How many of us on a daily basis tolerate less than perfect, or even less than acceptable standards that, if we chose to, we would be well within our rights to challenge? Whether we are talking about the service we get in stores, restaurants or banks or from the people we work with – our teams, managers, suppliers – all seem to have an infinite range of reasons and excuses as to why it is impossible to deliver what we expect, whether we are talking about hard product or attitude and behaviour. Read More
Archive for the ‘Transformational Leadership’ Category
You Get What You Tolerate*
Tuesday, June 30th, 2009Treat People Like Children and They Will Behave Like Children
Thursday, April 9th, 2009I’ve been reading a book that has been around for some time but I hadn’t got round to reading.
“Maverick” by Ricardo Semler describes Semler’s journey from taking over his father’s business in 1980 to turning it into the successful business it is today. The journey has not been an easy one but his determination to run his business in a way that has been way ahead of its time is a refreshing read.
In the world of leadership development, the ideas on how he leads and manages his business are not new. What is unusual and refreshing is the commitment to and tangible evidence of success in a manufacturing business based in South America.
Sensible, Aligned and Engaging Objectives
Monday, March 23rd, 2009It’s that time of year again. Business plans and budgets are signed off, employee reviews are due and the annual objective-setting extravaganza is looming.
In the ideal world, this all happens seamlessly. As a manager, you have a clear line of sight to the organsation’s vision and goals; your manager discusses their objectives with you – along with the targets and measures in place; you have a pleasant, inspiring and meaningful conversation that crystallises for you exactly what you need to do, how you need to do it and exactly what you will have done at the end of the year to contribute to the success of the business. You can’t wait to go and have a similar conversation with your team to set them all on the way to success, leaving you to concentrate on your bit.
This isn’t a Personal Attack But..
Wednesday, March 18th, 2009I love these words – if you can be sure of anything you can be sure that whatever follows this phrase will be exactly that. I heard it used most recently at a senior team event I was facilitating when the ‘discussion’ between team members got a little heated. What I then found interesting was that, when the person who said it – and indeed followed it with a personal attack – was challenged on her behaviour, she shrugged her shoulders and said, ‘I was just being authentic’. I realised how easy it is, when under pressure, to misuse such a positive and powerful word – and deliver a devastating personal blow to the receiver.