“Breakthrough Ideas for 2008” (February 2008, Harvard Business Review”
This is a series of very short articles. The introduction describes it as ideas for which “Changes that appear to be sudden usually have been taking shape for years”. The articles “capture 20 transformations at single points in their development”. (I discuss only those that appear somewhat applicable to my current position.)
“Peer to Peer Networks” (Stan Stalnaker)
Summarizes the effect of recent developments:
-Ability of individuals to not only “consume” information, but also create it (blogs, etc.) This obviously has a major impact on information/misinformation on City programs and the impact of and on the City. Perhaps the lack of accountability and accuracy of informaiton is a major problem.
-The rise of payment with “personal currencies”, especially to make payments for “knowledge services”. This would have a major impact in a number of areas (money supply nationally, sales tax locally etc.).
-“Micro production” of energy. He cites one example of the possibility of a person with a hybrid car having the capacity to generate excess energy and selling it on the grid for micropayments.
All interesting, although the information angle is the only one which appears to be widespread.
“Task, not Time: Profile of a Gen Y Job” (Tamara J. Erickson)
More of the “how younger workers are different” discussion.
The author notes that younger workers (born since 1980) are “defined more by task than time.” She notes they “want to be compensated for what they produce”.
The author proceeds with a discussion (that appears to be age biased) how younger workers can work so much faster than older workers (she obviously hasn’t observed what I have observed). I don’t quite know why the author expressed this article in terms of age-it appears to apply or not apply to all ages without any qualifications.
The article is a summary of ideas I have observed in other articles, and I feel they are good observations, such as:
-The cycle of paying for “tasks” or “time” is moving from paying for “time” to paying for “tasks”, or what has been done.
-Accomplishing a task is more important than merely measuring the time it takes to do it. (of course there is the question of measurement).
-There is no relationship with accomplishing a task and the time. Many people (me included) work “anytime and anywhere”.
She notes that workgroups who have successfully adopted task based rather than time based measurement systems have more loyal employees and experience less turnover.
Some recommendations for going to a “task, not time” work model:
-Articulate the results you expect, and measure accountability by getting the job done
-Making physical attendance in the office, including at meetings, optional. (Sure, has the author every actually worked? I disagree 100% with this suggestion.)
-Guage performance on the work performed. (sounds familiar)
-Use technology to allow employees to work from anywhere
-Support changes by creating drop in centers, team spaces and open work areas.
I wonder how she would recommend the “task” of a Police Officer? When she calls for help, who would respond?
In addition to the ageism expressed by the author, many of the ideas simply won’t work in many careers. The ideas have basically been around for years and are hardly new. It is valuable to note that, for many positions, time is not a factor and the task based accountability would work, but it is hardly applicable to many jobs.
Most of the product of government is services, so this is not applicable in many positions.
A Doctor’s Rx for CEO Decision Makers (Jerome Groopman, MD)
Several thoughts I drew from this on avoiding “mistakes”:
-Anchoring error-Assuming the first information is the correct decision
-Availability error-Recalling past mistakes and applying them to the case at hand
-Attribution error-Relying on a stereotype to explain a cause
Dr. Groopman recommends that executives use of analysis to find errors similar to what Doctors use to determine the causes of errors. I agree this could be a valuable exercise.
Understanding Opposition (Michael Sheehan)
The author discusses how private business is used to “competition”, but not “opposition”, whereas government is used to “opposition”.
As an example, he cites the “Coke” and “Pepsi” marketing strategy to get their product in schools. This is competition. They did not anticipate “opposition”-the drive to totally ban such drinks as unhealthy.
Some approaches he recommends when encountering “opposition” are:
1. Step back and access the dynamics. Who is involved? Why are they involved? What is the sides ultimate goal? How can you help them meet that goal?
2. Co-opt the issue.
Adopt the goal and look at alternative ways to meet that goal.
3. Redefine the issue: Help people see the issue on your terms.
4. Deflection Strategy: Define a new cause/problem etc. and propose how to resolve that issue.
This was an interesting article to me. The general them of “competition” as a private enterprise practice and “opposition” as the environment for government makes sense, both in theory and in my experience.
“Sick Transit Gloria” (Mark Kuznicki, Eli Singer, and Jay Goldman)
This article concerns the efforts of the Toronto Transit Commission to communicate with the public through on-line sources. In an event called “Transit Camp” using a program called “Barcamp”, this was discussion through an open-source problem-solving framework.
This article provides some idea of how technology can expedite communication.
-“The Gamer Disposition” (John Seely Brown and Douglas Thomas)
The authors speculate that persons who play multiplayer games develop the following positive characteristics:
1. They are bottom line oriented. They are used to being measured by the games and expect and like evaluation.
2. They understand the power of diversity. They learn that one person can’t do it all.
3. They thrive on change.
4. They see learning as fun. Learning is rewarded.
5. They constantly need to find a better way to resolve a problem.
I’m not sure how seriously to take this. Somehow I feel it is self-serving and somewhat surface oriented.
Sunday, June 29, 2008
Gil Schwartz, "6 people you should never hire"
Gil Schwartz “6 People You Should Never Hire” (Magazine article, in May, 2007 Mens Health)
Although usually, I wouldn’t summarize an article like this, I think it contained some interesting nuggets of information, and perhaps most of all, reminders of what happens when the “wrong” person joins a group. It can make the group stronger, or it can destroy the group, but it almost always is a negative experience.
The article discusses how to recognize the “nagging feeling of uncertainty” when you have a candidate/applicant who seems perfect, but there is something subconsciously trying to tell you this person could be a real problem. Without mentioning any names, places or positions, I know the feeling and I know the disaster when the “wrong” person is hired-qualified, but not right.
The author (Gil Schwartz) is absolutely right when he notes that “how much better not to hire the person in the first place!”.
We recently started ability/behavioral testing prior to hiring someone just to make sure we face possible problems. Obviously testing isn’t perfect, but at least we are aware of tendencies before a person starts.
I normally don’t read this magazine but the article was given to me by a person whose input I respect and so I took time to study the article.
He mentions six “types” and how to avoid hiring them. For the record, they are “the loafer”, “the weasel”, “the bridegroom”, the “psycho killer”, the “replicant” and “the future CEO”. The category descriptions are rather vague to me and don’t seem to really apply in my experience (more oriented to large private organizations), so I won’t amplify on that.
For my own record, I wanted to note recommended Interview Questions:
1. “When were you exhilarated about your work”. (This helps find a person whose passions align with job duties.)
2. “What major mistake from your past do you not regret?”. (Helps identify employees who recognize the value of learning from mistakes and avoid people who try to never make mistakes to the point of inaction.)
3. “What’s your favorite movie”. (Helps measure the clarity of though process. I’m not sure about this one!)
4. “What’s a misconception people have about you?” (Determine if the applicant has an indication of how she comes across to other people. As a follow up question ask “how do you manage your image”. Again, this appears to be a pop psychology question like # 3 that I probably wouldn’t use, but I’m likely to use some variant of it.
5. “In 5 years, how will you justify having taken this job?”. (Determine if job fits into the applicants master plan for their career. Probably more valuable as an indication if the applicant takes the job as a career move or just as a job.
Although usually, I wouldn’t summarize an article like this, I think it contained some interesting nuggets of information, and perhaps most of all, reminders of what happens when the “wrong” person joins a group. It can make the group stronger, or it can destroy the group, but it almost always is a negative experience.
The article discusses how to recognize the “nagging feeling of uncertainty” when you have a candidate/applicant who seems perfect, but there is something subconsciously trying to tell you this person could be a real problem. Without mentioning any names, places or positions, I know the feeling and I know the disaster when the “wrong” person is hired-qualified, but not right.
The author (Gil Schwartz) is absolutely right when he notes that “how much better not to hire the person in the first place!”.
We recently started ability/behavioral testing prior to hiring someone just to make sure we face possible problems. Obviously testing isn’t perfect, but at least we are aware of tendencies before a person starts.
I normally don’t read this magazine but the article was given to me by a person whose input I respect and so I took time to study the article.
He mentions six “types” and how to avoid hiring them. For the record, they are “the loafer”, “the weasel”, “the bridegroom”, the “psycho killer”, the “replicant” and “the future CEO”. The category descriptions are rather vague to me and don’t seem to really apply in my experience (more oriented to large private organizations), so I won’t amplify on that.
For my own record, I wanted to note recommended Interview Questions:
1. “When were you exhilarated about your work”. (This helps find a person whose passions align with job duties.)
2. “What major mistake from your past do you not regret?”. (Helps identify employees who recognize the value of learning from mistakes and avoid people who try to never make mistakes to the point of inaction.)
3. “What’s your favorite movie”. (Helps measure the clarity of though process. I’m not sure about this one!)
4. “What’s a misconception people have about you?” (Determine if the applicant has an indication of how she comes across to other people. As a follow up question ask “how do you manage your image”. Again, this appears to be a pop psychology question like # 3 that I probably wouldn’t use, but I’m likely to use some variant of it.
5. “In 5 years, how will you justify having taken this job?”. (Determine if job fits into the applicants master plan for their career. Probably more valuable as an indication if the applicant takes the job as a career move or just as a job.
Tuesday, May 20, 2008
Michael Gates Gill, How Starbucks Saved my Life:
Book concerns an older white male who got fired at age 53 by a younger women he had hired. He had worked for 30 years at the company, made good money etc. and was now considered an "old guy" by new, young management and is laid off for no reason. He mentioned he got the job through "contacts" (graduated from a prestige University etc.) and had been very successful, both career wise and financially.
He was a "consultant" after he was fired. Due ot an affair, he divorced his wife, his "consulting" business was rapidly diminshing and he was beginning to hit bottom.
Through an accidental meeting, he is (lprobably as a joke) offered a job at Starbucks by a young, female, Black Starbucks Manager. He suddenly becomes one of "them"-a minority in all ways-while with an all Black crews, priveleged in a group of poor, educated versus uneducated older (64) in a group of young, and now the "sever" rather than the "seved".
The first part really made me think about how I manage "people not like me". He mentioned how he gave lip service (and probably meant it) to diversity etc., but realizes now he hadn't really considered the other person and how their background was different. I am reviewing this myself and will continue to do so to see if I am considering the different backgrounds etc. of both customers and employees.
Another theme that is reinforced by his experience and by the Starbucks Manager is true "Respect"-not just politeness or patience, but true respect. (In one example, a street person comes in to use the bathroom he just cleaned. He tells him it is "closed" and the Manager informs him anyone who enters is a guest, whether a paying customer or not. Being a part of the "Team" (or Partners as Starbuck employees are called) is an important aspect. A large part of the success of Starbucks (and loyalty of the Partners), according to this book, is that Starbucks provided benefits that showed the company actually cared for the the Partners. I get the emphasis from the book of the importance of the health plan, how it not only made the Partners healthier, but also felt they were respected by the company.
Starbucks emphasizes that all Partners are encouraged to make suggestions and his experience indicates they do this in a successful manner. Starbucks success is partly showing respect for and taking care of the Partners.
I found it interesting at the close of the book, they are discussing how "Partners are the first priority" of Starbucks and then decide "Partners and customers are both the first priority").
It is interesting to note that after reading the book, I noted where someone was threatening to buy Starbucks and "make it efficient", probably thus destroying the culture and destroying the company and making a lot of underwriters rich.
Monday, May 5, 2008
Sustainability
Brownfields Conference, Sunday, May 4, 2008:
Tour of facility that used the following sustainability features:
-Rebuilt on existing site rather than use vacant land for new building.
-Uses wetlands to treat wastewater, than uses the “grey water” for flushing etc. (this requires an entirely separate plumbing system)
-Geothermal heating and cooling. This is a large site and previously had a separate power facility, which is not completely shut down due to the geothermal facility. Windows etc. used extensively.
While much of this isn’t necessarily practical for Lakeland, I think the concept brings home the point of “sustainability”. While much of this isn’t practical (at this time), certainly the concepts of reuse, use of existing land, avoid the waste of natural resources are important concepts.
Perhaps most of all, it emphasized that I can do more to encourage recycling, and more conservative use of our resources.
Sunday, April 27, 2008
Chris Matthews, Life's a Campaign
Chris Matthews, Life’s a Campaign (completed April 27, 2008)
This was an entertaining and contained more valuable thoughts than I expected. Some of them are the “ah ha, I should have known that”.
Some of his comments and thoughts that caught my attention were:
-Best of politicians have an instinct for noticing what people actually do.
-Politicians have learned the lesson that “if you want something you have to ask for it”. (This is something I have to keep reminding myself, to ask on behalf of the City
and myself.)
-More failure you can accept, more chances of success! (encouraging!)
-You can’t win unless you are in the game.
-Not everyone is going to like you!
-***You can’t let someone else define who you are-Have to have an inner place where peo;le can’t get to you!
-Never underestimate loyalty, friendship, Investment and knowledge. These are all valuable, but it is personal relationships that hold everything together.
-Within reason, I agree with this.
-Listening is a key talent. (This is definitely correct. I am going to remind all personnel of this and remind myself when I may tend to not listen.)
-Listening is flattery
-If you Listen you really hear what they say.
-Recognize problems quickly if you LISTEN
(I have found this to be true since my first day in City government. Not listening creates problems. If I listen, I do hear the person even if I disagree. While I love e-mail, sometimes I don’t think I “listen” as well to e-mail.)
Best politicians listen, pay attention, take in interest in other people.
POSITIVE ATTITUDE
-Positive shows Strength! Optimism sells!
(He gives examples of this in Reagan, Carter etc.. Looking back I can really see the truth in this and will work at making this part of my personal approach and the City culture.
Politicians “ASK”- Contributions are ‘bonding” and an investment in the politician (cause etc.).
-This can also be explaned to a City, community or neighborhood-volunteers invest in it and become more interested and involved.
-Chance to become INVOLVED is important
On the other hand-“don’t just show up when you want something”. Spend time investing in people (Like a bank account, have to invest if you want to eventually withdraw”.
Some years ago, I had a friend who said “friendships take time and I work at my friendships”. She had friendships lasting years and demonstrates this.
If you are criticized, don’t take it personal.
Play to strengths you have, especially those your rival doesn’t have. Turn shortcomings into assets. (he uses Reagan as an excellent example of this.)
-This is familiar from the book “Now Discover your Strengths”.
**** 10 second rule. Don’t respond when angry. Wait 10 seconds and simply say “that’s interesting” or similar.
-Obviously this is a vital rule for anyone, although some responses take me more time than 10 seconds!
Don’t fight someone your own size –Take on someone more powerful so you will enhance your own power.
-This may not apply in many cases!
Recognize the “magic of association” (Birds of a feather etc.)
Keep expectations low, so that anything you do looks good! Avoid never meeting expectations!
-I can see his point, but… (Later on, he says, for yourself to “aim high!”. This is more to the point of not “overpromising”, which I agree with.)
Admit mistakes and problems quickly-Confess quickly!
-I agree with this and I try to encourage all personnel to admit mistakes or problems quickly-the quicker I know, the faster I can do something about it. One thing I tell new hires is I HAVE to know the mistake and the bad news. The good news is nice, but I have to know the bad news.
Defend your Reputation strongly
-Realize people actually BELIEVE unfair attacks. Unfair attacks work!
-Act quickly to defend yourself to friends and supporters. Don’t worry about your enemies.
3. When you’re in a hole, stop digging! (Change the subject!)
(I think his comments here are especially appropriate for some positions. For City Manager, I’d have to think a little. I never “debate by press” etc. or usually respond to low-level attacks. I feel like it just calls attention to lies etc.
Aim High-Choose a top role model!
Speaking in Public:
-Outline your key points
-More than 10 minutes, less than 20 minutes (depends)
Six parts of a Speech:
-Ice breaker
-The Tease (provocative glimpse of speech topic)
-Anecdote time!
-Download (present your message)
-Relief (tell light story)
-Send off!
In the end, the mission is to be able to answer the question “Why am I doing this!”
This was a valuable and interesting book with a lot of good thoughts. I am going to come back to it after I have time to think over the points and discuss them. This is one of those books that I take a point and think about it, perhaps practice it and then revisit and expand on the point
This was an entertaining and contained more valuable thoughts than I expected. Some of them are the “ah ha, I should have known that”.
Some of his comments and thoughts that caught my attention were:
-Best of politicians have an instinct for noticing what people actually do.
-Politicians have learned the lesson that “if you want something you have to ask for it”. (This is something I have to keep reminding myself, to ask on behalf of the City
and myself.)
-More failure you can accept, more chances of success! (encouraging!)
-You can’t win unless you are in the game.
-Not everyone is going to like you!
-***You can’t let someone else define who you are-Have to have an inner place where peo;le can’t get to you!
-Never underestimate loyalty, friendship, Investment and knowledge. These are all valuable, but it is personal relationships that hold everything together.
-Within reason, I agree with this.
-Listening is a key talent. (This is definitely correct. I am going to remind all personnel of this and remind myself when I may tend to not listen.)
-Listening is flattery
-If you Listen you really hear what they say.
-Recognize problems quickly if you LISTEN
(I have found this to be true since my first day in City government. Not listening creates problems. If I listen, I do hear the person even if I disagree. While I love e-mail, sometimes I don’t think I “listen” as well to e-mail.)
Best politicians listen, pay attention, take in interest in other people.
POSITIVE ATTITUDE
-Positive shows Strength! Optimism sells!
(He gives examples of this in Reagan, Carter etc.. Looking back I can really see the truth in this and will work at making this part of my personal approach and the City culture.
Politicians “ASK”- Contributions are ‘bonding” and an investment in the politician (cause etc.).
-This can also be explaned to a City, community or neighborhood-volunteers invest in it and become more interested and involved.
-Chance to become INVOLVED is important
On the other hand-“don’t just show up when you want something”. Spend time investing in people (Like a bank account, have to invest if you want to eventually withdraw”.
Some years ago, I had a friend who said “friendships take time and I work at my friendships”. She had friendships lasting years and demonstrates this.
If you are criticized, don’t take it personal.
Play to strengths you have, especially those your rival doesn’t have. Turn shortcomings into assets. (he uses Reagan as an excellent example of this.)
-This is familiar from the book “Now Discover your Strengths”.
**** 10 second rule. Don’t respond when angry. Wait 10 seconds and simply say “that’s interesting” or similar.
-Obviously this is a vital rule for anyone, although some responses take me more time than 10 seconds!
Don’t fight someone your own size –Take on someone more powerful so you will enhance your own power.
-This may not apply in many cases!
Recognize the “magic of association” (Birds of a feather etc.)
Keep expectations low, so that anything you do looks good! Avoid never meeting expectations!
-I can see his point, but… (Later on, he says, for yourself to “aim high!”. This is more to the point of not “overpromising”, which I agree with.)
Admit mistakes and problems quickly-Confess quickly!
-I agree with this and I try to encourage all personnel to admit mistakes or problems quickly-the quicker I know, the faster I can do something about it. One thing I tell new hires is I HAVE to know the mistake and the bad news. The good news is nice, but I have to know the bad news.
Defend your Reputation strongly
-Realize people actually BELIEVE unfair attacks. Unfair attacks work!
-Act quickly to defend yourself to friends and supporters. Don’t worry about your enemies.
3. When you’re in a hole, stop digging! (Change the subject!)
(I think his comments here are especially appropriate for some positions. For City Manager, I’d have to think a little. I never “debate by press” etc. or usually respond to low-level attacks. I feel like it just calls attention to lies etc.
Aim High-Choose a top role model!
Speaking in Public:
-Outline your key points
-More than 10 minutes, less than 20 minutes (depends)
Six parts of a Speech:
-Ice breaker
-The Tease (provocative glimpse of speech topic)
-Anecdote time!
-Download (present your message)
-Relief (tell light story)
-Send off!
In the end, the mission is to be able to answer the question “Why am I doing this!”
This was a valuable and interesting book with a lot of good thoughts. I am going to come back to it after I have time to think over the points and discuss them. This is one of those books that I take a point and think about it, perhaps practice it and then revisit and expand on the point
Thursday, April 24, 2008
Winning Web Sites
Tennessee City Management Assn., Spring Conference, April 22-24, 2008
“Winning Web Sites” (Heida Smith, TVA)
This was a presentation on Web Sites and how to improve them. I picked up several ideas that I feel will improve our web site. Although the City isn’t interested in traditional industry, we do wish to remain attractive to commercial retail and residents, and maintain information and service for our current residents.
85% of Site Selections begin on web sites. Think “what would you want to know about a community if you were locating a business, deciding where to live” etc.
HOME PAGE:
-Vicinity map. (Our home page doesn’t have a vicinity map and I will change this as soon as possible!)
-Address:
1. Who you are (Organization and contact info)
2. What you do (Purpose and audience)
3. Where your are
Some Economic Development web site basics:
-“Content is King”
-Logical Structure and Navigation
-Graphical elements that add value
-Flexible and downloadable formats
-Invites interactivity (place to ask questions etc.)
-Less Text is better
-Linkages and connectivlty
-FAQ section
(I will review our web site for these “basics” and make changes as necessary)
Use basic Navigational Structures such as “Doing business in, Living in, Visiting etc.” (Our web site doesn’t use this specifically. However, I think our system is even a little better and briefer.)
Economic Development Navigational Structures include:
-Available Sites and buildings
-Demographic info
-Transportation
-Infrastructure
-Education and workforce
-Taxes and incentives
-Permit and Licenses
-Existing Industry
-Quality of Life
-Links
-“Contact Us”
Some services that can be provided on-line:
-Permitting
-Contracts
-GIS/Property info
“Web Site “Do’s”
-Define Audience and purpose
-Clean up the home page
-Clearly label navigational tabs (Call it what it is!)
-Have a relevant URL
-Vicinity Map (make downloadable)
-Contact info on a global position
-Updated data
-Downloadable formats for data
-Designed by professionals
-Staff bios pictures
-Use Web site as electronic library about city
Keep it fresh: Maintaining a web site is as important as creating it.
Keep it current!
www.netmechanci.com (toolbox for web site)
www.trafficzap.com
www.altavista.com (babel fish to translate)
www.searchenginewatch.com
This was a valuable informational session, especially since a web site has become a primary means of communicating with residents, potential residents and businesses. I am going to use the information to evaluate and improve our web site.
“Winning Web Sites” (Heida Smith, TVA)
This was a presentation on Web Sites and how to improve them. I picked up several ideas that I feel will improve our web site. Although the City isn’t interested in traditional industry, we do wish to remain attractive to commercial retail and residents, and maintain information and service for our current residents.
85% of Site Selections begin on web sites. Think “what would you want to know about a community if you were locating a business, deciding where to live” etc.
HOME PAGE:
-Vicinity map. (Our home page doesn’t have a vicinity map and I will change this as soon as possible!)
-Address:
1. Who you are (Organization and contact info)
2. What you do (Purpose and audience)
3. Where your are
Some Economic Development web site basics:
-“Content is King”
-Logical Structure and Navigation
-Graphical elements that add value
-Flexible and downloadable formats
-Invites interactivity (place to ask questions etc.)
-Less Text is better
-Linkages and connectivlty
-FAQ section
(I will review our web site for these “basics” and make changes as necessary)
Use basic Navigational Structures such as “Doing business in, Living in, Visiting etc.” (Our web site doesn’t use this specifically. However, I think our system is even a little better and briefer.)
Economic Development Navigational Structures include:
-Available Sites and buildings
-Demographic info
-Transportation
-Infrastructure
-Education and workforce
-Taxes and incentives
-Permit and Licenses
-Existing Industry
-Quality of Life
-Links
-“Contact Us”
Some services that can be provided on-line:
-Permitting
-Contracts
-GIS/Property info
“Web Site “Do’s”
-Define Audience and purpose
-Clean up the home page
-Clearly label navigational tabs (Call it what it is!)
-Have a relevant URL
-Vicinity Map (make downloadable)
-Contact info on a global position
-Updated data
-Downloadable formats for data
-Designed by professionals
-Staff bios pictures
-Use Web site as electronic library about city
Keep it fresh: Maintaining a web site is as important as creating it.
Keep it current!
www.netmechanci.com (toolbox for web site)
www.trafficzap.com
www.altavista.com (babel fish to translate)
www.searchenginewatch.com
This was a valuable informational session, especially since a web site has become a primary means of communicating with residents, potential residents and businesses. I am going to use the information to evaluate and improve our web site.
Sunday, April 6, 2008
Leadership Alumni event
Institute for Public Service: Leadership Alumni Event, April 3, 2008:
Michael Burt “Voice, Leadership, and Execution”
This was an excellent presentation that including new thoughts and possible actions to improve my leadership ability. It is important enough I decided to make a special effort to repeat the information so I am more likely to use it.
Dr. Burt emphasized we Manage “things”, Leaders inspire people to act. (He emphasized you “manage” your mail, paperwork etc. People can be “managed” only if they decide to be managed.
Chart:
Stimulus -------Ability to Change-------Response
Thinking------Ability to Change---------Action
Means other persons can’t control your emotions.
Find “unique voice” (Referenced Jim Collins and having the “right persons on the right bus in the right place”.
Four Areas of Motivation/Leadership
1. Knowledge
2. Skills
3. Desire
4. Belief
To motivate persons need to know where they are on these areas-(i.e. do they need to work on knowledge etc.)
“Teams” expand disfunction unless the Team is motivated.
Should focus on “superstars” “8-10’s) improving, not on “1-3’s”-Spend your time and energy on the top 80% of the personnel (rather than the standard spending 80% of your time on the 20% who are troublemakers, underachievers etc.)
(I think he has a good point on looking at a person as to which area they may need support/education/training etc. and concentrating on making excellent personnel better.)
How to achieve BREAKTHROUGH:
-Change in the way Think
-Change in the way Act
-Change in the way Feel
(Nothing fails like success! Based on change due to “negative” (pain) pushing potential.) -“The enemy of “Great” is “Good”. (If “good” may not have incentive to become “great”.)
Confidence: “Memory of success”-Becoming successful through repetition.
FOCUS: (Too many priorities are like no priority): (I can identify with this!)
1. Determine what “Success” means to you.
2. Picture “Success”
Questions: What are we passionate about? What are we best at? What is our Economic engine (money?); What are our Beliefs
Set up a PLAN to help set priorities:
DAILY:
-Vision (look at what needed to reach goals)
-Relationships to reach
-Set priorities
Finding your Unique Voice
-Determine what your Passion (IMP. is “Heart” has to be in it)-
-Determine what deeply passionate about (interests etc.)
-What do you believe in?
Unique Voice: Determine your Passions, your Budget, your Spirit, your Talent
-In the middle of Passions, Budget, Spirit and Talent is your Unique Voice
Everyone in Organization must know the #1 vision of Organization (story about McDonals “service is our # 1)
-Note: to me this is significant and is a key item I learned in this season. Something I already knew, but just now I feel I have figured a workable way to implement this so it is a reality.
One of the greatest needs is to feel Understood.
OLD WAYS OF THINKING won’t get you to new levels of success
-Be Teachable.
-Obtain new knowledge
-Apply that knowledge.
Leadership:
-Find your Unique Voice first, and then inspire others to find theirs
-Community and Validity-The worth and potential in others clearly in the way they see themselves
HOW INSPIRE OTHERS
1. Affirm and validate
2. Model behavior
3. Illuminate the positive
4. Build up vs. tear down
(help them find themselves!!!)
Celebrate success!
ROLES OF LEADERSHIP
-Model (Mentor)
-Pathfind (create a shared vision)
-Empower (believe in and release talent and potential)
-Constant Growth
Help them become a transition person, from the old to the new-see the world through their eyes.
NOTE: I found this part to be inspirational and I am planning how I can use these concepts in improving the work performance of several personnel and reviewing the needs of some of the best personnel.
Management control:
-Leaders get people to want to get it done. Coaches “Monday gameplan, Friday scorecard, paints pictures (by words, not literally) of where organization is headed/stands, developes coaches.
Execution (infusion)
-Infusion of passion into other people
1. Eliminate (tasks etc that don’t need done)
2. Automate
3. Delegate
Two ways of looking at a situation:
-Change the situation
-Change the way you view a situation-
Eliminate “tiny thinking”
Overall this session was very valuable for me. It gave me some excellent concrete approaches I can use as well as some general concepts I can think about and implement.
I also have a book from the author I am reviewing for more ideas.
In accordance with some of the ideas I learned, I have set up my Planner to have “must do” tasks. Also, I am taking a different view of performance evaluations and general daily reviews and supervision. I am going to emphasize helping the employee reach their best. While I feel overall I do this, based on the information I learned in this session, I feel I can more effectively lead personnel by helping their realize their positive points, how to strengthen their weak points and especially focus on “leading” instead of “managing”.
(Below is from handout “Michael Burt’s 7 Core Drivers for recognizing and eliminating Execution Gaps)
1. Re-awaken and Re-establish
-Guiding principle: Responsibility for own self, past doesn’t necessarily restrict
2. Re-Imagine and Re-Create
-Guiding Principle: Must break with old ways of thinking and constantly re-create myself
3. Remove and Re-connect
-Guiding Principle: Walk the talk. Match internal thoughts with external actions.
4. Realize and become receptive.
-Guiding Principle: Admit I need to grow. Become humble and teachable. Constantly grow and learn.
-Not competing against others, but against own potential and “tiny thinking”
5. Re-Engage and Re-Position
-Guiding Principle: Understand for every action there is a consequence, positive or negative “reap what you sow”.
-Realize will be adversity in life, use adversity to re-engage my life and accelerate future progress vs. stagnation and paralyzing movement.
“change the picture or change the situation”
6. Reach-Out and Recognize
-Reach out and recognize Team or persons around me
7. Respond
-Guiding Principle: Between what happens to me and my response is a space, to that space lies my ability to choose my responses.
ACTION is necessary to accomplish dreams. ACT to translate goals into specific actions.
www.michaelburt.com
Michael Burt “Voice, Leadership, and Execution”
This was an excellent presentation that including new thoughts and possible actions to improve my leadership ability. It is important enough I decided to make a special effort to repeat the information so I am more likely to use it.
Dr. Burt emphasized we Manage “things”, Leaders inspire people to act. (He emphasized you “manage” your mail, paperwork etc. People can be “managed” only if they decide to be managed.
Chart:
Stimulus -------Ability to Change-------Response
Thinking------Ability to Change---------Action
Means other persons can’t control your emotions.
Find “unique voice” (Referenced Jim Collins and having the “right persons on the right bus in the right place”.
Four Areas of Motivation/Leadership
1. Knowledge
2. Skills
3. Desire
4. Belief
To motivate persons need to know where they are on these areas-(i.e. do they need to work on knowledge etc.)
“Teams” expand disfunction unless the Team is motivated.
Should focus on “superstars” “8-10’s) improving, not on “1-3’s”-Spend your time and energy on the top 80% of the personnel (rather than the standard spending 80% of your time on the 20% who are troublemakers, underachievers etc.)
(I think he has a good point on looking at a person as to which area they may need support/education/training etc. and concentrating on making excellent personnel better.)
How to achieve BREAKTHROUGH:
-Change in the way Think
-Change in the way Act
-Change in the way Feel
(Nothing fails like success! Based on change due to “negative” (pain) pushing potential.) -“The enemy of “Great” is “Good”. (If “good” may not have incentive to become “great”.)
Confidence: “Memory of success”-Becoming successful through repetition.
FOCUS: (Too many priorities are like no priority): (I can identify with this!)
1. Determine what “Success” means to you.
2. Picture “Success”
Questions: What are we passionate about? What are we best at? What is our Economic engine (money?); What are our Beliefs
Set up a PLAN to help set priorities:
DAILY:
-Vision (look at what needed to reach goals)
-Relationships to reach
-Set priorities
Finding your Unique Voice
-Determine what your Passion (IMP. is “Heart” has to be in it)-
-Determine what deeply passionate about (interests etc.)
-What do you believe in?
Unique Voice: Determine your Passions, your Budget, your Spirit, your Talent
-In the middle of Passions, Budget, Spirit and Talent is your Unique Voice
Everyone in Organization must know the #1 vision of Organization (story about McDonals “service is our # 1)
-Note: to me this is significant and is a key item I learned in this season. Something I already knew, but just now I feel I have figured a workable way to implement this so it is a reality.
One of the greatest needs is to feel Understood.
OLD WAYS OF THINKING won’t get you to new levels of success
-Be Teachable.
-Obtain new knowledge
-Apply that knowledge.
Leadership:
-Find your Unique Voice first, and then inspire others to find theirs
-Community and Validity-The worth and potential in others clearly in the way they see themselves
HOW INSPIRE OTHERS
1. Affirm and validate
2. Model behavior
3. Illuminate the positive
4. Build up vs. tear down
(help them find themselves!!!)
Celebrate success!
ROLES OF LEADERSHIP
-Model (Mentor)
-Pathfind (create a shared vision)
-Empower (believe in and release talent and potential)
-Constant Growth
Help them become a transition person, from the old to the new-see the world through their eyes.
NOTE: I found this part to be inspirational and I am planning how I can use these concepts in improving the work performance of several personnel and reviewing the needs of some of the best personnel.
Management control:
-Leaders get people to want to get it done. Coaches “Monday gameplan, Friday scorecard, paints pictures (by words, not literally) of where organization is headed/stands, developes coaches.
Execution (infusion)
-Infusion of passion into other people
1. Eliminate (tasks etc that don’t need done)
2. Automate
3. Delegate
Two ways of looking at a situation:
-Change the situation
-Change the way you view a situation-
Eliminate “tiny thinking”
Overall this session was very valuable for me. It gave me some excellent concrete approaches I can use as well as some general concepts I can think about and implement.
I also have a book from the author I am reviewing for more ideas.
In accordance with some of the ideas I learned, I have set up my Planner to have “must do” tasks. Also, I am taking a different view of performance evaluations and general daily reviews and supervision. I am going to emphasize helping the employee reach their best. While I feel overall I do this, based on the information I learned in this session, I feel I can more effectively lead personnel by helping their realize their positive points, how to strengthen their weak points and especially focus on “leading” instead of “managing”.
(Below is from handout “Michael Burt’s 7 Core Drivers for recognizing and eliminating Execution Gaps)
1. Re-awaken and Re-establish
-Guiding principle: Responsibility for own self, past doesn’t necessarily restrict
2. Re-Imagine and Re-Create
-Guiding Principle: Must break with old ways of thinking and constantly re-create myself
3. Remove and Re-connect
-Guiding Principle: Walk the talk. Match internal thoughts with external actions.
4. Realize and become receptive.
-Guiding Principle: Admit I need to grow. Become humble and teachable. Constantly grow and learn.
-Not competing against others, but against own potential and “tiny thinking”
5. Re-Engage and Re-Position
-Guiding Principle: Understand for every action there is a consequence, positive or negative “reap what you sow”.
-Realize will be adversity in life, use adversity to re-engage my life and accelerate future progress vs. stagnation and paralyzing movement.
“change the picture or change the situation”
6. Reach-Out and Recognize
-Reach out and recognize Team or persons around me
7. Respond
-Guiding Principle: Between what happens to me and my response is a space, to that space lies my ability to choose my responses.
ACTION is necessary to accomplish dreams. ACT to translate goals into specific actions.
www.michaelburt.com
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