For example. Creditors probably already require pro forma financial statements. The costs of any unintended negative effects must also be considered. It is beyond the scope of this article to provide an exhaustive enumeration of the many negative side effects possible. Indeed, they come in many different forms, but it is nevertheless useful to mention a few examples. A common problem with specific-action controls is that they cause operating delays.
These can be relatively minor. Another problem with specific-action controls is that they can cause rigid. Individuals who become accustomed to following a set routine are not as apt to sense a changing environment, nor are they likely to search for better ways of doing the tasks at hand in a stable environment. Results controls can create severe, unintended negative effects when all the measurement criteria are not met satisfactorily. Perhaps the most serious common problem is a failure to define the results areas correctly. For example, a department store introduced an incentive compensation plan to pay employees on the basis of sales volume.
The immediate impact was indeed an increase in sales volume, but the increase was accomplished in ways that were inconsistent with long-term organizational goals. The employees competed among themselves for customers and neglected important but unmeasured and unrewarded activities such as stocking and merchandising. Data distortion is another dangerous potential side effect of results controls. If the measurement methods are not objective, then the employees whose performances are being measured might falsify the data or change the measurement methods, and, in so doing, undermine the whole organization's information system.
Many of the ramifications of these unintended effects of control systems are not well understood, and their costs are very difficult to quantify. However, consideration of these effects is an important control-system design factor: they cannot be ignored. Because feedback does not appear prominently in the preceding discussion, it is useful for clarification purposes to consider where feedback fits in, Control is necessarily future-oriented, as past performance cannot be changed, but analysis of results and feedback of variances can often provide a particularly strong addition to a control system.
A prerequisite, of course, is the ability to measure results, so feedback can only be useful in the situations presented in boxes 1 and 3 of Figure 1. There are three reasons why feedback of past results is an important part of many control systems. First, feedback is necessary as reinforcement for a results-accountability system. Even if the feedback is not used to make input adjustments, it signals that results are being monitored. This can heighten employee awareness of what is expected of them and should help stimulate better performance.
Second, in repetitive situations, measurement of results can provide indications of failure in time to make useful interventions. This is shown in the simple feedback control model presented in Figure 2. When the results achieved are not satisfactory, the inputs, which include the specific actions and types of persons involved, can be changed to provide different results. Obviously, these input adjustments are more likely to improve results when there is a good understanding of how inputs relate to results; otherwise, the interventions are essentially experiments. Third, analysis of how the results vary with different combinations of inputs might improve understanding of how the inputs relate to results.
This process is depicted in loop A of Figure 3, a slightly more complicated feedback control model. If managers discover that certain specific actions produce consistently superior results, then it might be beneficial to inform employees of the specific actions that are expected of them, for example, by publishing these desired actions in a procedures manual. The greater the knowledge about how actions bring about results, the greater the possibilities of using a tight, specific-action-oriented control system.
Note that these latter two reasons for analyzing feedback — for making interventions and for learning — are only useful in situations that at least partially repeat themselves. If a situation is truly a one-time occurrence, such as a major divestiture or a unique capital investment, management has little use for feedback information. In these cases, by the time the results are available, it is too late to intervene, and a greater understanding of how results are related to inputs is not immediately useful. There are other circumstances where feedback need not, and perhaps should not, be a part of a good control system.
In many cases, although feedback control systems are not really feasible, they are used anyway. Cost considerations also commonly lead to decisions not to include feedback in a control system. The design, implementation, and maintenance of results-tracking information systems can often be very expensive.
Thus, it is not feasible to have feedback as part of every control system, nor is it necessarily desirable even when feasibility constraints are not present. As discussed at the beginning of this article, management control is a problem of human behavior. The challenge is to have each individual acting properly as often as possible. Thus, it seems logical to start the control-system design process by considering the personnel component of the organization by itself. In some situations, well-trained, highly motivated personnel can be expected, with a high degree of certainty, to perform their jobs satisfactorily without any additional control steps being taken.
A confident reliance on personnel controls is a very desirable situation because additional controls cost money and may have undesirable side effects. If, however, management determines that personnel controls should be supplemented, the first step should be to examine the feasibility of the various control options. To do this, management must assess two factors: how much is known about which specific actions are desirable, and how well measurement can be accomplished in the important performance areas. This feasibility test might immediately determine whether the controls that can be added should be oriented toward specific actions or results.
Control can be made tighter by strengthening the controls in place, along the lines discussed earlier, or by implementing overlapping controls, such as controls over results and specific actions. In most cases, management has some, but less than complete, knowledge of which specific actions are desirable and some, but not perfect, ability to measure the important result areas.
This situation usually calls for implementation of both specific-action and results controls, with feedback loops to improve understanding of the relevant processes. The above observations about control can be illustrated by describing how control of a sales force might work. Generally, personnel controls are some part of every sales force control system. Consider, for example, this statement by a sales and marketing consultant:. I think I can tell a good salesman just by being around him. If the guy is experienced, confident, well-prepared, speaks well, maintains control of situations, and seems to have his time planned.
I assume I have a good salesman. If a sales manager feels confident about all of the salespeople employed, he or she might wish to allow personnel controls to dominate the control system. This is likely, for example, in a small business with a sales force comprised solely of relatives and close friends.
But most sales managers are not willing to rely exclusively on hiring and training good people. What controls should be added? The answer, of course, depends on the type of sales involved. In a single-product, high-volume operation, the volume of sales generated is probably a good simple factor on which to base a results-oriented control system. It provides a reasonable, although not perfect, surrogate for long-range profitability, and the measurements are very inexpensive because the data are already gathered as a necessary input to the financial reporting system.
The results-accountability system can then be completed by providing reinforcement in the form of sales commissions. This simple solution will also work where multiple products with varying profitabilities are involved, if the commission schedules are varied so that rewards are assigned in proportion to the profitability of the sales generated.
Consider, however, a situation where salespeople sell large-scale construction equipment and where sales come in very large but infrequent chunks. A commission-type, results-accountability system is still feasible. Measurement of results is not difficult and can be accurate to the penny. The amount of control provided, however, is not high because the measurements fail on the timeliness dimension.
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Because sales are infrequent, zero sales is not an unusual situation in any given month. Therefore, a salesperson could be drawing advances on hypothetical future commissions for many months without performing any of the desired promotional activities. Two solutions are possible. One is to augment the commission system with some specific-action controls, such as activity reports.
Some activities are probably known to be desirable, such as the number of hours worked and the quantity of calls made. If the product mix and market environment are fairly stable, then requiring and monitoring activity reports is not as costly as it might seem, because it could provide an important side benefit — an activity-oriented data base. The patterns in this data base can be analyzed and compared with results over time to add to knowledge about which activities yield the best results.
An alternate solution is to improve the results-accountability system. It might be possible to define some factors that are strong predictors of sales success, such as customer satisfaction with the salesperson or customer familiarity with the company's products. Measurement of these intangibles, of course, would have to be done by surveying customers. Even though these measures do not directly assess the desired result area long-range profitability , and measurement is imprecise, they could provide a better focus for a results-oriented control system than a sales-generated measure because of the improvement in timeliness.
Over time, it is likely that the choice of measures and measurement methodologies could be improved. The advantage of this results-oriented solution over an action-oriented system is that it is more flexible and less constraining to the salespeople; they can continue to use styles best suited to their personalities. This article has taken a new look at the most basic organizational control problem — how to get employees to live up to the plans that have been established.
In the course of discussion, the following major points were made:. An understanding of control can be an important input into many management decisions. I could finally form my abstract thoughts about money into actual speech — and it changed my life forever. But the gist of it is this: The poor work for their money, but the rich make their money work for them.
For the first time, I began to see that wealth is not an accident, but an action. Yes, I expect you to tweet that! I worked hard on that line! Do yourself a favor and pick up a copy of Rich Dad, Poor Dad this week. The Total Money Makeover helped me to look at my personal finances with more seriousness and gave me a passion to pay off debt, live more frugally, and save more money.
I was in control of my spending.
My spending was not in control of me. As an entrepreneur, some months are financially better than others. Whereas Rich Dad, Poor Dad taught me that wealth was mine for the taking, The 4-Hour Workweek taught me that life was mine for the taking. Part productivity handbook, part inspirational and part lesson in entrepreneurship, The 4-Hour Workweek refuses to be classified as anything but what it truly is: life-changing. I think critics of The 4-Hour Workweek tend to focus too much on the specifics of the book.
However, there are ways you can improve your business and life through efficiency and optimization. For example, I hate talking on the phone with tenants, so after reading The 4-Hour Workweek , I hired someone part time to answer phones for me and show vacant units. The cost to me is tiny compared the amount of mental space it cleared up in my life, time that I could spend doing business activities I actually enjoy doing. It takes a shift in focus away from what we need to what others need.
With rare exception, when we meet people who greet us with a smile, they are sending us important information about heir intentions. Meshanko concludes with 3 key ingredients to improving your ability to demonstrate respect for others:. Once we understand the value proposition respect offers, that insight can provide us with patience, courage, and creativity. Patience permits us to maintain our composure and respectful demeanor when others are not acting at their best.
Courage enables us to candidly challenge disrespectful behavior and actions directed toward others. Creativity allows us to see points of connection, even in the midst of conflict. When we bring these qualities online and into our work interactions, everyone benefits, including our peers, customers, vendors, and ultimately, our shareholders.
So if we want to have lasting change, the beginning point has to be our thinking. When we look at our behavior we have to understand that there is a thought going on in our heads that is tripping us up. And we have to change that first. One right thought can correct a lot of bad behavior. As human beings, we latch on to certain ideas and assumptions and they blind us from seeing other options and responses to what life throws at us.
We get ideas in our head that can literally block us from seeing other perspectives. We have to unlearn some behaviors and then learn and put into practice the new thinking and resulting behaviors. And it just takes time. We have to wake up every day and know that we have a tendency—not just because of our life experiences, but also because of the way that we have chosen to respond to them—to repeat a certain set of behaviors over and over again.
And learn from it. And then go to work on the thinking behind the behaviors we want to change. There will always be drama. Complaints, excuses, and regrets only serve to keep the drama alive. So, says Chism, when you experience drama you need to ask yourself three questions:. Too often this is where we get stuck. Our focus has shifted because we became confused about our number one priority. Sometimes we create drama because we want something on our terms. Chism relates a clarifying example of this with the recently divorced Joe who is having visitation issues with his ex-wife Patty.
Yes, you can fight that battle, if winning a battle is what you want. Are you willing to drive to Illinois several times a year and spend quality time with your kids, even if Patty does nothing more than cooperate? Joe will struggle if that is his motive or intention. If he is able to let go of distractions and not get stuck on the rocks that lie between him and his final goal. Do you see that while this kind of clarity may not change all the drama, it will give you peace and free up your energy for more productive endeavors?
This kind of dynamic plays out every day in our business and personal lives. When we are not clear about what we want, what our values are, what we are committed to, it is easy to lose our focus, to drift off course. Chism has written a good-natured and practical book that will change your thinking and in the process help you to control the drama in both your personal and professional life.
Chism suggests asking the following questions:. What are my top 10 principle-based values? What areas of my life or business are in the fog? What are some of the distractions that take me off course? Where do I get stuck? Where can I improve as a leader? What drama do I see on a daily basis in the workplace? What drama do I see in my personal life? Where am I avoiding or procrastinating? STOP To start, you must stop. CUT Eliminate : Every yes contains a no. Do You Need an Attitude Adjustment? To some, this comes naturally. Others must constantly work on it.
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Since my earliest memory, I have had the sense that anything worth doing… worth pursuing… must be passionately pursued. A positive attitude naturally follows. I found myself first assuming leadership responsibilities at age 14 when I became an Eagle Scout. For me, getting there was just a mountain to climb. It was the culmination of 21 merit badges and a large community project. It was the excitement of the journey, the arrival at a destination, and the achievement of the reward. For me, at 14 years old, it was like reaching the top of Mount Everest but with no real thought or plan on how I was going to get back down… the part of the climb where most people die.
But it did help jump-start a lifelong journey to develop and sharpen my leadership skills—a journey that really never ends. Great leaders constantly deal with the struggle between achieving personal goals, while doing so with humility. In high school, I held leadership roles in school government and on the sports field.
My agreement sealed my fate. All these experiences helped shape my thinking about, and commitment to, leadership because people started to turn to me to lead. I had the right attitude throughout these early years. However, there came a period in college when I lost my way. My attendance at Purdue was facilitated by an Army ROTC scholarship, at a time when the Vietnam War was stoking nationwide protests across nearly every college campus. Compared to other campuses, Purdue was a fairly conservative school, but we had a chapter of the Students for Democratic Society SDS , and they regularly protested the war on the mall or at the Armory.
I had mixed feelings about the war when I arrived at Purdue in , having spent most of my high school years in Europe—insulated from the anti-war movement. But since I had an ROTC scholarship and my dad was retiring from the Air Force and starting law school about the same time I entered college, I felt an obligation to stay in a program that was paying my way. I also worked 4 hours each evening Monday - Friday as a janitor, cleaning the second floor of the university library to help make ends meet.
Then an unfortunate event happened. Just walking across campus in uniform to attend military drills drew unwanted attention. So, when the annual Army ROTC awards ceremony occurred in the spring of my freshman year , and knowing that I was not an award recipient, I decided to skip the ceremony and attend the SDS rally in the mall instead. I followed the crowd. Upon arriving at the armory, they broke open the large truck-sized doors and entered, chanting loud and strong.
State troopers in riot gear soon arrived to keep the protesters away from the formation of cadets. He called me in the following morning and told me that my scholarship was being put on probation. This was a wakeup call for me, and it began the reshaping of my attitude. I had to decide which side to be on. I came to realize that I wanted to be a leader more than a protestor. Like some other Americans, I may have thought that the Vietnam War was ill-advised, but I also realized that there were alternative ways to make my mark on the world.
When ROTC summer camp training rolled around between my junior and senior year, I spent nine weeks at Fort Riley and did well enough to become the third ranking cadet at Purdue during my senior year. Upon graduation from Purdue in , I was one of six cadets designated a Distinguished Military Graduate. So, what should you take from this ROTC experience? In a nutshell: attitude counts. A lot. You need building blocks to realize that dream.
During those early years at Purdue—at least as it applied to an Army career—I lacked ambition, a good self-awareness, and perseverance. I then adjusted my attitude, and a 4-year commitment turned into a year career. Consider, for example, all the other concepts that courage connects to in workplace settings. Innovation takes courage because it requires creating ideas that are ground-breaking and tradition-defying; great ideas always start out as blasphemy!
And sales always take courage because it requires knocking on the doors of prospects over and over in the face of rejection. Having a way of categorizing courageous behavior allows you to pinpoint the exact type of courage that each individual worker may be most in need of building. TRY Courage is the courage of action. It is the courage of initiative. TRY Courage requires you to exert energy in order to overcome inertia. You experience your TRY Courage whenever you must attempt something for the very first time, as when you cross over a threshold that other people may have already crossed over.
First attempts; for example, the first time you lead an important strategic initiative for the company. Pioneering efforts, such as leading an initiative that your organization has never done before. Taking action. All courage buckets come with a risk, and the risk is what causes people to avoid behaving with courage. The risk associated with TRY Courage is that your courageous actions may harm you, and, perhaps more importantly, other people. If you act on the risk and wipe out, not only are you likely to be hurt, but you could also potentially harm those around you.
It is the risk of harming yourself or others that most commonly causes people to avoid exercising their TRY Courage. TRUST Courage is very hard for people who tend to be controlling and those who have been burned by trusting people in the past. Following the lead of others, such as letting a direct report facilitate your meeting. Presuming positive intentions and giving team members the benefit of the doubt. By trusting others, you open yourself up to the possibility of your trust being misused.
Thus, many people, especially those who have been betrayed in the past, find offering people trust very difficult. For them, entrusting others is an act of courage. TELL Courage is what is needed to tell the truth, regardless of how difficult that truth may be for others to hear. It is the courage to not bite your tongue when you feel strongly about something.
TELL Courage requires independence of thought. The courage of TELL is associated with: Speaking up and asserting yourself when you feel strongly about an issue. Using constructive confrontation, such as providing difficult feedback to a peer, direct report, or boss. Courage is Contagious Understanding and influencing courageous behavior requires that you be well versed in the different ways that people behave when their courage is activated.
By acting in a way that demonstrates these different types of courage, and by fostering an environment that encourages them, you can make your company culture a courageous one where employees innovate and grow both personally and professionally. The only questions are what and how much. Poor choices lead you into failure, and good choices take you out of failure. Nobody likes failure. We are lead to believe that failure means that there is something wrong with us. Failure simply represents a challenge; not something to avoid.
We crave certainty, and that feeds our fears. But your purpose will compel you to keep going, adapt, and grow. Rowling, David Neeleman, and other well-known and not so well-known individuals, but he includes his own experiences that give it depth and credibility. Fail More will help you to work past your fears, the obstacles, set realistic goals, and learn from every result.
Success is a process, and failure is part of that process. Failure gives you the critical feedback you need to make the necessary adjustments to bring you closer to your goal. Life serves adversity as a barrier to entry in the pursuit of happiness.. Look within as you work to create value for people by first becoming of value to yourself.. Enjoy the fruits of your labor while you are engaged in their pursuit. Failing more is trying more. The greatest point of growth occurs right below your limit.
Be one of those people that works right up to their edge of comfort. We all start at a place where we need to improve if we are going to succeed on a more significant scale. When you seek out uncertainty, you are opening your mind to possibility. Procrastination, lack of prioritization, and the absence of goals all have their origins in fear. In order to get what you want, you have to do those things that give you the confidence to do just a little bit more the next day. In December , John F.
Jefferson dined here alone. A year before his death, he was asked by a father to give some counsel to his young son, Thomas Jefferson Smith. He responded with a letter that began: Monticello Feb. Th: Jefferson to Th: Jefferson Smith. The letter concluded with ten rules to live by Jefferson titled A Decalogue of Canons for observation in practical life : Never put off till tomorrow what you can do to-day. Never trouble another for what you can do yourself. Never spend your money before you have it. Never buy a what you do not want, because it is cheap; it will be dear to you.
Pride costs us more than hunger, thirst and cold. We never repent of having eaten too little. Nothing is troublesome that we do willingly. How much pain have cost us the evils which have never happened! Take things always by their smooth handle. When angry, count ten, before you speak; if very angry, an hundred. The complete letter can be found on the National Archives website. Leadership and life are built on relationships. Despite any talent or education you may have, your ability to work with and influence others is what will set you apart. Your Purpose Why am I here?
You are not a victim. A specific purpose helps you also to align your actions to the purpose of others and your organization. It is nearly impossible to make good life choices with no self-awareness. A good place to get self-awareness is to watch the behavior of others. Often the behaviors that irritate you are mirrors of your own life.
Social-Awareness How do you impact others? Before you interact with others, begin by asking what is the desired result based on who I am, my purpose, and who I want to be? We have an impact on everyone we meet. How do others perceive us? Is that our intent? Does it align with our purpose? The other part of the Conscious Success Model is how we differentiate ourselves.
We have to be more proactive, more deliberate and consciously aware. This is conscious success. How am I presenting myself to others? Am I having the impact I really want to make? This, of course, speaks to having a healthy self-awareness. Each of these differentiators as negative and a positive side. Either side will get you noticed.
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Avoid the side that will get you noticed for the wrong reasons. We mostly lack authenticity because we are trying to be what people want us to be in order to be accepted or popular.
We are inauthentic to cover up for our insecurities. Authenticity leads to trust. Consistency matters.
It might seem unrealistic to do this but deciding to be percent responsible forces you to move forward. Blaming and justifying limits options and percent to zero percent responsibility expands options. Ask questions with the intent of clarifying your understanding. Differentiator 4: Articulate for Impact Closely related to differentiator 3 on listening is articulation. Have a good vocabulary. Before you speak, consider your emotional state.
Also, think about what your purpose is and what you are trying to convey. You can have a sense of humor, but it must be consistent with your image and what it is you want to accomplish. Gratitude is a choice we make each and every day. Having an attitude of gratitude gives you a positive outlook which makes you more attractive to others.
It takes commitment, focus, and a force of will. The Conscious Success Model provides a useful framework for not only differentiating yourself but creating a life that matters. The 9 Dimensions of Conscious Success is a great tool to put into the hands of anyone starting out in life. The first law is often referred to as the Law of Inertia. The law states that every object will remain at rest or continue in a straight line unless compelled to change its state by the action of an external force.
In other words, things stay the way they are unless something comes along to disrupt them. This law has the power to make us or break us. And it is at work in our lives all day, every day whether we are conscious of it or not. When we kick a soccer ball, it heads in a specific direction until it is acted upon by a force greater than the force that is currently propelling it downfield.
Like that soccer ball, our life is moving along a path that is taking us to a particular future intentionally or not. And we will continue along that path to its destination until we do something different. Our intentions mean nothing. In other words, our will be just like our unless we exert a force to change our direction that is greater than comfort we enjoy by continuing to do what we have always done producing the same results again and again. No force, no change.
Get on a new path. New actions will produce different results. For every cause, there is an effect. Today is connected to tomorrow. Every action we take and everything we say is taking us somewhere. We just need to be sure we are on the path that is taking us where we want to go; a path that is taking us to the person we want to become. If we work harder than we did last year, then we will do better. If we sacrifice now, then we are investing in our future. If we reflect, then we will grow. If we improve our leadership, then people will follow us.
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If we are courageous, then we will inspire. If we are curious, then we will learn. If we avoid the trappings of power, then we will stay connected with those we serve. If we surround ourselves with the right people, then we will be enriched and will lift others up. If we are authentic and humble, then we will build trust.
If we work this law to our advantage, then we will eradicate regret. If we don't improve, then our circumstances won't improve either. Life naturally pushes us off-course and takes us on tangents. Anything meaningful in life is produced by moving upstream — against the current. We need to make some course corrections. We all do from time to time. Of course, this implies getting uncomfortable. As we look at our life, we all have directions that need to be changed.
It helps to begin this process by asking ourselves questions and giving serious and honest thought to the answers. What habits are holding me back? What three things do I want to accomplish by ? What does a good day look like? What routines keep me on track? Why do I do what I do? And most importantly, what am I grateful for?
Then drill down into specific areas of your life: Do I make time to study and grow spiritually? What habits are draining my time and attention? What activities replenish me? Am I taking time to relax and grow in other areas of interest? Am I sleep deprived? Am I eating healthy and avoiding processed foods? What do I need to change in my diet in ? Am I exercising regularly? Am I drinking enough water? Is my morning and evening routine setting me up for my best day? Am I living within my means? How much do I want to make in ? What do I have to do to reach that amount?
What weaknesses do I need to minimize? Am I where I would like to be in my work or career? How can I increase the value I bring to work? What relationships are building me up? Are any relationships taking me off-track? Who do I take for granted? Do I support those around me? Do I support and encourage others? Do I focus on building others up? Do I make time for others? Where do I need to grow?
What strengths do I need to improve on? What do I need to learn? What books do I need to read? What seminars do I need to attend? What can I learn from the mistakes I made in ? The key to moving forward is the first step.
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Every destination needs to be broken down into incremental markers or indicators on the way to the destination. What is the first thing you need to do to get you moving in the right direction? As you begin, focus on the actions required and not the end result. A small step is easier than a leap. Once the first step is made, it is easier to continue down the right path to your desired destination. Leading Matters: John L. Hennessy on the Leadership Journey A. Didn't See It Coming T.
Asking for help makes most of us uncomfortable and we often go to great lengths to avoid doing it. We fear rejection. We fear that people we think less of us. But the truth is we need the help and support of others to succeed. To be sure, leadership is fundamentally about asking people for help. Making matters worse, our intuitions about what should make others more likely to help are often dead wrong; our fumbling, apologetic ways of asking for assistance generally make people feel far less likely to want to help.
We hate imposing on people and then inadvertently, we make them feel imposed upon. But for some reason we forget that when it is our turn to ask for help. Research shows that people actually like us more when they have been able to help us. It makes them feel good too—unless they feel compelled to help.
So what are the subtle cues that motivate people to work for us? Instead try these three ways of asking others for help: In-Group Reinforcement Those members of our group are the most likely to help us. The Positive Identity Reinforcement Most people like to think of themselves as helpful because it is part of what it means to be a good person. We reinforce that with gratitude and appealing to the things that matter to them. They need not bother. If we feel we are not making an impact, we are likely to lose motivation.
People need to clearly understand the impact of their helping. Research shows that when people are unable to get any kind of feedback about how well they are doing on a task, they quickly become disengaged from it. And be sure to follow-up. Let them know how things turned out. It is practical advice for anyone asking for help in a way that will leave both parties feeling good about the relationship.
Beyond the Drama Triangle Y. The GuruBook J. There's a Password for Every Door H. Unconditional Gratitude W. What Are Good People? Shake it Off I. The Mood Elevator W. Stretch: Unlock the Power of Less I. Ego Free Leadership E. Conflict without Casualties C.
Are You Living an Adult Story? Nothing facilitates community, collaboration, and innovation like humility. Humility is inclusive. It is inclusive of others ideas, others needs, others strengths, other contributions, and the realities that exist outside of our own head. A humble leader asks more questions and is open to more answers thus deepening the pool of resources they have to draw upon. But it requires a strength of character. Humble leaders are strong enough to admit their mistakes and learn from them.
Humble leaders are strong enough to celebrate their achievements of others. Humble leaders are strong enough to surround themselves with talented people without feeling threatened or diminished. Additionally, Humble people treat others as equals. Humble people are better team players. Humble people are willing to set aside their egos. Humility is the antidote to insecurity that often plagues us.
A lack of humility actually drives insecurity. Humility makes your strengths productive and multiplies the strengths of others. Humility acknowledges a world beyond our own thinking and minimizes our own limitations. A good leader knows this and acts accordingly to produce the best results. Do you have the strength to be humble? But how do we get outside our comfort zone? We avoid it altogether. Or we only do it half-heartedly. All of these things sabotage our efforts. And the stories he includes from managers, executives, priests, baristas, stay-at-home-moms, singers, actors and performers, are helpful and relatable.
And although these people are very different, there is a common theme. Customization—Designing a Personalized Baby-Step Plan This is the ability to tweak or adjust in often very slight ways how you perform a task to make it feel more comfortable and natural. When facing difficult situations we often feel powerless, but we can alter situations to play to our strengths. For example, we can change the words we use or the topics we talk about, change our body language, or change the timing or location.
Clarity—Getting Some Perspective on Your Fears Clarity is the ability to develop an even-handed, reasonable perspective on the challenges you face. It may not really be as far outside of our comfort zones as we imagine. Here are Five Comfort Zone Myths to consider: Myth 1: All it takes to step outside your comfort zone is taking a leap. Reality: Nearly everyone struggles with situations outside their comfort zones.
Myth 5: With enough inspiration, anyone can stretch outside their comfort zone.
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