Archive for the ‘ Vision ’ Category

Top 5 Things People Don’t Know About Virtual Workers

The Leaders Guide to Mediocrity—Less Than a Million Ways to Maintain the Status Quo

“Proceed with caution in the direction of your hopes, and live safely, the life have.” —Hank Dave Locke

Mediocre is a good. Moderate quality is ok. “Average is the norm,” as Yogi Berra might say.

300x300Today’s world is complicated—every segment of society is continually changing and very little seems to be certain anymore, like it was two hundred years ago. No amount strategy, planning, or consulting can change this reality.

The great challenge for today’s leader at work, in sports, at home, or in academia, is to help everyone just hold on through the chaos and hope that things turn out for the good. We need to lower our expectations on what “greatness” really is. Our primary focus as leaders today is to maintain the status quo and not allow innovation, excellence, or a utopian idea of high-performance disrupt people from allowing people to get their job done the way they always have—for the most part.

The following are a host (who really counts how many points there are in articles like this anymore?) of ideas, or habits, or secrets, that will help leaders around the world avoid the stress caused by the quest for “higher levels” of performance and help maintain the status quo within your spheres of influence—if you have any.

Don’t Have a Vision

Visions are nothing more than “pie in the sky” dreams about the way things should be, not the way things really are. Having a vision for your organization only stresses people out and puts too high of expectations on them—expectations that are impossible to live up to in the end. And besides everybody forgets the vision after the town hall meeting anyway. So leaders need to save everyone the stress—don’t create a vision.

Don’t Set GoalsIMG_0517

Like vision, goals are a big stress in any area of life. People don’t need really need goals; it only sets you up for failure and disappointment. People come to work and know what they’re supposed to do and should be left alone to get it done—they don’t need a goal to tell them what they need to do. Without the stress of goals we don’t have to plan our week or take time every day to think about our activities we need to do. Without the burden of goals, people are free to just get straight to working—on something!

Don’t Give Feedback—And Never Ever Ask for Feedback

Feedback is just an illusion. It’s just someone else’s perception. By offering feedback you’re suggesting that something could be actually done a certain way—that’s pretty judgmental if you think about it. The reality is that everybody has their own way about going about doing things. By giving feedback to someone you’re know judging them, you’re insinuating that things could be done even better, and this is very disruptive to an organization—especially when you give feedback to someone that’s been leading people for 20 or more years. By asking for feedback you’re insinuating that someone knows how to do it better than you. That’s a no-no. You’ll look like a fool and people may begin to think that you don’t know how to do your job if you ask for feedback

Don’t Listen

There’s only so much time in a day that you can sit around and listen to people’s complaints and problems. A leader that wants to maintain the
status quo and promote mediocrity, keep things flowing, should have no part of listening to somebody else’s challenges concerns or feedback. Time is of the
essence so don’t waste time listening to people’s concerns, and they’ll figure it out on their own—probably.

Don’t Solve Problems—Today

Like listening, problem-solving is another big waste of time. Problems exist, they always will, so what’s the point of trying to solve a problem when the reality is there will be 10 more, at least, that will spring up the next day. And if you really must try to solve a problem, sometimes you do, than the best strategy is to put it off until tomorrow. An average leader instinctively knows that today is all we have, and today’s troubles will take care of themselves; tomorrow.

Don’t Measure Performance

Yardstick-500x375Our society is beginning to understand this at a youth sports level—it’s time to understand this at a corporate level. If you hand out trophies and reward people for a “excellent” performance, what does that say to the rest of the organization? Measuring performance is just another way to discourage those who want to show up and work and just collect a paycheck. It’s another way to create distrust of the executives. Remember, your mission is to help your people survive, it’s not up to you to help them thrive—making the “scoreboard” irrelevant.

Feed Them Coffee and Donuts

This is a no brainer. Pavlov proved long ago that food, and now today, coffee, is a real good way to keep people satisfied. As long as people can come to work and know that donuts and coffee will be available, they will keep showing up. Sure it didn’t really work out with the orca whales at that Entertainment Park, but then again people aren’t really whales—food defiantly will satisfy humans. It’s not that complicated.

Which brings us full circle. Today’s leaders need to provide a safe environment with moderate expectations. The primary purpose of leadership is to help people survive and get through life in one piece—and enjoy the weekend. Leaders who follow these simple guiding principles will more than likely produce a culture of mediocrity and maintain a steady balance and certainty in an otherwise uncertain world.

Jason Diamond Arnold is a leadership consultant for 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 works with Fortune 500 Companies, Small Business, and Start Ups developing Performance Intelligence strategies that are linked to research based, leadership development curriculums and cutting edge application software.

5 Things People Do To Look Really, Really Busy

Who drives your career?

1-driving-career_V3I had an interesting question asked in my master’s degree this week. How much responsibility should a company take in managing their employee’s  careers? In an ever changing society, where people are now wanting careers and not just a job it’s important for managers to help their employees grow,  but should they be the driver?

Quast (2014) looks at the research by Phoenix University and EdAssist. 71% of employees say that employers should provide job opportunities and  career paths; whilst 85% of employers say it’s the employee’s responsibility to identify job opportunities and career paths. This lack of alignment can cause huge problems. Employees & employers need to have open discussions around desires and expectations.

I personally think you need to drive your own career, with a manager’s support. Below are a couple of steps you might find useful to help drive your career.

Step 1 – What do you Want?

First of all what makes you tick? Where do you want to be heading? Only you can decide what career you want. This is probably the toughest question of all. Sit down one weekend and just map out in your ideal world what you would be doing, what would the role look like and how you can get there.

Step 2 – Tell People What you Want, Find out Options

You’re not alone if you are nervous or uncomfortable about talking to your manager about career progression – 44.8% of UK workers feel the same! If you have a good manager they will understand and want to help you achieve your goals. Talking about career progression isn’t having all the answers now, but knowing that you are growing and moving in the right direction. A company needs to support you in this if they want to keep hold of you. If your manager is aware of what you are thinking, they can look out for opportunities when having meetings with other managers.

Step 3 – Keep on Track

It’s so easy to go off track!  Make sure you put your goals around growth and progression into your quarterly performance appraisal.  This will help you stay on track, and help communication around your career aspirations.

Got Skills?

One summer afternoon, on the way to his favorite fishing hole, my grandfather took a short rest in the middle of a field behind house. He gazed upon his modest crop of corn that he had planted earlier in the spring as if he were Cortez, first looking upon the Pacific Ocean.

“You ain’t a man unless you own some land,” he spoke softly, as if it were a proclamation to the heavens, rather than an attempt to impart wisdom to his grandson.

Intellectual PropertyIntellectual Property

It wasn’t until recently when I heard a colleague and friend of mine, Dana Robinson, a professor of law at the University of San Diego School of Law and author of several learning courses at, talk about a new form of equity in our knowledge based economy—Intellectual Property.

“You probably know something about personal property. Your house or the things you probably have in your house. These are tangible things. That’s how we think of property in most cases, but what about intangible property? What about the things that are invisible that we want to consider property? We call those things “intellectual property.”

(See Dana Robinson’s course on Intellectual Property Law at

For generations, like my grandfather’s, land ownership was a significant and tangible asset to either provide or supplement a means to a living for much of the world. To this day, owning a home or physical property is still a valuable economic resource for individuals and families. But over the past quarter century, technology has pushed the light of the dawning knowledge revolution high into sky, dramatically shifting precious resources from the fertile fields of physical property, to the wellspring that reside in the minds of individuals throughout every level of today’s workforce—intellectual property.

40 years ago, the typical American company had about 20% of its assets in intellectual property or intangible assets. Today that number is more like 80%. Leveraging the 80% of today’s intangible assets within an organization is as great of a challenge as it is an opportunity for leaders and individuals.skills_cloud

Knowledge into Action

But intellectual property is not just about knowledge, it’s about how organizations and individuals leverage corporate and employee knowledge into action as a means to create revenue. If the acquisition of by LinkedIn last week (LinkedIn to Buy , NY Times) did not send sock waves through the business world last week from the sheer numbers, 1.5 Billion, than the fact that LinkedIn is preparing to transcend beyond the FaceBook of business and a real time resume resource, into becoming the leading provider of real time skills to polish up your LinkedIn profile, than you’re not paying attention to how the world of business is changing.

Gone are the days when executive leaders can simply make a decision and pass it down the chain of command for implementation. Gone are the days where you punch a clock, push some buttons, pull some levers and the company generates revenue like a well-oiled machine. And even perhaps more importantly, gone are the days when we hire and retain employees based solely on where they received their degree, or the level they attainted at a university, or the years of experience they have in the workplace—but rather how they can turn their theoretical knowledge from the halls of academia or years of experience into action through demonstrated real time skills that cultivate tangible assets for today’s knowledge economy.

Skills are the New Currency

In today’s highly technical job market, skills are quickly becoming the new currency for new hire selection and on the job performance. Mastery of job skills is more critical to personal and organizational success than degrees and certificates. The right set skills matched to the right job function is the difference between excellence and mediocrity in today’s workforce. Skills are the new currency of today’s workforce.

Perhaps while on the way to the local fishing hole this summer, I’ll take a rest with my son, pull out my iPhone, and open up my LinkedIn profile and look toward the sky’s and proclaim, “You can’t pay the bills unless you got the skills,” as he shakes his head at me with displeasure.

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. 


Infectious Thought Germs Will Anger You

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!

5 Simple Leadership Lessons I Learned from Ken Blanchard

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.

Don Shula, Jason Diamond Arnold, Ken Blanchard

Don Shula, Jason Diamond Arnold, Ken Blanchard

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.


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