Archive for the ‘ Responsibility ’ Category
Looking past the viral-oriented nature of this video, the main concept presented is critical for leadership. Thoughts, when attached to emotions other than sadness, generally have higher “infection” rates.
Thus, it is important to generate more emotion (hopefully positive and not anger-inducing) around messages that you want your direct reports to remember or share. It seems idea is lost at times in the data-driven world of today, where it’s more important to get across the numbers and metrics than it is to tell a story.
So communicate with feeling and generate positive emotions in your direct reports. Make the topic relevant to them. They will be more receptive to your messages and will remember them better. Let’s infect the world with the good germs to promote healthy thoughts.
Just don’t anger them… or you may end up on the wrong side of a thought germ!
We’ve started doing this accountability group around the office and it seems to be working. Recently, the boss man had this idea that if we put up our goals for everyone to see and kept each other in check for a 30-day challenge, the added accountability would help us stay committed to reach our goal. Our goal was to start with 10 pushups at the beginning of the month and increase that number by 1 every day. As a result, we decided to continue this trend, and now we are participating in a daily calorie challenge where we log our meals and maintain a certain caloric intake. As you can see, so far so good and we have included 4 cheat days as good measure. I’ll probably eat a whole bucket of churros on my first cheat day.
Taking this concept past a simple pushup or calorie contest, in my own experience and what much of the research has to say is this:
If you are on the first two teams, look for a trade or try to resolve the problem. None of these options are really that easy, but the latter option is probably the most feasible. Here’s what you need to know about accountability. Don’t be scared of it. If accountability is seen as negative and punitive in the office, do what you can to change that perspective for everyone. Put up a challenge for the various task goals that everyone has and create accountability for one another.
Here’s a distinction that you need to be aware of: there is a critical difference between “holding someone accountable” and “creating accountability” in your team. The first creates a culture of fear and brings potentially significant, negative connotations and impact. The second allows the team to be mutually invested in the success of oneself and others. Decide for yourself what environment you want to create in your office and see what outcomes you get as a result.
Please watch the following video:
Jennifer believed she could do anything as long as she put her mind to it. And the same is true for anyone else.
Are you facing a challenge that seems too difficult to overcome? Try thinking outside the box, or ask for a second opinion. But be persistent and remember that sometimes a few falls are necessary before you can fly.
So remove “can’t” from your vocabulary and motivate yourself to stick to it. You may surprise yourself with how much you can achieve!
Being promoted into your first management role can be both an exciting and scary experience. It shows that your employer trusts you to make decisions and lead others. However, it can also be a major shift in responsibility. People are going to look to you for direction, and it’s up to you to have the best possible answers for them.
While most people are told that they will have new responsibilities, there’s one crucial piece that tends to be left out of that promotion-prepared conversation: get ready to start the workload balancing act.
What I mean by that is most people assume that their focus on work shifts to people they lead when coming into a management position. While that’s true, that only paints half of the picture. You had your own individual tasks and projects you completed before this promotion, but now that you’re promoted, you’re individual task work doesn’t simply stop (though the focus of that individual work may shift). In fact, not only are you now responsible for your own workload, but you’re also responsible for the workload of those you lead.
It can be a major challenge when you have your direct reports coming to you needing direction, yet you’re in the middle of trying to complete a project with an impending deadline. How can you balance the needs of the two?
Finding the right balance between being available and completing your own work will always be a juggling act, and you may find yourself needing to adjust and readjust your boundaries depending on the needs of your work and the needs of your people.
Several years ago, someone posed the following challenge on a popular internet image board:
The goal was “get the delicious cake” and you had to draw your solution. No other rules were given.
One response showed the figure crawling through the spikes, while others used elements from pop culture to get the cake. For instance, Harry Potter magic spells, Star Wars lightsabers, and Super Mario warp pipes were all presented as solutions to this challenge. The following are a few of the more original and creative ways people attained the cake:
The lesson I took from this was that people can get very creative when presented with a problem and given the freedom to devise a solution.
As a leader, you may have goals you need to accomplish, but it is left up to you to determine how to accomplish those goals. With a little time and ingenuity, you can come up with many different and often surprising ways to achieve those goals, particularly when you have the help of others.
So how would you get to the delicious cake? Type your solution in the comments, or you can use your favorite image editor or an online one and post a visual of your solution.
lead·er·ship [lee-der-ship] noun
the position or function of a leader, a person who guides or directs a group: He managed to maintain his leadership of the party despite heavy opposition. Synonyms: administration, management, directorship, control, governorship, stewardship, hegemony.
From 1973 until 2000, one of America’s largest, and eventually global, courier delivery services, headquartered in Memphis, Tennessee, was called Federal Express. In January of 2000, Federal Express changed its name to FedEx Corporation and implemented one of the most successful re-branding campaigns in American history.
After the rebranding efforts took place, something even more significant than the shorter name and little arrow added between the “E” and the “X” began to evolve into a new idea. The word FedEx, became known, not just as a way to define a company, but as something you do as a critical part of your business. “I need you to FedEx me the product tomorrow.” “I’ll FedEx that to you right away.”
FedEx evolved from a being a noun into a verb!
The same thing is happening to the idea of leadership. For the past 50 years, the leadership development industry has exploded into a multi-billion dollar industry because companies around the world are realizing the competitive advantage to having a strong leadership strategy.
“Leadership has been an over-used word, in which some people think of it as a person or a thing. It’s not thing. It’s action, or a series of actions you do with people.” Taking a long, slow sip of his coffee, he leaned toward me and proclaimed, “Leadership is a verb!”
When you think of the word leading, you have to consider that it means doing something. It means moving an idea, project, or a dream from one place to a higher place—through the shadows and the conflicts and into the light and consumption of meaning and purpose.
It takes action to effectively move a package from Memphis, Tennessee, to Grover’s Corner, New Hampshire, where a little boy or little girl eagerly open a package to discover something magical, something that will bring a smile to their face. Great organizations, whether it’s a global company serving millions of people or it’s the little pizza shop down on the corner, move their people from knowing what a good job looks like to doing a good job consistently, task by task, with passion and excellence.
Great organizations are dedicated to developing more than just leaders; they are dedicated to developing people who lead! Great leaders are defined by what they do, not by what they know.
About the Author:
Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is Co Producer and Director of Stepping Up to Leadership with Scott Blanchard, at lynda.com.