Wednesday, November 10, 2010
An Interview with Wendell Berry, by Thomas Healy in CounterPunch
Tuesday, November 9, 2010
Six Ways Leaders Can Fuel Excellence At Anything, by Tony Schwartz
In August, I posted a blog titled 'Six Keys to Being Excellent at Anything.' Over the subsequent three months it has become one of HBR's most widely read blogs ever.
The notion that we can be excellent at anything prompted passionate debate. On the one hand, it's empowering and inspiring to believe that excellence is within our reach in any area to which we devote ourselves with sufficient diligence — something the researcher Anders Ericsson calls 'deliberate practice.'
Just think of how many movies — often based on true stories — tell the story of inspiring teachers, coaches and mentors helping undervalued kids become extraordinary performers: The Blind Side, Stand and Deliver, Lean On Me, Mr. Holland's Opus, The Bad News Bears, and Dangerous Minds, among many others
At the same time, it's daunting to consider that when we ourselves fall short of excellence, it's not that we lack talent but rather we haven't put in the right kind of effort.
There is precious little scientific evidence to suggest that genes are our destiny — and more and more evidence of neuroplasticity — the capacity to influence the way our genes express themselves. So what, then, can leaders do to most effectively inspire and nurture excellence in those they lead? Here are six keys:
1. Ban words like 'talented,' 'gifted,' and 'special' from your vocabulary. Well meaning as these words may be, they tend to give people credit for something they did nothing to earn, while also suggesting that others don't have equal potential. Consider replacing these words with ones like 'effective,' 'determined,' 'accomplished,' 'skilled,' 'persevering,' and 'masterful,' all of which give due credit to effort.
2. Regularly, genuinely, and specifically acknowledge and appreciate people's successes. Believe deeply in their potential, enthusiastically encourage their passions, and don't be overly fazed by their failures. There may be nothing more motivating to the people you lead than to notice what they're doing well, and to express your appreciation with detail and specificity. Likewise, there may be no single more powerful act than to handwrite and mail someone a personal note of appreciation.
3. Provide constant feedback. Annual or semi-annual reviews are vastly insufficient and often worthless. Most people don't improve their skills over time, in large part because they don't get consistent, specific feedback. That's different than judgment or criticism. As often as possible, resist pointing out people's deficits, and focus instead on where you can help them improve or take it to the next level in any given area.
4. Create and protect periods of uninterrupted focus. Don't demand instant responses from your people all day long. Interruptions fracture their attention, and absorbed focus is a prerequisite to high quality work, especially on the most challenging tasks. Stop measuring your people by how many hours they work, and assess them instead based on the value they produce.
5. Encourage and model intermittent renewal throughout the day. Great performers, the research shows, work intensely for periods no longer than 90 minutes and then stop to recover and refuel. Create a 'renewal room' so people have a place to truly chill out. Nothing better fuels productivity in the afternoons than a 20-30 minute nap between 12 and 2 p.m, and encouraging people to exercise at midday runs a close second.
6. Tie the pursuit of excellence to a larger mission. Excellence requires enormous effort. You need to give your people a compelling reason to push beyond their comfort zones. What most of us hunger for is evidence that what we're doing truly matter and serves something beyond the bottom line. CEOs such as Alan Mullally at Ford, John Chambers at Cisco, and Steve Jobs at Apple have done a great job rallying their people around a higher mission. Start by defining what you truly stand for, share with others what gets you up in the morning as often as you can, and encourage people to go through the same exercise for themselves.
Enough Is Enough, by Michael Josephson
What does it take to make you happy? How much do you have to have to be grateful?
To the barefoot man, happiness is a pair of old shoes. To the man with old shoes, it's a pair of new shoes. To the man with new shoes, it's more stylish shoes. And, of course, the fellow with no feet would be happy to be barefoot.
This leads to the ancient insight: If you want to be happy, count your blessings, not your burdens. Measure your life by what you have, not by what you don't.
Yet in our modern world where we're continually exposed to endless increments of more and better – others with more money, better TVs, and bigger houses – this is very difficult.
For some people, the pleasure of having something good is drained as soon as they see someone else with something better. Our sense of contentment is created or destroyed by comparisons.
A life consumed with unfulfilled wants is an affliction. The antidote is the concept of 'enough.'
This starts by thinking more clearly about the difference between our needs and our wants, between sufficiency and abundance.
Don't get me wrong, there's nothing wrong with wanting more and striving to fill our lives with things and experiences that give us pleasure, so long as we don't believe we need whatever we want.
When we think we need what we really only want, we make our desires preconditions to happiness, thereby diminishing our ability to appreciate and enjoy what we do have.
It's easy to think happiness is achieved by getting what we want when it's really a matter of wanting what we get.
In the end, enough is enough.
This is Michael Josephson reminding you that character counts.
Monday, November 8, 2010
I Just Have to Outrun You, by Michael Josephson
During a camping trip, Sam and Tom saw a bear coming their way. Sam started to take off his backpack and told Tom he was going to run for it. When his surprised friend said, 'You can't outrun a bear,' Sam replied, 'I don't have to outrun the bear. I just have to outrun you.'
Sadly, this look-out-for-number-one mentality is common in business, politics, and sports. Everywhere, basically good people engage in — and justify — selfish, short-sighted conduct that treats coworkers, colleagues, and teammates as competitors rather than comrades.
Steven Carr Reuben, author of Children of Character, speaks about a very different social vision in which people find greater meaning and satisfaction in their lives by creating caring communities. To make his point, he tells of nine youngsters in the Special Olympics who were about to run the 100-yard dash.
Right after the start of the race, a young boy stumbled badly and began crying. The other eight heard him and looked back. First one, then another, then all of them stopped and went back to help their fallen comrade. A girl with Down syndrome bent down, kissed the boy, and said, 'This will make it better.' Then all nine linked arms and triumphantly walked together to the finish line.
'That's what being part of a community is about,' Reuben writes. It's a lot better way to live than trying to outrun each other.
This is Michael Josephson reminding you that character counts.
Tuesday, November 2, 2010
How To Deliver Great Presentations, by Bruce Upbin
How To Deliver Great Presentations
Friday, October 29, 2010
The Seven Deadly Sins of Leadership, by Michael McKinney
The Seven Deadly Sins of Leadership
Peter Drucker never wrote a book about leadership, but his thoughts about it are sprinkled throughout his 40 books and hundreds of articles. Bill Cohen has extracted these ideas and presented them in Drucker on Leadership.To Drucker, leadership was a calling and he set very high ethical standards for those that chose to lead. Character traps like losing sight of why you are leading, selfishness and the abuse of power often derails leaders. Drucker hoped, writes Cohen, “that by making these traps explicit he could help leaders avoid falling into them.” Cohen gathered Drucker’s thoughts about these shortcomings together and categorized them as the seven deadly sins of leadership:
The Leadership Sin of Pride. “The sin of pride is usually considered the most serious of the seven deadly sins.” Being proud of one’s accomplishments is one thing. “The problem comes when leaders believe themselves so special that ordinary rules no longer apply. Generalized pride—as opposed to being proud of specific things—is the most serious leadership sin because it can easily lead to the other six.”
The Leadership Sin of Lust. “There is unfortunately a feeling among some leaders that they have ‘arrived’ and are ‘entitled’; sex is seen as some sort of fringe leadership benefit….In any workplace, it creates jealousies, feelings of favoritism, and lack of trust, damaging people and relationships and more….Drucker thought that leaders did not pay enough attention to avoiding this particular deadly sin, and thought that leaders could do a better job of avoiding problems that affected their ability to lead.”
The Leadership Sin of Greed. “The sin of greed is a sin of excess. It frequently starts with power. Leaders have power, and unfortunately having power has a tendency to lead to corruption if the leader isn’t careful. This may start with the acceptance of small favors and grow into accumulating vacations, bribes, or worse.”
The Leadership Sin of Sloth. “For the leader, the sin of sloth is associated with an unwillingness to act. More often, it is an unwillingness to do work the leader considers beneath the dignity of the office.”
The Leadership Sin of Wrath. “This sin has to do with uncontrolled anger. There is a time for anger in leadership when it serves a definite and useful purpose….Drucker taught leaders to analyse their environment and to determine what actions that had already occurred, meant for the future before taking action. Using anger as a single response to all leadership challenges precludes doing this analysis.”
The Leadership Sin of Envy. “With the sin of envy, the leader is envious of what is enjoyed by someone else.” This may cause a leader to “attempt to destroy another’s reputation, or in other ways attempt to feel better by lowering the status of another.”
The Leadership Sin of Gluttony. Of all the deadly sins, gluttony is the one that most frustrated Drucker. We typically associate gluttony with food, but it applies to excessive consumption of any kind. “Drucker did not win many friends among high executives with his injunction about too high salaries….It’s easy to rationalize—and a status issue. However, there was no question in Drucker’s mind but that executive hypercompensation was an accurate example of the sin of gluttony and was to be avoided for good leadership.”
The Lonely Hickories, by Gene Logsdon
The Lonely Hickories
In Gene Logsdon Blog on October 27, 2010 at 8:52 am~~
The Next Two Year, by David Brooks
Josh Haner/The New York Times
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