Look Fear In The Face

You gain strength, courage, and confidence by every experience in which you really stop to look fear in the face. You must do the thing which you think you cannot do.
   — Eleanor Roosevelt
   — [H03A]

You May Be Unapproachable

As a leader or manager, the last thing you want is to be unapproachable. Yet, that’s exactly what may be happening.
As a precaution, do a self-check. Candidly reflect on your behavior. See if you have any of these characteristics:
    I’VE MADE MY DECISION
Making a decision isn’t the problem here. It’s the process of how you hear and appreciate dissent from your subordinates, peers, or even superiors.
When you make declarations like, “I’ve made my decision. That’s it.” you establish a distant posture. Those around you may not object or disagree, but they may want to discuss your decisions or offer a view that you may not have considered.
Cutting off conversation in this way generates a message that reads, “The decision I made could be wrong. Even if it is, my ego requires no changes.” And, with that background message, you become unapproachable.
    DON’T BRING A PROBLEM WITHOUT A SOLUTION
While it is admirable that you want those around you to carefully consider problems and their potential solutions, the fact is they may not have the capacity to do so. Their experience may be limited. Their knowledge may be narrow and outside the scope of the problem they see.
You raise a substantial brick wall around you if you make comments like, “Don’t talk to me about a problem unless you come prepared with a solution.”
If, for whatever reason, your subordinate has no solution to accompany their problem, they will move into automatic retreat. Discussion or brainstorming to uncover a potential solution is then out of the question.
And, worse still, if the subordinate has developed a possible solution, and if they are aware of your attitude, they will still suppress any new ideas and withdraw. After all, their solution may not pass your muster for an acceptable solution.
Here again, you make yourself unapproachable.
    JUST TELL ME EVERYTHING IS WORKING
“I don’t want to hear about problems. Just tell me that everything is working. All I want to hear is good news.”
This is classic managerial blindness. There are catastrophic results from this type of comment. It becomes an unspoken and priority setting directive: “I’d rather see harm come to the organization than to acknowledge a problem.”
With this attitude you not only become unapproachable, but you breach your duty.
    I AM BUSY
To repel a co-worker, you need not overtly say, “Don’t bother me. I’m busy.” You can achieve the same results in a more subtle way. If you physically and emotionally present a harried, bothered, stressed, and pressured style you will send the same meaning.
With such an attitude, you present an underlying view that your time and workload is more valuable and pressing than any other person. Hence, important and vital information can bypass you.
Here, again, you become unapproachable.
    I AM IN A CRISIS
Sometimes, a manager or leader can project anxiety when involved with a current or pressing problem. Even if this is an infrequent event, co-workers will steer clear until the apparent crisis passes. The result: You’re out of the information channel because you are unapproachable.
    I LOVE TO TALK
With some people, even a friendly, “Good morning,” could trigger a landslide of conversation of topics ranging from the neighbor’s cat to a presidential election. Work topics may or may not enter your dialogue.
If you are addicted to talking, you can cause others to think twice before they waste their time and energy. Although well intentioned, extensive talking can cause you to be unapproachable.
    THE ANTIDOTE
If you’ve made a self-check and realize a flaw that may make you unapproachable, there is good news. The problem is easily fixed.
Begin now by cultivating a style and demeanor that is open and receptive to others as they approach you with their needs. Give them your focused attention and listen.
You’ll be glad you made the change.
   — Joel Stock
   — [H03B]

The Critical Management Skill: Motivating

Management is nothing more than motivating other people.
   — Lee Iacocca
   — [495298]

The Difference Between Ordinary & Excellent Leaders

You can see mediocre managers everywhere. It's not hard to be one. In fact, anyone can be one, including you. Unless you're careful, you can slide into the ditch of complacency.
More often than not, that ditch is filled with second-rate leaders who's attitude is, "Unless I am explicitly told 'yes,' I won't take action."
On the other hand, skilled leaders don't wait for a pre-authorized blessing on most of their actions. They have developed the self-confidence and courage to make decisions as they arise. They are aware of the higher level objectives and risks in their task. They are also aware of their manager's interests and concerns.
With this background, the successful are ready, willing, and able to effectively act in behalf of upper management because their behavior is based on solid principle. Their courage is ready to take them where upper management needs to be, and take the actions management would take if they were in the same situation.
There is a world of difference between a brilliant leader and the middle-of-the-road manager and it all turns on the courage to act. Theodore Roosevelt was right when he said, "In any moment of decision, the best thing you can do is the right thing. The worst thing you can do is nothing."
   — Joel Stock
   — [305021]

The Basis For Leadership & Management: Character

Nearly all men can stand adversity, but if you want to test a man's character, give him power."
   — Abraham Lincoln
   — [495051]

Using Unambiguous Problem Solving Techniques

It’s true: Each problem is different — There may be no perfect solution — You may be in a time crunch — Someone may be offended no matter what your decision.
Even so, your problems must have a timely and considered solution.
But, it isn’t so much the application of a set recipe that will bring the best leadership results, it’s the way you go about solving problems — that’s the larger and most important key.

FIRST — recondition your thinking process.
Transform your style in handling problems into a higher level of leadership skill:

• Give a measured, thoughtful approach.


• Bring an independent and objective attitude.


• Instinctively and quickly search for facts and information that is relevant to the problem.


• Eliminate the consideration of “who is right.”


• Hold fast to the objective of “what is right.”

SECOND — stick to a routine of using proven methods:

• Make written notes on paper, computer, or ‘white board.’ This triggers your brain to use more of your resources. It helps to keep your attention and prevent your thoughts from straying into unrelated details. This doesn’t need to be extensive. Key words and outlines will do.
  
• Clarify the problem. State it in the form of a question in one sentence.


• Verify the problem. Does a problem really exist? Are the conditions simply “different” rather than unacceptable?


• List the factors that “feed” the problem. Where has the problem come from? When did it start? Who was involved?


• Look for coincidence. Did the problem arise at the same time another event occurred? Did one factor trigger another? Are any factors working in parallel? Do any of the contributing factors have anything in common?


• Brainstorm for answers. Let potential solutions flow easily and unrestricted. Consider easy and complex solutions. Write quickly and freely.


• Rank your list of solutions. Make a confident judgment. What solution has the best potential given your constraints for time, money, personnel, equipment, etc.


• Incubate your top considerations. Walk away from your deliberation — literally. Physically, emotionally, and intellectually make a change in your surroundings. This will “reset” your evaluation skills.


• Form a conclusion. Don’t seek perfection. Among all the alternatives, fix upon the one with the highest potential, the one you “feel” best about, the one that has the best fit.


• Substantiate your decision. Ask yourself, “Why is that the solution?” Then, in a listing form, answer, “This is why …”


• Map an alternative action. Later, as you implement your decision, there may be circumstances that require you to change or alter your plan. Anticipate the possibility for changes by considering alternatives.


• Publish your decision. Tell those who are involved, “This is what I’ve decided. Unless you have direct and pressing reasons why this would be incorrect, let’s take this action.”

   — Joel Stock
   — [066011]

Valiant Devotion To A Worthy Cause

It's not the critic who counts, not the one who points out how the strong man stumbled or how the doer of deeds might have done them better. The credit belongs to the man who is actually in the arena; whose face is marred with the sweat and dust and blood; who strives valiantly; who errs and comes up short again and again; who knows the great enthusiasms, the great devotions and spends himself in a worthy cause and who, at best knows the triumph of high achievement and who at worst, if he fails, at least fails while daring greatly so that his place shall never be with those cold and timid souls who know neither victory nor defeat.
   — Theodore Roosevelt
   — [066021]

Recapture Your Time & Productivity — Stay Away From The Talk Trap

The person next to you or just down the hall — that's the one who is wasting your time and detracting from your productivity and management skills.
As you listen to the person talk, you probably think of the many things you could be doing with your time that would be far more effective. In fact, it may seem that nearly anything would be a better use of your time. Wasting many minutes and hours listening to a coworker's plans for a remodeled deck or something cute that a nephew said can be super-boring to say nothing of the distraction from your duties.
So, pre-think your behavior. Stay away from the 'talk trap.'

• Stay away from the yacker.


• Carry somthing in your hand for immediate reading and concentration when they approach.


• Say, "Oh, my. Look at the time. I've got something pressing I need to take care of."


• Pick up the phone and begin dialing.


• Grab a stack of papers and begin a quick re-arragement.


• ... and anything else you can think of that will help preserve you valuable time.

   — Joel Stock
   — [275011]

A Top Leadership Quality: Valuing Your Word Of Honor

I have been asked what I mean by "word of honor." I will tell you. Place me behind prison walls — walls of stone ever so high, ever so thick, reaching ever so far into ground — there is a possibility that in some way or another I may be able to escape; but stand me on the floor and draw a chalk line around me and have me give my word of honor never to cross it. Can I get out of that circle? No, never. I'd die first.
   — Karl G. Maeser
   — [495101]

Shave Your Circulation Lists

You can cut overhead and accelerate the dissemination of useful information by taking one simple step: Reduce the number of people who receive your information.
Many companies are reporting that nearly 70% of all internal reports and information finds its way to those who give it little or no attention.
When asked about their paper or email inboxes, most managers and supervisors say they rarely, if ever, pay attention to many items. Most, they say, are received as a matter of courtesy or, “just in case you want to know.” And, a substantial number of reports are simply “bragging memos” or project updates from other groups.
There are solid tests for a report or information distribution: Is it needed? Is it used regularly?
Everyone loses when circulation lists become bloated:
▪ Time is spent reading and considering the information.
▪ Actions may be taken in response to any “just in case” scenario that may arise.
▪ Resources such as time, oversight, and budget may be diverted from a more pressing priority.
▪ Senders of the information may develop a negative reputation of “crying wolf” or “spamming.”
Overcome the inertia of a well-seasoned circulation list. Cut your list. Once every three months send a cover letter with your information. Ask the recipients:
▪ Do you need this information?
▪ Why do you need this information?
You may be surprised at the response. Certainly, remove those who have no use for your information. Then, carefully rethink your reports and information. Perhaps you may need to upgrade their value. Or, perhaps there may be no harm if they are eliminated.
In any case, you can’t lose.
   — Joel Stock
   — [056071]

You Can Be The Catalyst

I am personally convinced that one person can be a change catalyst, a "transformer" in any situation, any organization. Such an individual is yeast that can leaven an entire loaf. It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transforming leader.
   — Stephen Covey
   — [056041]

How To Make An Excellent Presentation

If advice can be taken from anyone, Tom Peters at www.tompeters.com certainly leads the list.
For years he has worked to learn and teach leadership and management skills. In May of 2005, Tom summarized what it takes to give an excellent and effective presentation.
In his free PowerPoint download, he touches on 56 points that will guide any manager or supervisor to a persuasive presentation.
Here a few of his points:
- Give a compelling “Story line.”
- Have enough data to sink a tanker with 98% in reserve.
- Know your information from memory and be able to manipulate it in your head.
- Be “in command” but don’t “show off” (if you’re brilliant they’ll figure it out for themselves).
- If you don’t know something … ADMIT IT! (this is actually a good thing — as opposed to appearing as a “know it all”.)
- Assume that you may be cut off at any moment, and be prepared to give on the spot a compelling 30-second to one-minute (no longer!)Brilliant Summary including Sales Pitch.
- … and many more.
   — Joel Stock
   — [305131]

When To Disagree With Your Boss

When we are debating an issue, loyalty means giving me your honest opinion, whether you think I'll like it or not. Disagreement, at this stage, stimulates me. But once a decision has been made, the debate ends. From that point on, loyalty means executing the decision as if it were your own.
   — Colin Powell

Courage To Act Separates The Brilliant Leader From The Crowd

You can see mediocre managers everywhere. It's not hard to be one. In fact, anyone can be one, including you. Unless you're careful, you can slide into the ditch of complacency.
More often than not, that ditch is filled with second-rate leaders whos attitude is, "Unless I am explicitly told 'yes,' I won't take action."
On the other hand, skilled leaders don't wait for a pre-authorized blessing on most of their actions. They have developed the self-confidence and courage to make decisions as they arise. They are aware of the higher level objectives and risks in their task. They are also aware of their manager's interests and concerns.
With this background, the successful are ready, willing, and able to effectively act in behalf of upper management because their behavior is based on solid principle. Their courage is ready to take them where upper management needs to be, and take the actions management would take if they were in the same situation.
There is a world of difference between a brilliant leader and the middle-of-the-road manager and it all turns on the courage to act.
Theodore Roosevelt was right when he said, "In any moment of decision, the best thing you can do is the right thing. The worst thing you can do is nothing."
   — Joel Stock
   — [305071]