Perhaps my findings are not the only solution, but with all my heart I believe the fires of greatness in our heart can be kept aglow only after we develop a sense of urgency and importance for what we are doing. I mean a sense of urgency to the extent that we feel it is a matter of life and death; and it is a matter of life and death, for in growing we are aliveand in quitting we are dying in a sense. If you don't believe this, talk to anyone who has lost the sense of urgency of getting things done and has been drifting in complacency, mediocrity and failure. If you are without a sense of urgency in your work, you know what I mean.
A sense of urgency is that feeling that lets you knowyesterday is gone forever, tomorrow never comes. TODAY is in your hands. It lets you know that shirking today's task will add to wasted yesterdays and postponing today's work will add to tomorrow's burden. The sense of urgency causes you to accomplish what today sets before you. Thank God for the sense of urgency that can change a dull, shabby existence into a sparkling life. Right now, ask God to give you a sense of urgency. Believe that He did, and then act accordingly.
Author : Charles "T" Jones
Showing posts with label encouragement. Show all posts
Showing posts with label encouragement. Show all posts
Monday, February 22, 2010
Tuesday, December 23, 2008
7 Ways to Make a Good Impression
Impressions are important: they leave an initial taste in people's mouths that can remain prevalent for the entire relationship. If you are paranoid about what kind of impression you make, run through these seven list items and see if you are consistent with them; if you are, then you will probably expose the best of yourself. If not, then work to meet these standards.
1. Dress: The absolute first impression you will make on someone will be through your clothing, because that is what is seen from a distance, and cannot change throughout your meeting. Make sure to dress according to the situation-don't over or under dress-and maintain within the limits of good taste. If you aren't sure if what you're wearing looks good, ask people for an honest opinion. One last thought: always, and I mean always, pull up your pants.
2. Hygiene: Take a shower! Shave! Brush your teeth! You must be fully bathed and groomed before you meet with someone for the first time, because scruffy looking people generally don't seem as neat and mature. Pay attention to the little elements like breath: keep a pack of mint gum with you wherever you go, and periodically check to make sure you aren't killing bugs every time you breathe out. If you sweat heavily, keep a small stick of deodorant/anti-perspirant close, and if you notice you're stinking you can freshen up. People notice the minutiae!
3. Manners: At the table and with other people be civilized, polite and respectful: keep your elbows off of the table, open doors for people and address everyone-initially, at least-by their formal title. This will make an especially good impression on senior citizens, because you will prove that you aren't one of those "new fangled punks."
4. Speech: Have clean, clear diction and speak sans "like" or "you know." It is important to be articulate because that inspires a feeling of intelligence and education in the person you are meeting with. Always leave out profanity, and whatever you do, make sure to speak loud enough for all to hear, because conversationalists are easily agitated if you force them say "excuse me?" more than a few times.
5. Discretion: Choose what to share about yourself: forget to tell everyone about that time you went camping and ruptured your appendix, then fell face first into a pile of bug infested leaves-it is rude and will alienate you from the group. Try to withhold from conversations on personal subjects like religion or more disgusting topics like personal medical care. Before you speak, think about the possible impact of what you might say, then imagine its implications in the long run.
6. Humor: Humor can be your most powerful tool or your doom, because everyone has a slightly different sense of humor. What might be hilarious to you might seem disgusting to another, or vice versa. Try to withhold from any jokes that aren't family or dinner table friendly; you can tell those later.
7. Start and End with a Bang: I am a classical musician, and in my orchestra, among other messages, the conductor tells us that the "audience remembers mostly the first and last notes of a symphony." This is the same in a personal encounter: whoever you are meeting with will remember how you greet them, and then in what manner you left them. If you feel you have trouble with this, practice a few different phrases in the mirror, and introduce elements like: "pleased to meet you," or "honored to make your acquaintance." Ignore the antiquity of these phrases; it often makes them more memorable.
Making a good impression will set any relationship off on a good foot. If you are in a situation where you need to be judged at face value-such as a job interview or date-then make sure to go through this list and make sure you are within bounds of reason and good taste on all of your decisions.
- Unknown
1. Dress: The absolute first impression you will make on someone will be through your clothing, because that is what is seen from a distance, and cannot change throughout your meeting. Make sure to dress according to the situation-don't over or under dress-and maintain within the limits of good taste. If you aren't sure if what you're wearing looks good, ask people for an honest opinion. One last thought: always, and I mean always, pull up your pants.
2. Hygiene: Take a shower! Shave! Brush your teeth! You must be fully bathed and groomed before you meet with someone for the first time, because scruffy looking people generally don't seem as neat and mature. Pay attention to the little elements like breath: keep a pack of mint gum with you wherever you go, and periodically check to make sure you aren't killing bugs every time you breathe out. If you sweat heavily, keep a small stick of deodorant/anti-perspirant close, and if you notice you're stinking you can freshen up. People notice the minutiae!
3. Manners: At the table and with other people be civilized, polite and respectful: keep your elbows off of the table, open doors for people and address everyone-initially, at least-by their formal title. This will make an especially good impression on senior citizens, because you will prove that you aren't one of those "new fangled punks."
4. Speech: Have clean, clear diction and speak sans "like" or "you know." It is important to be articulate because that inspires a feeling of intelligence and education in the person you are meeting with. Always leave out profanity, and whatever you do, make sure to speak loud enough for all to hear, because conversationalists are easily agitated if you force them say "excuse me?" more than a few times.
5. Discretion: Choose what to share about yourself: forget to tell everyone about that time you went camping and ruptured your appendix, then fell face first into a pile of bug infested leaves-it is rude and will alienate you from the group. Try to withhold from conversations on personal subjects like religion or more disgusting topics like personal medical care. Before you speak, think about the possible impact of what you might say, then imagine its implications in the long run.
6. Humor: Humor can be your most powerful tool or your doom, because everyone has a slightly different sense of humor. What might be hilarious to you might seem disgusting to another, or vice versa. Try to withhold from any jokes that aren't family or dinner table friendly; you can tell those later.
7. Start and End with a Bang: I am a classical musician, and in my orchestra, among other messages, the conductor tells us that the "audience remembers mostly the first and last notes of a symphony." This is the same in a personal encounter: whoever you are meeting with will remember how you greet them, and then in what manner you left them. If you feel you have trouble with this, practice a few different phrases in the mirror, and introduce elements like: "pleased to meet you," or "honored to make your acquaintance." Ignore the antiquity of these phrases; it often makes them more memorable.
Making a good impression will set any relationship off on a good foot. If you are in a situation where you need to be judged at face value-such as a job interview or date-then make sure to go through this list and make sure you are within bounds of reason and good taste on all of your decisions.
- Unknown
Wednesday, November 12, 2008
Motivational Story
It was a sports stadium.
Eight Children were standing on the track to participate in the running event.
* Ready! * Steady! * Bang !!!
With the sound of Toy pistol , all eight girls started running.
Hardly have they covered ten to fifteen steps, one of the smaller girls slipped and fell down, due to bruises and pain she started crying.
When other seven girls heard this sound , stopped running, stood for a while and turned back , they all ran back to the place where the girl fell down.
One among them bent, picked and kissed the girl gently and enquired ' Now pain must have reduced' .
All seven girls lifted the fallen girl , pacified her, two of them held the girl firmly and they all seven joined hands together and walked together and reached the winning post.
Officials were shocked . Clapping of thousands of spectators filled the stadium.
Many eyes were filled with tears and perhaps it had reached the GOD even! YES.
This happened in Hyderabad [INDIA], recently!
The sport was conducted by National Institute of Mental Health .
All these special girls had come to participate in this event and they are spastic children .
Yes, they were mentally retarded Challenged. What did they teach this world?
Teamwork? Humanity? Equality among all??
Successful people help others who are slow in learning so that they are not felt far behind..
- Author Unknown
Eight Children were standing on the track to participate in the running event.
* Ready! * Steady! * Bang !!!
With the sound of Toy pistol , all eight girls started running.
Hardly have they covered ten to fifteen steps, one of the smaller girls slipped and fell down, due to bruises and pain she started crying.
When other seven girls heard this sound , stopped running, stood for a while and turned back , they all ran back to the place where the girl fell down.
One among them bent, picked and kissed the girl gently and enquired ' Now pain must have reduced' .
All seven girls lifted the fallen girl , pacified her, two of them held the girl firmly and they all seven joined hands together and walked together and reached the winning post.
Officials were shocked . Clapping of thousands of spectators filled the stadium.
Many eyes were filled with tears and perhaps it had reached the GOD even! YES.
This happened in Hyderabad [INDIA], recently!
The sport was conducted by National Institute of Mental Health .
All these special girls had come to participate in this event and they are spastic children .
Yes, they were mentally retarded Challenged. What did they teach this world?
Teamwork? Humanity? Equality among all??
Successful people help others who are slow in learning so that they are not felt far behind..
- Author Unknown
Monday, November 10, 2008
Changing Corporate Culture One Person at a Time
Personal Accountability is defined by Webster’s dictionary as, “the quality or state of being accountable; especially an obligation or willingness to accept responsibility or to account for one’s actions”. I’ve heard it said that personal accountability is the best way to change corporate culture for the better, one person at a time. In our rapidly changing, and increasingly complex business environment, strong talent is often hard to find. When we do find a strong candidate for our organization, the competition for that person is fierce. Often, however, a strong candidate will choose the strong corporate culture over higher pay.
Effective leaders understand the power of accepting responsibility for the results they create. When something goes wrong, or a project does not turn out as originally intended, leaders look inward to explore how they may have impacted the result. Rather than directing blame towards others or at external circumstances, effective leaders seek to understand their contribution and to learn and grow in response to challenges. When the individuals within an organization adopt the concept of personal accountability, there is less blame on others and more focus on moving forward to achieve the goals and vision of the organization.
Let’s look at this from another viewpoint. In discussing accountability, it is sometimes easier to start with what accountability is NOT, as our society has been built on the Model of Blame. If something is “wrong” then there must be someone or something to blame; someone or something is responsible.
Let’s get this out now; personal accountability is not self-blame. Too many people believe that being accountable is being responsible and being responsible has the experience of blame attached. The first and most important step in understanding and applying accountability is accepting the concept there is no blame. This idea, while it sounds simple, is really quite radical, and doesn’t fit within belief systems held by most people today.
If the concept of no blame is difficult for you, simply ask yourself this question, “What if there is no one to blame?” How would that impact your life? How could it assist you and free up your energy? Become conscious of where in your life you blame others and yourself. If possible, let go of the blame and see how it feels.
The truth is, for most people, the idea that there is no blame is exceptionally difficult to accept. We have been hard wired to blame and there must be someone or something at fault. If we begin to release this idea, we can let go of the emotional energy and weight of blame in our lives. What we are aiming for is the experience of truly accepting what is.
Assigning blame creates “victims”. Personal accountability is about eliminating blame, complaining, and procrastination. Personal accountability is about accepting responsibility – in essence, it is about leadership.
Now, by saying that we don’t assign blame, does that mean we never discipline employees? Not at all. We should hold ourselves and our teams accountable. Discipline is accountability. Accountability equates to responsibility. However, when we point fingers, when we accept the “us against them” mentality, when we look for someone or something to blame, we create a “victim” mentality. We delay progress towards our vision.
When we think of personal accountability, how many “other people” do we think about? Remember, it’s “Personal Accountability”, not “That Person’s Accountability”. We can’t think about who, other than us, needs to hear this message. We have to be concerned with our own behaviors and actions.
Here are 10 steps a leader can take help create a corporate culture of personal accountability:
1. Don’t talk about people, talk to people.
2. Communicate in a respectful manner. If you are too mad to be respectful, calm down before addressing the problem.
3. Yelling is not acceptable.
4. Do not “air our dirty laundry” in public. If you have a problem with someone, speak with them behind closed doors.
5. Be mindful of who is listening. Close doors or lower your voice (or the volume on your speaker phone) as necessary.
6. Don’t be a “bully” to others, particularly those in jobs subordinate to us. We address problems with the appropriate person in an appropriate manner.
7. Don’t preach desired behavior; rather practice desired behavior. People will form their opinions of us not just in terms of how we treat them, but how they see us treating others. Additionally, remember that our team members are our internal customers. They will treat our external customers the way that we treat them.
8. Do not perpetuate problems through gossip. Just to make sure we’re on the same page, gossip is defined as, “idle talk or rumor, especially about the personal or private affairs of others” or “a report (often malicious) about the behavior of other people”. Do not spread rumors. Address issues then move on.
9. Do not speak negatively of others, of the company, or of the company policies to those “outside the team” or to other team members.
10. Always ask these questions when a problem occurs:
• “Why did this problem occur? Why did this person make a mistake?”
• “What could I have done to prevent this problem? Was it a lack of communication on my part?”
• “Did I fully explain my expectations?”
• “How would I want to be treated in this situation?”
Our job is always going to be tough, with unexpected crises popping up, but we don’t need to make it tougher by bringing unnecessary drama and stress into the workplace. Let’s all do our part to reach the goals of the organization, and help to change corporate culture one person at a time, starting with ourselves.
- By Mark Morris
Effective leaders understand the power of accepting responsibility for the results they create. When something goes wrong, or a project does not turn out as originally intended, leaders look inward to explore how they may have impacted the result. Rather than directing blame towards others or at external circumstances, effective leaders seek to understand their contribution and to learn and grow in response to challenges. When the individuals within an organization adopt the concept of personal accountability, there is less blame on others and more focus on moving forward to achieve the goals and vision of the organization.
Let’s look at this from another viewpoint. In discussing accountability, it is sometimes easier to start with what accountability is NOT, as our society has been built on the Model of Blame. If something is “wrong” then there must be someone or something to blame; someone or something is responsible.
Let’s get this out now; personal accountability is not self-blame. Too many people believe that being accountable is being responsible and being responsible has the experience of blame attached. The first and most important step in understanding and applying accountability is accepting the concept there is no blame. This idea, while it sounds simple, is really quite radical, and doesn’t fit within belief systems held by most people today.
If the concept of no blame is difficult for you, simply ask yourself this question, “What if there is no one to blame?” How would that impact your life? How could it assist you and free up your energy? Become conscious of where in your life you blame others and yourself. If possible, let go of the blame and see how it feels.
The truth is, for most people, the idea that there is no blame is exceptionally difficult to accept. We have been hard wired to blame and there must be someone or something at fault. If we begin to release this idea, we can let go of the emotional energy and weight of blame in our lives. What we are aiming for is the experience of truly accepting what is.
Assigning blame creates “victims”. Personal accountability is about eliminating blame, complaining, and procrastination. Personal accountability is about accepting responsibility – in essence, it is about leadership.
Now, by saying that we don’t assign blame, does that mean we never discipline employees? Not at all. We should hold ourselves and our teams accountable. Discipline is accountability. Accountability equates to responsibility. However, when we point fingers, when we accept the “us against them” mentality, when we look for someone or something to blame, we create a “victim” mentality. We delay progress towards our vision.
When we think of personal accountability, how many “other people” do we think about? Remember, it’s “Personal Accountability”, not “That Person’s Accountability”. We can’t think about who, other than us, needs to hear this message. We have to be concerned with our own behaviors and actions.
Here are 10 steps a leader can take help create a corporate culture of personal accountability:
1. Don’t talk about people, talk to people.
2. Communicate in a respectful manner. If you are too mad to be respectful, calm down before addressing the problem.
3. Yelling is not acceptable.
4. Do not “air our dirty laundry” in public. If you have a problem with someone, speak with them behind closed doors.
5. Be mindful of who is listening. Close doors or lower your voice (or the volume on your speaker phone) as necessary.
6. Don’t be a “bully” to others, particularly those in jobs subordinate to us. We address problems with the appropriate person in an appropriate manner.
7. Don’t preach desired behavior; rather practice desired behavior. People will form their opinions of us not just in terms of how we treat them, but how they see us treating others. Additionally, remember that our team members are our internal customers. They will treat our external customers the way that we treat them.
8. Do not perpetuate problems through gossip. Just to make sure we’re on the same page, gossip is defined as, “idle talk or rumor, especially about the personal or private affairs of others” or “a report (often malicious) about the behavior of other people”. Do not spread rumors. Address issues then move on.
9. Do not speak negatively of others, of the company, or of the company policies to those “outside the team” or to other team members.
10. Always ask these questions when a problem occurs:
• “Why did this problem occur? Why did this person make a mistake?”
• “What could I have done to prevent this problem? Was it a lack of communication on my part?”
• “Did I fully explain my expectations?”
• “How would I want to be treated in this situation?”
Our job is always going to be tough, with unexpected crises popping up, but we don’t need to make it tougher by bringing unnecessary drama and stress into the workplace. Let’s all do our part to reach the goals of the organization, and help to change corporate culture one person at a time, starting with ourselves.
- By Mark Morris
Monday, October 13, 2008
A True Hero
The life of a major league baseball player involves more than playing baseball. Especially for those that are popular.
Jim Abbott was one of the most popular players from the moment he first donned a major-league uniform for the California Angels in 1989. Abbott, just twenty-one at the time, was one of the rare few who skips the minor leagues completely and begins his professional career in the big leagues.
But that’s not what made Abbott so special to so many.
Abbott was born without a right hand. In fact, Abbott’s right arm extended from his shoulder to just past the elbow joint.
Abbott, though, didn’t make the big leagues because people felt sorry for him. Abbott could pitch.
The Angels took a chance on him by drafting him out of the University of Michigan and he proved in spring training that year that he was ready for the big leagues.
Using a skill he developed as a kid, Abbott could pitch with his left hand, then quickly transfer a right-hander’s glove from the stub of his right arm onto his left hand, in case he had to field the ball.
If a ball was hit back to him, Abbott would catch it, stick the glove under his right armpit, then pull the ball out with his left hand so he could throw it again. And he did all of this in a second or two.
Abbott became a media magnet. Wherever he went, reporters wanted to hear his story. Abbott was overwhelmed, but never lost his pleasant disposition.
Abbott had a smile for everyone, writers and fans alike.
Many times the media relations department of a major-league team gets requests for fans to meet their favorite baseball players. Abbott was no different.
What was different about one particular fan was what made him similar to Abbott.
The Angels had set up a meeting between Abbott and a young boy from the Midwest. The boy, about nine or ten years old, had lost an arm in a farming accident.
Before one game during a long and arduous baseball season, the boy was brought onto the field to meet Abbott. The boy was obviously nervous, his body language telling the story. Head down, shoulders slumped forward, he had no idea what he was in for.
Abbott and the boy met on the field during batting practice before a game. But they weren’t getting much privacy. The media are allowed to remain on the field up to forty-five minutes before game time, and there were plenty of curious onlookers.
So Abbott had an idea. He took the boy down the left- field line and away from anyone who wanted to get close. The two stood in the outfield, talking, watching batting practice and laughing for about an hour.
When the two returned to the dugout after batting practice, the boy’s eyes sparkled. His head was up and his chest was thrust forward. Abbott was asked what he said to the boy, but he wouldn’t reveal what was said.
That was about ten years ago, and the boy is now an adult. I often wonder whatever became of him, but after his meeting with Abbott, I have no doubt he is leading a happy and productive life. Abbott, after all, was living proof for the boy that he could do anything he wanted. Even pitch in the big leagues.
- Joe Haakenson
Jim Abbott was one of the most popular players from the moment he first donned a major-league uniform for the California Angels in 1989. Abbott, just twenty-one at the time, was one of the rare few who skips the minor leagues completely and begins his professional career in the big leagues.
But that’s not what made Abbott so special to so many.
Abbott was born without a right hand. In fact, Abbott’s right arm extended from his shoulder to just past the elbow joint.
Abbott, though, didn’t make the big leagues because people felt sorry for him. Abbott could pitch.
The Angels took a chance on him by drafting him out of the University of Michigan and he proved in spring training that year that he was ready for the big leagues.
Using a skill he developed as a kid, Abbott could pitch with his left hand, then quickly transfer a right-hander’s glove from the stub of his right arm onto his left hand, in case he had to field the ball.
If a ball was hit back to him, Abbott would catch it, stick the glove under his right armpit, then pull the ball out with his left hand so he could throw it again. And he did all of this in a second or two.
Abbott became a media magnet. Wherever he went, reporters wanted to hear his story. Abbott was overwhelmed, but never lost his pleasant disposition.
Abbott had a smile for everyone, writers and fans alike.
Many times the media relations department of a major-league team gets requests for fans to meet their favorite baseball players. Abbott was no different.
What was different about one particular fan was what made him similar to Abbott.
The Angels had set up a meeting between Abbott and a young boy from the Midwest. The boy, about nine or ten years old, had lost an arm in a farming accident.
Before one game during a long and arduous baseball season, the boy was brought onto the field to meet Abbott. The boy was obviously nervous, his body language telling the story. Head down, shoulders slumped forward, he had no idea what he was in for.
Abbott and the boy met on the field during batting practice before a game. But they weren’t getting much privacy. The media are allowed to remain on the field up to forty-five minutes before game time, and there were plenty of curious onlookers.
So Abbott had an idea. He took the boy down the left- field line and away from anyone who wanted to get close. The two stood in the outfield, talking, watching batting practice and laughing for about an hour.
When the two returned to the dugout after batting practice, the boy’s eyes sparkled. His head was up and his chest was thrust forward. Abbott was asked what he said to the boy, but he wouldn’t reveal what was said.
That was about ten years ago, and the boy is now an adult. I often wonder whatever became of him, but after his meeting with Abbott, I have no doubt he is leading a happy and productive life. Abbott, after all, was living proof for the boy that he could do anything he wanted. Even pitch in the big leagues.
- Joe Haakenson
Monday, July 07, 2008
Employee Motivation
How to Engage Employees & Lead from the Heart
- By Joe Hubbard
When working with successful companies, over the years I have noticed there is a common denominator: awareness. These companies encourage their employees to notice what isn't working. They empower them to take action and correct any deficiencies.
On the other hand, I've worked with many companies where employees make flying under the radar an art. Ultimately this leads to a dysfunctional environment where an organization slows or even stops achieving its stated mission or goal.
In an effort to solve the problem these companies spend thousands of dollars to engage a myriad of consultants who often have difficulty resolving the problem.
Why?
Because it's something no one wants to talk about.
Why employees are afraid to communicate organizational problems
For example, I recently worked with a large Neutraceutical Company whose products weren't being delivered on time. This greatly affected revenue and repeat business. The President was frustrated and couldn't seem to determine who or what was at fault.
Here's why...
1. Nobody was willing to speak up and courageously communicate the deficiencies they observed.
2. Employees, at all levels, closed their eyes, their ears and ultimately, their mouths.
3. They disengaged.
When I came in and began to have conversations with a number of people, I discovered there was a lot of fear that if they spoke up there would be negative repercussions. There was also a group of employees who simply became too comfortable with mediocrity and didn't want to do anything that might create more work or expose their deficiencies.
Once we were able to uncover these core issues and make them tangible for the company's president, he immediately empowered his employees and actively recruited and hired proactive and courageous managers. Within a matter of months the company began to re-align with its mission and achieve all of its stated objectives. This is not a unique example.
How silence is costing your business
A study was done at Harvard University investigating the "Cost of Silence." They looked at both Enron and 9/11 and realized that, collectively, people had the information necessary that could possibly have averted what happened. But they were unwilling to communicate it.
They discovered that many people have a fear of speaking up because they think there will be consequences. Interestingly, what the Harvard researchers also found is that the consequences of avoiding communication are much greater than those for speaking out. The cost to your bottom line is much greater.
This conflict avoidance principle that is prevalent in Government and Corporate America right now is drastically impacting our effectiveness and our relevance. It has disabled so many of our corporations that people walk away from taking the courageous stance.
Now that I have empowered you with this information, I have a question for you…
Are you willing to put your heart on the line and take strategic, intuitive and educated actions that are in alignment with your company and for the greatest good for all concerned?
I ask this because the heart is the barometer by which one determines what their next best move is. When I use the term "heart" in this way it is not meant as a romantic idea. It is courage personified.
- By Joe Hubbard
When working with successful companies, over the years I have noticed there is a common denominator: awareness. These companies encourage their employees to notice what isn't working. They empower them to take action and correct any deficiencies.
On the other hand, I've worked with many companies where employees make flying under the radar an art. Ultimately this leads to a dysfunctional environment where an organization slows or even stops achieving its stated mission or goal.
In an effort to solve the problem these companies spend thousands of dollars to engage a myriad of consultants who often have difficulty resolving the problem.
Why?
Because it's something no one wants to talk about.
Why employees are afraid to communicate organizational problems
For example, I recently worked with a large Neutraceutical Company whose products weren't being delivered on time. This greatly affected revenue and repeat business. The President was frustrated and couldn't seem to determine who or what was at fault.
Here's why...
1. Nobody was willing to speak up and courageously communicate the deficiencies they observed.
2. Employees, at all levels, closed their eyes, their ears and ultimately, their mouths.
3. They disengaged.
When I came in and began to have conversations with a number of people, I discovered there was a lot of fear that if they spoke up there would be negative repercussions. There was also a group of employees who simply became too comfortable with mediocrity and didn't want to do anything that might create more work or expose their deficiencies.
Once we were able to uncover these core issues and make them tangible for the company's president, he immediately empowered his employees and actively recruited and hired proactive and courageous managers. Within a matter of months the company began to re-align with its mission and achieve all of its stated objectives. This is not a unique example.
How silence is costing your business
A study was done at Harvard University investigating the "Cost of Silence." They looked at both Enron and 9/11 and realized that, collectively, people had the information necessary that could possibly have averted what happened. But they were unwilling to communicate it.
They discovered that many people have a fear of speaking up because they think there will be consequences. Interestingly, what the Harvard researchers also found is that the consequences of avoiding communication are much greater than those for speaking out. The cost to your bottom line is much greater.
This conflict avoidance principle that is prevalent in Government and Corporate America right now is drastically impacting our effectiveness and our relevance. It has disabled so many of our corporations that people walk away from taking the courageous stance.
Now that I have empowered you with this information, I have a question for you…
Are you willing to put your heart on the line and take strategic, intuitive and educated actions that are in alignment with your company and for the greatest good for all concerned?
I ask this because the heart is the barometer by which one determines what their next best move is. When I use the term "heart" in this way it is not meant as a romantic idea. It is courage personified.
Wednesday, January 30, 2008
The Power of Words
A group of frogs were travelling through the woods, and two of them fell into a deep pit.
All the other frogs gathered around the pit. When they saw how deep the pit was, they told the two frogs that they were as good as dead.
The two frogs ignored the comments and tried to jump up out of the pit with all of their might.
The other frogs kept telling them to stop, that they were as good as dead.
Finally, one of the frogs took heed to what the other frogs were saying and gave up.
He fell down and died.
The other frog continued to jump as hard as he could. Once again, the crowd of frogs yelled at him to stop the pain and just die.
He jumped even harder and finally made it out.
When he got out, the other frogs said, "Did you not hear us?"
The frog explained to them that he was deaf. He thought they were encouraging him the entire time.
This story teaches two lessons:
1. There is power of life and death in the tongue. An encouraging word to someone who is down can lift them up and help them make it through the day.
2. A destructive word to someone who is down can be what it takes to kill them. Be careful of what you say. Speak life to those who cross your path. The power of words....it is sometimes hard to understand that an encouraging word can go such a long way. Anyone can speak words that tend to rob another of the spirit to continue in difficult times. Special is the individual who will take the time to encourage another.
All the other frogs gathered around the pit. When they saw how deep the pit was, they told the two frogs that they were as good as dead.
The two frogs ignored the comments and tried to jump up out of the pit with all of their might.
The other frogs kept telling them to stop, that they were as good as dead.
Finally, one of the frogs took heed to what the other frogs were saying and gave up.
He fell down and died.
The other frog continued to jump as hard as he could. Once again, the crowd of frogs yelled at him to stop the pain and just die.
He jumped even harder and finally made it out.
When he got out, the other frogs said, "Did you not hear us?"
The frog explained to them that he was deaf. He thought they were encouraging him the entire time.
This story teaches two lessons:
1. There is power of life and death in the tongue. An encouraging word to someone who is down can lift them up and help them make it through the day.
2. A destructive word to someone who is down can be what it takes to kill them. Be careful of what you say. Speak life to those who cross your path. The power of words....it is sometimes hard to understand that an encouraging word can go such a long way. Anyone can speak words that tend to rob another of the spirit to continue in difficult times. Special is the individual who will take the time to encourage another.
Thursday, June 07, 2007
Encouragement
Dante Gabriel Rossetti, the famous 19th-century poet and artist, was once approached by an elderly man. The old fellow had some sketches and drawings that he wanted Rossetti to look at and tell him if they were any good, or if they at least showed potential talent.
Rossetti looked them over carefully. After the first few, he knew that they were worthless, showing not the least sign of artistic talent. But Rossetti was a kind man, and he told the elderly man as gently as possible that the pictures were without much value and showed little talent. He was sorry, but he could not lie to the man.
The visitor was disappointed, but seemed to expect Rossetti's judgment. He then apologized for taking up Rossetti's time, but would he just look at a few more drawings - these done by a young art student?
Rossetti looked over the second batch of sketches and immediately became enthusiastic over the talent they revealed. "These," he said, "oh, these are good. This young student has great talent. He should be given every help and encouragement in his career as an artist. He has a great future if he will work hard and stick to it."
Rossetti could see that the old fellow was deeply moved. "Who is this fine young artist?" he asked. "Your son?"
"No," said the old man sadly. "It is me - 40 years ago. If only I had heard your praise then! For you see, I got discouraged and gave up - too soon."
Rossetti looked them over carefully. After the first few, he knew that they were worthless, showing not the least sign of artistic talent. But Rossetti was a kind man, and he told the elderly man as gently as possible that the pictures were without much value and showed little talent. He was sorry, but he could not lie to the man.
The visitor was disappointed, but seemed to expect Rossetti's judgment. He then apologized for taking up Rossetti's time, but would he just look at a few more drawings - these done by a young art student?
Rossetti looked over the second batch of sketches and immediately became enthusiastic over the talent they revealed. "These," he said, "oh, these are good. This young student has great talent. He should be given every help and encouragement in his career as an artist. He has a great future if he will work hard and stick to it."
Rossetti could see that the old fellow was deeply moved. "Who is this fine young artist?" he asked. "Your son?"
"No," said the old man sadly. "It is me - 40 years ago. If only I had heard your praise then! For you see, I got discouraged and gave up - too soon."
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