11.13.2008

Innovative: The Magic of SNL

Weekend Edition is an ongoing skit on Saturday Night Live. The process that the writers go through to create the jokes that make it on the short bit teaches a quick lesson on finding creative ideas and solutions.

1. Each week, the three main SNL writers create 800 jokes for Weekend Edition. 800.

2. The head writer (Seth Meyers) for SNL then whittles that list down to 200ish that he thinks are W.E. Worthy.

3. Lorne Michaels, the head guy at SNL, then chops that down to 18-20 jokes that actually make the cut.

To get to 20 working lines, they have to come up with 40 times that many. So, next time you either think you can't find an answer or need a more creative idea, look a little harder.


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11.10.2008

Skill Assessment: The New Three Giant Jumps




I had the ultra-cool experience of keynoting the Oklahoma Association of Student Councils State Conference this morning in the beautiful Performing Arts Center on campus in Jenks, Oklahoma. PDC Productions out of Norman, Oklahoma provided the Audio/Visual support and did a great job. The 1,500 student council officers and members provided the energy and we had a powerful 45-minutes.


I put together a new "3 Giant Jumps" message for the program and here they are...


[Programming Note - The 3 Giant Jumps speaks to three big moves good student leaders need to make to become great student leaders.]


Jump #1 - Go from Concerned to Consumed


Good leaders are concerned with being a leader and everything that goes along with it. Great leaders are absolutely consumed with it. They constantly think about how they can serve others, make things better, create greatness, etc. This consumed attitude allows great leaders to create amazing things that lead to remarkable results.


Jump #2 - Go from "I am" to "I create"


Good leaders know who they are. They are very self-aware. They have a ton of language for how they are built. Great leaders not only know who they are, they also intimately know what they create. Not only do they know what they create, they also place a good amount of their identity on what they create. They are consumed with creating value, making things happen and leaving a legacy.


Jump #3 - Go from an Obligation to a Privilege


Good leaders feel obligated to lead. They take responsibility for not only the conditions of their own life, but for the conditions of those around them. Great leaders don't just see their leadership duties as an obligation (something they have to do), they see them as a privilege (something they get to do). This mindset creates a greater enthusiasm and a stronger commitment towards the responsibility of leadership. Great leaders view their work as a joy, not as a job.

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10.30.2008

Fostering Relationships: Celebrate Those Around You

No matter how you feel about your friends, peers, co-workers, family members, etc., celebrate them when they achieve or are recognized in public. When you lift up people close to you, you not only make them feel great, you also give them permission to lift you up.

You also communicate a healthy self-respect and that you are a person of character when you are seen celebrating others from your home town, home state, school, organization or place of business.



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10.29.2008

Wise Judgment: Making Complex Decisions (like who to vote for next week)

Wise Judgment: Making Complex Decisions (like who to vote for next week)

The act of deciding where to put your mark for President is an example of a complex decision filled with heavy emotional and intellectual triggers.  Its complexity overwhelms voters with pros and cons, misinformation, deep affiliations, peer pressures, gray areas and politically-motivated advice coming from everywhere.

It is a decision that is so complex many voters place their mark based on the simplest factor that is the easiest to understand (and defend) and aligns with their personal world view.  Here are some examples....

I will vote for John McCain because....

- He's Republican (so am I)
- His VP is a woman (so am I)
- He is war Veteran (we are a country at war)
- He will run a bipartisan administration (he has been a political maverick his entire career and I hate partisan politics)

I will vote for Barack Obama because....

- He's a Democrat (so am I)
- He is black (so am I)
- He says he will change things (I need change)
- He is a smooth talker and looks good on TV (that correlates to impressive and competent to me)

People who say it is crazy to decide a U.S. President based primarily on one of these basic factors are ignoring this dynamic - when people are faced with a complex choice, many times they will base their decision on the simplest metric.

Remember this truth the next time you are called to make a complex decision or are trying to get others to make one.

10.24.2008

Goal Processing: Time Management PowerPoint

Click here to download the It's A Breeze Time Management PowerPoint from today's seminar at Great Plains Technology Center.

Click here to download David Allen's Outlook Rule PDF.

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10.21.2008

Masterful Communication: Technology Tips Slideshow

Oklahoma FCCLA Technology Techniques October 2008

From: rhettdean, 1 hour ago





A brief slide show with tips and tricks for Oklahoma FCCLA Advisors. Includes PowerPoint, Stock photos, iTunes playlists, and more.


SlideShare Link


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10.20.2008

Fostering Relationships: Resolution Pyramid

(This post includes content from Associate Speaker, Kelly Barnes...)

Working in a team environment can be a stressful situation. Conflicts arise. Tempers flair. Disagreements happen. The most cohesive teams don't agree all the time. They simply know how to resolve disagreements effectively.

Step 1: Speed. When you are experiencing a riff with a team members, get it resolved as quickly as possible.

Step 2: Process. How you go about resolving the riff is critical to maintaining team trust. Disagreements can keep from growing into major blowouts if you follow the lessons from the Resolution Pyramid below...



1
The top of the pyramid is you internally resolving any small issues you might have with a team member. Certain issues that you have with other team members need to just stay with you and need to be let go. You are not always going to agree with everyone, but that doesn't mean you have to make an issue out of every disagreement.

If you do need to talk it out, the top level is about you getting your side of the story mapped out before you talk to the other person. Get a firm understanding of how you feel, think about why you feel that way, and consider how your feelings are affecting how you think about the disagreement. In any disagreement, there is both emotions and logic involved. Many times sound logic can't be heard because the emotions are speaking so loudly. Giving yourself time to think about your emotions can help balance out this equation.

1 - 1
The second level is where the rubber meets the road. It is you privately approaching the person you need to have a difficult conversation with. This session starts with you asking questions and listening to learn. You are learning their perspective, their opinions and their side of the story. This is not about you stating your case or trying to convince them they are wrong. This is about diplomacy, charisma and character first. Your end goal is to get to "Our Way."

Group
Instead of a 1-on-1 discussion, sometimes a third party needs to be included and the meeting needs to be a group meeting. This might occur if a mediator needs to be present or if more than just you and the other person are intimately involved in the disagreement. The biggest concern here is to be careful with who you think needs to be in the group. Only people who can bring valid and relevant first-hand information to the discussion need to be involved.

Team
The bottom level of the pyramid is about clearing the air or talking about the elephant in the room. Information (and mis-information) spreads quickly among team members. The team layer is about sharing with the entire team the truth (do bad information doesn't spread) and allowing any of the disagreement partners (from a 1-on-1 or a group discussion) an opportunity to share with the team what they learned and how they will move forward. This is not a time to rehash everything (as everyone in the room d0esn't need to know everything, nor will they care).

Following this hierarchy of information exchange will allow you to build trust in a team environment and get conflicts resolved quickly and accurately.

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10.13.2008

Skill Assessment: The Abstract Curse of Leadership

If only learning how to be a better leader were more concrete.

One of the challenges of not only doing, but also teaching/training leadership skills is their inherent abstract nature.

Do you know how to eat with a fork? Either you do or you don't. Do you know how to convert a document into a PDF? Either you do or you don't.

Do you know how to encourage others? Do you know how to resolve conflict? Do you know how to make a well-informed decision that will impact the future of your organization? Not quite so black and white. Yes, it is leadership's grey matter that can cause confusion and atrophy.

Your task as a leader-in-the-making is to do everything you can to make being an effective leader as concrete as possible. Learn specific behaviors and benchmarks that you can use to self-evaluate your effectiveness. Write down and apply what you learn. Take the abstractness out of it by keeping these lessons simple, personal, patternable, repeatable, and even formulaic if necessary.

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10.03.2008

Skill Assessment: It All Starts Here

You cannot fully lead until you achieve self-awareness....

You cannot leverage your strengths until you know what they are.

You cannot make decisions consistent with your core values until you identify what they are.

You cannot communicate your ideas and opinions until you invest time in ironing them out.

You cannot make better choices tomorrow until you understand why you make the choices you made today.

You cannot achieve total self-respect until you become aware and proud of your greatness and humbled by your shortcomings.


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9.07.2008

Masterful Communication: 4 Books You Need

I have read, studied and use the techniques from all four on a daily basis. A phenomenal $60 investment...


Slide:ology on Amazon (Used from $20.95)



Presentation Zen on Amazon(Used from $17.86)



Made to Stick on Amazon(Used from $14.00)



Brain Rules on Amazon (Used from $17.78)

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8.29.2008

Skill Assessment: Up Your Technology IQ with a Few Ps


The PLI Essential Essential of Skill Assessment is about knowing who you are, making the most of what you've got and getting better at interfacing with the world. It amazes me when I hear leaders complain about how technology is making their life more difficult. That is like someone in the 1920s complaining about the automobile or someone in the 1970s complaining about the telefax. It's not the car or the fax machines or the technology that hinders production. It is the willingness (or lack thereof) to learn something new. This is, of course, because learning something new after the age of twenty-one is extremely time consuming and energy dependent. It is hard work.

If your purpose for reading this blog is to become a better, more effective leader and you complain about all the technology around you that you don't understand, stop complaining and..

Pause - When you find yourself in a technology situation that you can't figure out, stop what you are doing and make time to learn something new. It only takes two-minutes to learn how to save that number in your phone. Plus, if you save it once, you never have to save it again. If you choose not to learn how to save it, you are wasting thousands of seconds having to look it up every single time you need it.

Peruse - Everything comes with a manual for a reason. Google is Google because it has answers to your questions. Whatever challenge you are having with your technology, the answer is written down somewhere. Find it. Learn it. Plus, once you learn it, you can forget it over time, but you can never un-learn it. You will then own that information and your Technology IQ will go up.

Practice - After you find the answer to your challenge, fix it right then and try it on a couple of times. Then the next time the challenge comes up, fix it again. Pretty soon, you will either stop having the challenge or you will be able to fix it quickly. It is amazing how tangible and relevant a person's technology IQ is to their personal and professional life. For some people, it is more important than their social IQ. (And you can immediate spot the difference! I.e. - unless you are a leader in a black hole, don't sacrifice your social IQ or your emotional IQ for your technology IQ.)

Praise - Become a proponent of technology. Talk up about it. Most people who are thinking up technological designs and components are doing so to make your life easier, more efficient, more entertaining and/or all the above. Be an Expert Leader and encourage the process.

PS - Here are three cool Internet sites you will find useful and/or interesting and that you will want to share with your friends and peers. (To show them how technologically cool you are!)

Photosynth.net - Microsoft's Live Lab's newest venture. It takes photo sharing and viewing to the next level. On the home page in the top right-hand corner, type in Laubach in the search engine to see a few "synths" I have tried. I plan on using this site over at my speaking skills blog to teach people training and keynote room set-up.

Pando.com - A simple, easy way to send up to 1 GB of data to someone. We use it all the time to "email" pictures of the girls to the grandparents without having to clog up our email servers with megabytes worth of photo data. We also use it to send our Leap Show (which is a 30 MB PowerPoint file) to people who buy it.

Pandora.com - An outstanding way to discover new music. I love my iTunes and my iPods, but sometimes I want to listen to something I have never listened to before, but that is fairly similar to what I like.

Enjoy and have a great holiday weekend!

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8.24.2008

General: DUH Leadership - Drab, Uninteresting, Heroic

I, like you I'm sure, have a fair amount of cynical, too-good-to-do-good friends. You know the type...

* Too cool to follow the simple, but really important rules (like calling people back, doing what you say you will do, etc.).
* Too self-absorbed to care about others.
* Too good at what they do to be humble.

These folks think that just because they are talented or aren't in an official leadership role or don't feel like it, that following a few basic leadership rules won't make a single bit of difference in their life or the lives of the people around them. When, in many cases, their talent and ambition actually make them a perfect candidate for something called DUH (Drab, Uninteresting, Heroic) Leadership.

I have a friend just like this. The kid is as talented as anyone I know. He has moved up in his industry. Makes a ton of money. Etc. But for some reason, he chooses to live an immoral, unethical, certainly un-leaderly lifestyle. He throws his relationships around like rag dolls. His word is worth less than a button on his $1,000 suits. If he only followed even a few DUH Leadership rules, his quality of life, his relationships, and his reputation would break right through the glass ceiling he has inadvertently created.

So, what is DUH Leadership you ask? Well, it is a simple set of behaviors that are basically very boring when you think about them and even more non-sexy when you do them. Most require little energy to do once or twice, but require a heroic amount of energy to do habitually. And the acronym for them is perfect because most people who struggle with their leadership impact would look at the list of heroic behaviors and think, "Well, DUH! Everyone knows you should do those things." But then, if you asked them to do a self-inventory on how many they do on a regular basis, another DUH moment occurs. They actually don't do many of them and that is exactly why they aren't making a big leadership impact - because they aren't doing the small, mundane tasks necessary to be a heroic leader.

The PLI Essentials give us a good structure to highlight 10 acts that represent the heroic way and DUH Leadership. As you read this list, your thoughts will go to those friends you have who do the exact opposite. Just because they have chosen to be average, instead of heroic doesn't mean you have to. They want you to be "too-good-to-do-good" on the surface because they will have persuaded yet another friend to live the average life with them. However, under the surface, even your most cynical peers want you and need you to be heroic. They know there is a better way to live, they just haven't mustered the strength to do it. You can be the spark they need. How? Here are 10 DUH ideas...

Vision - Talk optimistically about the future.

Integrity - Follow through on every commitment you make. If you're not going to follow through, don't make it.

Innovative - Talk more about solutions than problems.

Wise Judgment - Admit quickly when you make a mistake.

Service Minded - Give your time, money or both for the benefit of a complete stranger in need.

Goal Processing - Create and stick to a "Not-to-do List".

Skill Assessment - Learn something today to move you one step closer to being excellent at a task you do everyday.

Emotional Maturity - When you get mad, step away from the situation before you respond.

Fostering Relationships - Be nice.

Masterful Communication - If an email you are drafting is longer than 5 sentences, delete it and call the person.

A good closing metaphor to demonstrate the power of DUH Leadership is your average American millionaire. He or she is a normal, working-class person who drives a drab car, sleeps in an uninteresting home and lives a normal life. What they did to accumulate a heroic amount of wealth was small, simple, and disciplined daily acts.

* They spent less than they made.
* They started and stuck to a long-term savings plan from a young age.
* They placed more value in the money itself (which, because of compound interest, is worth more with each passing day) than on the things it could buy (which, because of depreciation, is worth less with each passing day).

Very much DUH. Very much uncommon among the masses. Very heroic.


Sent to you from the road.


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8.13.2008

Vision: A Short Nugget From John Maxwell

A short nugget of leadership wisdom from John Maxwell's Leadership 101...

Achievement comes to someone when he is able to do great things for himself.
Success comes when he empowers followers to do great things with him.
Signficance comes when he develops leaders to do great things for him.
A legacy is created only when a person puts his organization into the position to do great things without him.

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8.02.2008

Masterful Communication: Handling Nervousness

Click over to the Authenticity Rules blog to see how to turn speaking nervousness into a piece of cake...

C - Change your perspective
A - Audience-focused
K - Knowledge
E - Experience

Go there now

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7.27.2008

Goal Processing: A Cloud of Dust


One of my favorite classes at OSU was an Agricultural Economics course with a guy named Justin Beadles. A group of us would get together before every test and just drink all the coffee and economics we could stand.

Justin went on to seminary and is now the Pastor at Grace Bible Church in Nacogdoches, Texas - http://www.gracebiblechurch.com/. Here is a line from Justin's welcome page on their web site...

"The last thing we want to do at Grace is feverishly stir up a cloud of dust, but essentially go nowhere. Nor do we want to meticulously chart maps, yet never leave the runway. Our desire is to chart a biblical course and energetically travel it together."

You and your team might be like the team I worked with this weekend - struggling with the issue of growth. How fast should we grow? How thin can we spread our resources? Should we put one ton of energy into 100 separate projects or put 50 tons of energy into two?

Obviously, Justin's leadership at Grace is a great model for you to follow with your team. There is no need to sow row after row of crops year after year if you deplete the land of nutrients so much you can't grow anything and dust covers the land instead of bounty.

Justin also recently joined the blogging world - http://justinbeadles.wordpress.com/. I encourage you to check it out and read regularly. Justin's wit, creativity and love for the Lord are all inspirational.

(He is also part Pastor, part Psycho - check this out...)

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7.18.2008

General: The Leadership Blog Voting

Personal Leadership Insight has been nominated for the Best of Leadership Blogs 2008 award. Please click here to vote for your favorite leadership blog.

The voting ends in July. We are currently in third place and just need a few more votes. Thank you for your support!

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7.14.2008

General: Student Award/Recognition Banquet Success Strategies

The middle of the summer isn't the best time of the year to be thinking about year-end banquets, but I promised a room full of teachers today that I would put up this post. So, if you are going to be in charge of or helping to plan a year-end student organization award/recognition banquet, here are a few tips to print off and save for later...

1. Set the date, announce it early, and build in a "WOW" factor.

Obviously, if you are working with a school's calendar, you are going to set the date fairly early. What most people forget is to announce it early. I am certain you don't have a big promotional budget (plus, you will have to send an announcement a few weeks before the event), but even just a simple postcard with a "save the date" message works wonders. Send it to local boosters, all the students' parents/guardians, all your school's staff/administration, etc. If you include a "WOW" factor, you can build in anticipation. This could be a special guest appearance, a special meal item, and/or a unique demonstration from the students. Don't be afraid to build it up and make it seem greater than it is. A little showmanship here goes a long way to people anticipating a cool event.

I spoke at one banquet where the big thing every year was what a local shop was going to do for the table center pieces. They were always something phenomenal and someone from each table got to take their table's centerpiece home. This was also a great promotional for the local vendor.

2. Assign every student a duty, check on their progress, offer them assistance and help them be exceptional.

Students get engaged in anything where they have a clear purpose and role. Find out their talents and/or the talents of their family members and go from there. Our local FFA chapter in the small town of Laverne, Oklahoma (population 1,000) had a huge banquet every year because we delegated and assigned roles. It was a huge event that created strong community awareness and support of our little 60-member FFA chapter.

Have a handful of gophers - students who simply play the role of helping you do misc. tasks. Put your nicest, friendliest and most outgoing students at the front as greeters. If you have a guest speaker, local VIPs or school administration coming, assign two students to each to specially greet them, help them feel "extra special", show them where they are seated, etc.

3. Talk positively about the event.

It is amazing how our language is powerful in shaping the mood of the planning and delivery of an event. The more you talk up about the event, the more your students will do the same. Everything is not going to go as planned and everything is not going to be as great as you say it will be, but if you (as the chief planner of the event) can't get excited about it, why should anyone else?

4. Have students perform with equipment that works.

I have been to hundreds of student award/recognition banquets and the best ones are the ones where the students not only do most of the podium work (emcee, introductions, announce awards, etc.), but where the students get to show off their talents also. This might be traditional banquet entertainment (singing, piano, etc.), but also showing off their speaking skills. Regarding the performances, whether from the podium or otherwise, make absolutely certain you have (and triple-check the morning of) facility items that add to the experience instead of detracting from it....

1. If you can't hear the speakers, then why have an event? I have been to banquets where the microphone is literally running into the portal podium built in 1960. If your town doesn't have a facility with a good sound system, someone in town has to have a portable sound system you can borrow. Ask the local churches, car dealers, auctioneers, local motivational speakers :), etc. You don't have to secure a high-dollar BOSE system, but one built after Reagan was in office would be nice.

2. If you are doing a slide-show, lighting is critical. If you can't turn the lights down for the show, then don't have the show.

3. If you can't hear the music behind the slide show, then don't have music. And a laptop's speakers with a microphone pointed at it is not good. Ask your local Radio Shack AV expert (come on, even my grandparents' town in po-dunk Oklahoma has a Radio Shack), to show you how to get the laptop's sound to run through the house sound. It takes an investment of about $40. It involves a few cords, adapters, and a little thing called a DI box.

4. If you are going to hang signs, banners, etc., make absolutely certain they will stay up. Duct tape is good, but duct tape and bailing wire (seriously) will hold anything. 50-pound fishing line works better and is more discreet than bailing wire also. You also need to check your facility's rules before using tape. Many places don't allow it. But if your banquet is in your grade school's 60-year old cafeteria, I doubt they will mind.

5. Make the room cooler than normal. If a few of your guests are complaining it is too cool, that is a good thing. 70 is a good room temp for meal functions. But remember, 65 in an empty room might get you 70 in a full one.

5. Keep the agenda short and simple.

No one ever, in the history of banquets, has ever complained about the event being too short. 90-minutes should be your target and 120-minutes should be your ceiling. You know you have reached your perfect banquet flow not when you have nothing left to add, but when you have nothing left to take away. Some say that every student should get something at an awards banquet. Well, if every student accomplished something, then that is true. However, you and I both know that not every student put in the work necessary to receive an award.

Because every event planner should be concerned with program length, here are a few time savers:

1. Have multiple registration/sign-in lines.

2. Have multiple food lines (if you are doing a buffet). Also, don't have food in a buffet line people have to assemble (tacos, sandwiches, etc.).

3. If you ask people to speak, ask them to speak about half as long as you actually want them to speak (i.e. - tell your Mayor she has 5 minutes if you expect her to go 10.)

4. Have someone other than the teacher give out the awards. It is tough for teachers to not want to say everything they can think of about every student who received an award. If certain highlights need to be said to give special recognition to work done, put it in the script. The best person to announce student awards is another student.

5. If you do a year-end slide show, put a two-song limit on it. I know you took a ton of great pictures throughout the year, but after 7-minutes even grandparents stop looking for their grandchild's smiling face and start looking for the last slide. If you have more pictures to share than can fit in a 7-minute show, put them in an online web album, put the URL in the program and announce the URL from the podium.

6. If you have a guest speaker, don't ask them to talk longer than 15-minutes. Trust me on this one, if the speaker is worth their keep, they can say in 15-minutes what they can in 30.

7. Bring multiples up all at once. If you have an award that goes to a group of individuals, call their names out all at once, have all of them come up to the front, then give them their awards individually. Award winner walking time is the third biggest time killer (second place is not having enough buffet lines and first place is a long winded teacher.)

6. Invite both friends and enemies.

Send out invitations to both your best supporters and to those people who you know don't support your organization. If you are out-of-sorts with the coaches or administration or the adult leader of a different student organization, send them an invite and call them personally to extend a personal invite. Tell them you just want to let them see the good work "the school's students" have been doing all year long. Don't make it about your students versus their students or your agenda versus their agenda. Make it about your event being a place for the school's students to be recognized for their hard work. It is amazing how much support you can create when people see you are trying to include them and, if they actually show, when people see the good works you do.

7. Seek sponsorships.

A banquet is a great marketing opportunity for local businesses and individuals that want to get their name in front of the community for a good cause. Check out this post on fundraising. The connection isn't direct, but some of the same principles apply to sponsorship acquisition. Getting sponsors isn't easy, but it gets easier as time goes on. Most organizations have a set "donations" budget and once you are in their list, it is easier to stay on their list year after year. And if you can get one bank or one retail outlet to sponsor, you can use that sponsorship to "nudge" their competition to do the same.

8. Invite the media.

Telling the good news is critical to the success of your organization. There is no better place to shout than at your annual banquet. Invite as many media outlets as you can. If no one from their shop shows, then send a picture and a press release the day after your event and ask them to run it. They will print it if the picture is good and the press release follows some basic rules. Here is a post at BNet an overview of press release rules... BNet. Also, make certain your picture has a few close-up shots of faces in it. Better to be able to actually recognize three faces than barely make out 20. Remember, the picture won't be printed full-sized and will be in black and white.

9. Have a printed script.

Your script should be in at least three, three-ring binders, double-spaced, 14-font, numbered pages and not copied until the morning of the banquet. You want multiple copies of the final event-ready script just in case something happens to one. You don't want to print it until the day of the event because things will change on you at the last minute. If things do change at the very last minute, just write in the changes. Use a three-ring binder so it will lay flat on the podium and so you can insert pages with changes. You should have students memorize their parts (the better they know their speaking parts, the more comfortable they will be at the podium), but have the manuscript available just in case their nerves get the best of them. When you put names in your manuscript, put them in phonetically correct, not grammatically correct (i.e. - Law-buck, not Laubach.)

10. Practice the night before, show up extra early to start preparing the day of and expect things to go wrong.

As much energy should be exerted in the practice the night before as the actual banquet itself. Early, in event planning terms, means as early as humanly possible. Everything at a banquet takes longer to prepare than you think. When things go wrong, as the event coordinator, you need to keep a calm head, walk with a hurried calmness and remember to put relationships before results. If something goes wrong, most times no one can tell anyway except you and your planning team. Just roll with it. And take notes after the event for next year. Send thank you notes out the next day. Send your press release and picture out the next day. Then celebrate with your students for a job well done!

I welcome any comments with more great banquet tips.

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7.10.2008

Working in the 17% Zone: 6 Big Keys to Getting and Keeping Engaged Team Members

The Gallup Organization did a study on how people feel about their job. The results:

17% felt they were actively engaged in their work.

54% were disengaged in their work.

29% actually felt actively disengaged.

How do you, as a leader in your organization, get people into the 17% zone and keep them there? Here are six big keys...

Slide12

1. Encourage up. People have a basic need for reward. This reward doesn't have to always be pay or gifts or awards. Many times it is just simple encouragement. This positive interaction is especially important between a boss and a team member. The health of this relationship is the strongest factor in determining an employee's job satisfaction.

2. Target down. Identify what "a good job" means. People need loops in their life. This means they need to shoot for something, accomplish it and be given something new to strive for. Sometimes the "target" needs to be artificially manufactured, but as long as the work involved is substantial and meaningful, engagement will follow.

3. Strengthen in. Do you know what gets your team members excited both in the office and out? When you learn what naturally stimulates a person, you can help them do those things more often - even if they aren't work related.

4. Weaken out. When you ask a team member to do a task that engages one of their weaknesses, this actually weakens their ability to do other tasks. It takes time to massage the work flow around weaknesses, but it is a task worth pursuing.

5. Make it sharp. The sharper the axe, the better the cut and the easier the work. This principle works in the world of work, as well as the world of tree-cutting. Create, encourage and support (but don't mandate unless for licensing purposes) professional development opportunities. People desire accomplishment and for thousands of adults, their development path at work is their primary success outlet.

6. Rock the gap. People have a need for inspiration, even the cynical. In the world of employee engagement, this inspiration can come from seeing the gap between an average performance and an amazing performance and then being put in an environment that coaches and encourages an amazing performance from everyone - top to bottom.

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7.08.2008

General: Book Review

A Leader Becomes A Leader is a phenomenal new historical leadership study book by J. Kevin Sheehan. It includes 65 in-depth, creative and insightful profiles of highly successful individuals and the corresponding leadership trait they exemplified.

This image is an example of one of the profiles. Each profile includes images, quotes, a page description of the leader's life, a column dedicated to the leader's timeline and a sentence providing a brief, interesting story from their childhood. This profile picture is from John Coltrane, which is an example that not all the profiled leaders are your traditional historical leaders (Lincoln, Churchill, Einstein, etc. - although they are included, as well.)

I highly recommend this book for anyone interested in history and leadership, as well as any educators who teach leadership in their classroom.

Purchase it from Amazon or from the publisher, True Gifts.

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7.03.2008

General: Best Leadership Blog Nomination

Personal Leadership Insight has been nominated for the Best of Leadership Blogs 2008 award. Please click here (the voting box is at the bottom of that page) to vote for your favorite leadership blog. The voting ends when July ends.



Thank you for voting and thank you for being a loyal PLI reader.

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