “I never knew parrots could do so much. What does the $3,000 parrot do?”
Sheepishly the pet shop owner said, we don’t know. But the other two call him ‘boss’.”
Life Lesson: People place too much value on titles.
William noticed all three parrots in the pet shop window appeared to be identical, yet each had a different price. Curious he went inside.“The three parrots in the window look exactly the same but one costs $1,000, one is $2,000 and the other is $3,000. What is the difference?”
The shop owner replied that the $1,000 parrot was able say dozens of words and knew how to send text messages on a cell phone. The $2,000 parrot also knew how to say hundreds of words in complete sentences and was able to send email messages on the store’s computer.
Obviously impressed the man exclaimed, “I never knew parrots could do so much. What does the $3,000 parrot do?”
Sheepishly the pet shop owner said, we don’t know. But the other two call him ‘boss’.”
Life Lesson: People place too much value on titles.
Labels: Anecdote, Leadership
¶ 12/05/2008 0 Comments Links to this post
Wednesday, December 3, 2008
What Great Leaders Know
"An army of a thousand is easy to find, but, ah, how difficult to find a general." (Chinese proverb)
Anyone who aspires to become a great leader should create his own list of traits to develop. Here are some behaviors for a good start:
To continue reading click here.
"An army of a thousand is easy to find, but, ah, how difficult to find a general." (Chinese proverb) An entrepreneur seeking a company leader knows exactly what that proverb means. Envision that thousand-person army out in the field, stopped behind a general looking over a bottomless canyon. You see the general now, but will you see him in the next moment? What's next?
A great leader would know what's next, because he would have planned ahead for the "what if?"
Many great leaders learn valuable lessons from mentors. Many possess intuitive natures, or hunches, that tell them what to do and when to do it.
Anyone who aspires to become a great leader should create his own list of traits to develop. Here are some behaviors for a good start:
To continue reading click here.
Labels: Leadership
¶ 12/03/2008 0 Comments Links to this post
Monday, December 1, 2008
Leadership and Black Friday
Where is the reality in Black Friday retailing? Offering three or four items at ridiculously low prices to lure thousands of customers is contrary to the retail best-practices present when discounting was given birth in the late 1950s and early 1960s. Retailers learned a lesson in those days, often at the hands of a state’s Attorney General. It was simple – if you have an item in an advertisement you needed to have a realistic quantity to cover the entire period the ad would run. It was not just the right thing to do from an integrity standpoint; it was the right thing to do from a customer service standpoint.
Deep down the early discounters knew they needed to establish consumer confidence by providing the leadership to stand by their ads even though it was virtually impossible to know what consumer demand would ultimately be during the ad period. Leadership in those days resulted in a little piece of paper called a rain-check.
Today there is a lack of Black Friday lack of leadership and this shortcoming has cost Jdimytai Damour his life. A private security guard at a Long Island Wal-Mart, Damour was trampled to death and five others hospitalized when shoppers broke down the doors in a stampede for less than a dozen items being sold at ridiculously low prices.
To continue reading this article, click here.
Where is the reality in Black Friday retailing? Offering three or four items at ridiculously low prices to lure thousands of customers is contrary to the retail best-practices present when discounting was given birth in the late 1950s and early 1960s. Retailers learned a lesson in those days, often at the hands of a state’s Attorney General. It was simple – if you have an item in an advertisement you needed to have a realistic quantity to cover the entire period the ad would run. It was not just the right thing to do from an integrity standpoint; it was the right thing to do from a customer service standpoint.
Deep down the early discounters knew they needed to establish consumer confidence by providing the leadership to stand by their ads even though it was virtually impossible to know what consumer demand would ultimately be during the ad period. Leadership in those days resulted in a little piece of paper called a rain-check.
Today there is a lack of Black Friday lack of leadership and this shortcoming has cost Jdimytai Damour his life. A private security guard at a Long Island Wal-Mart, Damour was trampled to death and five others hospitalized when shoppers broke down the doors in a stampede for less than a dozen items being sold at ridiculously low prices.
To continue reading this article, click here.
Labels: Customer_Service, Leadership, Retail, Strategy, Wal-Mart
¶ 12/01/2008 0 Comments Links to this post
Monday, November 24, 2008
Citibank proves my point!
It took Washington less than 12 hours to prove my point about the dysfunctional leadership by the American government in dealing with the current financial woes.
Overnight they committed $306 BILLION dollars in Citibank to ensure it would not go bankrupt. This is on top of an earlier $25 billion for a total of 13 times what the auto industry has asked for in total.
Again, no requests to sell or reduce use of the Citibank air fleet, no business plan, no guarantees how the money will be used, and no requests for hourly or salaried concessions.
If a bank goes under, the customers go to other American (many times locally owned) banks. If the North American automotive industry collapses, the money goes overseas?
Leadership is about having a clear long-term plan for your organization. No evidence has been given of any long-term vision. Nor have we seen any hint the people playing Santa with the banks and Scrooge with the cars have even done an analysis of the situation beyond the generic, “We must throw money at it”. Only the automobile industry has done that kind of homework – and their reluctance in sharing with the public is that they are sitting at a table next to two competitors that want to learn their trade secrets.
When crisis exists, leadership also dictates that you share your plan with those you want to lead. Nancy, Harry, Barney, George, Barack, Christopher, Henry – what is the vision? Share the plan concisely and thoughtfully with your people. In any organization the people being lead will do much better if they can see the leader’s vision of the future.
Absent that vision, and buy-in to it, the people and organization often fail.
It took Washington less than 12 hours to prove my point about the dysfunctional leadership by the American government in dealing with the current financial woes.Overnight they committed $306 BILLION dollars in Citibank to ensure it would not go bankrupt. This is on top of an earlier $25 billion for a total of 13 times what the auto industry has asked for in total.
Again, no requests to sell or reduce use of the Citibank air fleet, no business plan, no guarantees how the money will be used, and no requests for hourly or salaried concessions.
If a bank goes under, the customers go to other American (many times locally owned) banks. If the North American automotive industry collapses, the money goes overseas?
Leadership is about having a clear long-term plan for your organization. No evidence has been given of any long-term vision. Nor have we seen any hint the people playing Santa with the banks and Scrooge with the cars have even done an analysis of the situation beyond the generic, “We must throw money at it”. Only the automobile industry has done that kind of homework – and their reluctance in sharing with the public is that they are sitting at a table next to two competitors that want to learn their trade secrets.
When crisis exists, leadership also dictates that you share your plan with those you want to lead. Nancy, Harry, Barney, George, Barack, Christopher, Henry – what is the vision? Share the plan concisely and thoughtfully with your people. In any organization the people being lead will do much better if they can see the leader’s vision of the future.
Absent that vision, and buy-in to it, the people and organization often fail.
Labels: Decision_Making, Goals, Leadership, Motivation
¶ 11/24/2008 0 Comments Links to this post
Sunday, November 23, 2008
Congress and the Auto Industry
Are you as tired as I am about the circus in Washington? It comes down to double standards. In fact it has doubled, double standards.
First it was the financial crisis. AIG needed cash and our congress heaped it on them. AIG went to the spa and our congress cried foul. AIG asked for more money. Congress obliged with nary a debate. AIG, with their fresh learning from the first check went back to the spa, but without using their acronym on the reservations or hotel signage.
No questions were asked about which AIG execs used corporate aircraft for either spa visit. No requests for a business plan were lipped. No hint made about replacing leadership was uttered.
Meanwhile the credit market dried up causing domestic and import auto sales to plunge quicker than the fuel needle on a speeding SUV. Double digit decreases appeared across the marketplace overnight. Even Toyota, the company incapable of sinning in the eyes of the media, fell by nearly a quarter of their pre-global financial chaos rate.
The automotive execs were soon in front of Congress asking for help. Not a bail-out. Not a hand-out. They were just asking for a loan they would paid back in full plus interest.
Suddenly Congress was concerned with the use of private jets. They hinted to the grounding of the Big Three Air Armada, suggested through surrogates some personnel changes were needed at the top, and eluded to reopening labor contracts in the interest of competitiveness.
Now let’s look at some facts. Before doing so I must disclose Max Impact works with the UAW and one of the Big 3.
Congress seems out of touch with what has been going on in the domestic auto industry. While Toyota continues to receive government concessions (Tokyo, not Washington), to develop cars or subsidize sales the Americans have made great leaps forward to become more competitive.
Are you as tired as I am about the circus in Washington? It comes down to double standards. In fact it has doubled, double standards.First it was the financial crisis. AIG needed cash and our congress heaped it on them. AIG went to the spa and our congress cried foul. AIG asked for more money. Congress obliged with nary a debate. AIG, with their fresh learning from the first check went back to the spa, but without using their acronym on the reservations or hotel signage.
No questions were asked about which AIG execs used corporate aircraft for either spa visit. No requests for a business plan were lipped. No hint made about replacing leadership was uttered.
Meanwhile the credit market dried up causing domestic and import auto sales to plunge quicker than the fuel needle on a speeding SUV. Double digit decreases appeared across the marketplace overnight. Even Toyota, the company incapable of sinning in the eyes of the media, fell by nearly a quarter of their pre-global financial chaos rate.
The automotive execs were soon in front of Congress asking for help. Not a bail-out. Not a hand-out. They were just asking for a loan they would paid back in full plus interest.
Suddenly Congress was concerned with the use of private jets. They hinted to the grounding of the Big Three Air Armada, suggested through surrogates some personnel changes were needed at the top, and eluded to reopening labor contracts in the interest of competitiveness.
Now let’s look at some facts. Before doing so I must disclose Max Impact works with the UAW and one of the Big 3.
Congress seems out of touch with what has been going on in the domestic auto industry. While Toyota continues to receive government concessions (Tokyo, not Washington), to develop cars or subsidize sales the Americans have made great leaps forward to become more competitive.
- The most recent contract contains labor expense reductions that will take place in the third year of the contract, allowing time for longevity employees to retire before expense reduction kicks in.
- Automakers have conducted expensive research on unfunded government requirements, much of which will not produce ROI until the new cars, such as the Chevy Volt, roll off the assembly line in a couple of years.
- Automakers have substantially reduced expenses and continue to do so.
- First, leaders must be able to step back from their individual interests and look at the bigger picture. In this case, what is the projected cost if the auto industry fails what will be the cost to taxpayers in terms of unemployment, retraining, lost sales tax from the purchases they won’t be able to make while income-less, and health-case expenses. Make the decision based on these facts, not whether or not it was the UAW or Auto Execs that contributed to the last campaign fund.
- Second, real leaders consider customer impressions. If the auto industry is not able to give potential customers confidence their warranty will be enforce throughout the warranty period, why should they buy a car. An auto bankruptcy is different from a department store or airline. For the airline and department store, customers do not stand to lose thousands of dollars. Just look at what happened to American Motors when it was certain they would cease existence.
- Third, great leaders apply equal standards. If a payback certainty is required from one, it should be required from all. If selling planes is required for an action to be taken, it should apply at all times unless there are very precise conditions apply.
The debates about the loan guarantees will continue as posturing for political gain goes on. In the meantime, let’s learn from the leadership, or lack thereof, we have seen to date.
Labels: Ethics, Leadership, Strategy
¶ 11/23/2008 0 Comments Links to this post
Wednesday, November 19, 2008
Sharing knowledge
Here are two very important rules of success:
Here are two very important rules of success:- Don't tell people everything you know.
Have a great day!
Labels: Anecdote, Leadership
¶ 11/19/2008 2 Comments Links to this post
Monday, November 10, 2008
The Flagpole
A team of managers was trying to determine how tall a particular flagpole was. They decided they needed to get a long tape measure and tall ladder. Although quickly finding the tape measure, the ladder was elusive.
A team of managers was trying to determine how tall a particular flagpole was. They decided they needed to get a long tape measure and tall ladder. Although quickly finding the tape measure, the ladder was elusive.One of the company’s engineers happened by and asked what they were doing. He explained an easier way would be to lay the flagpole on the ground. The managers helped him lay it flat and the engineer promptly measured the mast.
The engineer wrote down the measurement and gave it to one of the managers. He promptly announced to the rest, “What a waste of time! We can’t use this measurement.”
“Why,” asked another manager.
“Well,” stated the one with the piece of paper in his hand, “we needed the height and he gave us the length.”
Life Lesson: Engineers, managers, front line employees – everybody thinks differently.
Labels: Anecdote, Leadership
¶ 11/10/2008 0 Comments Links to this post
Friday, November 7, 2008
The cocoon
The story is told about a man who once found a cocoon. It seems a small opening had just appeared in the cocoon and through this small opening the man watched as the young butterfly struggled to escape the confines of the container that had protected it during its metamorphosis.
After several hours it appeared the butterfly’s progress had stopped completely, prompting the man to take action. He very carefully took the cocoon in hand and used his fingers to pry it apart at the opening begun by the butterfly.
When the butterfly emerged the man noted its strange appearance. Instead of a beautiful butterfly he saw a swollen body and shriveled wings. He watched to see if it would continue to develop into the graceful beauty that adorns gardens but nothing changed. The butterfly just sat there unable to fly.
The man then began to realize that the butterfly would never fly. For it is through the struggle to escape the cocoon that the butterfly completes their transformation as the effort to break through causes the bodily fluid to flow to the new wings and gives them the strength they need for flight.
Life Lesson: Leaders must resist the urge to take control when someone is in a situation where their struggle can help them grow into an elegant butterfly.
The story is told about a man who once found a cocoon. It seems a small opening had just appeared in the cocoon and through this small opening the man watched as the young butterfly struggled to escape the confines of the container that had protected it during its metamorphosis.After several hours it appeared the butterfly’s progress had stopped completely, prompting the man to take action. He very carefully took the cocoon in hand and used his fingers to pry it apart at the opening begun by the butterfly.
When the butterfly emerged the man noted its strange appearance. Instead of a beautiful butterfly he saw a swollen body and shriveled wings. He watched to see if it would continue to develop into the graceful beauty that adorns gardens but nothing changed. The butterfly just sat there unable to fly.
The man then began to realize that the butterfly would never fly. For it is through the struggle to escape the cocoon that the butterfly completes their transformation as the effort to break through causes the bodily fluid to flow to the new wings and gives them the strength they need for flight.
Life Lesson: Leaders must resist the urge to take control when someone is in a situation where their struggle can help them grow into an elegant butterfly.
Labels: Anecdote, Decision_Making, Leadership
¶ 11/07/2008 0 Comments Links to this post
Sunday, November 2, 2008
Crazy bosses
Stanley Bing published his first book about Crazy Bosses in 1992 and it quickly became a best seller. Now Bing has compiled more uproarious stories about demented, lunatic, and even spastic bosses in this updated book from Collins and Harper.
We have all experienced bosses with evil, mean, weird, or eccentric behaviors. Now we can see that we are not alone as we laugh at the experiences of others.
This is a great book for anybody that wants to learn how to better deal with their bosses' difficult behaviors or that yearn to manage more effectively.
Stanley Bing published his first book about Crazy Bosses in 1992 and it quickly became a best seller. Now Bing has compiled more uproarious stories about demented, lunatic, and even spastic bosses in this updated book from Collins and Harper.We have all experienced bosses with evil, mean, weird, or eccentric behaviors. Now we can see that we are not alone as we laugh at the experiences of others.
This is a great book for anybody that wants to learn how to better deal with their bosses' difficult behaviors or that yearn to manage more effectively.
Labels: Books, Leadership
¶ 11/02/2008 0 Comments Links to this post
Tuesday, October 28, 2008
Manager or Leader
Drive down Main Street in Anytown, USA and you’ll see gas stations, restaurants, supermarkets, banks and various office buildings. For each of these entities, there is a single person who is ultimately responsible—a person who is in charge. Are these leaders or are they just people in charge? Is there a difference?
Scholar and author, Warren Bennis, is regarded as an expert in this area. In fact, he could be called THE leading expert. Bennis has written more than 27 books on the subject of leadership, served on the faculties of Harvard, Boston University and USC, advised four US presidents and consulted for many Fortune 500 companies. In 1996, Forbes magazine called him the, “dean of leadership gurus,” and in 2000, The Financial Times referred to him as, “the professor who established leadership as a respectable academic field.”
Bennis has studied leadership from just about every angle imaginable. In the course of his studies, Bennis has found very distinct differences between those who are truly leaders and those who are merely in charge. For purposes of differentiation, he calls the first group Leaders and the second group Managers.
In his 1989 book, Learning to Lead: A Workbook on Becoming a Leader
Bennis drew 12 distinctions between Managers and Leaders:
Click here to read more.
Drive down Main Street in Anytown, USA and you’ll see gas stations, restaurants, supermarkets, banks and various office buildings. For each of these entities, there is a single person who is ultimately responsible—a person who is in charge. Are these leaders or are they just people in charge? Is there a difference?Scholar and author, Warren Bennis, is regarded as an expert in this area. In fact, he could be called THE leading expert. Bennis has written more than 27 books on the subject of leadership, served on the faculties of Harvard, Boston University and USC, advised four US presidents and consulted for many Fortune 500 companies. In 1996, Forbes magazine called him the, “dean of leadership gurus,” and in 2000, The Financial Times referred to him as, “the professor who established leadership as a respectable academic field.”
Bennis has studied leadership from just about every angle imaginable. In the course of his studies, Bennis has found very distinct differences between those who are truly leaders and those who are merely in charge. For purposes of differentiation, he calls the first group Leaders and the second group Managers.
In his 1989 book, Learning to Lead: A Workbook on Becoming a Leader
Bennis drew 12 distinctions between Managers and Leaders:Click here to read more.
Labels: Books, Leadership
¶ 10/28/2008 0 Comments Links to this post
Saturday, October 25, 2008
Spotlighting Team Leaders
Judith B. Redd, a 19-year employee with JPS Health Network, is executive director of JPS Institute for Learning in Fort Worth. The Institute is using the ProfileXT™ to measure leadership bench strength and to help identify people who can lead organization-wide teams.
Q. What does the JPS Institute for Learning do?
A. JPS Institute for Learning is the strategic foundation for building a learning organizational culture at JPS. We provide continuing education and learning for 4,000 plus employees, physicians, students, contractors and volunteers in the JPS workforce. We also develop and implement organizational development initiatives and manage career development programs.
To continue reading this success story, click here.
Judith B. Redd, a 19-year employee with JPS Health Network, is executive director of JPS Institute for Learning in Fort Worth. The Institute is using the ProfileXT™ to measure leadership bench strength and to help identify people who can lead organization-wide teams.Q. What does the JPS Institute for Learning do?
A. JPS Institute for Learning is the strategic foundation for building a learning organizational culture at JPS. We provide continuing education and learning for 4,000 plus employees, physicians, students, contractors and volunteers in the JPS workforce. We also develop and implement organizational development initiatives and manage career development programs.
To continue reading this success story, click here.
Labels: Assessments, Case_Study, Leadership
¶ 10/25/2008 0 Comments Links to this post
Thursday, October 23, 2008
Leadership inspiration
Here is a leadership training video featuring quotes from people who have made an incredible impact on the people around them and the world in general. It was produced by Marton House, a United Kingdom training company.
Labels: Leadership, Video
¶ 10/23/2008 0 Comments Links to this post
Monday, October 20, 2008
President Taft’s pants
Legend has it that President Taft once held a Washington reception for important members of the military, government officials, and leading Washingtonians.
As was customary, a reception line formed when the President entered the room.
The president’s tailor was quite surprised by the President. As Taft shook his hand he said, “You look familiar to me I’m having trouble placing you.”
“Mr. President,” said the tailor, “I made your pants.”
“Oh, yes, yes, why how do you do Major Pants?” said Taft.
Life Lesson: The matter how successful you are it’s embarrassing when you don’t know who works for you.
Legend has it that President Taft once held a Washington reception for important members of the military, government officials, and leading Washingtonians.As was customary, a reception line formed when the President entered the room.
The president’s tailor was quite surprised by the President. As Taft shook his hand he said, “You look familiar to me I’m having trouble placing you.”
“Mr. President,” said the tailor, “I made your pants.”
“Oh, yes, yes, why how do you do Major Pants?” said Taft.
Life Lesson: The matter how successful you are it’s embarrassing when you don’t know who works for you.
Labels: Anecdote, Communication, Leadership
¶ 10/20/2008 0 Comments Links to this post
Sunday, October 19, 2008
Joe the Plummer
How you handle those questions is important. Here are some pointers:
Okay, I have tried to stay out of politics during this election season. Unfortunately in doing so I have been passing by so many great examples of leadership (or as my friend Jeffrey points out – the lack of leadership).
Well the recent attention giving to Joe the Plumber has brought me out of my self imposed silence.
Joe the Plumber has been catapulted into immediate fame.
What did Joe do to earn multiple mentions in the presidential debate, campaign speeches by all four major presidential and vice-presidential candidates, mention in virtually every late night talk show, and conversation around water coolers in most offices? He simply asked a question.
In your role as a leader – whether leading a department, entrepreneurial referral team, or your family – you will receive questions that you like and those that embarrass you. You’ll hear questions you wish were not asked and questions that enable you to bring out a concern you had forgotten to mention.
Well the recent attention giving to Joe the Plumber has brought me out of my self imposed silence.
Joe the Plumber has been catapulted into immediate fame.
What did Joe do to earn multiple mentions in the presidential debate, campaign speeches by all four major presidential and vice-presidential candidates, mention in virtually every late night talk show, and conversation around water coolers in most offices? He simply asked a question.
In your role as a leader – whether leading a department, entrepreneurial referral team, or your family – you will receive questions that you like and those that embarrass you. You’ll hear questions you wish were not asked and questions that enable you to bring out a concern you had forgotten to mention.
How you handle those questions is important. Here are some pointers:
- Leaders listen intently and calmly. Hear what the person is saying and quietly empathize with any questions emotional underpins.
- Leaders never discredit a question. When you are asked a question in front of others, treat the question as genuine and well-meant.
- Leaders never attack the questioner. To attack the person asking the question only gives fodder to those in other power pyramids as they seek to discredit you.
- Leaders never retaliate against the questioner. After the meeting during which an embarrassing or improper question has been asked, never seek to find ways to criticize the interrogator. It is petty and ultimately makes you look overly defensive or as one who is trying to evade the importance of the feelings behind the question.
Joe the Plumber has been treated by some as a hero and by others as an unlicensed (although a license is not required for his job) overpaid employee.
But who has answered his question? What do you think – should he buy his boss’ company?
But who has answered his question? What do you think – should he buy his boss’ company?
Connect with the leader in you. My book, "Life's Leadship Lessons", presents 53 short stories about the real people, places, and things that have provided valuable leadership lessons in my life. See how you can learn from the leadership opportunities along the pathway of your life or give it as a gift to an aspiring leader.
Labels: Leadership, Meetings
¶ 10/19/2008 0 Comments Links to this post
Saturday, October 18, 2008
Building Leadership at DMJM Harris
DMJM Harris, the transportation flagship company of AECOM Technology Corporation, specializes in services that include transit-rail, highways and bridges, aviation, marine, planning, energy and power, and design and construct. With headquarters in New York and Los Angeles, it has more than 2,200 employees in the United States.
DMJM Harris, the transportation flagship company of AECOM Technology Corporation, specializes in services that include transit-rail, highways and bridges, aviation, marine, planning, energy and power, and design and construct. With headquarters in New York and Los Angeles, it has more than 2,200 employees in the United States. The company is the employer of choice within the industry and boasts a reputation for attracting and retaining highly talented employees while advancing their professional development.
The Greater New York Chapter of the Women’s Transportation Seminar (WTS) named DMJM Harris as its 2007 Employer of the Year in recognition of its of its support of diversity and of women in the transportation industry. DMJM Harris is also a Profiles Client of the Year.
To read the interview, click here.
To read the interview, click here.
Labels: Assessments, Case_Study, Leadership
¶ 10/18/2008 0 Comments Links to this post
Sunday, October 12, 2008
Launching a Leadership Revolution
Have you ever considered what is represented by the dash on a tombstone between the birth and death dates? Here is a book, Launching a Leadership Revolution: Mastering the Five Levels of Influence
, that challenges people to fill that dash with a leadership revolution.
, that challenges people to fill that dash with a leadership revolution.Labels: Books, Leadership
¶ 10/12/2008 0 Comments Links to this post
Monday, October 6, 2008
Cultural beginnings of male managers
Editor's note: Even today’s transformed caveman needs a personal and business marketing plan. Robert Middleton, "The Info Guru", is offering a Marketing Start-Up Kit completely without cost or obligation. Click on the following ad to learn more.
The way male managers power dress, posture and exercise power is due to humans' evolutionary biology, according to research from the University of New South Wales (UNSW).
Prehistoric behaviors, such as male domination, protecting what is perceived as their "turf" and ostracizing those who do not agree with the group is more commonplace in everyday work situations than many of us want to accept, according to the research which was carried out in hospitals.
To read the rest of this story, click here.
Prehistoric behaviors, such as male domination, protecting what is perceived as their "turf" and ostracizing those who do not agree with the group is more commonplace in everyday work situations than many of us want to accept, according to the research which was carried out in hospitals.
To read the rest of this story, click here.
Editor's note: Even today’s transformed caveman needs a personal and business marketing plan. Robert Middleton, "The Info Guru", is offering a Marketing Start-Up Kit completely without cost or obligation. Click on the following ad to learn more.
Labels: Culture, Leadership
¶ 10/06/2008 0 Comments Links to this post
Thursday, October 2, 2008
Leading by example
Here is a short video from Sidney Crosby, team captain of the NHL Pittsburgh Penguins. In it he shares the importance of leadership by example.
Labels: Leadership, Video
¶ 10/02/2008 0 Comments Links to this post
Monday, September 22, 2008
Testing the Windshields
Two famous experiments were conducted several decades ago to test the strength of windshields used for aircraft and train engines. The first was handled by Engineers at a major aerospace company. They were tasked to document the effects of birds hitting the windshields of aircraft on take-off and landing. The study was in answer to a continuing problem of birds near airstrips including a couple where geese had caused the windshields to fail, leaving a feathery sight problem for the stunned pilots.
The Engineers designed and built a powerful gun allowing them to shoot dead chickens at the windshields. The simulations were extremely effective in developing the right windshield at the right angle to protect the cockpit crew and stability of the airplanes.
Several industry publications reported the success much to the delight of some Engineers working on a similar project for a train manufacturer. It seem they were experiencing similar problems when trains and geese were having unfortunate meetings at windshield level. After reading about the success, the Engineers working on the train study contacted the plane Engineers seeking the test specifications.
Test after test failed, yet the Engineers at the locomotive company persevered trying to find the right glass and angle for their windshields. Windshield after windshield shattered until the Engineers determined it necessary to seek more help from the plane Engineers.
After reviewing what the train Engineers had done the plane Engineers quickly knew what had gone wrong. They sent a message to the train engineers a four-word message that led to the ultimate success in just a couple of days.
Click here to read the message.
Two famous experiments were conducted several decades ago to test the strength of windshields used for aircraft and train engines. The first was handled by Engineers at a major aerospace company. They were tasked to document the effects of birds hitting the windshields of aircraft on take-off and landing. The study was in answer to a continuing problem of birds near airstrips including a couple where geese had caused the windshields to fail, leaving a feathery sight problem for the stunned pilots.The Engineers designed and built a powerful gun allowing them to shoot dead chickens at the windshields. The simulations were extremely effective in developing the right windshield at the right angle to protect the cockpit crew and stability of the airplanes.
Several industry publications reported the success much to the delight of some Engineers working on a similar project for a train manufacturer. It seem they were experiencing similar problems when trains and geese were having unfortunate meetings at windshield level. After reading about the success, the Engineers working on the train study contacted the plane Engineers seeking the test specifications.
Test after test failed, yet the Engineers at the locomotive company persevered trying to find the right glass and angle for their windshields. Windshield after windshield shattered until the Engineers determined it necessary to seek more help from the plane Engineers.
After reviewing what the train Engineers had done the plane Engineers quickly knew what had gone wrong. They sent a message to the train engineers a four-word message that led to the ultimate success in just a couple of days.
Click here to read the message.
Labels: Anecdote, Communication, Leadership
¶ 9/22/2008 0 Comments Links to this post
Wednesday, September 10, 2008
Developing your future leaders
As businesses grow and develop over time, inevitable change reduces the ranks of proven leaders; they leave, retire, are struck randomly by lightning. One way or another, a certainty of business is that you will find yourself replacing leaders. What is your plan for replacing them and insuring replacements are good enough to allow your enterprise to continue to grow and prosper and to weather bad times?
The following outline, adapted to your own needs and values, will allow you to design a plan to identify potential future leaders and to develop their potential into excellence.
As businesses grow and develop over time, inevitable change reduces the ranks of proven leaders; they leave, retire, are struck randomly by lightning. One way or another, a certainty of business is that you will find yourself replacing leaders. What is your plan for replacing them and insuring replacements are good enough to allow your enterprise to continue to grow and prosper and to weather bad times?The following outline, adapted to your own needs and values, will allow you to design a plan to identify potential future leaders and to develop their potential into excellence.
- Identify what’s important.
- Build your “pool of possibles.”
- Bring your potential leaders on board early.
- Pick them up when they fall.
- Reward them for developing.
- It’s a process, not a place.
Labels: Leadership
¶ 9/10/2008 0 Comments Links to this post
Friday, September 5, 2008
The dieter
The doctor tells his patient, “You are too overweight. If you don’t take off some pounds you will either have a heart attack or risk diabetes.”
Explaining he was a traveling salesman so weighing or measuring portions would be difficult, the doctor recommended a new diet.
“Eat regularly for two days then skip a day,” the doctor ordered.
When he returned two weeks later the doctor was amazed at a 40 pound weight loss.
“I’ve never seen such fantastic results,” the doctor complimented. “This must really be going well for you.”
The salesman replied, “Yes, it is relatively easy overall. But the day I skip is really hard.”
“Is it that you have trouble with the hunger pains?”
“No, it’s just that all that skipping makes me tired.”
Life Lesson: Make sure you fully understand the directions before you begin.
The doctor tells his patient, “You are too overweight. If you don’t take off some pounds you will either have a heart attack or risk diabetes.”Explaining he was a traveling salesman so weighing or measuring portions would be difficult, the doctor recommended a new diet.
“Eat regularly for two days then skip a day,” the doctor ordered.
When he returned two weeks later the doctor was amazed at a 40 pound weight loss.
“I’ve never seen such fantastic results,” the doctor complimented. “This must really be going well for you.”
The salesman replied, “Yes, it is relatively easy overall. But the day I skip is really hard.”
“Is it that you have trouble with the hunger pains?”
“No, it’s just that all that skipping makes me tired.”
Life Lesson: Make sure you fully understand the directions before you begin.
Labels: Anecdote, Goals, Leadership
¶ 9/05/2008 0 Comments Links to this post
Monday, September 1, 2008
Directions from literal teen
A man was waiting for service at the counter of a large senior living complex. Apparently the staff was busy and the man was impatient. A teenage boy he end of the counter and thinking the lad might be an employee he asked him, “Do you know where Mr. Jones lives?”
The teen said, “Yes, sir. I’ll show you.”
After walking across the huge complex the teen finally said, “here it is”.
The man thanked him and gave him a $5 bill to show his appreciation before he began to knock on Mr. Jones’ door.
“Oh, he isn’t there,” the teen said as he tucked the $5 in his wallet.
“How do you know,” asked the man.
How did he know? Click here to find out.
“Because he was sitting in the lobby where you came in,” the teen explained.
Life Lesson: If you over simplify a question you may not get the answer to the right question.
A man was waiting for service at the counter of a large senior living complex. Apparently the staff was busy and the man was impatient. A teenage boy he end of the counter and thinking the lad might be an employee he asked him, “Do you know where Mr. Jones lives?”The teen said, “Yes, sir. I’ll show you.”
After walking across the huge complex the teen finally said, “here it is”.
The man thanked him and gave him a $5 bill to show his appreciation before he began to knock on Mr. Jones’ door.
“Oh, he isn’t there,” the teen said as he tucked the $5 in his wallet.
“How do you know,” asked the man.
How did he know? Click here to find out.
“Because he was sitting in the lobby where you came in,” the teen explained.
Life Lesson: If you over simplify a question you may not get the answer to the right question.
Labels: Anecdote, Leadership
¶ 9/01/2008 0 Comments Links to this post
Friday, August 29, 2008
The cannibals
ABC Sporting Goods needed people to sharpen their new line of hand-made spears for the fishing department. Unable to find local talent, they located and relocated a group of cannibals from the Amazon jungle.
At orientation the HR Manager was abundantly clear when pointing out that company policy prohibited from eating other employees.
After a month the HR Manager gathered the group to let them know how pleased the company was with the quality output of spears. Unfortunately she was interrupted during the meeting by an emergency in the executive offices. It seems one of their Administrative Assistants was missing.
As soon as she left the leader of the cannibals turned to the others and said, “Okay, which one of you ate the Administrative Assistant?”
After a few seconds a confessing hand rose into the air.
"You fool!" said the leader, "For weeks we've been eating managers and no one noticed anything. But you had to go and eat someone important!"
Life Lesson: Administrative Assistants are typically the most important people in an organization.
ABC Sporting Goods needed people to sharpen their new line of hand-made spears for the fishing department. Unable to find local talent, they located and relocated a group of cannibals from the Amazon jungle.At orientation the HR Manager was abundantly clear when pointing out that company policy prohibited from eating other employees.
After a month the HR Manager gathered the group to let them know how pleased the company was with the quality output of spears. Unfortunately she was interrupted during the meeting by an emergency in the executive offices. It seems one of their Administrative Assistants was missing.
As soon as she left the leader of the cannibals turned to the others and said, “Okay, which one of you ate the Administrative Assistant?”
After a few seconds a confessing hand rose into the air.
"You fool!" said the leader, "For weeks we've been eating managers and no one noticed anything. But you had to go and eat someone important!"
Life Lesson: Administrative Assistants are typically the most important people in an organization.
Labels: Anecdote, Leadership, Recognition
¶ 8/29/2008 0 Comments Links to this post
Thursday, August 28, 2008
The micro-managing boss
Nobody likes working for a boss that micromanages. Do the actions of the boss in this video resemble actions by your boss that aggravate you? Perhaps they are actions you have been guilty of when working with peers or subordinates. In any case, there is much to learn from this video.
Labels: Corporate_culture, Leadership, Motivation, Video
¶ 8/28/2008 0 Comments Links to this post
Sunday, August 24, 2008
Which kind of boat are you?
An Oriental sage once observed there are three kinds of people in all types of organizations:
An Oriental sage once observed there are three kinds of people in all types of organizations:- Rowboat people
- Sailboat people
- Steam boat people
He explained that rowboat people need to be pushed or show a law. Several people are those who only move when the winds are favorable. Steam boat people are the ones that move continuously whether the waters are ruff or calm.
It is the steamboat people that are the masters of themselves, their surroundings, and their fate.
It is the steamboat people that are the masters of themselves, their surroundings, and their fate.
Labels: Anecdote, Attitude, Behaviors, Leadership
¶ 8/24/2008 0 Comments Links to this post
Friday, August 15, 2008
The Great Zumbrati
If you visit Niagara Falls in Canada you are certain to hear the story of The Great Zumbrati. Legend has it that Zumbrati was able to walk across the falls on a tightrope on a particular windy, rainy day.
Once on across an enthusiastic fan approached him, encouraging him to return to the other side while pushing a wheelbarrow.
Despite his reluctance in the poor weather, the fan kept encouraging him. “Do you really think I can do it,” he asked.
“Yes, definitely! You can do it,” the spectator exclaimed.
“Okay, I’ll do it" said Zumbrati to his fan. "You get in the wheelbarrow.”
Life Lesson: do not say something you are not prepared to back up with actions.
If you visit Niagara Falls in Canada you are certain to hear the story of The Great Zumbrati. Legend has it that Zumbrati was able to walk across the falls on a tightrope on a particular windy, rainy day.Once on across an enthusiastic fan approached him, encouraging him to return to the other side while pushing a wheelbarrow.
Despite his reluctance in the poor weather, the fan kept encouraging him. “Do you really think I can do it,” he asked.
“Yes, definitely! You can do it,” the spectator exclaimed.
“Okay, I’ll do it" said Zumbrati to his fan. "You get in the wheelbarrow.”
Life Lesson: do not say something you are not prepared to back up with actions.
Labels: Anecdote, Communication, Leadership
¶ 8/15/2008 0 Comments Links to this post
Tuesday, August 12, 2008
10 ways to coach by example
Coaching employees, especially the talented ones you want to keep and grow, becomes much easier once you practice these traits:
- Envision good performance and communicate your vision.
- Don't just nod your head; listen to your direct reports.
- Don’t ask employees to do something you are not willing to do yourself.
- Treat everyone with fairness.
- Recognize and reward exceptional performance.
- Never assume; always ask.
- Say please and thank you.
- Under-promise and over-deliver.
- Leave the frown behind when you enter the office door.
- Keep your sense of humor in good repair.
Labels: Coaching, Leadership
¶ 8/12/2008 0 Comments Links to this post
Friday, August 8, 2008
This man’s mediocre life
A man finds himself standing before St. Peter at the gates to Heaven.
“Looking back at your life I cannot find any examples of you doing anything really good for others,” said St. Peter. “But at the same time I cannot find that you did anything really bad. I’ll tell you what, if you can give me just one example of how your life benefited someone else, I’ll let you in.”
Without hesitation the man said, “I was having breakfast at a small restaurant just outside of town when a gang of hoodlums started to abuse the waitress. I quickly grabbed the butcher knife the cook had left at the end of the counter and yelled at the apparent leader of the gang to leave her alone or I’d teach them a lesson.”
“Wow,” said St. Peter. “I do not know why that isn’t in my book. When did it happen?”
The man replied, “Oh, just a couple of seconds ago.”
Life Lesson: as Clint Eastwood once said, a man’s gotta know his limitations.
A man finds himself standing before St. Peter at the gates to Heaven.“Looking back at your life I cannot find any examples of you doing anything really good for others,” said St. Peter. “But at the same time I cannot find that you did anything really bad. I’ll tell you what, if you can give me just one example of how your life benefited someone else, I’ll let you in.”
Without hesitation the man said, “I was having breakfast at a small restaurant just outside of town when a gang of hoodlums started to abuse the waitress. I quickly grabbed the butcher knife the cook had left at the end of the counter and yelled at the apparent leader of the gang to leave her alone or I’d teach them a lesson.”
“Wow,” said St. Peter. “I do not know why that isn’t in my book. When did it happen?”
The man replied, “Oh, just a couple of seconds ago.”
Life Lesson: as Clint Eastwood once said, a man’s gotta know his limitations.
Labels: Anecdote, Leadership
¶ 8/08/2008 2 Comments Links to this post
Monday, July 28, 2008
Behind the scenes
On his 76th mission, naval jet pilot Charles Plumb was shot down over enemy territory. Although he survived, he spent six years as a prisoner of war during which he learned many lessons about bravery and leadership.
Today, Plumb lectures to others about these experiences. But the experience most moving occurred after he returned home. A man approached Plumb as he dined in a restaurant prior to a speaking engagement.
“Are you the famous naval pilot Charles Plumb?” the man asked.
“Why yes I am,” replied Plumb. “How do you know me?”
“I packed your parachute,” the man replied.
Plumb was immediately overcome. He realized it was because of this man that that the stories of bravery and leadership were possible. Without his expertise in packing the parachute, Plumb would have perished in the crash.
From that day forward Plumb would challenge his audience with the simple question, “Who packs your parachutes?” He causes people to reflect on those that are behind the scenes, working without recognition to make an organization successful. Plumb confesses he never thought about the person that packed his parachute until that night in the restaurant. He nor any of the other pilots ever spoke to the sailors that packed their parachutes. Yet it is precisely because of people like the packer that others are able to survive.
Life Lesson: you are never to important to shake hands and thanks the people that make you successful.
On his 76th mission, naval jet pilot Charles Plumb was shot down over enemy territory. Although he survived, he spent six years as a prisoner of war during which he learned many lessons about bravery and leadership.Today, Plumb lectures to others about these experiences. But the experience most moving occurred after he returned home. A man approached Plumb as he dined in a restaurant prior to a speaking engagement.
“Are you the famous naval pilot Charles Plumb?” the man asked.
“Why yes I am,” replied Plumb. “How do you know me?”
“I packed your parachute,” the man replied.
Plumb was immediately overcome. He realized it was because of this man that that the stories of bravery and leadership were possible. Without his expertise in packing the parachute, Plumb would have perished in the crash.
From that day forward Plumb would challenge his audience with the simple question, “Who packs your parachutes?” He causes people to reflect on those that are behind the scenes, working without recognition to make an organization successful. Plumb confesses he never thought about the person that packed his parachute until that night in the restaurant. He nor any of the other pilots ever spoke to the sailors that packed their parachutes. Yet it is precisely because of people like the packer that others are able to survive.
Life Lesson: you are never to important to shake hands and thanks the people that make you successful.
Labels: Anecdote, Attitude, Leadership, Public_Speaking
¶ 7/28/2008 1 Comments Links to this post
Thursday, July 24, 2008
Inspiration and the Visionary Leader
Linda Angér, President of The Write Concept, Incorporated, in Rochester Hills, Michigan, sent me a fabulously interesting tidbit in response to the article about the Tipping Point. She shared the story of a girl who rode to alert the colonists that the British were on the move. As I read her note I thought about how inspiring this story would be to girls everywhere as they would so easily relate to her.
"A 16-year old girl with nerves of steel rode over 40 miles to Danbury, Connecticut, in order to alert the militia of the impending arrival of the enemy. This occurred the same fateful night Paul Revere made his famous ride, though history glorified his actions and barely remembers her journey - which was longer. By the time Revere was able to take his famous ride, Sybil Luddington had already begun her journey warning everyone she came in contact with that the British were on their way."
She tells me, “This story is from "One Day in History: July 4, 1776," published in 2006 by HarperCollins & the Smithsonian. I was the page compositor and editor of the book. This is just one of the "untold stories" from the revolutionary war I learned of while working on this wonderful book.” Learn more by clicking here to go to Amazon.
I have spoken to many a school group and I always hear how history doesn’t relate to them. Now think for a minute. If they heard stories about people just like them wouldn’t it be easier to inspire them? Well then, what kind of stories do you use to relate to the people you inspire to lead? It does cause one to pause!
For you history buffs, Linda also worked on a similar books about December 7, 1941 and September 11, 2001.
By the way. Linda is a wonderful author. Contact her about her tremendous experience writing books, employee manuals, brouchures, and much more by clicking here.
Linda Angér, President of The Write Concept, Incorporated, in Rochester Hills, Michigan, sent me a fabulously interesting tidbit in response to the article about the Tipping Point. She shared the story of a girl who rode to alert the colonists that the British were on the move. As I read her note I thought about how inspiring this story would be to girls everywhere as they would so easily relate to her."A 16-year old girl with nerves of steel rode over 40 miles to Danbury, Connecticut, in order to alert the militia of the impending arrival of the enemy. This occurred the same fateful night Paul Revere made his famous ride, though history glorified his actions and barely remembers her journey - which was longer. By the time Revere was able to take his famous ride, Sybil Luddington had already begun her journey warning everyone she came in contact with that the British were on their way."
She tells me, “This story is from "One Day in History: July 4, 1776," published in 2006 by HarperCollins & the Smithsonian. I was the page compositor and editor of the book. This is just one of the "untold stories" from the revolutionary war I learned of while working on this wonderful book.” Learn more by clicking here to go to Amazon.I have spoken to many a school group and I always hear how history doesn’t relate to them. Now think for a minute. If they heard stories about people just like them wouldn’t it be easier to inspire them? Well then, what kind of stories do you use to relate to the people you inspire to lead? It does cause one to pause!
For you history buffs, Linda also worked on a similar books about December 7, 1941 and September 11, 2001.
By the way. Linda is a wonderful author. Contact her about her tremendous experience writing books, employee manuals, brouchures, and much more by clicking here.
Labels: Books, Leadership, Motivation
¶ 7/24/2008 1 Comments Links to this post
New motivational methods
Having trouble motivating employees? Perhaps what you need are some new ways to effectively delegate work and reward accomplishments. Here are some new ideas that seem to have some merit – or do they?
Labels: Leadership
¶ 7/24/2008 0 Comments Links to this post
Friday, July 18, 2008
The dog and the slippers
Using a rolled up newspaper is extremely effective as a training device when used properly. For example, let’s say you are trying to train your puppy not to chew up household items. While watching television one night the young dog is lying at you feet chomping your footwear into an unrecognizable state.
Immediate action on your part is required to prevent future footwear chow-downs. Without hesitation grabbed the dog and the newspaper roll and begin hitting yourself over the head repeatedly sating, “I forgot to watch my pup!”
Life Lesson: When your employees do harmful things, many times you are the one responsible.
Using a rolled up newspaper is extremely effective as a training device when used properly. For example, let’s say you are trying to train your puppy not to chew up household items. While watching television one night the young dog is lying at you feet chomping your footwear into an unrecognizable state.Immediate action on your part is required to prevent future footwear chow-downs. Without hesitation grabbed the dog and the newspaper roll and begin hitting yourself over the head repeatedly sating, “I forgot to watch my pup!”
Life Lesson: When your employees do harmful things, many times you are the one responsible.
Labels: Anecdote, Leadership
¶ 7/18/2008 2 Comments Links to this post
Thursday, July 17, 2008
Motivating employees – the wrong way
Think it’s easy going from front-line employee to supervisor? A supervisor’s boot camp would be helpful. Otherwise you just might see results like we see in this video:
Labels: Leadership, Motivation
¶ 7/17/2008 0 Comments Links to this post
Friday, July 11, 2008
