In your business, what is the kill ratio for ideas?
You know: the number of ideas suggested versus the number of ideas thoughtfully considered and implemented?
The innovative nurture new ideas; the staid and stodgy neuter them.
To destroy an idea, ask “Why should we?”
To develop it, ask “Why shouldn’t we?”
To destroy an idea, discuss why it won’t work.
To develop an idea, discuss how it could be made to work.
To develop creativity, reward the attempt.
To destroy creativity, reward only successful ideas (which of course means you’ll only get tried and true ideas).
Good leaders encourage and reward followers for getting out of their mental ruts. That means doing business with a little less predictability, a little more risk but a whole lot more fun and innovation.
Showing posts with label Mark Sanborn leadership speaker. Show all posts
Showing posts with label Mark Sanborn leadership speaker. Show all posts
Wednesday, March 14, 2012
Friday, March 9, 2012
Team Leadership: Problem or Solution
Being a team leader is tough. You must balance the needs of the organization with the needs of the team members. You coach, counsel and develop. You mediate conflicts of personality and performance.
In short, you’re either the solution or the problem.
Whether you inherited your team (most likely) or chose the members yourself, you as team leader are responsible for making the team work.
While it is tempting to blame the team (“they didn’t work together” or “she is the real problem”) you need to realize that YOU are responsible for getting them work together and for dealing with whoever is problematic.
Do as much correctly as you can and you’ll avoid many problems. Practice the basics of good team building. But when you see a problem, seek a solution and make sure the problem is addressed rather than ignored.
Team leadership is about taking responsibility. Once you get past blames and excuses, you can do the difficult but important work of a team leader.
Take responsibility for being the solution
In short, you’re either the solution or the problem.
Whether you inherited your team (most likely) or chose the members yourself, you as team leader are responsible for making the team work.
While it is tempting to blame the team (“they didn’t work together” or “she is the real problem”) you need to realize that YOU are responsible for getting them work together and for dealing with whoever is problematic.
Do as much correctly as you can and you’ll avoid many problems. Practice the basics of good team building. But when you see a problem, seek a solution and make sure the problem is addressed rather than ignored.
Team leadership is about taking responsibility. Once you get past blames and excuses, you can do the difficult but important work of a team leader.
Take responsibility for being the solution
Thursday, March 8, 2012
Vision Done Right
For followers to embrace the vision, the vision must embrace the followers.
What does that mean exactly?
Most organizational vision statements range from bland to grandiose. More often than not they paint a picture of the future desired by leadership. Rarely do they speak to the aspirations of followers.
Look at a few vision statements. Generally they are about future aspirations and describe how the company or organization wants to be known and what it wants to do for customers. This is a good start but not enough.
For employees to be committed to the vision, they want to know what the future will look like for them, not just for leaders, shareholders or customers. Market share and organizational acknowledgement is important but so is workplace improvement and employee recognition.
Is your company’s vision statement memorable or mundane? Does it inspire passion or passivity? Does it describe the future for employees as well as leaders and customers?
The only thing worse than no vision is a vision done poorly.
What does that mean exactly?
Most organizational vision statements range from bland to grandiose. More often than not they paint a picture of the future desired by leadership. Rarely do they speak to the aspirations of followers.
Look at a few vision statements. Generally they are about future aspirations and describe how the company or organization wants to be known and what it wants to do for customers. This is a good start but not enough.
For employees to be committed to the vision, they want to know what the future will look like for them, not just for leaders, shareholders or customers. Market share and organizational acknowledgement is important but so is workplace improvement and employee recognition.
Is your company’s vision statement memorable or mundane? Does it inspire passion or passivity? Does it describe the future for employees as well as leaders and customers?
The only thing worse than no vision is a vision done poorly.
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