7 ideas to help you win with your leadership idea 1 on, not in!
on in strateg ic operational tactical
its ok to go for a walk! idea 2 get that vision thing getting that vision thing
creating a clear picture of the future that stimulates, excites and inspires
what does a vision look like? a vision....... is not simply a set of financial figures or
targets is not a business plan is not a pie in the sky idea is more than words in the principals annual speech at the staff conference a vision
is a picture of the future that we want is a point of strategic focus for the leadership of the organisation or team is something for everyone to work towards
a leader's job is to rally people toward a better future marcus buckingham
imagine the future - what does it hold for your college? err.......are you sure? well-informed people
know it is impossible to transmit the voice over wires and that were it possible to do so, the thing would be of no practical editorialvalue
in the boston post 1865 heavier-than-air flying machines are impossible lord kelvin,mathematician, physicist, and president of the british royal society, 1865
the telephone has too many shortcomings to be seriously considered as a means of communication. the device is inherently of
no value to us western union internal memo,1876 i think there is a world market for
about five computers thomas watson, chairman of ibm, 1943 there is no reason for any individual to have
a computer in their home ken olsen, president of dec at the convention of the world future society, 1977 640k ought to
be enough for anybody bill gates, 1981 by the end of the year the ipod will be
dead, kaput, finished sir alan sugar, early 2005 youll look great wearing that hat at
the wedding sis beatrice to eugenie and eugenie to beatrice, 2011 what does your vision look like?
what will we have in place by the end of what will we
have in place by the end of people tell us they need to know: how is this vision relevant to me?
what specifically do you want me to do? how will I be measured? what consequences will I face?
what tools and support are available? whats in it for me? how are we doing? the leaders
role? to help people answer idea 3 - get engaged
what uk workers really think about work ?? % are actively engaged
?? % arent engaged ?? % are actively disengaged = 100% ?? % want to work hard and do their best % worked just hard enough
avoid being fired! ? % believe they could be gnificantly more productive Source: Gallup 17 % are actively engaged
63 % arent engaged 20 % are actively disengaged = 100% 88 % want to work hard and do their best % worked just hard enough avoid being fired!
5 % believe they could be gnificantly more productive Source: Gallup the benefits of
an 50% more likely to have lower staff turnover source: gallup
56% more likely to have higher than average customer loyalty source: gallup 38%
more likely to have above average productivity source: gallup 27% more likely to report
higher profitability source: gallup give your people a amn good listening t
12 questions to 1. do i know what is expected of me at work? consider..... 2. do i have the materials and equipment that i need in order to do my work right? 3. at work, do i have the opportunity to do what i do
best every day? 4. in the past seven days, have i received recognition or praise for doing good work? 5. does my supervisor, or someone at work, seem to care about me as a person? 6. is there someone at work who encourages my development?
Source: Q12, The Gallup Organisation 12 questions to consider..... 7. at work, do my opinions seem to count? 8. does the mission or purpose of my company
make me feel that my job is important? 9. are my coworkers committed to doing quality work? 10.do i have a best friend at work? 11.in the past six months, has someone at work talked to me about my progress? 12.this past year, have i had opportunities at work
to learn and grow? Source: Q12, The Gallup Organisation idea 4 create leaders, not followers P
R O D U C T I
V I T Y H I
G H L O W
PEAK PERFORMER STAR MISMATCH
PROBLEM PERFORMER LOW HIGH UNUSED POTENTIAL
idea 5: create an UBER culture what exactly is
culture? a classic definition of culture a pattern of shared basic assumptions that the group learned as it solved its problems of external
adaptation and internal integration, that has worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think, and feel inedgar relation
to those problems schein, organisational culture and leadership, 199 my definition of culture the way we do things
around here creating an UBER culture!
people Understand whats expected of them in terms of behaviours and behave accordingly and consistently systems and processes are Built to reinforce those behaviours people are Engaged, Empowered and
Encouraged to act in line with them people are Rewarded and Recognised for doing so! its not what you say
ts what you do what do you do to reinforce your values in your
i never had control, and I never wanted it. if you create an environment where the people truly herb kelleher, founder,
participate, yousouthwest dont airlines need control there may be 50 ways to leave your lover, but there are only 4 ways out of this airplane." your bags will be available on carrousel x. if you
do not find them, they will be available in 2-3 weeks on eBay. in order to enhance the appearance of your flight crew, we will be dimming the cabin lights. we entrust every single ritz-carlton
staff member, without approval from their general manager, to spend up to $2,000 on a guest. and that's not per simon f cooper, president ritz carlton year. it's per incident we interview
people for culture fit. we want people who are passionate about what zappos is aboutservice. i dont care if
theyre passionate tony hsieh, CEO, zappos about shoes the more you engage with customers the clearer things become and the easier it is to
determine russell, president, harley-davidson euro what you john should be doing
idea 6: champion your champions spot people doing things well!
idea 7: walk the talk! only
45% feel that their managers behave in a way which is consistent with Source: mercer hr some questions..... 1. what are you like as a role model?
2. which of your behaviours reinforce your organisations values? 3. which of your behaviours contradict your organisations values? 4. how do you know? theres no
i in team, but there is a me if you look hard enough
FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE
EXPERIENCE OF FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC
STUDY COMBINED WITH THE EXPERIENCE OF Stop Start Continue
conclusion s successful leaders recognise that people need to understand: how well the organisation is
performing against goals and targets their contribution to the aims of the organisation and the team their tasks, what is expected of them, and to what standard the behaviours expected of them how well they are performing against
these things personally they also ensure that people have the opportunity to contribute!
when two people in business always agree, one of them is unnecessary william wrigley jr
encourage, welcome and praise loyal opposition renee carayol
my door is always open does not count! ive always said I would put my employees first, customers second and shareholders third, but if you do that the customers and the shareholders benefit anywayrichard branson
when people leave companies, they tend not to quit the company, they are more likely to have quit the boss. ken blanchard
7 ideas..... 1. 2. 3. 4. 5. 6.
7. work on not in get that vision thing get engaged! create leaders not followers develop an UBER culture
champion your champions walk the talk! so, what are you going to do?
leaders ake action, not note vision without action is
andy law, st.lukes take the first tep in faith. You do not have to ee the whole taircase.
ust take he first tep. martin luther king scare yourself, otherwise
youre not doing anything new mary murphy hoye, head of r & d, intel people can be
divided into three groups those who make things happen hose who watch things happen
hose who ask what happened dont just stand there.. do something! dick dastardly
you can find out more at: www.andyhanselman.com you can follow me at: www.twitter.com/andyhanselman you can email me at: [email protected] you can buy my books too!
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