What if what’s in their best interest……doesn’t interest them?

salad

A very good post appeared on the FastCompany site yesterday, in which author Ginny Whitelaw declared, “Empathy is the most powerful leadership tool.”

There’s not a lot to disagree with in the article. It is, essentially, about Covey’s “seek first to understand” and represents both a practical, and I would say moralistic, way to approach your interactions with others. Seeing things from their point of view is a good thing, of course. It helps you to understand the other person better, so that you can align your message with their concerns. It’s a practical exercise for influencing others in any walks of life where negotiation, compromise, and change are necessary. It also indicates that you have a measure of respect for the other person’s thoughts, feelings, beliefs and opinions.

Unfortunately, there are times when people simply don’t act in a way that is consistent with what is in their best interests. Especially not in the long term. It’s as simple as David Meister’s Fat Smoker principle – you have to go through something difficult to get to something good, so change is hard and rarely happens. [Read more]

The inexcusable “I just don’t have time” excuse.

Running_our_of_time_by_joanna5549

Managers who aren’t able to address a problem due to time constraints need to think again about what they consider important. Clearly, you have the time to deal with things – you have simply chosen to ignore one set of problems in favor of another. Are you sitting in boring, mindless, disorganized meetings instead of getting ahead of a problem? Well – that means you value the meeting more than being proactive. I know, I know – you believe you are as proactive as possible and you certainly want to be even more proactive – but the truth is, you wanted to be in that meeting more than anything else. How do I know? Because that’s where you were and actions speak louder than words or wishes. [Read more]

The state of the blog (and the blogger). Or, how did I get here & what am I going to do now?!

March is the 2 year anniversary of this blog. It has had a lot of ups and downs, gone through some periods where I did very few updates and considered killing the site altogether, but I am proud to say that I’m still here. To be honest, I couldn’t image NOT writing this blog. It’s one of the most gratifying things I’ve undertaken and continues to be a terrific learning experience as well. [Read more]

Change your assumptions to change everything else

We pride ourselves on toughness, but not on eliminating the need to be tough. We praise those who struggle, but do little to eliminate the struggle. If you change that flawed assumption – that life is a relentless series of difficulties, punctuated with intermittent moments of levity – and reversed the equation – that life is an endless series of interesting and joyful events, occasionally interrupted with difficulty – how would your attitude towards everything change?
[Read more]

Guest post on A Lean Journey, and the weekly rewind

Today, I have a guest post appearing on Tim McMahon’s A Lean Journey Site. The Topic: ROWE in the context of the Shingo model. When Tim asked if I’d like to do a guest post on his site, I jumped at the chance. I also reached out to Mark Hamel, a blogger, an award-winning author for his book: The Kaizen Even Fieldbook, and a Shingo Prize examiner, for input. Mark wrote a complete post of his own which will appear on Tim’s site tomorrow. Mark dives even deeper into how ROWE aligns with the Shingo, and how it does not. [Read more]

Choosing between the Business Sucks or the Work sucks (and you can’t say “it depends”)

Last week on Linked In, I posed this question in the Q&A forums:

Which would you prefer – A workplace with a progressive culture and employee-centric focus to its operations that struggles due to suboptimal business performance, or a difficult command-and-control environment, but with a record of high performance? What I found interesting about this, and many of the answers, was how much they discussed the issues they supposed were behind the question, or the question’s merits, without ever really providing an answer. [Read more]

Last Week’s Top Tweets

In case you missed it, here are some tweet & re-tweets of articles & other things that caught my eye last week: MUST READ: From Dan Markovitz (@timeback): Respect for people — treating them more like machines. bit.ly/zVyKew   From Others: From Boston College Center for Work & Family (@BCCWF): Need more leadership support + manager training: Flexible [...]

Last week’s tweets

In case you missed it, here are some tweet & re-tweets of articles & other things that caught my eye last week: From Others: From @tedcoine: YES!! RT @shawmu: Actually give a S### about the development of individuals.ow.ly/8SkuB via @kris_dunn From @ShingoPrize: Robert Miller said Shingo Prize focuses on more than just culture, it focuses on how [...]

Adversity: It’s Not Whether It Will Happen But How You React That Counts

At some time you’re going to face serious adversity. Maybe you already have. Your crisis may be an internal or external one, but it will come. The more extensive your leadership reach, the more likely you are to face these situations. The impact can be disastrous for your business and for you personally. Just ask [...]

Short-term thinking: Misery is OK, as long as it’s less lousy

It’s not acceptable to say that today’s misery is acceptable as long as it’s not as bad as what the other guy is doing. Even if we do not know of a better way, we should be diligent in our minds about whether or not something is tolerable. How often do we see underperforming departments, but continue to let them limp along? How often do we see wasteful practices and ignore the problems? Worse yet, how many senior members of the management team actively thwart their subordinates’ attempts at sharing information and voicing criticism?
[Read more]