Archive for the ‘ Servant Leadership ’ Category
We’re doing something a little different this week.
Instead of a written post, Gus Jaramillo and I collaborated on a video post as part of the Leadership Quote vlog series. Subscribe for future videos!
When I first entered the workforce 15 years ago, I had the great honor of working directly with best-selling business book author Ken Blanchard. At the time, I had little knowledge of his work or his reputation as one of the most influential thought leaders in the business world. I knew even less about his numerous best-selling business books, including one of the most successful business books of all time, The One Minute Manager.
Shortly after working with Ken on book endorsements, and helping him organize and publish The Little Book of Coaching with Don Shula, I quickly came to realize how worthy Dr. Blanchard was of his celebrity status. Ken Blanchard has a way of making you feel like you’re the most important person in the room, whether you are one-on-one with him in his office or a captivated member of a 5000-person audience. Ken is one of the most down-to-earth and compassionate people I have ever met.
This January, I graduated from the Ken Blanchard Companies, taking with me a wealth of knowledge and experience applicable to my own leadership development and media firm. There are five key leadership and career principals I learned from working with Ken Blanchard during my 15-year apprenticeship with the company that bears his name and helped start a leadership revolution.
“Take a minute to set goals.”
Not only is goal setting the first secret in The One Minute Manager, it is also the first skill of one the world’s most influential leadership models, Situational Leadership II. Most leaders and individuals have goals set in their minds, but few leaders and individual contributors actually write those goals down and actively use them to manage performance. Ken often quotes fondly the enigmatic Cheshire cat from Alice in Wonderland: “If you don’t know where you’re going, any road will get you there.” Goal Setting is a foundational business skill, whether you are a leader of others or a self-led leader. Setting clear outcomes makes your path more certain and productive.
“Catch people doing things right.”
If one lasting legacy of Ken Blanchard will be passed on for generations, it will be the practice of catching people doing things right. We all have a tendency to focus on the negative—to point out what’s going wrong rather than what’s working well and thus making the adjustments to improve. Great leaders build upon others’ strengths. They lift up and encourage the people they’re trying to influence toward peak performance. Once people have goals set and desired outcomes determined, the leader’s role is to encourage them to achieve those goals—not micromanage them by emphasizing the details of their shortcomings and failures on the path to achieving those goals.
“Feedback is the breakfast of champions.”
The best way to encourage others is by praising or redirecting toward the desired outcomes. Feedback is the conduit through which we provide the praise or redirection necessary on the path to excellence. Most leaders don’t think of feedback as a skill, but studies highlight the importance of effective feedback in motivating and building trust in the people you’re trying to influence. Great leaders understand how to give effective feedback. Excellent individuals learn how to seek feedback from leaders and anyone that can help them advances their goals.
“None of us is as smart as all of us.”
There is perhaps no greater truth in today’s knowledge-based workforce than the wisdom of the crowd. When people try to solve problems on their own, go Lone Wolf on tasks and goals, or keep acting as the gatekeepers of knowledge, they not only disrupt the outcomes of projects critical to organizational success, they isolate themselves from real solutions and the support of others. Great leaders seek wise counsel and seek input by empowering people to create solutions to everyday business challenges and employ strategic initiatives. Today’s most influential leaders and successful individual contributors understand the importance of collaborating with others for organizational and personal excellence.
“Humility isn’t thinking less of yourself, it’s thinking of yourself less.”
This is one of the most influential concepts I learned from Ken Blanchard. People often think of themselves too highly or, conversely, suffer from low self-esteem. Being humble may be more about a person’s attitude than an actual skill, but people who think about themselves less and focus on the needs of others often build trust and have a greater influence on the people they lead. Humility is not as difficult as it seems when you have a healthy self-awareness of your place in the world at large. Not only is humility a great character attribute, it’s a powerful leadership concept that will elevate the success of your team and your career.
Thank You, Ken Blanchard
The lessons I learned from Ken Blanchard are worth more than a Ph.D. in leadership. These five Key Leadership Lessons are valuable life skills that, if embraced, will guide you on your own journey toward professional and personal excellence. Whether you are serving clients through your own company or within the organization that employees you, clear direction, positive praise, consistent feedback, collaboration with others, and humility will all go a long way to ensure lasting success in all your endeavors. Ken Blanchard is a thought leader in the business world because he has learned to tap into the timeless truths that have inspired people to flourish throughout human history. I hope you will consider these five simple truths this day as you engage in your daily tasks and interactions with others.
Jason Diamond Arnold is a Leadership Consultant for The Ken Blanchard Companies and Cofounder of DiamondHawk Leadership & Media. He is Coauthor of Situational Self Leadership in Action, a powerful learning experience designed to help individual contributors to excel at work and in their career through critical leadership and business skills.
“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us…”
The opening lines of Charles Dickens, A Tale of Two Cities, hints at the central tension throughout the classic novel—the growing struggle between a thriving and oppressed society. The tension between two worlds of existence builds throughout the story and leads to the dawn of the French Revolution.
A familiar narrative is playing out in today’s workplace and society—the growing tension between good leadership and bad leadership. Organizations around the world are either thriving or struggling under the effective, or ineffective, leadership at all levels of an organization.
While delivering a recent virtual presentation to individual contributors and managers from diverse locations that spanned from the United States to the United Kingdom, Nigeria, and Iran, I asked participants to consider two scenarios during their careers. “Consider a time when it was the best of times at work. Then consider a season where you’ve experienced the worst of times at work.”
During the Best of Times at work participants described an environment where they felt energized by going to work. They were alive and thriving. Individuals were empowered to bring their best ideas to the table of collaboration in an open and trustworthy environment. Conflicts were resolved with fairness and efficiency. They felt as if their personal goals and responsibilities where aligned with that of the organization.
During the Worst of Times, the list grew longer and darker. Participants described a workplace that was stressful and frightening. People were not open to collaborating or sharing new ideas out of fear for being reprimanded or dismissed, or even the threat of loosing their jobs. Conflicts went unresolved, and in some instances, escalated to threats and bullying by other employees, managers, and executives.
No matter what the circumstances were, or the country or culture they experienced in, the environment was unanimously driven by the presence, or lack there of, good leadership.
Effective leadership is the most critical asset in the health and happiness of an organization, family, community, nation, or organization. Though organizations may be thriving finically, or having an amazing mission, the most important factor in sustained and meaningful success is founded on the way the leaders act and behave, in public and through interpersonal relationships at every level of the organization they are leading.
How would you describe your work environment today? Is it the Best of Times for you at work? Is it the Worst of Times? Are you leading and being led in the most effective manner that leads to personal and organizational health and happiness? The best of times at work are created when people at every level of the organization are committed to learning, growing, and living effective leadership behaviors.
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 also passionate about developing leadership in youth through The Blanchard Institute, a youth leadership development program that teaches core leadership concepts to young people all around the world.
Have you ever become so engrossed in a fun task that you lost track of time? Then you’ve experienced the concept of flow. Developed by Mihaly Csikszentmihalyi, it describes the state of mind when you reach the perfect combination of task challenge and personal skill:
Click the image below for a simple demonstration of flow (use the mouse to move and remember to return when you’re finished):
The creator of this simple game used Csikszentmihalyi’s concept of flow to develop the game elements. Since you can decide when to move further, you are always in control of both the level of challenge and skill, meaning you can always keep yourself in a state of flow.
Now think about your direct reports and their tasks. Are they in a state of flow? If not, is it due to the task being too difficult, or the direct reports not having high enough skills? Or perhaps the challenge isn’t increasing proportionately with their skills? And think about your own tasks. Are you in a state of flow? Why or why not? What can you do to improve your workplace and encourage more flow?
It’s clear that employees can become more engaged and productive, while constantly developing and growing, by applying this simple model to the workplace. So the next time you’re at work, try adjusting the level of challenge to match the level of skill. You might be surprised to find how much fun you can have while in flow!
Image Credit: 1
“Why don’t you and I go get some lunch to connect?” Raise your hand if you’ve ever heard that from your manager. Ok, put your hand down before they see what you are reading. Plus, that guy in IT might think you’re waving him down to get in for the weekly donut rotation.
I have never been a real fan of “reconnecting” over lunch or any other median, really. It’s superficial, a little pretentious, and a lot of wasted emotion.
Here’s three good ways to stay connected with your direct reports: