- The Essential Ken Blanchard Collection - eBook
- All collections · jourmauwaressee.ml
- A-Board historical photograph collection, 1817-1984
A leader at any level can implement these ideas to drive results. A great learning tool. To succeed, you need everyone on your team all in ; you need a culture of belief.
A high performing culture is characterized by people that are engaged, enabled and energized. Great men are almost always bad men. In a study by Adam Galinsky and others, they found that when people where power primed—temporarily made to feel powerful—they demonstrated a reduced tendency to comprehend how others see, think, and feel as compared with those that were primed with low power.
They relied too heavily on their own vantage points and demonstrated less accuracy when assessing the emotions and thoughts of others. The possession of power or even the feeling of power tends to very quickly change how we think. Our ego can quickly blind us to reality—self-deception sets in very quickly.
The Essential Ken Blanchard Collection - eBook
We lose self-awareness and therefore our sense of the impact we are having on others. We would do well to remember the Stripes Rule. He cautioned me not to let the job go to my head because when I take the coat off, I will just be a person like any other. Power, it seems, can easily become a handicap and not a blessing to leading well. But it often comes with the territory.
Very soon after we become aware of our own power, our thoughts begin to turn inward and we lose touch with those we are to serve. Power becomes a barrier reducing our ability to lead properly. Awareness of this fact is the first step toward managing it. There will always be drama. Complaints, excuses, and regrets only serve to keep the drama alive. So, says Chism, when you experience drama you need to ask yourself three questions:. Too often this is where we get stuck. Our focus has shifted because we became confused about our number one priority.
Sometimes we create drama because we want something on our terms. Chism relates a clarifying example of this with the recently divorced Joe who is having visitation issues with his ex-wife Patty. Yes, you can fight that battle, if winning a battle is what you want. Are you willing to drive to Illinois several times a year and spend quality time with your kids, even if Patty does nothing more than cooperate?
Joe will struggle if that is his motive or intention. If he is able to let go of distractions and not get stuck on the rocks that lie between him and his final goal. Do you see that while this kind of clarity may not change all the drama, it will give you peace and free up your energy for more productive endeavors? This kind of dynamic plays out every day in our business and personal lives.
All collections · jourmauwaressee.ml
When we are not clear about what we want, what our values are, what we are committed to, it is easy to lose our focus, to drift off course. Chism has written a good-natured and practical book that will change your thinking and in the process help you to control the drama in both your personal and professional life. Chism suggests asking the following questions:. What are my top 10 principle-based values? What areas of my life or business are in the fog?
What are some of the distractions that take me off course? Where do I get stuck? Where can I improve as a leader? What drama do I see on a daily basis in the workplace? What drama do I see in my personal life?
Where am I avoiding or procrastinating? Given a choice between reality and our version of it, we are inclined to choose the latter. It is a central tendency of human beings. The result is drama, not peace. In Reality-Based Leadership , Wakeman presents a much-needed wake-up call. We can ditch the drama by getting in touch with what is. Quit making up stories. Quit arguing with reality. Ditching the stories that are causing us stress. This is easier said than done.
A-Board historical photograph collection, 1817-1984
Interwoven in our stories are our egos, insecurities, and identities. They make us look better. They place the blame somewhere south of us. But letting go of our stories is not always easy as we have a lot invested in them. Too often our criticism is about setting us apart from others and not about helping them. It says a lot more about us than it does those it is directed towards. What if he just dropped that whole story and simply responded to reality directly?
The phone rings? Answer it. The team ask a question? Answer it, or teach them where to find the answer. The team share what worked in the past? Listen and lead them into the future. The team requests some time with the leader? Engage with them—lead! When Steve began to lead the team rather than judge and criticize, the team began to change for the better.
Do you see any applications in what you and involved in? The minute you start judging is the very minute you quit leading, serving and adding value. Wakeman suggests that when you get off-track:.
Do a reality check. Get clear about motives. Seek to be successful rather than right.
Is it about you? Be the change. Practice those virtues that you have determined to be lacking in others. See others through a lens of love and respect—not anger and fear.
When faced with those whose personalities are different from ours, or whose behaviors have reached a stress-induced inappropriateness, work to see through those behaviors and identify their needs or goals. When you sense that conflict is getting personal, be prepared to return to a professional perspective by asking your team to clarify the overreaching goal of their work together.
What stories are you telling yourself that cause you to operate in your own world? While it may be cognitively economical, it is costing you far more in every other area. Most of us are not in a position to implement sweeping change by the wave of our hand. And some of us are in a counterproductive culture where sticking your head up is a good way to get it knocked off. But we can learn to do what we can, with what we have, from where we are.
It means that we must learn the art of leading from the middle—from among rather than from in front. And if we are honest, in most contexts, we find ourselves leading from the middle.