The Power of the Written Note
Posted at 8:33 AM on Sunday, November 29, 2009
You've heard it your whole life, and your mother probably taught you too. Handwritten notes are important and say something about who you are and your sincerity in regards to the message in the note.
You heard it again with thank you notes after interviewing for jobs. You've heard it as a key "strategy" in networking and building relationships.
All of it is true, and yet, I observe fewer and fewer people doing it.
I've not received thank you notes from gifts. I've not taken the time to send hand written notes in a variety of situations, choosing instead to send an email or even a tweet.
The value of a handwritten note is universal - for any part of our life, in any role that we play. And while I know it, and have taught and written about it, I don't do it as well or as systematically as I should.
And I'm betting you are much like me.
If any of this rings true for you, watch this video of teacher Dan Stroup (the video link is embedded in the story) who will set an inspirational example for you, and prove to you that if it is important, you can do it.
The story will inspire you, but I hope it does more. I hope it prompts you to begin sending more handwritten notes, regardless of the reason.
Because when you do, you will make a difference in the lives of others. Labels: giving thanks, gratitude, relationships, written notes PermaLink - 4 comments
The Cost of Distrust
Posted at 7:30 AM on Saturday, November 28, 2009
I'm working on training materials for a Client - materials that I will deliver next week. As I prepared some notes on trust - a topic I have facilitated learning on many times - I was thinking about the opposite of trust (distrust) and was reminded of this quotation from Ralph Waldo Emerson:
“Our distrust is very expensive."
Knowing that part of what I am going to teach is that trust is, in part, a verb (something that we do), it made me want to personalize Ralph's thought.
" My distrust is very expensive."
Thinking about distrust as a verb and in the first person puts the responsibility where it belongs - on us.
Which leads us to some important questions in all parts of our lives, including as a leader. Consider these questions as your personal leadership development activity for the day:
Who do I distrust?
Why?
What is it costing me, my team, my relationships, and/or our organization?
What can I do to lessen the cost, change the distrucst into trust or otherwise imporve the situation?
These questions can be applied to all parts of our lives, and if you are like me, the answers will be illuminating. Labels: distrust, leadership, leadership development, trust PermaLink - 0 comments
Five Approaches to Being More Proactive
Posted at 3:28 PM on Friday, November 27, 2009
 At a 10-year class reunion, four friends gathered to visit. Tina and George reflected on the differences in Steve and Angela after they walked away.
"They were both so smart and outgoing when we were in high school," George said. "Yeah, they were both voted Most Likely to Succeed, remember?" Tina added.
"Then why have their lives gone so differently in the last ten years?" George mused. After a conversation and discussing several factors, Tina and George determined the biggest difference.
Tina seemed to summarize the conversation: "Angela seems to be willing to get started and take action; while Steve has great ideas and lots of promise, but he always seems to be waiting on something."
George said, "I think that's it. Angela is more proactive and that seems to make a huge difference.
Being proactive doesn't just make a difference for Angela. It's important for all of us.
The Collins English Dictionary defines proactive as: "tending to initiate change rather than reacting to events." Other definitions include the phrase "acting in advance" and "taking initiative." Finally many definitions include the concept of the habit or discipline of being proactive.
I'm sure no one would disagree with the concept of being proactive, yet for a variety of reasons many of us are more hesitant, more calculating, more fearful or just procrastinate at being proactive. Here are five specific actions you can take to develop the habit of being more proactive in any part of your life.
Five ApproachesForget perfection. Do you avoid taking action because you want things to be perfect? Do you spend time scheming or justifying continued learning as an excuse for taking action? While learning and looking at best practices is important, at some point it is pure procrastination. Learn to say "good is good enough."
Take a risk. All of that calculating, planning and reworking is often done to reach perfection, or at least to reduce the chance of a mistake. It's OK if it isn't perfect; it's also OK to make a mistake. When you try you will either succeed, or learn a way that doesn't work. Either way, you're ahead of doing nothing.
Focus on a goal. When you focus on something you want to achieve and the reasons why, you begin to create a desire to take action. Keep your focus on what you want, and the actions to move in that direction will come easier.
Do something now. Just get started. You become more proactive by taking action. Decide what's first (or next) and take action - now. The root word of proactive is active - or action. Momentum builds when you do something. Start now!
Accelerate your expectations. Getting started is a good first step; the next step is to move faster. You become more proactive and develop that habit more fully when you put speed in your corner. Believe that you can accomplish more, try more and achieve more; faster. Then prove it to yourself.
These are just five suggestions. They all may not match your needs, but I am confident that at least one does. If you want to become more proactive, any time you spend looking at the list and wondering where to start is just another form of delay or denial. Pick a place to start, and take action!
Potential Pointer: Nothing happens until you take action. Taking a proactive approach to life is a key indicator of your future success; and the best way to get on the proactive path is to get started. You can become a pro at taking action.
Remarkable leaders know that they must lead change. Meaning, leadership implies a proactive approach! One proactive way to build your leadership skills is participating in The Remarkable Leadership Learning System - a one skill at a time, one month at a time approach to becoming a more confident and successful leader. Get $748.25 worth of leadership development materials including two complimentary months of that unique system as part of Kevin's Most Remarkable Free Leadership Gift Ever today. PermaLink - 2 comments
#LEADERSHIPtweet by Kevin Eikenberry
Posted at 3:24 PM on
 The title hopefully gives you a tip as to the construction of this book. It's about leadership (which you might expect), and it's somehow related to Twitter - the blazing-hot social media tool.
In short, my newest book is a collection of 140 thoughts about leadership, each 140 characters or less.
I shared each of the nuggets (or tweets) on Twitter as I wrote the book. And then, I organized them into four sections:
- Leaders as Learners
- Leadership Actions
- Leadership Thoughts
- Leadership Inspiration
Here's a random sample:
67: Remarkable Leaders translate vision into reality.
And another:
103: "How can we make it work?" - a great leadership question.
I wrote this book to create a new way to provide leadership inspiration and education in an easily accessible way. I believe I've achieved it!
If you're looking for the perfect gift for your favorite leader, all the leaders in your organization, your boss or yourself, this is it!
Steve Roesler, the two-year winner of the Best Leadership Blog of the year says this about #LEADERSHIPtweet - "Effective leadership calls for concise communication. Kevin has surely shown Remarkable Leadership here."
After you order your book(s), or even if you don't, I hope you follow me on Twitter <www.twitter.com/kevineikenberry, because I'm writing more Tweet books, one message at a time!
Order your signed copy now. Interested in order ten or more copies? Call Jenny @ 317.387.1424 x2 for bulk purchase discounts. (We'll even gift wrap them for you!)
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A Leadership Litany - Reasons for Leaders to be Thankful
Posted at 6:52 AM on Thursday, November 26, 2009
As leaders, we have many reasons to be grateful and to give thanks. I've written alot about gratitude and giving thanks over the years, but on this Thanksgiving morning, I am thinking specifically about my role as a leader and all I have to be thankful for.
It is written in first person on purpose. Please read it as if you wrote it, rather than casually observing it in third person. It won't be perfect for youbut I hope it spurs you to adjust and add to the list for yourself. So put on your leadership hat and read on.
. . . . . . .
As a leader, I am thankful for so many things . . .
. . . for my team. Without a team, I'm not able to learn and lead and make a difference. They are part of the reason, source of some of the challenges and more of the joy.
. . . for Customers. These people pay the bills and allow us to do what we do. You call call them whatever you want, but without those to serve, there is no need to lead.
. . . for opportunity. Sometimes we make opportunities and sometimes they are given to us. I am thankful for every leadership opportunity, even when they don't look like one at first.
. . . for responsibility. There is no question that leadership is a responsibility - some days there is more than I wish I had! But with responsibility comes rewards and a chance to grow towards my potential.
. . . for peers. They provide support, encouragement, and an example for me. They make life easier and more fun.
. . . for mentors. Some I knew or know well, some are unknowing mentors. Each has provided me examples, encouragement and more.
. . . for thought leaders. Carnegie, Drucker, Peters. Kouzes, Posner, Bennis. Roesler, Bock, Say. This list is impossibly incomplete, but my gratitude is overwhleming.
. . . for learning. This goes beyond the mentors and thought leaders for in the end, I must make new ideas, techniques and approaches my own.
. . . for goals. They are the life blood of a leader. If there are no goals, where are we leading?
. . . for ideas. For ideas give us new ways, approaches and opportunites to reach our goals.
. . . for energy. To produce the human capacity for growth, change and a better chance we can change the world.
. . . for purpose. Which gives me reason to do what do, gives me focus to keep me on track, and reminds me what really matters.
. . . for values. To keep me grounded, and reminding me that from these foundational ideas come my strength, abilities and many of the other things on this list.
. . . for family. For without them all of the goals, effort and time wouldn't be worth it.
. . . for God. Who made all the rest possible and who has given me more blessings than I can even fathom.
I'm sure my short litany won't cover all of your list. It is my hope that it inspires you to stop, be thankful, and add to it as appropriate. If you feel led to add to this list in a comment, I, and everyone else that reads this, will be thankful too. Labels: giving thanks, gratitude, leadership PermaLink - 2 comments
The Myth of Lucky Leaders
Posted at 5:56 AM on Tuesday, November 24, 2009
It doesn't matter what endeavor you want to consider, you will find people ascribing the success of others to luck. I'm sure you have noticed this too. It goes something like this. . .
People get to talking about someone who has achieved at high levels (typically in a field they care about, or in a job that is highly valued) and eventually the conversation will turn to the lucky breaks they received, the people they already knew, where/when they were born or the good fortune in their personal genetic makeup.
All of these conversations occur because it is easier for people to ascribe the success of others to luck than to assume they themselves simply didn't work hard enough or do the things necesary to achieve similar success themselves.
This phenomenon doesn't just occur when people speal of actors or athletes - similar arguments are used to explain the rise of certain individuals to leadership roles, including "they got promoted to supervisor over me because they were lucky."
While small advantages or opportunities do arise for many on their road to success, wise achievers (including leaders) understand the real definition of luck:
Labor
Under
Correct
Knowledge
Astute leaders recognize this and use this definition of luck every day. They continually take action, using the best techniques and approaches they can, knowing that when they take action they are ahead of those who don't, and knowing that when those actions are wise, based on the best information, strategies and approaches, they bring themselves the best chance for success, and yes, perhaps as others see it; luck.
The best leaders use this approach not only for themselves, but as a ongoing lesson in action for others. They teach others the value of being proactive. They develop others to know and use the best approaches and techniques. By this definition they manufacture luck for those they lead.
This is a lesson for all leaders - whether you are in executive leadership, or striving for your initial supervisory position. Beyond leadership it applies to all parts of our lives.
The closest thing you will find to your own personal four-leaf clover or rabbit's foot is to:
Labor
Under
Correct
Knowledge
If you are looking for an ongoing source of correct knowledge to apply in your leadership development efforts, please consider our Most Remarkable Free Leadership Gift Ever - which will provide you with a tremendous amount of best practice information as well as offer you an opportunity to get on an ongoing path of continual improvement.
A final note. As I laid in bed this morning, pondering a blog post, this idea of Labor Under Correct Knowledge came to me. As I sit here writing it now, I wonder if I created it or my subconscious found it in my memory bank. If you have read this somewhere else, please leave me a comment. It is not my intention to steal someone else's great idea, simply to keep us all clear of our personal responsibility for any and all success we achieve as leaders. Labels: effort, leadership, luck, success PermaLink - 0 comments
The 4 Fundamentals of Leadership Gratitude
Posted at 9:23 AM on Friday, November 20, 2009
 Gratitude is a positive emotion and studies have shown it creates a more positive attitude, reduces stress and provides many other benefits. But, c'mon, we don't really need studies to tell us this, do we? You know how it feels when you are grateful.
This article won't restate the obvious (more than I already have). Instead, it explores the fundamentals of how leaders can transform genuine gratitude into a positive force for change and success for those you lead and in your organization in general.
Before I go on I must highlight a critical word in the previous sentence - genuine.
Please know that all the suggestions that follow will make a huge difference, but the difference will only be a positive one (for you and others) when your gratitude is genuine, authentic and heartfelt. Please read the rest of my suggestions, with this as a given.
In the end, I hope you see that gratitude is far from a soft, "nice to do" behavior. On the contrary, it is a real and important key to your success as a leader.
All the benefits start with the fundamentals.
The First Three FundamentalsSee it. As a leader, you have lots of things on your mind. In order to be grateful, you must first see or notice things for which to be grateful. Do you want to be grateful more often? Then set your mind on looking for things to be grateful for. Once you set your subconscious mind in motion, you will begin to find them more often.
Say it. Are you grateful or thankful for something someone did or is doing? Let them know! Once you have seen something you appreciate or are grateful for, let people know by telling them. And while you are at it, make your gratitude as specific as possible. It could be a simple thank you, but it also could lead to a habit of giving more positive feedback.
Write it. This could be in an email, but, even better in a handwritten note. Let people know what you saw, how it made you feel and why it is important. These words will be read, and likely read repeatedly, and the quite possibly shared with others. Most people I've ever asked tell me they have a file of letters and positive comments they've received from others. As a leader you will be adding to people's positive memories, and perhaps treasured files, with your words.
This is all good advice in any part of our lives, but as leaders, when we see, say and/or write our gratitude to others it makes a huge difference. As a leader, you have a special place in people's lives. Your words, opinions and actions matter. The gratitude you share in conversation or on paper could absolutely change someone's life.
The Final Fundamental - The Transformational ComponentI started by stating that when we are grateful, good things happen for us. When we think about it from a leadership perspective, we realize the benefits are potentially much larger.
The final fundamental is to share it.
Gratitude is a viral emotion - meaning it's one that can spread quickly.
As a leader you are more than just carriers of any emotional contagion (positive or negative) - you can spread it much faster and much further than anyone else. When you share and role model your gratitude in the ways described above, you begin to positively change the culture and environment of the workplace.
The results of these changes can result in improved performance, improved teamwork, reduced stress, higher retention and much more.
Hopefully you see that being grateful is more than something you can or should do at the close of a big project or at a couple predefined times of the year. Rather, genuine gratitude is always appropriate and always in season.
Potential Pointer: As a leader, when you are genuinely grateful, you set a positive and lasting example by sharing that gratitude. That process of sharing will change productivity, results and, quite possibly, lives for the better.
Remarkable leaders know that gratitude matters. It's just one way giving better feedback and developing others. One of the ways leaders learn those skills is by participating in The Remarkable Leadership Learning System - a one skill at a time, one month at a time approach to becoming a more confident and successful leader. Get $748.25 worth of leadership development materials including two complimentary months of that unique system as part of Kevin's Most Remarkable Free Leadership Gift Ever today. PermaLink - 0 comments
Knockout Entrepreneur by George Foreman with Ken Abraham
Posted at 9:14 AM on
 I'm a sports fan, and I own a George Foreman grill. And, like many Americans, I've always liked George Foreman. He seems like a nice guy, and he has clearly succeeded in multiple arenas.
Given all that, I'm still not sure George's book ever would have made it to the top of my reading stack. However, after hearing George speak, my thinking changed. I wanted to read this book!
Knockout Entrepreneur is a book about George Foreman's experiences and advice for anyone wanting to be an Entrepreneur. It's an easy read, filled with stories and anecdotes - not just about George's life but about many other people as well.
One of the things I like most about this book is that my positive feelings for George have expanded after reading it. His likeability absolutely comes through the pages.
The book shares a wide range of advice and is written with a boxing theme throughout (for example the chapter about the importance of your colleagues, mentors and coaches is called "Listen to your Corner").
While it will never be mistaken for a book of thought leadership on entrepreneurship; it is very good at being what it is - the lessons and stories from a famous and very successful entrepreneur.
If you are an entrepreneur, or a budding one, looking for some inspiration and a positive role model, you could do far worse than George Foreman and this book. I enjoyed it and learned from it, and I am sure you will too.
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Inspiration is a Process
Posted at 10:29 AM on Thursday, November 19, 2009
I was reading a newsletter from Dan Kennedy the other day where we was talking about inspiration, one of my favorite leadership topics. He wrote, "The New American Dictionary defines inspiration as a process; the process of being stimulated to think, feel or do something creative. . . and as an event; a sudden brilliant or creative idea."
After reading that I went to Dictionary.com to look up the word for myself. I found another interesting definition on their list - "The act of drawing in, especially the inhalation of air into the lungs." If this isn't a process, I don't know what is!
I find far too often that everyone, leaders included, are waiting for an inspiration event - for themselves or others, rather than consciously creating an inspirational process to prdictably create new ideas, thoughtsand creative actions.
Leaders who think consciously about creating processes, environmanets and cultures that support inspiration and inspirational thinking will always be the most successful. Of course thinking about it this way holds us more accountable and suggests a discipline in our thoughts and actions - two reasons why so many of us probably keep looking for events (and why those leaders who don't are so much more successful).
Your leadership challenge and activity today is to identify three things you can do to create opportunities for inspiration to emerge.
I hope you will be inspired to share your ideas as comments to this post. Labels: Best Leadership, inspiration, team leadership PermaLink - 0 comments
Leadership Lessons from Champion George Foreman
Posted at 3:37 PM on Tuesday, November 17, 2009
 I had the chance to hear George Foreman speak, and then had a chance to meet him afterwards (this is somewhat obvious given the picture).
I was looking forward to his talk, but I came away much more impressed than I thought I would be. To say that he exceeded my expectations would be an understatement.
I guess that shouldn't be too suprising, considering that he is a Champion.
In case you are younger than me and don't know, George Foreman isn't just a guy who sells grills on TV (he's sold 120 million of them), he is also the two-time Heavyweight Boxing Champion of the world.
In reviewing my notes of his talk, I found four clear messages for us as leaders to remember, and take action on.
Age?
In responding to people who said whe was too old to become Heavyweight Champion again, he said, "Age doesn't matter, hunger does. " This truth holds two messages for us. First, we shouldn't let our age be an excuse or reason to keep us from achieving and growing to our potential. Second, we shouldnt let age cloud our judgment of the capacitiies of others. Resolve today to make hunger, desire and passion bigger criteria in viewing others than age or experience.
Self Promotion
"We are our most important product." - George Foreman
This may make you feel uncomfortable from a leadership perspective - many leaders want the focus on their teams and not themselves. While this is understandable, and I'm not suggesting that as leaders we must become self aggrandizing; being confident in our abilities (and the capabilities of our team) is important too.
If you know you can lead and succeed, sometimes you must tell others!
Vision
"Keep the vision by going back to where you came from." - George Foreman
Few things are more important to us as leaders than having a clear vision of where we are heading. Whether you are a supervisor, mid-level leader, or a executive leader, the need for vision is clear. George's point, I beleive is that there is power in connecting yoru vision to your values - "going back to where you came from." When you make that connection for yourself and communicate that to those you lead, your vision will be tremedously more valuable and lasting.
Values
During the Q&A session at the end of Geroge's talk, he was asked about the top three values he wanted to impart to his (10) kids. His answer was:
- Get up early in the morning.
- Take advice and listen.
- Strive to be the nicest human being ever.
These clearly aren't just thoughts valuable for children. Thank about how these three pieces of advice can both apply to us and those that we coach, mentor and lead.
These lessons show us that George is a champion - not just in the ring or when pitching a product - but a champion in life.
As the picture shows, George has an autographed copy of Remarkable Leadership. Why did I give him a copy? In part because it he talked about the importance of reading and being a continual learner. Just one more reason why he was (and is) a champion.
If you want to become a more successful productive, confident leader follow George's advice. If you want to develop leaders, do the same. Labels: Best Leadership Blogs, leading, supervision, supervisory leadership PermaLink - 0 comments
The Superpower of Persuasion
Posted at 9:43 AM on Friday, November 13, 2009
 Every good superhero has a superpower. You know, the thing that always helps them get out of a jam and save the day.
Leaders may not be superheroes, but we do sometimes find ourselves in a tough or challenging situation. However, unlike like our superhero friends, we don't always remember to use our superpowers.
This article is about one of those powers - one that is too often overlooked or underappreciated.
This is a power that has many uses, but for now let's think about how it can be used when you need to persuade.
Clearly, as a leader, you have a need to persuade others - in a change situation, in a coaching situation, and the list could go on and on. And since persuasion is such a pervasive skill, wouldn't you like to have a superpower you could pull out when you really need it?
More about that in a moment.
First, think about the best, most successful persuaders you know. Get one name in your mind, then answer this question:
What makes that person so exceptional?
Having done this exercise with a number of groups, I know your list probably includes a many ideas. Some of the ideas are tactics or specific types of behaviors that persuaders use to be successful.
All of those ideas are useful and instructive, yet none of them are the persuasive superpower.
However, the superpower may be on your list, hidden, by thoughts like:
- She gets others excited.
- He is enthusiastic.
Or maybe the superpower is actually sitting right in your mind, and you don't even recognize it.
The persuasive superpower is passion.
First, a definition of persuasion: Persuasion is the ability to induce or create a course of action or viewpoint using the tools of influence through conversation, dialogue, logic, reasoning and emotion.
Note the last word in that definition . . . emotion.
Emotion is the word that links to passion. And since everyone one of us makes decisions and choices based on our emotions, passion is key to successful persuasion.
Why a Superpower?
Six reasons why passion is the persuasive superpower:
- Passion shows conviction. People are more likely to believe your words when they sense your passion.
- Passion is contagious. Passion IS contagious, and if you are trying to persuade someone of something, wouldn't you want your ideas to be the contagion they catch?
- Passion provides value. People want more passion, energy and excitement in their lives. Like a little (or big) kid who is drawn to the cookie jar, our passion draws people because it is something they want more of in their lives.
- Passion is best based on purpose. Generally we are passionate about something because of what that something represents. When you connect your passion and your persuasion to a higher purpose, you further energize your superpower!
- Passion enhances effectiveness. Your communication will be better when you are passionate. Your productivity will be enhanced, as will the productivity of others as they tap into your passion.
- Passion is truly "other focused." When you are truly passionate about something it's because you want others to benefit too. Laser-focus your passion based on the needs of others and your persuasive powers will be further enhanced - while you aren't thinking about them at all.
Two Final Thoughts
Some leaders are afraid to show their emotions and passion because "they aren't that person." Or they don't see themselves as a rah-rah cheerleader type.
Let me be very clear - the passion superpower doesn't require you to be a cheerleader unless that is who you are. All of us can effectively show and communicate our passion in our own way. Don't let a stereotype get in your way!
At this point you may be thinking "you know, Kevin, I'm just not very passionate about my current situation or position."
While exploring that would be worthy of another article, here is a short answer:
Find the part of the situation you can be passionate about and focus your energy there. Since passion is contagious, two things will happen - you will be using your superpower AND building your own passion over time.
Potential Pointer: If you want to be a more successful leader, you must be able to persuade others. If you want to be able to persuade, you must allow your passion to show. While you can learn tools and approaches, your ability and willingness to show your true passion is the first step towards developing your persuasive abilities (and your secret superpower).
Remarkable leaders know that to be successful they must be able to persuade with passion. One way to learn that skill is by participating in The Remarkable Leadership Learning System - a one skill at a time, one month at a time approach to becoming a more confident and successful leader. Get $748.25 worth of leadership development materials including two complimentary months of that unique system as part of Kevin's Most Remarkable Free Leadership Gift Ever today.
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Being More Believable
Posted at 9:35 AM on
 For the last six years we have shared and/or suggested a variety of recommended resources with you in this space. Today we offer the ideas from one of our more popular articles from 2007 in video form, shot from my desk at Remarkable House.
Click on my picture and spend 4:04 thinking about how to be more believable. PermaLink - 0 comments
Leadership Lessons from the Berlin Wall
Posted at 10:29 AM on Friday, November 06, 2009
 In 1961 the East German government built the Berlin wall to stop the flow of people into West Germany. Over time, the wall did more than stop the flow of people. It became a powerful symbol of oppression and stopped the flow of ideas and freedom.
On November 9, 1989, the Berlin Wall fell. This historic change opened the flow of people, and again became an equally powerful symbol of change, creativity and a return to greater freedoms. Both the building and tearing down of the wall are powerful metaphors for leaders. Many leaders put up walls to "protect" or "isolate" themselves from those they lead. While it may not be as intentional as the Berlin wall, it will likely be as obvious and limiting to those you lead. Walls You May Have Erected Have you put up walls through your words or actions that reduce or limit any of the following? - Trust. Are the levels of trust in your organization and on your team where you would like them to be?
- Communication. While communication is always a challenge, do you find yourself able to clearly communicate with your team, and do they communicate freely with you?
- Openness. Are you comfortable in sharing your concerns genuinely and do people share them with you in return?
- Creativity/Ideas. Do you hear great ideas from your team regularly?
- Engagement. Are people onboard, enrolled and moving forward towards their goals and the goals of the team?
- Attitude. Is the attitude of the organization healthy and where you would like it to be?
Your answers to these questions hopefully will be quite instructive. If you find gaps when answering them, recognize that you as a leader play a role in each of them. If any fall short of where you would like them to be (or where the organization needs them to be for maximum success), get some feedback from others and build a plan to begin tearing down those walls or barriers. When the Walls Come Tumbling Down  Your walls likely are less obvious than the Berlin wall, and the changes that come with tearing them down may not occur as quickly, but believe me, as you identify your personal walls and begin tearing them down, you will begin to observe new results.
Regardless of the nature of the wall you have built, tearing it down will result in: - Improved working relationships
- Greater respect and credibility for you
- Better problem solving
- Greater organizational and individual productivity
- Increased employee retention
- Higher morale
- Better Customer service
- Fewer frustrations
- Lower organizational stress
- Greater results
When the Berlin wall fell, the world changed. As you identify the walls you have erected and subsequently knock them down, your world will change too - and change for the better. Potential Pointer: When you take the time to determine the walls you have created (as a leader, as an employee, as a spouse, as a parent…), you can begin the process of systematically tearing them down. It will take time and effort. It may be painful. But, your efforts to tear down the walls will be richly rewarded. The walls we create are often subtle and multi-faceted. Leaders who recognize this also realize the need for an ongoing personal learning process to help them continue to become a more effective leader. One way many leaders do that is by participating in The Remarkable Leadership Learning System - a one skill at a time, one month at a time approach to becoming a more confident and successful leader. Kevin wants to give you $748.25 worth of leadership development resources, including two complimentary months of that unique system, in his Most Remarkable Free Leadership Gift Ever. Check it out. PermaLink - 0 comments
Five Ways to Keep People Focused on Their Goals
Posted at 10:26 AM on
On December 4th, I am delivering a one-hour teleseminar on helping teams and individuals focus on their goals more successfully. This article/recommendation previews one small part of what you will learn and be able to apply after participating in the teleseminar. Sign up now! Goals, whether formally stated or not, are critical to all organizational success. We (hopefully) all have over-arching organizational goals; but on a more practical and immediately applicable level, we have project goals, productivity goals, quality goals, developmental goals, and the list could go on. Setting effective goals is the focus of countless resources (drop by your favorite bookstore, run a search on Amazon.com, look on your personal bookshelf if you're unsure about that). One way to improve your leadership skills will be to improve your ability to help team members set effective goals. And if your team doesn't have goals established right now … setting effective, meaningful goals needs to be your first task. Then, you need to help keep your team focused on those goals once they exist. Here are five practical tips for keeping people focused on their goals: Remove distractions. People are busy (like you haven't noticed). They have lots to do and many things on their mind. The first, and perhaps obvious thing, you can do as a leader is remove distractions. How? You do that by continuing to communicate about, ask about, talk about and align your communication with their goals. It is easier to stay focused when there are fewer competing messages. As a leader you can focus on your communication and conversation as one important way to reduce distractions. Review regularly. How often do you review your goals? How often do you encourage others to review theirs? Unless your answer is daily, you have room for improvement here! As a leader you can do any number of things to review regularly. You can review goals with your team as a part of regular meetings. You can place key goals in emails. You can ask people to provide updates on their goals, and more. Think about your specific situation and you will come up with a variety of ways to make reviewing possible (and not monotonous). The real challenge, then, is to actually do it! Support through action. It is hard to maintain focus on a goal if you don't see how the goal can actually be achieved or how you'll find time to actually work on it. You can help people focus on their goals by providing tangible support to them - including time, space and resources. Help people carve out time from the schedule to work on their goals. Find people, information or tools that might help them achieve their goals more rapidly. These tangible actions will help people focus on and achieve their goals. See the success. People lose focus when they don't feel like they can make it and when they lose sight of the goal. This step goes far beyond reminding people of the goal - rather, it's about helping your team visualize the goal in real and vivid ways. It is also about helping them see themselves on the path to success. Help them do more than remember, help them actually see the success in their mind's eye. When they have that picture, it will be much easier to maintain focus. Show your belief. If you really believe in someone's ability to reach his or her goal and demonstrate your belief - it will be much easier for them to focus. Given that, here are three important questions about belief: Do you really believe in that person's ability to succeed? If not, why not? And if so, are you showing through your words (and actions, see above) that you do? Making sure that people know you care and believe in them will help them remove large subconscious barriers to their focus and achievement. (And if you don't believe in them, there are bigger questions to be asked, but that's for another article!) As a leader you (hopefully) want people to reach their goals. And in order for any of us to reach goals, we must be able to maintain our focus on those goals. You do have the ability to help people find and maintain that focus! Interested in more in-depth discussion on these topics - and more? Join me for our December teleseminar. PermaLink - 0 comments
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