164 Slices
Medium 9781626560604

3 Great Beginnings: The First Quarter

Ken Blanchard Berrett-Koehler Publishers ePub


Ken: We were off and running after the evaluation process. I was excited because it was December, not February, and I had a highly committed partner in Tim. Our sessions three times a week really got me going on my strength and balance training with Tim providing an appropriate S1—Directing leadership style. He told me what to do and how to do it, and closely supervised my performance. With my flexibility, I was a D2—disillusioned learner, so Tim provided the S2—Coaching style I needed, with lots of direction and support. I looked forward to being around Tim. Besides being an expert in the field, he’s a fun guy. His studio is only a couple of miles from our house, so it’s really convenient. The time to drive back and forth, plus our session, takes less than an hour.

Having Tim work on my flexibility and balance, in addition to strength training, really helped. In addition, I went to the Egoscue clinic. Since I hadn’t been there in a while, they started me off with an evaluation.

They take pictures of clients from the front, back, and both sides and that way can tell if and how a client is out of alignment—which has a lot to do with flexibility and balance. Based on that analysis, they give you an S1—Directing style menu with a series of yoga-like exercises for you to do to regain alignment. For years, the Egoscue Method® was key in saving Jack Nicklaus’s back.

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Medium 9781605098753

20/20 Vision: Company, Team, and Personal Visions

Ken Blanchard Berrett-Koehler Publishers ePub

Our Tuesday morning discussions became more focused. Jim was considering his vision for the agency. At the same time, I was working on my vision for my life.

I had gotten to know Jim and his family much better. Alex was at Jims house frequently visiting Kristen. While dropping off Alex and picking him up, I often chatted with Jims wife, Carolyn. One afternoon as I waited for Alex, Carolyn confided in me.

I know you and Jim are talking about vision, she said. This is so important for him. Until he creates his own vision for the agency, hell always be living in his fathers shadow.

Shortly after my conversation with Carolyn, I was chatting with Jim about vision.

I think its easier to have a vision when everything is going well, I said. When I was younger, I thought I knew where I was going and was sure I was on the right path. I married, had children, and things were going according to plan. But when Doug died, I was overwhelmed by grief. I couldnt admit it, but I was also angry at him for dying and leaving me alone with so much responsibility. I dedicated the next thirteen years of my life to being a mother. It was the only identity I had. Thinking back, I realize I didnt really have a vision. It was just a plan I hadnt given much thought to. If Id had a vision, it could have guided me through those hard times, helped me create a life for myself, and helped me be a better mother. I would have noticed sooner that my long hours at work were taking me in the wrong direction from my family.

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Medium 9781605093482

A Poolside Chat: Resources for Applying Whale Done Principles

Blanchard, Ken Berrett-Koehler Publishers ePub

DELVING INTO greater detail, this section will help answer questions you may have about the Whale Done approach as you prepare to use it with your own children. While this book has focused mainly on young children, Whale Done also works with older children, including teenagers—and, indeed, with people of all ages—because the approach is based on universal principles of behavioral science. We realize we have covered only a few of the many typical issues parents face. However, if you have been reading between the lines, you realize that Whale Done is an approach that, used with skill, can be applied to virtually any parenting situation. So, whenever you are faced with a parenting issue, think, What would a Whale Done Parent do?

Part of setting things up for success is understanding the concepts that form the basis of the Whale Done method. Following are some definitions of terms used in the book.

A Whale Done is any positive response on the parent’s part to a desirable behavior the child exhibits. It calls attention to doing right and reinforces that behavior. The response might be verbal, tactile (e.g., a pat or hug), or material (e.g., a treat, toy, or Whale Done sticker on a chart).

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Medium 9781576754474

FIVE Share More Information to Enhance Trust

Ken Blanchard Berrett-Koehler Publishers ePub

You have now completed step 1 in becoming a Next Level Team. You have begun to use information to build responsibility, clarify boundaries to create focused action, and act like a team to promote shared involvement.

In any process of change, frustration is inevitable. It is at this point that people sometimes feel like giving up on the change. Yet we have learned that it is at this very point that the energy of frustration can be refocused and used to accelerate the change to Next Level Teams.

We often hear people express frustration at how long change takes. Once a commitment is made to move forward with creating a Next Level Team, everyone wants to get there fast. We want to accelerate the change and get to the goal.

The problem is that changing from the traditional view of the manager as decision maker and team members as doers to collaborative Next Level Teams means using different skills. Along the way you are also learning a new way to view responsibility, decision making and teamwork. Feelings of frustration and discouragement are typical during such a significant change process. The excitement people feel as they begin to learn Next Level skills is almost always replaced with questions: How long will this take? Can we really do this? Will these changes actually work? This is the time to explore ways to use the energy of frustration to accelerate the transition to Next Level Teams. 56

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Medium 9781626562431

Part I: The Story: A Peacock in the Land of Penguins

BJ Gallagher Berrett-Koehler Publishers ePub

There once was a time,
in the not so distant past,
when penguins ruled many lands
in the Sea of Organizations.

These penguins were not always wise,
they were not always popular,
but they were always in charge.

Most organizations looked the same:

Top executives
and managers
wore their distinctive penguin suits,
while worker birds
of many kinds
wore colors and outfits
that reflected their work
and their lifestyles.

Birds who aspired to move up
in their organizations
were encouraged to become
as penguin-like as possible —
to shorten their steps
and learn the penguin stride,
to wear penguin suits,
and follow
the example of their leaders.

Employee Development Departments
extensive training programs
appropriate penguin-like behavior.

The rules
and norms
were clear
from Day One.

Penguins advised in subtle
(and not so subtle) ways:

“This is the way we do things here.”

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