tag:blogger.com,1999:blog-65575504016827740232024-03-05T12:44:35.394-07:00Consequence of LeadershipIntuitive,Influential & Inspiring Leadership and Business PrinciplesUnknownnoreply@blogger.comBlogger97125tag:blogger.com,1999:blog-6557550401682774023.post-4312763716776364092015-03-22T10:24:00.000-06:002015-03-22T10:25:22.660-06:00How do you treat the insignificant?<div class="MsoNormal">
Disclaimer: the insignificant in this post refers to those
that have little meaning or influence in <i>your</i>
own life.<o:p></o:p></div>
<div class="MsoNormal">
We were at an outdoor event, a server carrying a tray full
of wine was surprised by a gust of wind that pushed three of the glasses off of
the tray. One of the guests ended up
wearing the contents of one of those glasses (fortunately it was white wine –
not red). <o:p></o:p></div>
<div class="MsoNormal">
Before I tell the rest of the story, how we treat the
insignificant - such as a server at a party whom we have never seen before and
will most likely never see again - reveals a great deal about our character. The two extremes:<o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Thoughtful and caring who treats everyone with
respect and dignity regardless of his or her position, title or personal
wealth.<o:p></o:p></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Ignorant and condescending who makes others feel
worthless and demoralized.<o:p></o:p></div>
<div class="MsoNormal">
My story has a great ending, not only did this individual
take the accident in stride, she reassured that server that it was not her
fault and that she was not upset before leaving to go clean up.<o:p></o:p></div>
<div class="MsoNormal">
I believe that people can generally be separated into either
of the two camps outlined above. <o:p></o:p></div>
<div class="MsoNormal">
Which one (type) would you rather work for? <o:p></o:p></div>
<div class="MsoNormal">
Which one would you prefer to have working on your team?</div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-67189057238925051442014-10-18T09:02:00.000-06:002014-10-18T09:02:23.365-06:00Time<div class="MsoNormal">
We all have the same amount of time – 24 hours a day. No one has less or more time than anyone
else. Each of us ultimately decides on
how we use our time. <o:p></o:p></div>
<div class="MsoNormal">
Our use of time can be productive, neutral / un-productive,
or our use of time can be negative / destructive.<o:p></o:p></div>
<div class="MsoNormal">
To say, “I don’t have time,” is not an entirely accurate
statement. The fact is that we choose to
spend our time on what <i>we</i> feel is
important, <i>our</i> priorities. When we decide not to devote time to something,
in reality the reason is because [that], whatever issue is vying for our time,
is simply not important - not a priority.<o:p></o:p></div>
<div class="MsoNormal">
Perhaps, if one is honest with them self, it may help to
change their priorities. For example: If
one could admit that they don’t exercise because it is not as important as
watching three hours of television each night, maybe this <a href="http://consequenceofleadership.blogspot.ca/2011/11/refreshing-honesty.html">candour</a>
could cause them to make a change. I don’t
think anyone would tell their kids that the reason they don’t have time for
them is because everything else - shopping, golf, work, any hobby - is <i>more</i> important. <o:p></o:p></div>
<div class="MsoNormal">
There is only one person that controls your time - you. You might now be thinking to yourself, “Try
telling that to my boss.” Do you <i>choose</i> to work or, do you <i>have</i> to work? Two different mindsets. Work should be a productive use of time, but
I know many people that feel they need to put in more time than is expected to
get the job done while others are doing the same job in regular time. <a href="http://consequenceofleadership.blogspot.ca/2013/01/work-life-balance.html">Work
does fill the time allotted</a>. Are
you putting in time <i>or,</i> working to
accomplish an objective? Again, two
different mindsets, but our mindset - the way that we <a href="http://consequenceofleadership.blogspot.ca/2011/03/focus-magnifies.html">think</a>
- ultimately controls how we do our job, our time and . . . our life.</div>
<div class="MsoNormal">
Instead of using the excuse of “no time,” just be honest and
say: “I have more important things to do.”
This may help realign your priorities.</div>
<div class="MsoNormal">
<o:p></o:p></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-23653011846386958662014-10-05T09:12:00.000-06:002014-10-05T09:12:42.682-06:00Maple syrup<div class="MsoNormal">
Maple syrup is made by boiling the sap from maple trees
until it is reduced to a very concentrated sweet syrup. The reduction in liquid is as high as 50
litres of sap down to 1 litre of syrup.
At the end of the process you get the good stuff.<o:p></o:p></div>
<div class="MsoNormal">
When communicating, please do everyone a favour and provide
only pure maple syrup vs. a bunch of sap, can you imagine eating maple tree sap
to get the enjoyment of maple syrup?
Please stop feeding it [sap] to others.<o:p></o:p></div>
<div class="MsoNormal">
Communication, verbal and written, should be as succinct and
as tight as possible. Use the least
amount of words to get your point across.
After you have written something, review it and reduce it. Challenge yourself to shorten every sentence
and every thought down to simple, direct and concise language.<o:p></o:p></div>
<div class="MsoNormal">
Just the good stuff please.<o:p></o:p></div>
<br />
<div class="MsoNormal">
Hope I made my point (153 words).<o:p></o:p></div>
Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-6557550401682774023.post-90593874469119222842014-09-26T20:54:00.000-06:002014-09-26T20:54:34.589-06:00Sheeple<div class="MsoNormal">
<span style="font-family: inherit;">Most of us have had the experience of taking part in a group
discussion in which an opinion is asked in a round table fashion and
coincidentally everyone’s opinion matches that of the first person to speak.</span></div>
<div class="MsoNormal">
<span style="font-family: inherit;">In 2005 in Turkey, 450 sheep perished when 1500 sheep
followed each other off a cliff. Why did
only 450 die? Apparently, hundreds of
sheep lying dead at the bottom of a cliff make for a nice cushion that saved
the lives of others. Sheep will follow other sheep relentlessly even if they walk off a cliff.</span></div>
<div class="MsoNormal">
<span style="font-family: inherit;">In a sense, many people are just like sheep: they believe
everything they hear, they never question and are afraid to disagree. The problem with the “yes” people described
in the previous sentence is that they cause problems for the rest of us. When people always agree and go along to get
along, those whom they agree with think that they are right and continue
on the course they are on, even if it leads to the edge of a cliff. Money is wasted. Businesses fail. Lives are wasted. Bad governments are elected.</span></div>
<div class="MsoNormal">
<span style="font-family: inherit;">Please have an <a href="http://consequenceofleadership.blogspot.ca/2011/12/critical-thinking.html">opinion</a>.
Share it. Discuss and debate vigorously. Or, just follow the others: there is a decent
chance that you may be saved by the pile of the ones that have perished before
you.</span></div>
<br />
<div class="MsoNormal">
<span style="font-family: inherit;"><span style="background-attachment: initial; background-clip: initial; background-color: white; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial;">"</span><em><b><span style="background: white; color: #545454;">If
everyone</span></b></em><span class="apple-converted-space"><span style="background: white; color: #545454;"> </span></span><span style="background-attachment: initial; background-clip: initial; background-color: white; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial;">is</span><span class="apple-converted-space"><span style="background: white; color: #545454;"> </span></span><em><b><span style="background: white; color: #545454;">thinking
alike</span></b></em><span style="background-attachment: initial; background-clip: initial; background-color: white; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial;">, then somebody isn't</span><span class="apple-converted-space"><span style="background: white; color: #545454;"> </span></span><em><b><span style="background: white; color: #545454;">thinking</span></b></em><span style="background-attachment: initial; background-clip: initial; background-color: white; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial;">." - George S. Patton</span><span class="apple-converted-space"><span style="background-attachment: initial; background-clip: initial; background-color: white; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; color: #545454;"> </span></span></span><o:p></o:p></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-34299378548241443512014-04-13T11:43:00.000-06:002014-04-13T11:43:35.373-06:00Less is better<span xmlns=""></span><span xmlns="">The best smorgasbords are those with the most variety, increasing the number and variety of dishes improves the consumer's perception of the offering. While more is better when it comes to smorgasbords, this is not the case with respect to politics or business initiatives: schemes, ideas, plans, proposals, programs, laws, legislation, etc.</span><br />
<br />
<span xmlns="">Well-meaning legislators across the globe continue to propose and pass laws that over complicate the ability for citizens to live and conduct business every day. Much of modern legislation focuses on changing behaviour vs. outcome; a prime example would be that of the former <a href="http://www.bloomberg.com/news/2012-05-31/nyc-mayor-bloomberg-seeks-ban-on-super-size-soft-drinks.html">New York mayor wanting to ban the sale of large soft drinks</a> in an attempt to reduce obesity. Contrary to popular belief and victim thinking, obesity is not due to large soft drinks or any particular food but rather personal choice – period. A more beneficial approach to the problem of obesity would be to make those who are obese pay more for health care according to their BMI index, this is moving from behaviour (how) to result (what). Warning: since the last statement will probably offend some, please read <a href="http://consequenceofleadership.blogspot.ca/2009/07/its-time-to-take-thumb-out-of-your.html">this</a> first.</span><br />
<span xmlns=""> </span><br />
<span xmlns="">Most organizations fall into this same trap thinking that more initiatives, programs, process will improve results. This overcomplicates the business, teams become overwhelmed with<a href="http://consequenceofleadership.blogspot.ca/2010/04/busy-work.html"> busy work</a> and results decline. The legislators (managers) push harder on enforcing their pet laws (programs) on how to do stuff, but it is like trying to push a wet rope uphill. </span><br />
<span xmlns=""> </span><br />
<span xmlns="">The good news is that it is very simple to determine how many initiatives are enough, to find the sweet spot or top of the inverted bell curve, ready for this . . . it is very profound: you get results! Therefore if your new initiative does not improve results – throw it away, put it on the stop doing list. Unfortunately, this does not usually happen, someone spent time and energy on that scheme and we don't want to hurt their feelings, do we? </span><br />
<span xmlns=""> </span><br />
<span xmlns="">If the obese are not getting thinner, your attempt at legislation didn't work, focus on the result and the individual will find a way to get there that best suits them.</span><br />
<br />
<span xmlns=""><a href="http://consequenceofleadership.blogspot.ca/2012/02/are-you-micro-manager.html">Tell the people what to do and not how to do it and let them surprise you with their ingenuity; G.S. Patton.</a><br /> </span><br />
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-33193680451239439392013-11-30T11:42:00.000-07:002013-11-30T11:42:16.897-07:00Set yourself up to leave<span xmlns=""></span><br />
<span xmlns="">Every time your phone rings, each question or problem that comes your way, ask yourself, "how can I empower someone else to answer that question / solve that problem in the future?" Then do it <span style="font-family: Garamond;">─</span> empower someone else.</span><br />
<br />
<span xmlns="">The real test, of course, is after you leave, and . . . everyone eventually leaves: did the organization, which you left behind, flourish? Great leaders who are confident in themselves will be proud to see their former team continue to achieve increasing success. However, there is a selfish goal to this as well: when a leader continues to empower others, hand over increasing responsibility, their job gets easier and easier. This leader can spend their time on providing well-deserved recognition, challenging the status quo, and looking for new and creative ways to achieve better results. This leader has time <span style="font-family: Garamond;">─</span> they are not overwhelmed with firefighting <span style="font-family: Garamond;">─</span> dealing with the urgent and unimportant activities. </span><br />
<br />
<span xmlns="">A wise mentor once said to me, "your job is to empower everyone in your organization to the point where you have nothing to do yourself, except drink coffee and relax all day." So that is what I do . . . empower others so that I can become<a href="http://consequenceofleadership.blogspot.ca/2010/05/you-must-become-irrelevant.html"> irrelevant</a>.</span><br />
<br />
<span xmlns="">Have you ever drunk coffee all day? Hard to sleep at night. </span><br />
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-21676329912733956312013-07-23T09:50:00.000-06:002013-07-23T09:50:14.272-06:00You are partially to blame<span xmlns="">Those that have to terminate / fire someone must share some . . . perhaps all the blame.</span><br />
<br />
<span xmlns="">Good leaders set others up for success - they make it easy - they make it possible. In fact, they make it almost impossible to fail. Rules are clear and effectively communicated. Expectations are vividly clear. </span><br />
<br />
<span xmlns="">Why would an individual need to be terminated?</span><br />
<ol>
<li><span xmlns="">Not performing / not doing what is expected of them.</span></li>
<li><span xmlns="">Violation of policy (theft, serious policy violation)</span></li>
</ol>
<br />
<span xmlns=""><span style="text-decoration: underline;">1) Poor performance</span></span><br />
<span xmlns="">Either the expectations were not clear or not communicated sufficiently. When expectations are clear and the leader appropriately addresses shortfalls through coaching and if necessary performance management, an employee will almost always self select, meaning: they choose to leave on their own. People will sign up and commit themselves to giving full effort to a well-defined goal or objective. Almost any individual is capable of great work under great leadership. If a poor hiring decision was made in the first place, who is to blame for that?</span><br />
<br />
<span xmlns=""><span style="text-decoration: underline;">2) Violation of policy</span></span><br />
<span xmlns="">This is a tough one to swallow at first: If the rules and the consequences of not following the rules are clear and there is strong awareness that systems and processes exist to immediately detect if the rules are broken, the vast majority of people will never violate the rules. Using theft or fraud as an example: within any group of people, there are those that will never commit a crime against your organization, but there are also a significant number who given an opportunity and believe they have a good chance of getting away with it, might. These are not bad people: but rather good people who succumb to temptation. If you left a $20 bill on the table in your staff lounge, how long would it remain? Most would turn it in, but some would take it.</span><br />
<br />
<span xmlns="">The question we must ask ourselves if we are forced to terminate for theft, fraud or a serious violation of policy; was the policy clear enough? Where the consequences clear enough? Were the processes to detect such a problem known to exist? In many cases the answer to one or more of these questions is "no."</span><br />
<br />
<span xmlns="">If we approach leadership with this perspective, we will communicate and apply accountability to our expectations well enough that we will almost never have to terminate anyone. Of course, this benefit [never have to terminate] is minor compared to the resulting success that the team will achieve.</span><br />
<span xmlns=""><br /> </span><br />
<span xmlns=""><br /> </span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-6193679759176978292013-06-21T10:54:00.000-06:002013-06-21T10:54:12.352-06:00Why do some say . . .<span xmlns=""></span><br />
<span xmlns="">Why do some say . . . </span><br />
<br />
<span xmlns="">"Sorry to interrupt," but then interrupt and continue speaking. Why interrupt if you are sorry?</span><br />
<br />
<span xmlns="">Start a sentence with the word "honestly." Does this mean that everything said up to that point has been a lie?</span><br />
<br />
<span xmlns="">Threatening an employee with "I'm going to write you up," meaning a formal written warning will be provided on a piece of paper. Why not just write them up without the verbal threat? More importantly, has there been a conversation about this problem behaviour in the past to resolve? In my experience, those who make these types of threatening statements have done a poor job communicating their expectations and corresponding shortfalls. That statement [write you / them up] should never be spoken. Do it [written warning] if it is necessary, but it is always the final step.</span><br />
<br />
<span xmlns="">"<i>Everyone </i>believes / or does that . . . " Obviously, this statement can never be true. There are quite a few people on this planet; there must be at least <i>one</i> dissenter. This type of statement is used when one is losing an argument.</span><br />
<br />
<span xmlns="">One more:</span><br />
<span xmlns="">"That has been communicated to them hundreds of times; they can't seem to . . . " </span><br />
<span xmlns="">"<span style="text-decoration: underline;">Sorry to interrupt</span>, but <span style="text-decoration: underline;">honestly</span> if you have to tell someone <i>hundreds</i> of times there is clearly something wrong with your telling. Furthermore, if you don't get this fixed <span style="text-decoration: underline;">I'm going to write you up</span>. <span style="text-decoration: underline;">Everyone else</span> is able to get this done! Besides, I've told you million times not to exaggerate!"</span><br />
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-25793189807083233702013-06-16T09:15:00.000-06:002014-10-05T13:48:17.285-06:00Open letter to leaders<span xmlns="">Open letter to leaders, especially those at the top of the organization or team:</span><br />
<br />
<span xmlns="">Allow me to preface my comments with a warning that some may be offended, but do consider a) that to be <a href="http://consequenceofleadership.blogspot.ca/2011/11/refreshing-honesty.html">offended is a choice</a> b) only those that are hit close to home by these comments are likely to be offended.</span><br />
<br />
<span xmlns="">Dear Leader,</span><br />
<br />
<span xmlns="">This may be hard to accept at first, but you are likely not the smartest person in the room (room being a metaphor for everyone in your company). Sure, you have the title, the pay and benefits, the university degrees, but you lack one thing; if you are like the vast majority of your peers, that<i> one thing</i> is that you are so far away from what is happening at the front line of your organization, you have only a limited idea of what is really going on. </span><br />
<br />
<span xmlns="">To find out what your customers want and to hear about the barriers and problems that prevent your organization from effectively delivering, you would have to speak with those little people out in the field. You know the ones, all they want to do is talk, sharing their job hang-ups and trying to give - YOU - of all people advice on how to run this company. I know, I know . . . it's crazy. Their eyes seem to start rolling back in their heads when <i>you</i> tell them how <i>we</i> are going to win. Yes, it is those ones. </span><br />
<br />
<span xmlns="">Those ones that actually speak with and serve your customer everyday. They get to manage through your brilliant decisions which sometimes, with slight adjustments could be so much easier to execute. But of course, their capacity is too limited to see the vast wisdom in your decisions.</span><br />
<br />
<span xmlns="">Some of the most successful leaders in history made it a priority to listen to those little people on the front lines. In fact, some actually - believe it not - regard those little people as the most important in the organization and treat them as such. Leaders like Herb Kelleher, former CEO Southwest Airlines, who many call a servant leader seems to have managed to find some success through this approach. Sure it may have been all luck but you should look up his work someday.</span><br />
<br />
<span xmlns="">Anyway, I guess what I am trying to get across to you is that if you could take some time – I know your schedule is probably packed with lots of those important meetings – but carve out a little time to go and meet with and listen to those on the front lines of your organization, you might find that they have some interesting insight which you have never considered. Heck, one of them may even have a good idea that could make your organization more successful and of course make <i>you</i> look better.</span><br />
<br />
<span xmlns="">I am trying to be subtle, but I hope I got my point across.</span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-88700377787733022652013-03-29T11:39:00.000-06:002013-03-29T11:39:44.235-06:00Ask don’t Tell<span xmlns="">What kind of people do you want? Consider first how you treat them as this will largely determine what you get.</span><br />
<br />
<span xmlns="">In the military, one is trained to be disciplined and obedient at all times. Do exactly what you are told to do–word for word. Never miss a thing they tell you to do, and never take shortcuts, or you will suffer the consequences. <a href="http://www.failproducts.com/8-helpful-tips-for-surviving-military-basic-training.html"><span style="font-size: 8pt;">Failproducts.com</span></a> </span><br />
<br />
<span xmlns="">The hit 1960's spy parody television show "<a href="http://en.wikipedia.org/wiki/Get_Smart">Get Smart</a>" starring Don Adams as Maxwell Smart (recently made into a movie - 2008) featured a humanoid robot named Hymie, which followed instructions exactly as worded. For example, when Smart tells Hymie to "get a hold of yourself," he grasps each arm with the other.</span><br />
<br />
<span xmlns="">In retail, we use the term "facing" which means to front face or pull products forward to the front of a shelf. A colleague once directed a new employee to face an aisle in a certain department. Upon checking a while later, he found the employee standing and facing the shelves down the aisle not understanding what was asked of him.</span><br />
<br />
<span xmlns="">A disappointing fact to some, people are not machines that perform continuously doing exactly what they are designed for and only require fuel and minimal maintenance. However, a leader's military style interaction and expectations can render their people pretty close to a basic machine.</span><br />
<br />
<span xmlns="">The most effective leaders influence and inspire through open-ended questions vs. dictation. They have a vision and clear idea of where they want to go, what it looks like when they get there and craftily steer people and consequently the organization toward the goal.</span><br />
<br />
<span xmlns="">This does not refer to becoming more polite i.e.: instead of telling someone to do something, ask him or her to do it. Rather it is the ability, through questioning, to persuade others to come up with the answer, idea, direction etc. that you have in mind. This is essentially coaching which develops self-sufficient empowered individuals.</span><br />
<br />
<span xmlns="">In war, people die if orders are not followed explicitly. In business, organizations fail if people are not empowered to use their judgement.</span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-44319732004665409412013-03-24T10:59:00.000-06:002013-03-24T10:59:23.770-06:00Contempt<span xmlns=""></span><br />
<span xmlns="">The most destructive force in any organization is that of individuals within treating others with contempt. Consider the following with respect to marriage relationships:</span><br />
<br />
<span xmlns=""><a href="http://www.gottman.com/51326/Dr-John-Gottman.html">John Gottman, Ph.D</a></span>., a well respected psychologist and marriage researcher, says he can predict with 95% accuracy whether a marriage will end in divorce within 15 years by micro analyzing a videotape of the pair talking for an hour. His secret is paying attention to the number of times in the conversation the couples participate in what he calls the Four Horsemen:<br />
<ul>
<li><span xmlns=""><b>Defensiveness</b>: A response like "<i>It's not my fault, it's your fault!"</i> to a real or imagined attack.</span></li>
<li><span xmlns=""><b>Stonewalling:</b> The silent treatment. This seems to be more common in men than women.</span></li>
<li><span xmlns=""><b>Criticism</b>: Labeling a partner with a negative trait such as "You're selfish."</span></li>
<li><span xmlns=""><b>Contempt</b>: Labeling a partner with a negative trait <i>as if the blamed person is inferior and the criticizer is superior. </i>Contempt is often shown through body language: tone of voice, facial expressions, and body movement. Just a roll of the eyes can signal that someone considers themselves above you.</span><span xmlns=""> </span></li>
</ul>
<span xmlns="">As reported in <a href="http://www.gladwell.com/blink/">Blink</a><i>: The Power of Thinking Without Thinking </i>by Malcolm Gladwell, Gottman indicates that <i>contempt</i> is the single greatest indicator of a future relationship breakup. </span><br />
<span xmlns=""><a href="http://www.psychologytoday.com/blog/stop-walking-eggshells/201202/contempt-the-number-one-sign-marital-trouble"><span style="font-size: 9pt;"><i>Psychology Today</i></span></a></span><br />
<br />
<span xmlns="">Contempt is disrespect and condescension that attempts to put others on a lower plane. Gottman suggests that he can predict the future success of a marriage by just overhearing a conversation between couples in a restaurant over dinner, specifically listening for indicators of contempt.</span><br />
<br />
<span xmlns="">A relationship is a relationship, why would there be any difference in the relationships within an organization<span style="font-family: Arial;">?</span> However, instead of divorce, we would have dysfunction, infighting, lack of trust and collaboration. In extreme cases, the destructive energy could be similar to what we saw in the 1989 film The War of the Roses (Michael Douglas & Kathleen Turner), where the goal was mutual mental and physically destruction.</span><br />
<br />
<span xmlns="">Contemptuous behaviour in organizations should be confronted and dealt with quickly. Disagreement and debate is necessary. However, healthy disagreement is respectful and professional. Everyone inside, or who is exposed to your organization, deserves to be treated with respect and dignity – everyone.</span><br />
<br />
<span xmlns="">We need to start with ourselves; do you view others (at work or at home) as inferior? The consequences of this thinking and the resulting behaviour are well documented.</span><br />
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-32493647819072446552013-02-18T10:52:00.000-07:002013-02-18T10:52:02.319-07:00Character is Key<span xmlns=""></span><br />
<span xmlns="">If you ever get the opportunity to be on the reality TV series <a href="http://www.cbs.com/shows/survivor/">Survivor</a>, know this: those who swear their allegiance to you by anything or anyone are the ones that you should <span style="text-decoration: underline;">not</span> trust.</span><br />
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<span xmlns="">Those who use phrases and / or idioms to emphasize their intent typically demonstrate duplicitous qualities.</span><br />
<ul>
<li><span xmlns="">Swearing by (someone or something) to show true sincerity.</span></li>
<li><span xmlns="">"Cross my heart hope to die," to accentuate honesty.</span></li>
<li><span xmlns=""> "I really mean it," when used to emphasize audacious statements.</span></li>
<li><span xmlns="">"Just kidding," when it means, "I am really serious but I just saw the look of offence on your face and need to backpedal because I am afraid you will be angry with me."</span></li>
</ul>
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<span xmlns="">The brutal reality is: how we do anything is how we do everything. Our intuition informs us to be reluctant with trust towards those who feel the need to "swear by" and put extra emphasis on their oaths. Deep down inside we instinctively know that what we hear in their words will translate to their actions. Those who are wise heed their intuition and are cautious. Anyone that has had their trust violated will realize in hindsight that they ignored their intuition about that individual. Our intuition is a powerful thing and will help to avoid many problems – listen to it.</span><br />
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<span xmlns="">Am I saying that everyone who says these types of things has an insincere character? Yes, actually I am. And no I am not kidding. Start examining the character of those you know who make these types of statements, either you are already suspicious of their character or you have been ignoring your intuition.</span><br />
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<span xmlns="">Leaders will be forgiven for almost any mistake except for those that stem from weak <a href="http://consequenceofleadership.blogspot.ca/2009/07/character.html">character</a> and behaviour that destroys trust. Say what you mean and mean what you say. </span><br />
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<span xmlns=""><i>Let what you say be simply 'Yes' or 'No'; anything more than this comes from evil. Mathew 5:37</i></span><br />
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-60098505309791232492013-01-06T12:50:00.000-07:002013-01-06T12:50:45.591-07:00Work / life balance<span xmlns=""></span><br />
<span xmlns="">Why do we work? To make money, to contribute, to find purpose are all reasons that we would hear. I think a colleague of mine stated it best, "we work to improve our personal lives." There are those that work for the sake of work (work is everything) whom I feel sorry for, them and their family (if they have managed to hold on to), but this [improve my personal life] is the reason that I go to work and do my best everyday.</span><br />
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<span xmlns="">The challenge / problem for some is that they have failed to draw a line in terms of when they <span style="text-decoration: underline;">will</span> work and when they <span style="text-decoration: underline;">will stop</span> working, each day / each week.</span><br />
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<span xmlns=""><a href="http://en.wikipedia.org/wiki/Parkinson%27s_law">Parkinson's law:</a><br /> <i>Work expands so as to fill the time available for its completion.</i></span><br />
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<span xmlns="">To state more succinctly<i>: </i></span><br />
<br />
<span xmlns=""><i>The amount of time which one has to perform a task is the amount of time it will take to complete the task.</i><br /> </span><br />
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<span xmlns="">The reality is that if we have clear goals, putting limits on the amount of time that we allocate to achieve those goals will result in enhanced productivity. We <i>will</i> get the work complete, <i>and</i> have more time for our personal life. <i>We</i> can determine the deadline to complete the work. For example: a project that must be completed by Monday morning could be completed by Friday night at six if we so choose. </span><br />
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<span xmlns="">Outlined in the book "Start with Why" by Simon Sinek, <a href="http://books.google.ca/books?id=iyw6ul1x_n8C&pg=PT166&lpg=PT166&dq=baton+louisiana,+construction+company,+dwayne+honore,+work+/+life+balance&source=bl&ots=UKE5l-DFW_&sig=4bUtIWq7v-tC6K_S92waZ1UlvNc&hl=en&sa=X&ei=RMbpUOqcJNLkqAGXzIFw&ved=0CEUQ6AEwBA">a construction company in Baton Rouge, Louisiana actually measures work life balance</a>: employees are required to clock in between 8:00 – 8:30 a.m. and clock out between 5:00 – 5:30pm. Stay any later and they are taken out of a bonus pool. Because they know they have to leave by 5:30 p.m. wasted time has dropped to a minimum. Productivity is high and turnover is low.</span><br />
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<span xmlns="">Decide when you will start / stop work and which days you will work. Make these restrictions to time dedicated to work a personal commitment to yourself. Most importantly, don't break that commitment. If you break commitments to yourself, it becomes easier to break commitments to others. How you do anything - is how you do everything.</span><br />
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<span xmlns="">Ultimately, the issue is rooted in our values and we are <a href="http://www.amazon.ca/Choosing-Cheat-Wins-Family-Collide/dp/1590523296">choosing to cheat</a>. We cheat either our time at work or time with our family.</span><br />
Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-6557550401682774023.post-51486845494667725072012-11-11T10:18:00.000-07:002012-11-11T10:18:49.974-07:00How can I improve my success?<span xmlns=""></span><br />
<span xmlns="">I know very little about horses, with the exception of two very important facts. The first is some wise advice given to me: when walking behind a horse, ALWAYS put your hand on their behind, this prevents being kicked. It is important to remember that this only applies to horses, do this to a women and you will get kicked.</span><br />
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<span xmlns="">The second: where the head goes, the horse goes. A horse <u>must</u> go in the direction of their head. When riding a horse, pull the reins in the direction that you want the horse to turn. In order to rear up a horse must throw its head backwards; a strap tying the head to the saddle eliminates the ability to throw its head back making it impossible for the horse to rear up. If a horse is lying on the ground, it must throw its head up to stand up. It is possible to prevent a 1500-pound horse from getting up by just putting your foot on its head.</span><br />
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<span xmlns="">This principle is identical with us, except that it is our <i>words</i> that control our direction. What we say, and have been saying, is the direction that our life is going. If we say, "I always seem to run out of time to complete my projects," we have determined what will continue to happen. "My people never seem to be able to deliver on the expected results," will most likely continue to come true (likely? they can overcome our negative speaking with their own positive words). Speaking negatively will take our life in a negative direction.</span><br />
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<span xmlns="">The good news is that we can change our direction by changing our words. "I will find a way to get this project done on time and it will be the exceptional work," "I will help my people deliver on results and together we will find a way to get it done," are statements that will cause us to become proactive and successful. </span><br />
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<span xmlns="">This is not an easy thing to change; first start by listening to what you are / have been saying. Of course, this is rooted in what you have been <a href="http://consequenceofleadership.blogspot.ca/2011/03/focus-magnifies.html"><i>thinking</i></a>.</span><br />
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<span xmlns="">Use words that take you in the direction you <span style="text-decoration: underline;">want</span> to go and it will force your <i>thinking</i> to change.</span><br />
<span xmlns=""><br /> </span><br />
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-18185788877025819852012-09-30T22:14:00.000-06:002012-09-30T22:14:08.149-06:00It’s the people of the business . . .<span xmlns=""></span><br />
<span xmlns="">The level of enthusiasm of your <i>guest experience</i> can never rise higher than the enthusiasm of your OWN employees - <i>Joel Manby</i></span><br />
<span xmlns=""><i><br /></i></span>
<span xmlns="">Difficult to imagine anyone disagreeing with this, but for many this is just head knowledge or intellectual knowledge, known but not acted on or used. Why? Great service is difficult to measure, particularly any link to the bottom line, and far too many organizations have the bottom line as their vision or purpose. </span><br />
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<span xmlns="">"But don't organizations exist to make a profit?" you may ask. Profit is the positive outcome of whatever it is your organization does. The organization didn't start with the sole purpose of making profit. Sure, it [profit] was a motivator, but the true reason was the product or service offered.</span><br />
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<span xmlns="">If you actually want enthused employees, there are two types of motivation: extrinsic and intrinsic.</span><br />
<ul>
<li><span xmlns="">Extrinsic motivation is the reward from outside sources such as pay, benefits, promotion etc. </span></li>
<li><span xmlns="">Intrinsic motivation is internal, the feeling of accomplishment and gratification that we derive from doing a good job.</span></li>
</ul>
<span xmlns="">Pay your people well. Pay them at the high end of the scale for your industry and hold them accountable to your <u>clear expectations</u>. The accountability part is key, you will attract many to your organization but the accountability will "weed the garden" so to speak and retain the very best. </span><br />
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<span xmlns="">Infinitely more important is tapping into intrinsic motivation. People want to matter, to contribute, to be empowered, to be autonomous. They want responsibility, to work independently, and provided with freedom to show ingenuity. If you treat your people like "cogs in the wheel," you will get "cogs" and your guest experience (any interaction with customer) will be just about as routine, flat and un-engaging as using an automatic gas station pump, self-checkout or ATM machine.</span><br />
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<span xmlns="">Focus on the people of the business vs. the business of the people. </span><br />
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-75721717828774775442012-06-17T09:50:00.000-06:002012-06-17T09:50:52.042-06:00Technology Addictions<span xmlns=""></span><br />
<span xmlns="">Imagine if we could bring someone from the past, say . . . 200 years ago, into the present day. Consider just the ability to communicate today compared to the year 1812. The capability to know in mere seconds the answer to any question and news from anywhere on the planet from a device that fits in the palm of the hand. It would be difficult, perhaps impossible for them to comprehend. Now give them a job in a modern work environment — disaster. This would however, make for a great movie.</span><br />
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<span xmlns="">The work environment has become overwhelmingly complex. Some of it is necessary and beneficial, but most of it is counterproductive. Consider the deception of multi-tasking that provides people with the false sense of belief that they can accomplish more by doing more activities at once. It is a lie. See <a href="http://consequenceofleadership.blogspot.ca/2009/05/so-you-think-you-can-multitask.html">here</a> for more explanation. </span><br />
<span xmlns="">The modern trend of multitasking is largely a result of technology; I can pretend to carry on a conversation with you while texting both my kids and my wife, read email while driving my car with at least one hand and listen to Meagan (the lady in my GPS who is always patient with me) guide me to my destination. The fact is that I am not doing any of these things well (most have negative consequences . . . to not doing them well).</span><br />
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<span xmlns="">We plan less effectively, communicate less succinctly, and listen less attentively because of technology. What would we do if it [communication technology] suddenly disappeared? What if we considered a "fast" of sorts <span style="font-family: Garamond;">─</span> some restriction <span style="font-family: Garamond;">─</span> on the use of technology and everything that gives us the false perception that we can do more by doing many things simultaneously.</span><br />
<span xmlns="">Imagine how the following would make everyone in your organization more productive:</span><br />
<ul>
<li><span xmlns="">You can only work 40 hours per week, but your compensation depends on results; use your time wisely.</span></li>
<li><span xmlns="">You can only send 10 emails per day <span style="font-family: Garamond;">─</span> no exceptions <span style="font-family: Garamond;">─</span> choose your words wisely.</span></li>
<li><span xmlns="">You can only spend 2 hours per week in meetings <span style="font-family: Garamond;">─</span> make sure your objectives for meetings are clear.</span></li>
<li><span xmlns="">You can only talk on your phone with a blind fold on . . . radical yes, but think what behaviours would change.</span></li>
</ul>
<span xmlns="">There should be a purposeful and continuous goal to hold technology in the place of a <i>help</i> vs. the <i>master</i>. There era of <a href="http://consequenceofleadership.blogspot.ca/2009/08/spam.html"><i>carbon paper</i></a> did have some advantages.</span><br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-48043950932355840402012-05-19T11:45:00.000-06:002012-05-19T11:52:53.004-06:00Time to Think<span xmlns=""></span><br />
<span xmlns="">Recently, I missed doing something that is obvious and has always been second nature to me. Upon reflection considering how I could overlook this simple but important detail, it was immediately apparent – too busy! Too many priorities, emails, initiatives, problems, phone calls and meetings. Have you ever found yourself happy for the night only because you know the rest of your world is not at work and likely won't call or send an email?</span><br />
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<span xmlns="">The only reason I was able to identify the problem — slap myself in the face to get out of the hypnotic state of executing <a href="http://consequenceofleadership.blogspot.ca/2010/04/busy-work.html">busy work</a> — was that I reflected. I took some time, if only a brief moment, to <u>think</u>. Leaders must set aside time to think. This is not a suggestion of a good idea, it's mandatory and failure to do so will stagnate all upward progress – you will merely be a manager of other's initiatives and requests. And, sorry to be the one to break it to you — if this represents your life — they can pay someone a lot less money to do what you are doing.</span><br />
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<span xmlns="">Rags-to-riches millionaire and philanthropist Peter Daniels has created successful ventures around the world. In <i>The Power of Focus</i>, authors Jack Canfield, Mark Victor Hansen and Les Hewitt write, "When asked what turned his life from triple indebtedness to unprecedented success, he (Peter Daniels) replied, 'I scheduled time to think. In fact, I reserve one day a week on my calendar just to think. All of my greatest ideas, opportunities and money-making ventures started with the days I took off to think.'" <a href="http://www.make-it-fly.com/ar-0606.htm"><span style="font-size: 8pt;">http://www.make-it-fly.com/ar-0606.htm</span></a><br /> </span><br />
<span xmlns=""> The first step toward providing regular time to think is to give yourself permission: it is ok not to fill up your entire day – it is ok to schedule time that has no tangible or measurable activity other than to spend time pondering, reflecting, brainstorming and dreaming.</span><br />
<span xmlns="">The next challenge is to eliminate all distractions . . . perhaps this is why some of my best thinking is done while in the shower. Watch now someone will come up with a waterproof Blackberry.</span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-81583958437010007732012-03-10T09:21:00.002-07:002012-03-10T09:27:23.558-07:00The Secret to Success<span xmlns=""><p>Why are some successful and some are not: some perform well while others struggle: some are rich, some are poor?<br /></p><p>Education is certainly a factor, there is direct correlation between level of education and level of income, but there are plenty of well-educated people on both sides of the issue.<br /></p><p>Place of birth in terms of country or city due to limited or abundance of opportunity definitely plays a role, but again, plenty of people born in free societies struggle and fail throughout life.<br /></p><p>Good looks, luck, being born with a silver spoon in your mouth etc. all increase ones chances of success, wealth and continuous promotion but do not guarantee it. The one element that is common among the most successful and wealthy is <em>excellence</em>. Excellence in virtually everything they do; in appearance, in manners, in behaviour, integrity, style and work ethic and most importantly, excellence in their craft. They stand apart and look different, we get a unique feeling from them that somehow attracts us to them and causes us to want to be like them. We often can't explain exactly what it is about them, but we intuitively know that it is good, right and the secret to their success.<br /></p><p>Excellence is the common denominator – the secret ingredient.</p></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-23655254713914116622012-02-05T10:40:00.003-07:002012-02-05T10:44:11.476-07:00Are you a micro-manager?<span xmlns=""><p>The art of micro-managing is a delimiting and demoralizing force. I am sure you have heard this term, and may be a victim of it [micro-management] – past or present - but what if you are one; a micro-manager? Here is a telltale sign:<br /></p><p>If your communication, written and oral, is so complete (all aspects covered - who, what, when where, why & how - every "i" dotted, every "t" crossed – essentially nothing left to work out so that your managers could simply forward or repeat without amendment or addition) you are likely a micro-manager. <br /></p><p>Great leaders make themselves redundant. If you have made <span style="text-decoration:underline">your managers</span> redundant – you <span style="text-decoration:underline">are</span> a micro-manager.<br /></p><p><em>Inventories can by managed but people must be led; Ross Perot<br /></em></p><p>There is good news for the micro-manager: massive cost savings.<br /></p><p>Huh?</p><p> You can pay your managers a fraction of the salary because you no longer need them to think (you do all the thinking around here). Even better yet, if you are really good at micro-managing, you can get rid of them altogether and just communicate directly with the front line. The problem for organizations is that when the micro-manager leaves - and everyone eventually leaves – no one knows what to do.<br /></p><p><em>Tell the people what to do and not how to do it and let them surprise you with their ingenuity; G.S. Patton.<br /></em></p></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-32691389488207924932012-01-22T09:07:00.003-07:002012-01-22T09:25:37.465-07:00Consideration<span xmlns=""><p>Contrary to, what seems to be, popular belief – the world (earth) revolves around the sun – not you - not me.<br /></p><p>The vast majority of problems, in business, leadership, public policy - the world - are rooted in the <span style="text-decoration:underline">absence</span> of consideration. At some level we do understand this; consider the Charter of rights and Freedoms (Canada) Constitution (United States), both created in an attempt to ensure that basic rights are protected, in other words, to be "considerate" of all. The problem is that many use these <em>rights</em> in acts that are completely inconsiderate of others, which I suppose, proves the point that we can't force or legislate consideration. This [consideration] has to come from within every individual.<br /></p><p>The greatest cause of driving accidents is not speed or alcohol use as is commonly touted, but rather a lack of consideration among drivers. A signal light is to advise other drivers who are near to you that you are about to make a lane change. This is basic consideration. If a driver is in the left hand lane (fast lane in North America), and another driver – driving faster - wants to get by you, why not move out of the way? Those who run red lights, text or talk on the cell phone while driving clearly don't care about anyone else.<br /></p><p>Consideration is absent among those who drive personal vehicles that are so loud that we can hear them within seven kilometers (four miles). Why do we require noise bylaws that restrict noise levels at certain times of the day? Shouldn't this [be quiet while others are trying to sleep] be obvious? We even have signs that instruct dog owners to pick up their dog's crap. Why is this [signs] even necessary if we were considerate of others?<br /></p><p>Self-centeredness is the root of all evil. Every crime committed can be traced back to the root of self-centeredness. If people thought of someone else, other than themselves, when they were about to steal, kill, lie, cheat, etc., they likely would not.<br /></p><p>Think about the greatest leader your path has crossed; are they generally more considerate? Now consider the level of thoughtfulness toward others among the leader (s) whom you would not aspire to model.<br /></p><p>Great leaders are considerate.<br /></p></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-73095556066003222112011-12-04T10:35:00.003-07:002011-12-04T10:42:47.479-07:00Critical Thinking<span xmlns=""><p>The bag of cat food reads "new improved taste – your cats will love." How do they know that? Do cats even have a sense of taste?<br /></p><p>Some say that the arctic ice cap is melting and will cause the sea levels to rise. However, when the ice in a beverage glass melts the liquid does not overflow. Reason: the level of water rises when the ice is put into the glass – it's called displacement as described in the law of buoyancy – which most learn in grade 6 science. Therefore, if all this ice floating in water has already displaced its weight, why will the sea levels rise if it melts? And yes, the ice is floating in water – there is no land on the top of the globe. Besides, how would you get <em>sea </em>ice on land?<br /></p><p>It is irresponsible not to question. Some are educated beyond intelligence and common sense and lose sight of the basic truths. I actually presented the facts outlined above to an environmental scientist and stumped him. He had never considered this (and I am not referring to my new cat food).<br /></p><p>Coca cola has declared that they will be donating money to help the Polar bears. Has the recession impacted the bears? Seriously, what will that money be used for? Supplying food would destroy them as they would lose their natural instinct to hunt on their own. If melting ice is endangering them, I don't think money can make the necessary ice required. Why do we think that the Polar bears are in trouble in the first place? Is this from the same people that declare sea levels will rise with melting ice? A five-minute fact check reveals the following: Polar bear populations have risen worldwide from 5,000 in 1950 to somewhere between 20,000 & 25,000 today, despite the hundreds killed every year through hunting. How does that translate into "Polar bears are in trouble?"<br /></p><p>Common sense isn't all that common any more. It's not like there is a lack of information in today's world, but people generally believe what they hear on the six o'clock news without question. This kind of blind obedience has resulted in horrendous outcomes: such as communism in the former Soviet Union and the holocaust, which combined have been responsible for the murder of over 100 million people.<br /></p><p>There is one source of the truth – it is not relative or situational. We used the think the world is flat. We used to think that certain races were inferior. We used to think we were heading into an ice age. What we believe determines how we act. Therefore, we must ensure that what we believe is true.<br /></p><p>Accurate facts cannot be denied. Everyone has an opinion, but opinions are like noses – everyone has one and they usually have a couple of holes in them. Consider all points of view. Debate is one of the best methods to hear other opinions and points of view. Be skeptical. Be suspicious. Especially, If there is a reluctance to debate or back up opinions with facts.<br /></p><p>The problems of the past could have been avoided if individuals sought after the truth. Future problems will be prevented with the same approach.<br /></p><p>We all have a responsibility to question.<br /></p><p><br /> </p><p><br /> </p></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-91570402059417311982011-11-20T09:17:00.002-07:002011-11-20T09:20:57.817-07:00Refreshing Honesty<span xmlns=""><p>I have been watching the X Factor series on TV (similar idea to the American Idol) with Simon Cowell as one of the judges. Simon Cowell is well known for his blunt and controversial criticisms – he says it the way he sees it and based on his comments I can't image that he holds anything back.<br /></p><p> It's actually quite refreshing; someone who is completely honest and says what he means and means what he says. There is no political correctness in this guy whatsoever. Everyone knows where they stand with him.<br /></p><p>He is generally not even nice about it, no sugar coating. I imagine most people think he is harsh, mean, and perhaps rude. <br /></p><p>Question: What is worse?<br /></p><p>Lying and deceiving someone by telling them what they want to hear rather than what you really think?<br /></p><p>Or,<br /></p><p>Being completely honest and saying what you really think in an effort to help?<br /></p><p>There are four judges on this television show, but it is clear that Simon Cowell is the most respected. We especially wait to hear his opinion above the other three, regardless of how harsh it may come across, because we know that it will be an honest opinion. Society is craving honesty in communication. <br /></p><p>The first step to encouraging honesty is to accept and understand one simple fact: Having hurt feelings is a <strong>choice</strong>.<br /></p><p><br /> </p></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-2901515988277389972011-11-05T10:07:00.003-06:002011-11-05T10:15:27.744-06:00Blame – A Destructive Force<span xmlns=""><p>Blaming everything and everyone else is a reality that is literally destroying societies.<br /></p><ul><li>Failing to pass a test is the fault of the test, the teacher or the school.<br /></li><li>A speeding ticket is somehow the fault of either the police or the limit sign not placed in a convenient enough location to see in the short spurts of time the driver is looking up between text messages.<br /></li><li>"Occupiers" have camped out in cities all over North America blaming the rich for all the problems in the world.<br /></li><li>People are offended because someone said something that "offended" them.<br /></li><li>Poor business results are due to the recession, the system, competition or the government.<br /></li><li>The criminal commits crimes because of their upbringing, race, colour or perceived disadvantages they have had in life.<br /></li></ul><p>When we levy blame (accountability) against someone else, it tends to abdicate all responsibility for doing anything to solve the issue. This renders people powerless – it creates victims, which shuts down ingenuity, suppresses creativity and smothers progress. <br /></p><p>When my kids were very young I was not concerned when they would blame their sister or their toy for being upset, because I knew they would grow out of it. But really, what do you say to a person that is vibrating with contempt for the police because they were introduced to the effects of pepper spray after hurling rocks, bottles and Molotov cocktails at them? How do you respond to a businessperson that blames all of their problems on everything and everyone else? <br /></p><p>The right response / approach / attitude is to consider what my part is in this situation. Instead of blaming someone else for my problems, what if I ask myself what I may have done / currently doing / not doing to cause this problem and what or how can I take action to resolve it. If I accept responsibility for my own problems, not only will I avoid repeating, I am most likely to take productive action to change them. (Notice the emphasis on first person in the preceding two sentences).<br /></p><p>Whining is not taking action. Forcing others to solve your problems is not taking action. Positive leadership takes action that is constructive – never destructive.<br /></p><p>Blaming others is a waste of energy and creates powerless victims. Looking in the mirror for accountability and action will cause you to enjoy great success.<br /></p><p>Now, if you feel contempt for me because of the feeling of guilt you have after reading this . . . you might have a blame problem.<br /></p><p><br /> </p></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-16702623236112892332011-09-05T09:38:00.003-06:002011-09-05T09:44:56.595-06:00Larger than life<span xmlns=""><p>Jack Layton's (leader of the Canadian New Democrat Party), recent passing – a victim of cancer – was a shock to many Canadians. Regardless of your opinion of Jack's politics / methods, it is difficult to argue with the fact that he was effective. Jack was extremely focused, energetic and charismatic and his leadership in the most recent federal election won his party their highest number of seats on record.<br /></p><p>However, in retrospect, the vast majority of votes were for Jack Layton and not necessarily for the NDP party or their platform. In certain ridings, individuals were elected that were unknown to voters and completely absent during the campaign. This voting "fever" was termed "orange crush," because orange is the party's official colour. In the riding that I live – a majority conservative riding – I noticed an extremely large sign on a resident's lawn for Jack Layton. The irony is that in Canada, we don't vote for the leader, we vote for the specific MP (member of Parliament) and the party that wins the most seats forms government. In essence, NDP voters put all their hope on one man – Jack Layton.<br /></p><p>The problem with this is that Jack Layton <span style="text-decoration:underline">was</span> the NDP party / the NDP party <span style="text-decoration:underline">was</span> Jack Layton. His passing leaves a gigantic vacuum. Jack was larger than life and there is no one that can fill the void left by his passing.<br /></p><p>If the leader is "<span style="font-style: italic;">it</span>," the one with the all ideas, all the energy, all the solutions and fails to mentor others to become like them and eventually be them; the reign of their organization is finite.<br /></p><p>Leaders must work to become <a href="http://consequenceofleadership.blogspot.com/2010/05/you-must-become-irrelevant.html">irrelevant</a>.<br /></p></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6557550401682774023.post-88483231267229173082011-07-29T10:47:00.002-06:002011-07-29T10:49:43.741-06:00Should others follow your lead?<span xmlns=""><p>Should others follow you? Is your leadership worth following? If the world acted and did as you do, would the world be a better place?<br /></p><p>Consider the example you set for your family, particularly your kids. <a href="http://consequenceofleadership.blogspot.com/2009/09/humbling-reality-our-followers-become.html">Would you be proud if they acted the same as you?</a><br /> </p><p>Reflect on your driving habits; do they exemplify what you would like to see in other drivers?<br /></p><p>The greatest leaders are not those that are the loudest, who stand out among the crowd with grandiose personalities, but rather the meek, mild and most considerate. They are not pushovers, but instead stay on course and seem to do the right thing without inflicting causalities along the way. They treat others as they themselves would like to be treated.<br /></p><p>I believe that the greatest leaders this world has and will see are those that we don't name or write books about. They remain behind the scene, out of the limelight and set the example for all to follow. They seem to follow this principle:<br /></p><p><em>Be of the same mind toward one another; do not be haughty in mind, but associate with the lowly. Do not be wise in your own estimation. Never pay back evil for evil to anyone. Respect what is right in the sight of all men. If possible, so far as it depends on you, be at peace with all men. Romans 12:16-18<br /></em></p><p><a href="http://consequenceofleadership.blogspot.com/2009/09/actions-speak-louder-than-words.html">Our actions speak louder than our words.</a><br /> </p></span>Unknownnoreply@blogger.com1