Making Vision Stick by Andy Stanley

Leadercast Now

Do you have a system for deciding if new initiatives are in line with your organization’s vision?

When your organization decides to roll out a new initiative, a new product, or a new service, it’s much like rolling out a new vision. Somebody has to get up and talk about it. Somebody has to answer these questions; why are we doing this? What problem does this address? How is this new initiative a solution to a problem? Essentially somebody has to get up and cast a compelling vision in order to get everyone energized and involved.
Now as leaders we love all the new stuff, don’t we? A new product, a new service, new initiatives. But in our enthusiasm around a launch we sometimes forget to address the broader question, why? Why are we doing this?

 

Your Action List:

Consider the “Let’s Build A Bridge” example that Andy discusses. Why was this effective?

What are several ways in which you can inform the public/those around you about your new initiative?

Add your own action items.

 

Chicken Little

 

“Nothing gives one person so much advantage over another as to remain cool and unruffled under all circumstances.”

– Thomas Jefferson

Which are you? A Thermostat or a Thermometer

Leadership Tip

Close Up Of Female Hand On Central Heating Thermostat

 

Thermometers report the temperature while a thermostat is designed to bring the temperature into a prescribed range. As a leader which do you do, report on the conditions or do you do what is necessary to move things to where they need to be?

 

The 17 Indisputable Laws of Teamwork – Embrace Them and Empower Your Team (Nashville, Tennessee: Thomas Nelson, 2001)

The 17 Indisputable Laws of Teamwork

  1. The Law Of Significance – One is Too Small a Number to Achieve Greatness

  2. The Law Of The Big Picture – The Goal Is More Important Than the Role

  3. The Law Of The Niche – All Payers Have a Place Where They Add the Most Value

  4. The Law Of Mount Everest – As the Challenge Escalates, the Need for Teamwork Elevates

  5. The Law Of The Chain – The Strength of the Team Is Impacted by Its Weakest Link

  6. The Law Of The Catalyst – Winning Teams Have Players Who Make Things Happen

  7. The Law Of The Compass – Vision Gives Team Members Direction and Confidence

  8. The Law Of The Bad Apple – Rotten Attitudes Ruin a Team

  9. The Law Of Countability – Teammates Must Be Able to Count on Each Other When It Counts

  10. The Law Of The Price Tag – The Team Fails to Reach Its Potential When It Fails to Pay the Price

  11. The Law Of The Scoreboard – The Team Can Make Adjustments When It Knows Where It Stands

  12. The Law Of The Bench – Great Teams Have Great Depth

  13. The Law Of Identity – Shared Values Define The Team

  14. The Law Of Communication – Interaction Fuels Action

  15. The Law Of The Edge – The Difference Between Two Equally Talented Teams Is Leadership

  16. The Law Of High Morale – When You’re Winning, Nothing Hurts

  17. The Law Of Dividends – Investing in the Team Compounds Over

 

 

The 17 Indisputable Laws of Teamwork – Embrace Them and Empower Your Team
John C. Maxwell
Thomas Nelson
2001
Softback

BUILDING AND MAINTAINING A SUCCESSFUL TEAM is no simple task. Even people who have taken their teams to the highest level in their field have difficulty recreating what accounted for their successes. Is it a strong work ethic? Is it "chemistry"? What tools can you wrap your hands around to build - or rebuild - your team?

In The 17 Indisputable Laws of Teamwork, leadership expert and New York Times best-selling author John Maxwell shares the vital principles of team building that are necessary for success in your business, family, church, or organization. Whether coach or player, teacher or student, CEO or non-profit volunteer - with the "how-tos" and attitudes for building a successful team.

According to Jack Welch, Leaders Do the following!

  1. Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence.

  2. Leaders make sure people not only see the vision, they live and breathe it.

  3. Leaders get into everyone’s skin, exuding positive energy and optimism.

  4. Leaders establish trust with candor, transparency, and credit.

  5. Leaders have the courage to make unpopular decisions and gut calls.

  6. Leaders probe and push with a curiosity that borders on skepticism, making sure their questions are answers with action.

  7. Leaders inspire risk taking and learning by setting the example.

  8. Leaders celebrate.

Winning
Jack Welch with Suzy Welch
HarperCollins
2005

The Leader as Facilitator: An Interview with Marshall Goldsmith and Alan Mulally

To many people, being a leader translates to having all (or at least most) of the answers. But what happens when employees are the experts, and their bosses are not? Effectively influencing these “knowledge workers” presents a series of unique challenges. Leaders need to be able to create an open and transparent environment where knowledge workers feel comfortable assessing and articulating their own level of Performance Readiness®.

Join us for this complimentary TrainingIndustry.com webinar sponsored by The Center for Leadership Studies. Your host, Dr. Sam Shriver, senior vice president of commercial operations and product development, will conduct an interview with Marshall Goldsmith (a leading executive coach) and Alan Mulally (former CEO at Ford) to provide practical and replicable advice for effectively leading the knowledge worker.

This interactive webinar will provide easy-to-understand insights on:

– Effectively leading knowledge workers

– people who know more about what they are doing than their boss does

– Embracing the role of “Leader as Facilitator” versus “Leader as Boss” to ensure a higher probability of success

– Five useful tips for the Leader as Facilitator

– Creating a transparent environment that encourages team members to assess and articulate their own Performance Readiness® without fear or shame

Register Now

 

 

Welcoming New Employees

new-employee

I found this suggestion for making a new employee feel welcomed to their new position. This company doesn’t just provide some hand me down office equipment.

 

Question: How good do you think this employee feels on their first day?

The Frog and the Scorpion – Leadership Parable

Learning from a Master - Jim Rohn

 

live black scorpion

 

Recently I was reminded of how hard it can be to change someone’s habits or ingrained personality traits. Trying to coach people in this situation can be very frustrating. In some cases the person’s inability to change becomes self-destructive. I was reminded of this in a book of Jim Rohn teachings.

Here is the story of The Frog and the Scorpion from the book “Leading an Inspired Life”.

 

According to this story, the frog and the scorpion appear on the bank of a river at the same time. The frog is about to jump in the river and swim to the other side. When the scorpion sees what’s about to happen, he engages the frog in conversation. He says to him. “Mr. Frog, I see that you’re about to jump into the river and swim to the other side.” The frog responds, “That is correct.”

So the scorpion asks for a favor. Well, you know, I would also like to get to the other side. Unfortunately, I’m a scorpion, and I can’t swim. Would you be so kind as to let me hop on your back as you swim across the river? If you could deposit me on the other side, I would be grateful.”

The frog looks at the scorpion and says, “No. You’re a scorpion and scorpion sting frogs and kill them. I’d get out there halfway with you on my back, and you’d sting me and I’d die. Do you think I’m crazy? Absolutely not.”

The scorpion says, “Wait a minute, you’re not thinking. If I were to sting you halfway out there, surely you’d die, but so would I. Since I’m a scorpion, I can’t swim. I’d drown. That would be kind of foolish. I’m not about to do that. I just want to get to the other side.”

The frog thinks about that reasoning and says, “That makes sense. Hop on.”

So the scorpion hops on the frog’s back and they start to swim across the river. Sure enough, halfway across the river, the scorpion stings the frog. They are both about to sink down into the water. The frog cannot believe what has happened, and he says to the scorpion, “Why did you do that? I’m about to die, but so are you. Why would you do that?”

And the scorpion replies, “Because I am a scorpion.”

 

Question: Are there things that you do that are self-destructive and you can’t seem to control, because you are a scorpion?

Leading An Insiring Life
Jim Rohn
Nightinggale-Conant Corperation
1997
Hardback