Sayings to use and triggers
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- Mark Twain use to say that "everyone talks about the weather, but no one does anything about it."
- Mark Twain use to say that "everyone talks about the weather, but no one does anything about it."
- building a legacy and not merely closing a transaction
- building a legacy and not merely closing a transaction
- Ability to produce extraordinary results from ordinary people
- The key is to not get the ppl to work harder, the key is getting them to work smarter.
- Einstein said; "The definition of insanity is doing the same thing over and over and expecting different results."
- Oh you are so right about the talent pool, but I keep reading over and over.....that people today (vs 1980-2000) are being more hired on their personality. Not results, not proven track record, or who can deliver. More in the sense that hiring is on a social realm. Now, it may be said, "fit the culture", but in many ways I honestly believe that it is more of "fitting into the group". I know there is some hard evidence that somewhat this is important. Like Einstein said, (I may miss-quote) "Insanity is doing the same thing over and over and over....and expecting a different results" So, (nice and likable) cookie cutters.....just don't bring that needed diversity. Diversity and those that can deliver..............those are the hires. I truly believe this.
- "An issue is held in balance by the interaction of two opposing sets of forces - those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)" - Kurt Lewin.
- "An issue is held in balance by the interaction of two opposing sets of forces - those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)" - Kurt Lewin.
- "the only person who likes change - is a wet baby".
- In any change some resistance is almost certain. In fact US research indicates that more than 50% of all change efforts fail because of resistance - or more specifically, the way we deal with resistance. It identified eight primary forms of resistance:
- "No one resists change - they resist being changed"
- So why does resistance to change occur? The reasons are various. In many cases it is that people simply don't understand why the change is needed - often they have had no opportunity to understand. In others, people understand the changes but disagree that they are needed or that they will resolve the situation, or believe that the changes are the wrong ones. In yet others, people are not resisting change but simply wishing to retain the status quo - their jobs and the organisation that they are familiar with. Finally others in their minds simply do not want any more change. Perhaps they have had so much change that they have become weary of and become BOHICANS - bend over here it comes again.
- It's not a "one size fits all"
- ..
- The ability to produce extraordinary results from ordinary people.
- I HAVE THE ability to produce extraordinary results from ordinary people So you're assigned to manage a group of relatively ordinary performers and tasked with formidable challenges? Welcome to the world, RIGHT!. There are a lot of ordinary performers. Getting them to produce extraordinary results will get you noticed while it propels you up the corporate ladder. So, do you crack the proverbial whip? You could...but that will likely only produce marginal improvement. It will probably produce simply more from ordinary people rather than extraordinary results. It is fairly possible to get ordinary people to exceed their historical performance and perform impressively, while not easy to do on the face of it. THE KEY ISN'T GETTING PEOPLE TO WORK HARDER, THOUGH THIS IS HELPFUL, THE KEY IS GETTING THEM TO WORK SMARTER! The key isn't getting folks to work harder, though this is helpful, the key is getting them to work smarter. For example, if you can get a group to go from making average decisions to superior ones you get a step change in overall performance. If you combine better decisions with incremental effort, you will see extraordinary results. To get colleagues to work smarter, you must create a culture within your group that instructs and enlightens individuals to consistently make better decisions. The essence of superior results is cumulative effort of better decisions and improved execution. THE ESSENCE OF SUPERIOR RESULTS IS CUMULATIVE EFFORT OF BETTER DECISIONS AND IMPROVED EXECUTION. Peter Schultz, the CEO of Porsche, who turned around the company in the early 80's wrote a book about this very subject. He felt that extraordinary people are by definition rare. And to get ordinary folks to produce extraordinary results one had to establish a leadership culture caused buy in to the bigger mission and better decisions. He also famous for saying that one should "plan democratically and implement like a dictator".
- THE KEY ISN'T GETTING PEOPLE TO WORK HARDER, THOUGH THIS IS HELPFUL, THE KEY IS GETTING THEM TO WORK SMARTER!
- 4. The ability to produce extraordinary results from ordinary people So you're assigned to manage a group of relatively ordinary performers and tasked with formidable challenges? Welcome to the world, RIGHT!. There are a lot of ordinary performers. Getting them to produce extraordinary results will get you noticed while it propels you up the corporate ladder. So, do you crack the proverbial whip? You could...but that will likely only produce marginal improvement. It will probably produce simply more from ordinary people rather than extraordinary results. It is fairly possible to get ordinary people to exceed their historical performance and perform impressively, while not easy to do on the face of it. THE KEY ISN'T GETTING PEOPLE TO WORK HARDER, THOUGH THIS IS HELPFUL, THE KEY IS GETTING THEM TO WORK SMARTER! The key isn't getting folks to work harder, though this is helpful, the key is getting them to work smarter. For example, if you can get a group to go from making average decisions to superior ones you get a step change in overall performance. If you combine better decisions with incremental effort, you will see extraordinary results. To get colleagues to work smarter, you must create a culture within your group that instructs and enlightens individuals to consistently make better decisions. The essence of superior results is cumulative effort of better decisions and improved execution. THE ESSENCE OF SUPERIOR RESULTS IS CUMULATIVE EFFORT OF BETTER DECISIONS AND IMPROVED EXECUTION. Peter Schultz, the CEO of Porsche, who turned around the company in the early 80's wrote a book about this very subject. He felt that extraordinary people are by definition rare. And to get ordinary folks to produce extraordinary results one had to establish a leadership culture caused buy in to the bigger mission and better decisions. He also famous for saying that one should "plan democratically and implement like a dictator". In law school, students spend a lot of time on "issue spotting". The skill set they are learning is to determine what comprises the critical issue of a conflict. In business, your ability to listen carefully will drive your ability to spot the real issue in any given situation. Identification of the right "issues" and leadership of their resolution will consistently put you ahead of the pack. For senior management, identifying critical underlying issues and framing them well for others is a requisite skill. You need to cut through the spin, personal agendas and noise. To do this, you need to hear people out and listen carefully. Ask the right questions, because you need to understand what is important to them, what motivates them and what is driving them . People will try and spin you or convince you of a specific point of view. Beyond recognizing that truth, you need to understand why they want to spin you and what is in it for them if they succeed in getting you to view the issue from their perspective. Senior management determines the underlying issue as well as the motivation of the person discussing the issue. You should always ask yourself where they are "really" coming from. Try to see through what they're saying from a personal point of view to the broader organizational issues.
- In law school, students spend a lot of time on "ISSUE SPOTTING ". The skill set they that we learned learn is to determine what COMPRISES THE CRITICAL ISSUE of A CONFLICT. . IN BUSINESS, your ability to LISTEN CAREFULLY will drive your ability to SPOT THE REAL ISSUE in any given situation. IDENTIFICATION of the RIGHT "ISSUES" and leadership of their resolution has consistently put ME ahead of the pack. IN BUSINESS, your ability to LISTEN CAREFULLY will drive your ability to SPOT THE REAL ISSUE in any given situation. IDENTIFICATION of the RIGHT "ISSUES" and leadership of their resolution has consistently put ME ahead of the pack.
- In law school, students spend a lot of time on "ISSUE SPOTTING ". The skill set they that we learned learn is to determine what COMPRISES THE CRITICAL ISSUE of A CONFLICT. . IN BUSINESS, your ability to LISTEN CAREFULLY will drive your ability to SPOT THE REAL ISSUE in any given situation. IDENTIFICATION of the RIGHT "ISSUES" and leadership of their resolution has consistently put ME ahead of the pack. For senior management,IDENTIFYING CRITICAL UNDERLYING ISSUES and FRAMING them well for others is a requisite skill. You need to cut through the spin, personal agendas and noise. To do this, you need to HEAR people out and LISTEN CAREFULLY. Ask the right questions, because you need to UNDERSTAND what is important to them, WHAT MOTIVATES them and what is DRIVING them . People will try and spin you or convince you of a specific point of view. Beyond recognizing that truth, you need to UNDERSTAND WHY THEY WANT TO SPIN YOU and what is in it for them if they succeed in getting you to view the issue from their perspective. Senior management determines the underlying issue as well as the motivation of the person discussing the issue. You should always ask yourself where they are "really" coming from. Try to see through what they're saying from a personal point of view to the BROADER ORGANIZATIONAL ISSUES.
- THE ESSENCE OF SUPERIOR RESULTS IS CUMULATIVE EFFORT OF BETTER DECISIONS AND IMPROVED EXECUTION.
- THE ESSENCE OF SUPERIOR RESULTS IS CUMULATIVE EFFORT OF BETTER DECISIONS AND IMPROVED EXECUTION. Peter Schultz, the CEO of Porsche, who turned around the company in the early 80's wrote a book about this very subject. He felt that extraordinary people are by definition rare. And to get ordinary folks to produce extraordinary results one had to establish a leadership culture caused buy in to the bigger mission and better decisions. He also famous for saying that one should "plan democratically and implement like a dictator". Plan DEMOCRATICALLY and IMPLEMENT like a DICTATOR.
- Plan DEMOCRATICALLY and IMPLEMENT like a DICTATOR.
- THE ESSENCE OF SUPERIOR RESULTS IS CUMULATIVE EFFORT OF BETTER DECISIONS AND IMPROVED EXECUTION. Plan DEMOCRATICALLY and IMPLEMENT like a DICTATOR. Peter Schultz, the CEO of Porsche, who turned around the company in the early 80's wrote a book about this very subject. He felt that extraordinary people are by definition rare. And to get ordinary folks to produce extraordinary results one had to establish a leadership culture caused buy in to the bigger mission and better decisions. He also famous for saying that one should "plan democratically and implement like a dictator".
- Words drip like honey
- Words drip like honey
- "If you are ill, it doesn't matter how you dress"
- If you are ill, it doesn't matter how you dress, the illness is paralyzing and soon enough reality will surface! Examples are plenty but I would like to two recent cases. First, Hewlett Packard. In a span of 12 months, HP went through the drama of ousting one CEO, bringing on and firing a second CEO. Then transitioning a board member to be CEO. HP is an example of a superbly competent company, a legend, in fact. But before this 12 months of repeated overhauls, the company was still adjusting to integrating major acquisitions and building its identity and an integrated company. That takes time. Each major CEO transition completely changes teams, execs, vision and priorities. Imagine that happening three times in twelve months! These are the nasty details that we on the outside world don't hear about. Sure, HP still sells tons of products but let's respect the fact that the new leader has to have time to build the company up, AND, just because there is a new CEO, doesn't mean the employees just adapt immediately. They have to be convinced, inspired, elated to be part of the new CEO's drive and vision.
- You cannot legislate common sense and good organizational discipline, no matter how much process you use.
- You cannot legislate common sense and good organizational discipline, no matter how much process you use.
- "This is an easy one — shoot 'em."
- One of my favorite Jack Welch-isms really synopsizes my view, in large part, on leadership. During his time at GE, Jack's approach to evaluating people was based on their demonstrating GE's values and making their numbers. He found that some people have the values and make their numbers. These are your A players; hold them close, nurture them and promote them. Others do not have the values and do not make their numbers. As Jack says,"This is an easy one — shoot 'em."
- twists the facts to fit a narrative,
- twists the facts to fit a narrative,