Marcus Buckingham reflects on making the choice to be positive:
Thinking back on President Obama’s inauguration speech, I feel like it really set the tone for 2009 and thereafter. The first line of his speech—“I stand here today humbled by the task before us”—was a solemn reality check. His mention of the “gathering clouds and raging storms” that greet his new administration was clearly a warning that the road ahead will not be easy.
And yet.
And yet the speech was ultimately optimistic: “The challenges we face are real, they are serious and they are many... But know this, America: They will be met.” Along with the new president, I too believe that we can succeed even in these daunting times. And I assure you, the fastest way to overcome the obstacles we face now is for people to offer up and contribute the very best of themselves to their country, their organizations, their teams, their families. President Obama signaled that he will put the need for service front and center in his presidency, encouraging those who demonstrate “the spirit of service: a willingness to find meaning in something greater than themselves.”
It will take hard work, a redoubling of our efforts. Now is not the time to cry, “woe is me” but rather, “what more can I do? How can I help? How else can I serve?”
In closing his inaugural address, President Obama reminded us that “there is nothing so satisfying to the spirit, so defining of our character as giving our all to a difficult task.” You could say that it’s the mission of the Strengths movement to make everyone see the truth of that statement.So in the coming year, know that the commitment to give your all, and more importantly, to give the best of you, will strengthen our economy and strengthen our collective spirit. The challenges will be met.
Friday, February 13, 2009
Thursday, August 14, 2008
Lencioni's One Piece of Advice
If you were to give a new team leader one piece of advice what would it be?
(Lencioni) Take the risk of being vulnerable with the people you lead. That means, be open about who you are, what your concerns are, what your strengths and weaknesses are. Be human, and they will trust you.
Monday, August 4, 2008
Lencioni on Poorly Performing Team Members
That depends on whether the person has a true performance problem or a behavioral/values one. Most of what I’m about to say pertains to behavior, though it could also be used, with a little modification, for those who are just not producing.
First piece of advice to a manager: tell the team member he is underperforming. So many times people are not aware of their situation because managers shy away from giving them direct feedback, especially if it’s negative.
If, after direct communication, the situation doesn’t improve, make sure the underperformer knows that you’re willing to make a change to the team—that is, let him go—if things don’t improve. Do it kindly, helpfully, but clearly.
When people know that a leader is willing to make radical changes—like booting someone—they’re more likely to focus on improving. When they think they are indispensable or that the manager would never pull the trigger, they have little incentive to change.
One of three things should happen next. Either the employee will improve, he will leave the organization on his own because he sees that he can’t be successful, or he’ll need to be helped out the door. In most cases, one of the first two situations will happen, and only rarely will a manager have to fire someone.
Finally, throughout this process, communicate with the underperformer with the assumption that he really wants to improve. In most cases, that’s the reality. Doubting someone’s intentions only increases the likelihood that he won’t see the possibility of success.
First piece of advice to a manager: tell the team member he is underperforming. So many times people are not aware of their situation because managers shy away from giving them direct feedback, especially if it’s negative.
If, after direct communication, the situation doesn’t improve, make sure the underperformer knows that you’re willing to make a change to the team—that is, let him go—if things don’t improve. Do it kindly, helpfully, but clearly.
When people know that a leader is willing to make radical changes—like booting someone—they’re more likely to focus on improving. When they think they are indispensable or that the manager would never pull the trigger, they have little incentive to change.
One of three things should happen next. Either the employee will improve, he will leave the organization on his own because he sees that he can’t be successful, or he’ll need to be helped out the door. In most cases, one of the first two situations will happen, and only rarely will a manager have to fire someone.
Finally, throughout this process, communicate with the underperformer with the assumption that he really wants to improve. In most cases, that’s the reality. Doubting someone’s intentions only increases the likelihood that he won’t see the possibility of success.
Tuesday, July 8, 2008
Lencioni on Teams
Patrick Lencioni interview: Question, "Why are so many teams dysfunctional?"
In spite of the proliferation of teams, real teamwork remains elusive in most organizations. Teams fall victim to dysfunction because they are made up of human beings, and we are inherently messy, fallible creatures.
Unless a leader gives people a reason to do otherwise, we tend to look out for our own best interests, and not necessarily those of the team. Teams will never be easy because of this.
Add the fact that managers and leaders often leave team issues untreated, hoping they will work themselves out without any heavy lifting, and you’ve got a recipe for dysfunction.
In spite of the proliferation of teams, real teamwork remains elusive in most organizations. Teams fall victim to dysfunction because they are made up of human beings, and we are inherently messy, fallible creatures.
Unless a leader gives people a reason to do otherwise, we tend to look out for our own best interests, and not necessarily those of the team. Teams will never be easy because of this.
Add the fact that managers and leaders often leave team issues untreated, hoping they will work themselves out without any heavy lifting, and you’ve got a recipe for dysfunction.
Tuesday, May 20, 2008
BTW...What's My Job?
There's not many things more frustrating for any employee than to not know the expectations of the job or role function. What type of clarification is needed? No matter the type of job there are some important aspects to consider:
The specific tasks and how to perform them with excellence. Making sure you know how and where to aim your efforts.
The decision-making authority with the job. Every job has some type of empowerment granted and it's essential to be clear what it is.
The personal accountability of the employee. Having a desire to know how to judge your success as well as know how your superiors will hold you accountable.
The reporting requirements and how they are communicated. A desire to be taught how and what to report to your supervisor in a manner which will enhance your personal and the company values.
The specific tasks and how to perform them with excellence. Making sure you know how and where to aim your efforts.
The decision-making authority with the job. Every job has some type of empowerment granted and it's essential to be clear what it is.
The personal accountability of the employee. Having a desire to know how to judge your success as well as know how your superiors will hold you accountable.
The reporting requirements and how they are communicated. A desire to be taught how and what to report to your supervisor in a manner which will enhance your personal and the company values.
Saturday, May 17, 2008
Clear Priorities
Because of the fast pace of change and transition our work environments will confront us regularly with new pressure points. Your company changing priorities or emphasis will give you opportunity to integrate into those shifting priorities. It is more important than ever at these times to be clear about your personal mission and how to deal with the changes according to your clear role descriptions and unique strengths.
These times don't call for a fire-fighting mentality but intentional pro-active decisions on the most meaningful tasks at hand. It is essential to carefully plan and a commit to doing the "most important" tasks that build the future along with discerning the tasks which are truly the most urgent.
These times don't call for a fire-fighting mentality but intentional pro-active decisions on the most meaningful tasks at hand. It is essential to carefully plan and a commit to doing the "most important" tasks that build the future along with discerning the tasks which are truly the most urgent.
Wednesday, May 14, 2008
Attitude Matters
Keeping a positive attitude is important no matter role you may have at work. However, the more people you lead, the more essential it is that you give close attention to your attitude.
In fact, the attitude of a manager or supervisor will be a major factor in determining what the climate is within your work group or team. Actually, your attitude is the only thing that is totally under your control.
Positive attitude is not a giddy, fake, or glib approach to work. You don't have to be Pollyanna, or ignore the reality of situations. Rather it is the intentional effort to be positive, upbeat and look for the best in people and situations. There are enough challenges in each day to aggravate, confuse and be the stimulus for stress. The gift you bring to others is emotional resilience.
In fact, the attitude of a manager or supervisor will be a major factor in determining what the climate is within your work group or team. Actually, your attitude is the only thing that is totally under your control.
Positive attitude is not a giddy, fake, or glib approach to work. You don't have to be Pollyanna, or ignore the reality of situations. Rather it is the intentional effort to be positive, upbeat and look for the best in people and situations. There are enough challenges in each day to aggravate, confuse and be the stimulus for stress. The gift you bring to others is emotional resilience.
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