Ironic isn’t it, how failure leads to success. But it is true; for each failure provides a lesson that we will never forget. The more you fail, the closer you are to success. We see failure as a bad thing but only through the most brutal of failures do we see the light of success.
Without failures, how does one improve? Every failure points out mistakes which can be learned from. When we see failure we learn from it; when we learn from it we understand it. When we understand it we change it; when we change it we profit from it. When we profit from it we grasp it. Let failure lead you to success for failure paves the road to it.
Tuesday, January 4, 2011
Lead by examples
For people who are wondering what leadership is, it is to lead by being the embodiment of what you teach and preach. How can one lead and teach without first experiencing it and still practicing it. In the definition of leadership, you need to lead by example. Only then will your teachings be understood and practiced by others. Before leading others, lead yourself.
People always expect other people to change first, but hardly do the ones who expect changes from others will change themselves. That kind of thinking and understanding will only end with failure and disappointment. To truly change others, change yourself first. Change yourself before others in order to preach what you had reached. Only then will others start to change. Do not expect anything you did not work for.
True leadership lies in doing it yourself first before expecting it from others. That is what it means to truly lead.
People always expect other people to change first, but hardly do the ones who expect changes from others will change themselves. That kind of thinking and understanding will only end with failure and disappointment. To truly change others, change yourself first. Change yourself before others in order to preach what you had reached. Only then will others start to change. Do not expect anything you did not work for.
True leadership lies in doing it yourself first before expecting it from others. That is what it means to truly lead.
Character builds the business
Character builds the business for it is what the leader does that will determine the fate of the company. Many hold loose tongue where they are too easy to promise but hardly deliver what was spoken. Some are too careless in their speech that makes them look repulsive. Other promises today and break tomorrow, a curse in the business world and as an individual.
What makes of a business is decided by the leader’s character. Faulty in character leads to a miserable end. Strong in character leads to trust and success. Character is the deciding factor in business for the leader and the employees deal with their clients and customers in a daily basis. Your interaction decides the business, and character is revealed through it.
What makes of a business is decided by the leader’s character. Faulty in character leads to a miserable end. Strong in character leads to trust and success. Character is the deciding factor in business for the leader and the employees deal with their clients and customers in a daily basis. Your interaction decides the business, and character is revealed through it.
A leader leads twice
A leader leads twice, first themselves, and then others. One must lead themselves to gain experience, and then use it to lead with others. The leader becomes a source of empowerment, information, experience and inspiration for the followers.
The leader needs twice the amount of willpower to lead for they are going through thick and thin with their followers, together as one. Nobody is born a leader, but shaped into one. One’s character must be built, and vision felt, for one to rise. You are not only leading others, but yourself as well
The leader needs twice the amount of willpower to lead for they are going through thick and thin with their followers, together as one. Nobody is born a leader, but shaped into one. One’s character must be built, and vision felt, for one to rise. You are not only leading others, but yourself as well
Are you a leader or boss?
Are you a leader or a boss?
That is a question you need to ask yourself to know where you truly stand. They are not the same and are polar opposite of each other. The differences are huge and that can either make or break your business.
A leader is a person who leads by example and guide his/her followers to the vision they are all trying to reach. The leader helps and assists people who needs help and unify them all with an honor code and a noble vision. Responsibilities are shared and no on gets left behind. The leader doesn’t blame but share the responsibilities with others. Ideas are shared and changes happen constantly.
A boss is a person who direct orders and relay what needs to be done. He/she will make the shots but will not assist or pitch in. Blames are constant and responsibilities will be directed at the employees under him/her. They hate changes and like to stick with the old rules and principles. Bosses are old fashion and like to micro manage.
So what are you and which do you believe in? It is up to you to decide what role you want to be. Will you be a leader that leads or a boss that bosses?
By Marketing Deviant
That is a question you need to ask yourself to know where you truly stand. They are not the same and are polar opposite of each other. The differences are huge and that can either make or break your business.
A leader is a person who leads by example and guide his/her followers to the vision they are all trying to reach. The leader helps and assists people who needs help and unify them all with an honor code and a noble vision. Responsibilities are shared and no on gets left behind. The leader doesn’t blame but share the responsibilities with others. Ideas are shared and changes happen constantly.
A boss is a person who direct orders and relay what needs to be done. He/she will make the shots but will not assist or pitch in. Blames are constant and responsibilities will be directed at the employees under him/her. They hate changes and like to stick with the old rules and principles. Bosses are old fashion and like to micro manage.
So what are you and which do you believe in? It is up to you to decide what role you want to be. Will you be a leader that leads or a boss that bosses?
By Marketing Deviant
Code of Honour
In every company there is a code of conduct, but what about a code of honor? Code of conduct regulates the employees physically while the code of honor regulates them psychologically. This should be implemented in every company in order to create a positive atmosphere.
Code of honor had existed for a long time and enforcing it will be beneficial. The code itself establishes loyalty, trust, pride, respect and teamwork. By enforcing the code in your company, unity will prevail. The code builds a stronger bond among employees.
Code of honor is very psychological which makes it very powerful. Many employees lack honor so the code helps establish righteousness that will help benefit the company in many ways (happiness, unity, morale and etc). It is a belief system that will carry on from person to person. Promoting honorable actions from the code creates a positive atmosphere for the company.
The code help promotes a positive atmosphere where people will rely and trust each other with dignity and respect. In most case scenarios, employees lack honor so it is wise to enforce a code of honor for the welfare of the employees and company. A positive atmosphere is very important for it affects morale.
Blair Singer
Code of honor had existed for a long time and enforcing it will be beneficial. The code itself establishes loyalty, trust, pride, respect and teamwork. By enforcing the code in your company, unity will prevail. The code builds a stronger bond among employees.
Code of honor is very psychological which makes it very powerful. Many employees lack honor so the code helps establish righteousness that will help benefit the company in many ways (happiness, unity, morale and etc). It is a belief system that will carry on from person to person. Promoting honorable actions from the code creates a positive atmosphere for the company.
The code help promotes a positive atmosphere where people will rely and trust each other with dignity and respect. In most case scenarios, employees lack honor so it is wise to enforce a code of honor for the welfare of the employees and company. A positive atmosphere is very important for it affects morale.
Blair Singer
Monday, January 3, 2011
Mapping the Values of Organisation
- Organisational culture is the new frontier of competitive advantage, partucularly in a situation where talent is in a short supply. Talented people will always stay to companies that care about their employees and their customers
- Organisational cultures can be changed either by changing the leader or through whole-system change. Failing companies tend to bring in new leader from the outside with a different consciousness and different priorities. Successful companies, tend to promote from within so they can preserve their winning culture.
- The intangible assets of an organisation, such as culture, have a significant impact on the share price of a company. The intangible can represent as much as 65% to 85% of a company's stock price. Therefore, one of the ways to improve your share price is to focus on improving the culture.
- Whatever you focus on and measure gets done. Individual leaders, managers and supervisors are accountable for the culture of their units.
Article by: Richard Barret
Business Needs Scorecard
The 6 Categories of Business Scorecard:
1) Finance
Values and behaviours that have an impact on the bottom line such as a cost reduction, profit, financial stability, etc.
2) Fitness
Values and behaviours that have an impact on performance such as productivity, efficiency, accountability, quality, etc
3) Client Relations
Values and behaviours that have an impact on client relationships such as customer satisfaction, customer collaboration, client focus, etc.
4) Evolution
Values and behaviours that have an impact on the development of new products or services such as innovation, creativity, risk-taking, etc.
5) Culture
Values and behavours that have an impact on the culture of the organisation such as HONESTY, OPEN COMMUNICATION, TRUST, COMMITMENT, etc
6) Social Contribution
Values and behavours that have an impact on the relationship of the organisation to the local community or society at large such as environmental awareness, community involvement, human rights, etc.
Article by: Richard Barret
1) Finance
Values and behaviours that have an impact on the bottom line such as a cost reduction, profit, financial stability, etc.
2) Fitness
Values and behaviours that have an impact on performance such as productivity, efficiency, accountability, quality, etc
3) Client Relations
Values and behaviours that have an impact on client relationships such as customer satisfaction, customer collaboration, client focus, etc.
4) Evolution
Values and behaviours that have an impact on the development of new products or services such as innovation, creativity, risk-taking, etc.
5) Culture
Values and behavours that have an impact on the culture of the organisation such as HONESTY, OPEN COMMUNICATION, TRUST, COMMITMENT, etc
6) Social Contribution
Values and behavours that have an impact on the relationship of the organisation to the local community or society at large such as environmental awareness, community involvement, human rights, etc.
Article by: Richard Barret
Building a Values-Driven Organization
Full-Spectrum Consciousness
To be resilient and remain resilient organizations need to learn how to master every level of consciousness
· They master Level 1 by focusing on financial stability and employee safety
· They master Level 2 by focusing on open communication, respect for individuals, and customer satisfaction
· They master level 3 by focusing on performance, results, and best practices
· They master level 4 by focusing on adaptability, innovation, employee empowerment, and continuous learning
· They master level 5 by developing o cohesive culture based on a shared vision and shared values that create an increased capacity for collective action
· They master level 6 by building strategic alliances with like-minded partners, providing mentoring and coaching for their managers and leaders, and embracing environmental stewardship
· They master level 7 by focusing on social responsibility, ethics, global thinking, and keeping a long-term perspective on their business and its impact on future generations.
by: Richard Barret
To be resilient and remain resilient organizations need to learn how to master every level of consciousness
· They master Level 1 by focusing on financial stability and employee safety
· They master Level 2 by focusing on open communication, respect for individuals, and customer satisfaction
· They master level 3 by focusing on performance, results, and best practices
· They master level 4 by focusing on adaptability, innovation, employee empowerment, and continuous learning
· They master level 5 by developing o cohesive culture based on a shared vision and shared values that create an increased capacity for collective action
· They master level 6 by building strategic alliances with like-minded partners, providing mentoring and coaching for their managers and leaders, and embracing environmental stewardship
· They master level 7 by focusing on social responsibility, ethics, global thinking, and keeping a long-term perspective on their business and its impact on future generations.
by: Richard Barret
Sunday, December 5, 2010
7 Strategic Steps in Rebuilding Trust
How do we rebuild trust in our leadership?
It is up to all levels of management to take the lead in the rebuilding process.
How do we repair broken trust?
Trust underlies a foundation of success. But what practical fixes does this entails?
In this time or organisational restructuring, rapid operational/technological changes and uncertainty, rebuilding trust is definitely a challenging, and not uncommon task.
However, all levels of management can take the lead in this rebuilding process if they follow some basic principles and seven strategic steps.
1. Hold a focus group
One of the best ways to begin a healing and trust-building process is a meeting, or a series of meetings, that allows people to appropriately share their concerns or vent frustrations about people or processes that have contributed to a destabilizing or trust-eroding organisational atmosphere or culture. Definitely, you need a skilled and very objective Leader/facilitator. When employees see that management does not get defensive during this exchange and acknowledges broad concerns and in fact, takes meaningful problem solving steps, trust levels begin to rise.
2. Acknowledge hidden agenda
When possible, speak the unspeakable. Being transparent does not mean you have to put everything on the table, but certainly share appropriate information about problematic issues or about what is and is not in your immediate control, along with what information you do and don't have.
3. Talk straight and ask good questions
Try to get to the point without too much digression or over-explanation, as this will diminish your credibility with your employees. When possible do some preparation; precision of language command attention.
If this is an issue, what keeps you from talking straight - fear of consequences or being wrong, fear of hurting others, wanting to be liked (read..being popular), etc...?
Ask good questions. The essence of a good question is:
a) Humility..I don't have all the answer
b) Openness...I really would like to hear and learn from your point of view.
Remember, when a person is communicating with high emotion, he or she likely still feels misunderstood.
4. Do not bad-mouth others behind their backs, especially members who no longer in the company.
All this does is fuel employee mistrust. What do, or will people say about me when I am not around, or when I am retire? And if people are talking negatively about a current employee, encourage people to talk directly with the person; offer to mediate (or to find a mediator) when appropriate.
5. Do not over-promise and under-deliver (Keep your commitments)
As I like to say, beware of being motivated by ego goals; that is, when your goals are driven less by the needs, demands, resources and challenges of a situation and more by ego and false pride.
Remember the advice from the Guru of Seven Habits of Highly Effective People (Stephen R. Covey), WHEN YOU MAKE A COMMITMENT, YOU BUILD HOPE, WHEN YOU KEEP A COMMITMENT, YOU BUILD TRUST
6. Create a learning, trust building culture
In addition to acknowledging a personal mistake in a timely manner, when possible view errors as less sign of incompetence and more an indicator of inexperience or some maturity, perhaps even boldness.
7. Extend trust
Design rules and procedures for the overwhelming majority of people you can trust. Grant trust abundantly to those who have earned it.
Extend conditionally to those earning it, while examining the situation, risk potential and credibility - the competence and character of those involved for more opportunities to extend trust.
This Q&As are partly extracted from the following source:
[Source: Mark Gorkin; AMT]
It is up to all levels of management to take the lead in the rebuilding process.
How do we repair broken trust?
Trust underlies a foundation of success. But what practical fixes does this entails?
In this time or organisational restructuring, rapid operational/technological changes and uncertainty, rebuilding trust is definitely a challenging, and not uncommon task.
However, all levels of management can take the lead in this rebuilding process if they follow some basic principles and seven strategic steps.
1. Hold a focus group
One of the best ways to begin a healing and trust-building process is a meeting, or a series of meetings, that allows people to appropriately share their concerns or vent frustrations about people or processes that have contributed to a destabilizing or trust-eroding organisational atmosphere or culture. Definitely, you need a skilled and very objective Leader/facilitator. When employees see that management does not get defensive during this exchange and acknowledges broad concerns and in fact, takes meaningful problem solving steps, trust levels begin to rise.
2. Acknowledge hidden agenda
When possible, speak the unspeakable. Being transparent does not mean you have to put everything on the table, but certainly share appropriate information about problematic issues or about what is and is not in your immediate control, along with what information you do and don't have.
3. Talk straight and ask good questions
Try to get to the point without too much digression or over-explanation, as this will diminish your credibility with your employees. When possible do some preparation; precision of language command attention.
If this is an issue, what keeps you from talking straight - fear of consequences or being wrong, fear of hurting others, wanting to be liked (read..being popular), etc...?
Ask good questions. The essence of a good question is:
a) Humility..I don't have all the answer
b) Openness...I really would like to hear and learn from your point of view.
Remember, when a person is communicating with high emotion, he or she likely still feels misunderstood.
4. Do not bad-mouth others behind their backs, especially members who no longer in the company.
All this does is fuel employee mistrust. What do, or will people say about me when I am not around, or when I am retire? And if people are talking negatively about a current employee, encourage people to talk directly with the person; offer to mediate (or to find a mediator) when appropriate.
5. Do not over-promise and under-deliver (Keep your commitments)
As I like to say, beware of being motivated by ego goals; that is, when your goals are driven less by the needs, demands, resources and challenges of a situation and more by ego and false pride.
Remember the advice from the Guru of Seven Habits of Highly Effective People (Stephen R. Covey), WHEN YOU MAKE A COMMITMENT, YOU BUILD HOPE, WHEN YOU KEEP A COMMITMENT, YOU BUILD TRUST
6. Create a learning, trust building culture
In addition to acknowledging a personal mistake in a timely manner, when possible view errors as less sign of incompetence and more an indicator of inexperience or some maturity, perhaps even boldness.
7. Extend trust
Design rules and procedures for the overwhelming majority of people you can trust. Grant trust abundantly to those who have earned it.
Extend conditionally to those earning it, while examining the situation, risk potential and credibility - the competence and character of those involved for more opportunities to extend trust.
This Q&As are partly extracted from the following source:
[Source: Mark Gorkin; AMT]
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