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Developing Your Own Fitness Program

Blanchard, Ken Berrett-Koehler Publishers ePub

Resources III

Here are some helpful reminders to get you started and a tool you can use to measure your progress in each of the six fitness areas we have discussed.

Before beginning your fitness journey, we suggest you review Tim’s section starting on page 63 entitled “Selecting the Right Program for You” to brush up on the elements you’ll need to have in place when you start your program. Once you’ve accomplished the first four elements (having a compelling purpose, getting a medical checkup, becoming educated about fitness, and setting up your support system), you’ll see that the final element you need to put in place is learning about and applying Situational Leadership® II, which is covered in detail in Ken’s section that starts on page 27.

The first step in applying SLII® is to set SMART goals for yourself—specific, motivating, attainable, relevant, and trackable—so you know what you want to accomplish and when. (To reacquaint yourself, see page 29.)

The next step is to diagnose your present development level in each of the six areas of fitness by checking the appropriate box in the table below. Respond openly and honestly.

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Chapter Eight An Overused Word and a Visit to the Dentist

Blanchard, Ken Berrett-Koehler Publishers ePub


When she saw Josh putting a pencil in his mouth, Amy yelled and ran to take it away from him. A few minutes later the boy picked up a small antique vase, whereupon Amy again yelled, “No!” Josh started to sob; soon he was wailing at the top of his lungs. Amy knew that she had scared him this time, but the vase was a valuable gift from her grandmother. Feeling sorry, she went over to Josh and gently took the vase away from him. After placing it on a high shelf, she turned to Josh and hugged him until he stopped sobbing.

As often happened, an occurrence at her workplace opened the young mother’s eyes.

The next day, Clint was telling the group about his early work with killer whales. “Back then we, mere humans, were trying to tell an eight- to ten-thousand-pound killer whale what to do. Think how silly that is! I mean, there we were, dealing with the top predator in the ocean, and we were trying to tell them no! How nutty is that?”

“Trying to make an animal do something is not that different from trying to make a human being do something. It doesn’t go over well. What is so much more palatable is to ask them to do it—and then reward them for doing it! What is the goal of any kind of leadership or influencing? It’s to have the animal, or person, want to do what you want done, on their own. Back then we had the beginnings of an understanding of that notion, but we didn’t act it out. Our mistakes had really serious consequences. Because of the size and capabilities of these animals, we did get hurt sometimes.

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The Secret

Blanchard, Ken Berrett-Koehler Publishers ePub

That night John met Debbie at the door when she got home.

“How was it?” he asked excitedly.

“I’m sorry I forgot to call you,” she replied in a stressed tone that spoke volumes about her day. “The meeting was very good. But when I got back to my office, the place was on fire, and I didn’t have a moment to call.”

“What advice did he give you?”

“None yet.”

“Nothing?” John asked in disbelief.

“Nope. He said he wanted to get to know me and give me a chance to know him. He said we would have time in the months ahead to find the answer to my question about what makes a great leader.”

“So you asked him?” John wondered.

“Yeah. He said it was an outstanding question, and we would explore it together later.”

“So you spent how long getting to know each other?”

“Almost an hour,” Debbie said.

“Wow! What did you learn?”

“I came to two conclusions based on today’s meeting,” Debbie said. “One, Jeff is a good listener. And two, I know very little about the people on my team.”

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CHAPTER 4: Key #2: Declare Clear Boundaries to Begin Creating Autonomy

Blanchard, Ken Berrett-Koehler Publishers ePub

Once information sharing has “primed the pump” for change by enhancing both the feeling of job ownership and responsibility in team members and the trust between leaders and their people, it is important to recognize the need to provide boundaries for acting in a culture of empowerment. Most people have an initial excitement about empowerment and the expectation to use good judgment, but they do not fully understand what that will mean or what to do. According to Situational Leadership® II, high levels of frustration and/or apathy will quickly follow initial reactions if there are no boundaries that provide direction for acting in a culture of empowerment. Before we talk specifically about the what, 76 when, where, and how of boundaries, it is helpful to appreciate the magnitude of the journey to empowerment.

With this appreciation of the paradox of creating autonomy of action through new boundaries to guide action, let us turn to addressing some of the more specific questions people have about using boundaries to create autonomy, especially early in the journey to empowerment. As we do, please keep in mind that the intent of boundaries in a culture of empowerment is not to restrict action (as it is in a hierarchy) but rather to create freedom to act within defined responsibilities.

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Chapter Nine Word Gets Around: Whale Done Parenting of All Ages

Blanchard, Ken Berrett-Koehler Publishers ePub

AS IN MANY modern communities, people in the Sheldrakes’ neighborhood hardly knew each other. Almost without exception the parents worked; absent all day from home, they spent evenings and weekends with their families. Although Amy and Matt were on a first-name basis with their immediate neighbors, they would not have known the others except for a plan that had been instituted by people on their street before they moved in. This was the block party.

Every few months a notice would come around, stating the date, time, and address at which the next neighborhood potluck was to be held. These were always enjoyable gatherings, and Matt and Amy were happy to participate and get to know people in their area. Little did they dream that the upcoming block party was to be the means by which they could help others learn the Whale Done method of parenting.

Walking to the nearby party site with Josh, they observed a crowd filling a driveway, where tables were laden with food and people were eating and talking excitedly. The two had hardly placed their casserole on a table when they were approached by a couple slightly older than themselves.

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