We All Have Something Significant Yet To Do……

We All Have Something Significant Yet To Do……
I’ve always had a strong thirst for knowledge, especially when it comes to methods for creating a successful work environment. For me, the value of learning from my triumphs and tribulations is translated into my ability to share what I’ve experienced with others, empowering them to become stronger leaders. Serving as the head of a company and family simultaneously can add extra challenges and difficulties, reinforcing the necessity of refining our skills to combat challenges and achieve success. Here is my advice for leaders.
• Do what you say you’re going to do. Organizations don’t pay much attention to what we say; organizations pay intense attention to what we do and the examples we set, particularly if the actions are inconsistent with the words. Any inconsistency is corrosive. I hear what you say; I read what you write; I believe what you do.

• Be competent and act with integrity. (I mean integrity in the broadest sense of the word to include team play and respect shown to subordinates.)

• Have high self-esteem/self-worth. Having a strong sense of self-worth allows leaders to accept failures and criticism without being so egotistical and hubristic that they are not open to others’ opinions. I’ve heard it said that good leaders’ levels of self-confidence are slightly higher than what is justified by the facts, but that’s what keeps them confident in adverse situations.

• Move forward. Good leaders are not afraid to act with a sense of urgency. They pay attention to the details (not by micromanaging but by taking the occasional deep dive to test what they’re hearing).

• Good judgment comes from healthy learning moments. Leaders exercise good judgment, which is usually a result of learning from mistakes. Successes normally don’t bring with them the introspection that mistakes do. Good judgment comes from experience—good and bad.

• Be connected, aware, and always tuned in. Leaders are particularly tuned in to the people around them and to subtle behavioral clues. They can read a room well, listen well, and have a high EQ! (This is akin to a good sixth sense about how to act in foreign cultures.)

• Value the gift of contrarians and resistors. Good leaders don’t like yes men and sycophants. They are not afraid of surrounding themselves with strong people.

• Be a leader of hope. Leaders of hope have a philosophy of “this too will pass”. They maintain their people’s passion, exercise patience against panic, and cultivate a sense of calm.

• Involve the people. The best ideas and greatest support will come when people are involved and contributing. In the end, every decision will be made by you, the leader, and an informed decision means keeping your team involved.

• Always stay in servant leadership mode. Remember leaders are there to serve: the shepherd is there on behalf of the sheep, not the other way around.

• Practice these good leadership traits with modesty—note that when carried to excess, these qualities can be fatal to your role as leader.
May you always find new roads to travel, new horizons to explore, and new dreams to call your own. Life is about memories, so as a leader make new positive memories. Lastly, my final reflection on being a leader is to believe in yourself, never give up and take one day at a time.


Tough not Rough

Thanks Stan Sewitch for sharing....
“Tough, not rough.”
“What do you mean by that?” I asked Garry Ridge, CEO of WD-40 Company. We were talking about leadership development, conflict resolution methods and the challenge of balancing a tough mind with a tender heart.
“Well, think about some of the better teachers you had growing up,” Garry replied. “The ones you remember aren’t the teachers who let you get away with murder, right? You remember the teachers who both challenged you to do better, and simultaneously demonstrated that they truly cared about you.”
“Being tough on someone means that you invest the truth in them. You tell them what is hard for them to hear, but they need to hear it, for their own good. You don’t let them off the hook when they are failing to live up to their own commitments. You show that you want the best for them and that you care enough to spend time helping them. You encourage them.”
“That’s a good definition of what used to be called ‘tough love’, isn’t it?” I said. “What’s the difference between ‘tough’ and ‘rough’ then?”
Garry replied, “Being rough on someone means that you don’t care how what you’re saying affects them. You are hurtful and mean in your communication. You don’t encourage them, you only describe what they are doing wrong. You focus on how what they are doing or not doing is negatively affecting you. You worry mostly about how their performance affects your reputation and potential for advancement. You take no responsibility for how they are doing. You demand that they improve, but you don’t show them how or help them get there.
“Being tough on someone is about helping them. Being rough on someone is about helping yourself.” Garry concluded.


When you finally get it

A time comes in your life when you finally get it... when in the midst of everything, you stop dead in your tracks and somewhere the voice inside your head cries out - ENOUGH! And you come to the realization that you deserve to be treated with love, kindness, sensitivity and respect and you won't settle for less.
And you learn that your body really is your temple to take care of.
You learn that anything worth achieving is worth working for and that wishing for something to happen is different from working toward making it happen.
You learn that negative feelings such as anger, envy and resentment must be understood and redirected or they will suffocate the life out of you and poison the universe that surrounds you.
You learn to admit when you are wrong and to build bridges instead of walls.
You learn to be thankful and to take comfort in many of the simple things we take for granted.
You awaken to the fact that you are not perfect and that not everyone will always love, appreciate or approve of who or what you are ... and that's OK. They are entitled to their own views and opinions.
You learn that people don't always say what they mean or mean what they say and that not everyone will always be there for you and that it is not always about you. And you learn that it is truly in giving that we receive.
It's all about the journey in life... What you may feel you lack in one regard, may be more than compensated for in another.
What you feel you lack in the present, may become one of your strengths in the future.
May you see your future as one filled with promise and possibility.
Learn to view everything as a worthwhile experience.
You acknowledge that you will not get off this planet alive so the memories you make & leave are all that matters.
“Every person passing through this life will unknowingly leave something and take something away. Most of this “something” cannot be seen or heard or numbered or scientifically detected or counted. It’s what we leave in the minds of other people and what they leave in ours. Memory. The census doesn’t count it. Nothing counts without it.” ― Robert Fulghum,  
All I Really Need to Know I Learned in Kindergarten


Helping People Win at Work

Helping People Win at Work

A Business Philosophy Called '"Don't Mark My Paper, Help Me Get an A'"
by Ken Blanchard & Garry Ridge

Exploring a True Win/Win for Leaders

Most performance review systems and classroom grading models are based on a normal distribution or bell curve. When plotted on graph paper, this curve resembles the shape of a bell with a bulging middle that’s tapered on both ends or “tails.” This shape represents the majority of individual performers who cluster around the middle of the “bell” with select higher and lower performers scattered in its respective tails.

Grading on the curve forces evaluators to assign rankings in a highest-to-lowest order measured against the entire data set, which may seem fair at first. But is it really? This is the question raised in Ken Blanchard’s latest book Helping People Win at Work. Blanchard postulates that the generally-accepted performance review process is flawed.

Hiring Winners –– Evaluating ‘Losers’

Early on, Blanchard effectively undermines the performance review model of force ranking employees when he asks managers during his live seminars, “How many of you go out and hire losers so that you can fill the low [evaluation] slots?” The absurdity of the question generates laughs because his managerial audiences strive to hire the best performers with solid track records or potential winners who can thrive with appropriate coaching.

Blanchard goes even further when he discusses his years as a college professor. During his tenure he would give students a copy of the final exam during the first week of class. He would then spend the entire course helping them develop answers for those questions ––virtually ensuring every student earned an “A” grade.

This unorthodox approach evoked criticism and disbelief from fellow faculty, but Blanchard believed it helped his students learn in a positive, constructive manner.

Most of the remainder of the book, co-authored by Garry Ridge, CEO of the WD-40 Company, which makes a line of consumer packaged goods, is comprised of Ridge’s musings and the application of Blanchard’s leadership principles within the WD-40 Company.

In fact, Ridge discusses a key learning moment shortly after he took over as CEO that shaped his leadership outlook.

He was at a London hotel relaxing in shorts and a t-shirt after nearly 48 straight hours of meetings and travel. At which point, the hotel fire alarms started going off. As a frequent traveler, Ridge relied on past experience, assuming that after a few minutes the alarms would stop and be followed by an apologetic announcement for the disruption over the hotel loud speakers. That didn’t happen. This time the threat was real and hotel security evacuated all guests—including the underdressed Ridge—out into the cold air.

Ridge writes that he was unprepared for this outcome because he chose to ignore the alarm and rely on past assumptions, which then leads him to ask the reader, “Which alarms in your own life are you choosing to ignore?”

This refreshing style characterizes Ridge’s discussion of how he implemented a performance review system at his company called “Don’t Grade My Paper, Help Me Get an ‘A’,” which was based on Blanchard’s teaching philosophy. Ridge states how his organization’s employee evaluation program strives to promote a sense of belonging, caring candor, continual learning and dogged persistence, as well as willingness to attempt risk in the face of failure.

Ridge attributes the successful adoption of these principles to his company’s impressive sales growth from $100 million to $339 million since the program’s inception.

For Whom the Bell-Curve Tolls

Blanchard returns in the final section of the book to outline “12 Simple Truths” gleaned from his own previous writings and Ridge’s experience leading the WD-40 Company. These truths comprise varying conceptual combinations of performance planning, proactive coaching, respectful dialogue, positive reinforcement and situational leadership.

This is the first book in Blanchard’s Leading at a Higher Level series. Each installment will explore a complex leadership issue within a single organization.

It’s evident the insights in his premier effort seem to sound the death knell for traditional, bell-curve-based performance reviews.



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