Tuesday 29 December 2020

Don’t be “Stupid”


A challenging post by Mac Lake.

Why is it when we can’t get it all done, we default to adding hours to our work week?

Hitting the “can’t get it all done” point should lead us to evaluate our schedule, not extend our hours.

Jason Fried, the co-founder of 37Signals, says, ‘Long hours, excessive busyness, and lack of sleep have become a badge of honor for many people these days. Sustained exhaustion is not a badge of honor; it’s a mark of stupidity.”

Wow! While I am not brave enough to put it that bluntly, I wholeheartedly agree.

  • Hurried work increases mistakes
  • Excessive work leads to diminished results. More does not equal more. (Don’t believe me? Stanford researchproved it)
  • Long hours decreases morale
  • Lack of sleep diminishes decision-making abilities
  • Never feeling like you cross a finish line leads to disengagement from the mission.
  • Wearing busyness as a badge of honor ruins spiritual health.

So, next time you find yourself saying, “I just can’t get it all done.” Don’t be “stupid” (His word, not mine) by skipping your day off, working late, or  weekends.

Do the wise thing. Evaluate why you “can’t get it all done.”

Tuesday 22 December 2020

GENEROSITY MAKES YOU GREAT AND MUCH MORE

 A great post by Dan Rockwell.

No one stays up late waiting for the Grinch. But all the young at heart stay up waiting for Santa. His heart is warm and his hand is open.

With all the troubles in the world, you do well to follow Santa’s lead.  

Open hands and generous hearts go further than clenched fists.

Zig Ziglar appeals to self-interest when he says, “You can have everything in life you want, if you will just help other people get what they want.”

Zig is expressing a principle, not encouraging exploitation. But the law of reciprocity only works when you know what others want.

Hot dogs for vegetarians isn’t generosity.

5 benefits of generosity:

  1. Expanded perspectives.
  2. Strengthened hearts.
  3. Deepened commitments.
  4. Extended influence.
  5. Increased happiness.

Do good, with a warm heart, and see what happens.

5 expressions of generous leadership:

  1. Invest in people. Young people want development opportunities.
  2. Tell your story. Include lessons learned from failure.
  3. Don’t watch the clock. An open heart gives time to others. I know you have too much to do. Perhaps include others in some of your doing.
  4. Notice. Positive attention reflects a generous heart.
  5. Pour from your cup. Never let what you can’t do be reason to neglect what you can do. Just pour from your cup with a smile.

If you’re not sure how to be generous, look for a need and meet it.

Reciprocity:

Not everyone responds in kind. But leaders don’t let others set their limits.

Give value before taking it, AND welcome generous response.

You always need results, profits, sales, increased numbers, and solutions. But don’t allow your needs to blind you to the wants of others.

“Most people believe vulnerability is weakness. But really vulnerability is courage.” Brene’ Brown

How might leaders live with a warm heart and an open hand today?

Bonus material:

Forget Kindness – We Need to Talk About Generous Leadership – CMI (managers.org.uk)

Why Being a Generous Leader Can Make You a Great Leader – Mind Tools

Wednesday 16 December 2020

Leadership Quote 1 by Alan Alda

“Real listening is a willingness to let the other person change you.” Alan Alda

    In the light of this:

  1. I will enter conversations open to learning and willing to adapt.
  2. The way I see things is ONE way of seeing them.
  3. I’m willing to change my perspective.
  4. My need to be right makes me stupid.

Monday 7 December 2020

5 WAYS TO LEAD WITH A BIG HEART

'It takes leadership from the heart as well as the head to be successful with people.' Dave Kraft

I have a sense that many leaders operate too much  from their head and not enough from their heart. It’s 18 inches from your head to your heart, but it’s the longest 18 inches in the world. Here’s Dan Rockwell with a few great ideas on ways to lead with a bit  heart.

Originally posted by Dan Rockwell

I’ve always admired leaders who handle heavy responsibility with heart.

Some leaders put on masks and lose themselves to the expectation of others. But leaders with heart bear the load of responsibility with steely resolve and compassion.

Reject the idea that you have to be an ass to expect peak performance from others.

Doug Conant told me, “Be tough on standards and tender with people.”

5 ways to lead with a big heart:

#1. Show up to help more than to fix or correct.

“How might I help?” is better than, “You screwed up.”

#2. Open up more than close down.

You go further with vulnerability than defensiveness.

  1. Take a few deep breaths.
  2. Stop trying to make things go away.
  3. Step into the mess with an open heart.
  4. Acknowledge that you don’t know.
  5. Work to make SOMETHNG better but give up on making EVERYTHING better.
  6. Lock arms with another leader who goes into the mess with you.
  7. Explore options. Seek AN answer, not THE answer. A person with THE answer has a closed mind.

#3. Pursue positive opportunities more than preventing problems.

The leadership question is how do you create something, not how do you prevent something.

#4. Practice compassion.

Acknowledge the pain of imperfect people. Smart people do stupid things. Honest people deceive themselves. Self-justification results in arrogance.

An employee gets caught stealing.

Compassion and consequences aren’t mutually exclusive.

Compassion says:

  1. I’m so sorry this is happening.
  2. This must be embarrassing for you.
  3. We’re going to let you go.
  4. How can I help you move forward?

Compassion isn’t confirmation.

#5. Practice self-reflection.

In order to bring your best self you must know who you are.

What makes leading with heart difficult?

How might leaders develop big hearts?

Bonus material:

Why the Best Leaders Have a Big Heart (Kevin Eikenberry)

Becoming a Heart-Centered Leader (Skip Prichard)

Lead with your Heart, not just your Head (HBR)