Leadership is creating environments that influence others to achieve group goals. People support a world they help create.
Management is the creation, implementation, and monitoring of process. People support a process that helps them succeed.
What do you think???
Thursday, July 29, 2010
Monday, March 15, 2010
Alignment, Part 3
Alignment is a term that gets mentioned frequently these days, in an Organizational Development context. Managers, supervisors, and of course executives most likely understand the concept (though not always!)...yet how much do those who are "on the front lines" (entry level associates, shift workers, etc.) "get it"?
Johnson and Johnson has its world-famous Credo...which all employees are expected to learn, understand, and live. Many organizations have Core Values that are meant to create the same sense of purpose and expected behaviors. A large customer of ours measures EVERY significant business decision against their Core Values...and if there is a mis-match, they don't do it!
"Brutal reality" (concept from Jim Collins' Good to Great) type questions to ask ourselves as executives, managers, and supervisors in ANY organization are as follows:
-If we were to ask any team member at any level what our core purpose/mission, vision, Core Values and expected behaviors are, what kind of responses would we get?
-What about how a team member's job connects to these concepts? (e.g., "Mary, how does what you do each day connect to our mission and values?")
Having asked this question frequently, sometimes blank stares are all too common...indicating that worse than things being out of alignment...we may have created a large credibility problem...because many may see mission statements and values posters as not worth the paper they are written on.
How well does your organization align mission, values and expected behaviors?
When we align with organizational missions, values, etc., we are more successful!
Johnson and Johnson has its world-famous Credo...which all employees are expected to learn, understand, and live. Many organizations have Core Values that are meant to create the same sense of purpose and expected behaviors. A large customer of ours measures EVERY significant business decision against their Core Values...and if there is a mis-match, they don't do it!
"Brutal reality" (concept from Jim Collins' Good to Great) type questions to ask ourselves as executives, managers, and supervisors in ANY organization are as follows:
-If we were to ask any team member at any level what our core purpose/mission, vision, Core Values and expected behaviors are, what kind of responses would we get?
-What about how a team member's job connects to these concepts? (e.g., "Mary, how does what you do each day connect to our mission and values?")
Having asked this question frequently, sometimes blank stares are all too common...indicating that worse than things being out of alignment...we may have created a large credibility problem...because many may see mission statements and values posters as not worth the paper they are written on.
How well does your organization align mission, values and expected behaviors?
When we align with organizational missions, values, etc., we are more successful!
Monday, February 15, 2010
Great Ways to Stay in Touch With Dale Carnegie
Here are additional ways to stay in touch with Dale Carnegie!:
blog.dalecarnegie.com
twitter.com/DaleCarnegie
http://www.youtube.com/user/pal8583
http://www.facebook.com/DaleCarnegieTraining
blog.dalecarnegie.com
twitter.com/DaleCarnegie
http://www.youtube.com/user/pal8583
http://www.facebook.com/DaleCarnegieTraining
Thursday, December 17, 2009
Inspirational Leadership
Last week while meeting with the CEO of an organization, the importance of inspirational leadership became crystal clear once again.
This person, whose responsibilities include running company with a billion plus in sales, didn't speak much about P and L statements. He did not speak at all about himself. In listening to him, if you didn't know he is a CEO, you'd probably swear that he is a Human Resources manager...and an excellent one at that. He sees people as his primary business, not selling or making things.
He is passionate about the people in the organization that he leads. He is passionate about his company's Core Values, against which ALL business decisions are measured. He rejoices in giving those who work for him the ability to dream big. He has reminders in his office of the importance of child-like creativity.
He inspires his team members.
It is very common for team members in this organization to be with the company 20 years or more. They have succeeded in a tough economy while their competition has floundered.
The "blogosphere" recently had a post from a likely well- intentioned leadership guru who proclaimed that this economy demands tough, authoritarian style leadership...no time to be "touchy-feely" in this economy was the message.
Can authoritarian leaders get results? Sure...short term. Leaders who inspire versus dictate get lasting results. The fact is that there are almost never any reasons to use authoritarian leadership as a primary business strategy. It is a recipe for resentment, disengagement, burn-out, and turn-over. Even in this economy.
Inspirational leadership takes courage, discipline, and taking our egos out of the equation.
Spending a half hour last week with that inspiring CEO was moving to say the least. It was a clear reminder of why what we at Dale Carnegie do is so important. We develop inspiring leaders and we have been doing so for 97 years.
When we inspire, we get lasting results.
This person, whose responsibilities include running company with a billion plus in sales, didn't speak much about P and L statements. He did not speak at all about himself. In listening to him, if you didn't know he is a CEO, you'd probably swear that he is a Human Resources manager...and an excellent one at that. He sees people as his primary business, not selling or making things.
He is passionate about the people in the organization that he leads. He is passionate about his company's Core Values, against which ALL business decisions are measured. He rejoices in giving those who work for him the ability to dream big. He has reminders in his office of the importance of child-like creativity.
He inspires his team members.
It is very common for team members in this organization to be with the company 20 years or more. They have succeeded in a tough economy while their competition has floundered.
The "blogosphere" recently had a post from a likely well- intentioned leadership guru who proclaimed that this economy demands tough, authoritarian style leadership...no time to be "touchy-feely" in this economy was the message.
Can authoritarian leaders get results? Sure...short term. Leaders who inspire versus dictate get lasting results. The fact is that there are almost never any reasons to use authoritarian leadership as a primary business strategy. It is a recipe for resentment, disengagement, burn-out, and turn-over. Even in this economy.
Inspirational leadership takes courage, discipline, and taking our egos out of the equation.
Spending a half hour last week with that inspiring CEO was moving to say the least. It was a clear reminder of why what we at Dale Carnegie do is so important. We develop inspiring leaders and we have been doing so for 97 years.
When we inspire, we get lasting results.
Wednesday, December 2, 2009
Your Sucess Stories
Your success stories are important! Post your Dale Carnegie program related success stories here and become eligible for a monthly drawing for a Dale Carnegie related prize.
More posts = more chances to win!
Drawings will be held on the last business day of each month at 5 PM Eastern Time. Winner will be chosen at random based on posts in a given month.
Stories must be related to Delaware, Philadelphia, Allentown, Pottsville, Reading, Stroudsburg, Willow Grove, or King of Prussia Dale Carnegie programs.
More posts = more chances to win!
Drawings will be held on the last business day of each month at 5 PM Eastern Time. Winner will be chosen at random based on posts in a given month.
Stories must be related to Delaware, Philadelphia, Allentown, Pottsville, Reading, Stroudsburg, Willow Grove, or King of Prussia Dale Carnegie programs.
Tuesday, December 1, 2009
Employees First, Customers Second
Some organinizations have made an important discovery. Given a choice between a primary focus on customers and employees, they have decided to emphasize a culture of employees first.
This means that in word and deed, the organizational strategy centers on ways to inspire loyalty, identify, develop and nuture talent, and an environment that recognizes and rewards results. Organizations that have adopted this business model are full of stories of managers and executives who are highly proficient at human relations skills...sometimes at the expense of technical knowledge.
A good question to ask is what is better for business results...technical knowledge or the ability to effectively work with and inspire others? Paraphrasing Jim Collins from Good to Great, first who, then what, meaning what is better for long term success...team members who are highly skilled in technical areas/processes, or team members that are well versed in motivating others by inspiring others?
What happens when things change and specific technical knowledge is no longer needed? ...Or when customer demographics change? Employees who are engaged and appreciated will want to help.
When organizations focus on developing "people skills" strengths of team members AND focusing on employees first, customer satisfaction and repeat business follows.
This means that in word and deed, the organizational strategy centers on ways to inspire loyalty, identify, develop and nuture talent, and an environment that recognizes and rewards results. Organizations that have adopted this business model are full of stories of managers and executives who are highly proficient at human relations skills...sometimes at the expense of technical knowledge.
A good question to ask is what is better for business results...technical knowledge or the ability to effectively work with and inspire others? Paraphrasing Jim Collins from Good to Great, first who, then what, meaning what is better for long term success...team members who are highly skilled in technical areas/processes, or team members that are well versed in motivating others by inspiring others?
What happens when things change and specific technical knowledge is no longer needed? ...Or when customer demographics change? Employees who are engaged and appreciated will want to help.
When organizations focus on developing "people skills" strengths of team members AND focusing on employees first, customer satisfaction and repeat business follows.
Tuesday, November 24, 2009
Thankful for Enthusiasm...
Yesterday, a Dale Carnegie Course graduate in the Philadelphia area spoke about what results she had gained from the program.
With energy and passion, she spoke of how important enthusiasm is to accomplishing tangible goals, both in her professional and personal life. Her participation in the Dale Carnegie Course had shown her the different facets of enthusiasm...and how, when used in conjunction with specific Human Relations Principles, has created a powerful and sincere sense of teamwork and a "can-do" attitude in her departmnent.
There is much more to enthusiasm than what we may consider being a "cheerleader". Enthusiasm is also about the passion that we show for our work and our lives. It may manifest itself through our ability to adapt to change and be flexible, prioritize tasks, be more organized, etc.
As we approach Thanksgiving, it may be useful for us to be thankful for the many ways that we can show enthusiasm. True leaders-those who others willingly follow, are models of enthusiasm.
When we're more enthusiastic, others will be more enthusiastic.
Happy Thanksgiving!
With energy and passion, she spoke of how important enthusiasm is to accomplishing tangible goals, both in her professional and personal life. Her participation in the Dale Carnegie Course had shown her the different facets of enthusiasm...and how, when used in conjunction with specific Human Relations Principles, has created a powerful and sincere sense of teamwork and a "can-do" attitude in her departmnent.
There is much more to enthusiasm than what we may consider being a "cheerleader". Enthusiasm is also about the passion that we show for our work and our lives. It may manifest itself through our ability to adapt to change and be flexible, prioritize tasks, be more organized, etc.
As we approach Thanksgiving, it may be useful for us to be thankful for the many ways that we can show enthusiasm. True leaders-those who others willingly follow, are models of enthusiasm.
When we're more enthusiastic, others will be more enthusiastic.
Happy Thanksgiving!
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