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by Rick Baker
On Dec 6, 2011
Everyone knows personal values influence people's behaviour.
Most people know the interplay between people's personal values create culture, including the culture at their business place.
Some people understand and agree personal Values lead to business Culture, which must be Communicated well. When that's done it leads to the generation of Value: Value for the business [profit] and Value for its people, its Clients, suppliers, shareholders, etc. At Spirited Leaders, we call this concept VCCV. If you desire business success then the best starting-point, the strongest driver, is Personal Values.
Values-Culture-Communication-Value.
We speak about the many ways VCCV adds potency to business.
Consider, for example, the function of Recruiting Great People.
In a 2011 Canadian Corporate Culture study, 85% of respondents indicted that cultural fit is more important than necessary skills when hiring1.
When you are hiring a person to join your business you must work to understand whether or not they will 'fit in' your business Culture.
That means at least 3 things:
- You must understand our business Culture and the details of its embedded Values and your rules [our Master Rules],
- You must understand the employee-candidate's personal Values, and
- You must determine whether or not the employee-candidate is compatible with our business Culture.
And, if you are not in a position to complete the first step then you do not know your business Culture.
If that's the case then that's the first thing to remedy.
If you are the Leader at your business then you must remedy that immediately.
Footnotes:
- Waterstone Human Capital, "2011 Canadian Corporate Culture Study"
by Rick Baker
On Dec 2, 2011
Part 1 of The Master Rules can be summed up just the way my 2nd boss taught it to me: He who carries the gold makes the rules.
Part 2 of The Master Rules is about the importance of setting over-riding rules to help people understand:
- HOW things are to be done and
- HOW & WHAT the Right Things means when it is used in that admonition `Do the Right Things` and other admonitions like `Managing is about doing things right - Leadership is about doing the Right Things`.
The Master Rules are simple, clear, top-down Rules.
The Master Rules reflect the core values of the business leader.
Every successful business has a culture, wrapped around high-quality core Values.
At successful businesses, those core Values act like an internal compass, which helps keep People comfortable. That comfort derives from the fact People feel - not just think, People feel - comfortable about their Actions and about their Situations.
When People feel comfortable and guided their action is offered with more enthusiasm and their performance is more productive. And, business is more successful.
The purpose of The Master Rules is to provide the guidance which sets the stage for People comfort and People Action.
Here is one example, close to our own hearts.
One of Spirited Leaders` Values is Labours of Enjoyment & Enthusiasm. At Spirited Leaders, we want our People to at least enjoy their work. We know People who enjoy their work perform more and better Actions. We also know enjoyment precedes enthusiasm. When People enjoy Actions they are much more likely to be enthusiastic about repeating those Actions. We also know the feeling of enjoyment is closely linked to personal strengths: when personal strengths are engaged People feel good.
One of Spirited Leaders` Master Rules is Embrace Strengths! When People know one another`s personal strengths and then work in harmony to put those different personal strengths to best use the likelihood of Labours of Enjoyment & Enthusiasm increases. That is one example of how our Master Rules mesh with our Values.
Footnote:
by Rick Baker
On Dec 1, 2011
My second boss taught me `The Golden Rule`.
He explained it this way: He who carries the gold makes the rules.
Some people might have been annoyed...
like...
- Who does he think he is!
- The boss thinks he gets to tell me what to do!
- Huh, we will see about that!
For some reason, I was not annoyed. (It might have had something to do with that little new mouth to feed in our family.)
For some reason, I liked the idea of the boss telling me some rules and telling me what he wanted done. I liked the clarity of his communication too:
- He was the boss.
- I was not the boss.
- He carried the gold.
- I wanted some of it.
- OK - I get it.
For some reason, I embraced the subordinate role...the role of a follower.
While it would be an exaggeration to say I understood any of the details of it at the time, I had a general sense that to be a good leader a person must first be a good follower. And, to be a good follower a person must respect the authority of others. Acceptance alone is not enough. A follower must respect and admire the people who have the authority. I am not talking about admiring every single aspect of the boss` character or admiring every single action the boss does or every decision the boss makes. I am talking about recognition of the fact the boss has some admirable qualities and capabilities. If that were not true then the boss would not be the boss.
Good followers learn from all their bosses: maybe a little, often a lot.
Followers who do not accept, respect, and at least to a degree admire authority do not learn from their bosses.
Followers who do not learn from their bosses do not become leaders.
The Master Rules - Part 1: He who carries the gold makes the rules.
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Master Rules
by Rick Baker
On Oct 19, 2011
Most people would agree, it makes sense to have ‘thick skin’ so when people say and do things that are negative toward you those things do not cause injury.
Some people are bullies. Nobody trusts them. But, bullies can get to you if you let them. Bullies are, by nature, offensive and if your skin is too thin then bullies can offend you. So, from a young age, we are taught how to deal with bullies. We know the intent behind the actions of the bully: the intent is to offend. So, when our willpower holds firm we can cause the bullies to fail. There are many examples of how this process can work. Mahatma Gandhi illustrated it to the world during the first half of the 20th Century.
So, when we see intent to offend coming at us we label the ‘offender’ a bully and we call up our ‘defensive strategies’ to protect ourselves from offense and injury.
The question is, egos being what egos are – how skilled are we at differentiating between bullies and other folks who mean no offense?
There is no question: from time to time we misinterpret other people’s intentions. Attribution bias can confuse us. Our moods can influence us. All kinds of things can fog our judgment.
Here is a single example, everyone can relate to: interrupting a conversation.
Interrupting an ordinary ‘everyday’ conversation
When you are speaking and someone interrupts you, how do you feel and what do you do?
We see many different reactions…here’s a sampling:
- Some people stop talking mid-sentence and allow the other person to replace their conversation
- Some people keep talking, as if the interruption didn’t happen
- Some people raise their voice in an effort to override the interrupter
- Some people politely say something like, “Excuse me, may I finish my point.”
- Some people less-politely and more-firmly say something like, “Hey, it’s not your turn to talk.”
- Some people get very angry and say much worse things, using much-louder voices
Whether the interruption came from an intentional bully or from an excited friend or co-worker…it could be received as an incivility. When received as an incivility, the interruption will cause the offended person to become more timid or become more vexed…it depends on the person’s ‘nature’.
Now, all that can happen with everyday occurrences…like, an interruption of conversation.
Imagine how the interpersonal sensitivities become magnified when there is more at stake. Imagine how the situation changes when one person is The Boss and the other person…isn’t. The balance of power in conversation has shifted in favour of one person. [At least, most bosses would tell you that.] So, when conversations take place the game has changed:
- What happens when the subordinate interrupts the boss?
- What happens when the boss interrupts the subordinate?
- What happens when the boss criticises the subordinate?
- What happens when the subordinate criticises the boss?
Now, when it comes to incivilities and offending other people the example of interrupting a conversation is like a shaving off the tip of the iceberg.
The list of things that can offend people is lengthy…the ways to offend are almost limitless.
As examples*:
- Talking loudly in common areas
- Arriving late
- Not introducing a newcomer
- Failing to return a phone call
- Showing little interest in another individual’s opinion
Without much thought…each of us could add a few dozen more examples to the list.
Whether we intend to offend others or not…often…they get offended.
Constructive Criticism…no question – that’s an oxymoron.
PS: To gain business advantage, we recommend self-monitoring and “ The Master Rules”
Footnotes:
Source of this list: ‘The Cost of Bad Behavior – How Incivility Is Damaging Your Business and What to Do About It,’ Christine Persona & Christine Porath [2009]. From this book…
The Top Ten Things a Firm Should Do to Create a Civil Workplace
- Set Zero-Tolerance Expectations
- Look in the Mirror
- Weed Out Trouble Before it Enters Your Organization
- Tech Civility
- Train Employees and Managers How to Recognize and Respond to Signals
- Put Your Ear to the Ground and Listen Carefully
- When Incivility Occurs, Hammer It
- Take Complaints Seriously
- Don’t Make Excuses for Powerful Instigators
- Invest in Post-departure Interviews
by Rick Baker
On Apr 28, 2011
Spirited Leaders conducts a series of 6 workshops, designed to share our key thoughts about 6 areas where Leadership skill results in ‘big ROI’.
The 6 areas are:
- Leader’s Values
- Leader’s Vision
- Ideal Clients
- Key Success Rules [formerly, Key Success Factors or Critical Success Factors]
- Goals
- Performance Measurement
As we revisited our plan for Workshop #4, we decided to replace the words ‘Key Success Factors’ with the words ‘Key Success Rules’.
Some might view this as a small change, ie, a slight tweaking of the wording.
Others might view this as a major alteration of the thrust and requirements of strategic planning.
We understand both viewpoints.
Here is why we made the change to ‘ Key Success Rules’ it and why this change warrants some attention:
- The word ‘factor’ is nebulous. The word ‘rule’ is not...or, at least, it is much less nebulous. We do better when we use clear words during the strategic planning process. Clear words lead to better communication. Clear words lead to more interest in communication.
- ‘Rules’ are needed in business. We do not need to mince words about rules. We need to state rules clearly. The sports and games we enjoy so much teach us important lessons about rules. For example, if we can accept and maybe even enjoy the rules of the sports and games we play then we can certainly be comfortable accepting rules when we go to work. Rules set boundaries for fair play. Rules give direction to accurate thinking.
- In the business planning process, Key Success Rules [formerly called Key Success Factors] connect strategy to action. Here, we mean the Leader’s Vision, Values, and most-desired Clients are the main pieces of strategic thought. Something is required to serve as the bridge from those strategic thoughts to the actions needed to bring about the desired outcomes/results. Key Success Rules are that bridge.
Summing this up…
When we view Key Success Rules as the bridge between strategic thought and practical action we construct a clear connection. Key action-tests are clear. And the planning process is a quicker and more-enjoyable experience. In addition, Key Success Rules promote accurate thinking about the important operational details to follow.
by Rick Baker
On Apr 27, 2011
Your personal values act like a little panel of judges.
This little panel of judges renders judgements with lightning speed.
This little panel of judges can render judgements with lightning speed because the judges do not have to think.
Many of the judgements are not just lightning-fast but also clear and simple:
- This is RIGHT
- That is WRONG
- This is GOOD
- That is BAD
These types of clear and simple judgements are your moral compass. They happen when all your judges are in agreement, when the vote is unanimous.
There are other types of clear and simple judgments. Your little panel of judges often deliver these sorts of judgments in reaction to other people. Every judge on the panel tends to be biased in your favour. After all, they are your panel of judges.
If you are like most people then your panel of judges can be very harsh when confronted with the actions of other people.
If you are like most people then your panel of judges rarely miss the opportunity to render judgement on other people…after all, they are there to protect your interest…and they are vigilant.
Sometimes your panel of judges cannot reach a unanimous judgment.
I mean, sometimes judges are in conflict with one another.
For example, one of your judges works to ensure you take care of your physical health. Meanwhile, another of your judges works to ensure you take care of your financial wealth. Sometimes these two interests compete.
Yes - from time to time, your judges are conflicted.
When they are conflicted they let you know.
And, you begin to think…and maybe you begin to worry…and to overcome that worry maybe you begin to use your logic skills to take over where your little panel of judges left off.
More about the little panel of judges in future Thought Posts…
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