164 Slices
Medium 9781605098753

What Is Vision, Anyway?

Ken Blanchard Berrett-Koehler Publishers ePub

Wednesday, I arrived precisely at 6:30 A.M. There was Jim at the back table. He immediately began talking as though yesterdays conversation had just occurred.

I knew I was onto something by the tremendous response I got from my first voice mail message. Let me tell you a bit about the history of our company so youll understand what I was looking for.

My father was an amazing man. He started this agency from nothing—sheer guts, loans, and a belief in people. Everyone adored Dad—the employees, our customers—especially the widows. He had a tremendous effect on people and made them feel important. There was a real family feeling and joy in the agency. It sparkled.

It sounds like your dad was a very special person, I said.

He certainly was, said Jim. When my father was president, there was a tremendous amount of energy, excitement, and passion. Everyone knew they were making a difference, building a company that provided a real service to the community.

And now? I asked.

Its not the same. I was proud to work my way up through the ranks. I took the helm a little over ten years ago when Dad was getting ready to retire. We had grown quite a bit, and I think he was frustrated that he didnt know everybody anymore, including the customers. Unfortunately, I didnt get much of his guidance during the transition, as he died shortly after I took over.

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Medium 9781576753606

18. How to Develop more Motivated, Satisfied Employees

James Steffen Berrett-Koehler Publishers ePub

MOTIVATION! The Production Department new hires lack it!

Ray could tell by Ted Rolands frustrated tone that he was upset. Ray just didnt know why Ted had come to his office to discuss the matter. Ted was the director of human resources— not Rays area. What did new hires have to do with him? Rays question was soon answered.

Your department is amazing, Ray, declared Ted. At the last company meeting, the president commended you for being under budget and ahead of schedule on your last three projects. Yet a lot of your people are new. How do you do it? More to the point, how do you get your people to do it? Can you tell me what you do in a few words?

Let me ask you a question, Ray responded. If you couldnt see the things you do at work leading to what you really want, would you be motivated?

No, of course not! Ted said with some emphasis.

Ray continued, On the other hand, if you saw everything you did at work as steps toward getting what you really want, would you be motivated?

Absolutely! But how does this connect to motivating my new hires? Ted asked.

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Medium 9781576753606

10. Life Aligning Question Two: The Focus Question

James Steffen Berrett-Koehler Publishers ePub

ELEANOR SAID, I understand from Coach that both of you also feel frustrated because you never get it all done. Youre looking for better professional-personal life balance, and you want a method to bridge the gap between what you really want and your here-and-now actions. Is that right?

Thats right, said Carol. When we got married, we dreamed about spending a lot of time together. Now that we have two kids, of course, we need to spend time with them. There is always too much to do and we never get it all done. Eleanor, Im especially interested in hearing a womans point of view since you are the primary caregiver for your two children and have a career as the CEO of your own business.

Answering the purpose question—even in writing— was not an immediate solution for me. To go straight from my written life purpose to doing my next most important action seems like an impossible jump. I feel I need something in between. Plus, I get a lot of little to-dos each day. How do I fit those in when Im supposed to be focusing on my life purpose?

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Medium 9781576751602

CHAPTER 7: Key #2: Widen the Boundaries to Create More Autonomy and Responsibility

Ken Blanchard Berrett-Koehler Publishers ePub

Because the world of empowerment is so foreign to people in most organizations, it is easy to begin to feel lost somewhere along the journey from hierarchy to empowerment. The mileposts to progress become unclear, creating a need to reestablish the guidelines for acting in a culture of empowerment. The initial excitement about the journey becomes bogged down in the valley of discouragement. People need to be reminded where they are going and how to get there. Being lost is never a comfortable feeling. Being in free fall between the security of hierarchy and the responsibility of empowerment is even more uncomfortable. Some people in the organization will want to give up at this point, and this is precisely the time when more focus and responsibility are 154 needed. Some of the questions people will have are along the lines of those that follow.

An information services company took a rather bold step at this stage of the change-to-empowerment process. Senior leadership took the position that employees with increased information at their disposal could now identify and define some of their own goals in collaboration with their leaders. Of the five to eight performance goals that were typical for team members, the leaders instructed members to try to develop three to four of those goals themselves. At first there was some confusion, but team members quickly came to like the idea since it explicitly utilized their input and made them feel a sense of ownership. The team leaders liked it too because it helped them shoulder the burden of identifying and defining the goals that were critical to the performance of the unit. What followed was a collaborative discussion during which all of the goals were refined to be SMART, that is, Specific, Motivational, Attainable, Relevant, and Trackable.

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Medium 9781609943035

Walking toward Wisdom

Ken Blanchard Berrett-Koehler Publishers ePub

Debbie and Blake had agreed to meet in the coffee shop but Blake asked if they could meet later than usual. Debbie had no problem with that.

This time, Debbie arrived first. Blake came rushing in, still five minutes early, but feeling as if he were late.

Before he even said hello, Blake said, “Sorry, I’m late.” He was almost out of breath.

“Good evening, Blake,” Debbie said. “You’re not late.”

“I knew it was going to be close. I had a meeting this evening.”

“That’s a little unusual,” Debbie said. “Why’d you guys meet so late?”

“Oh, it wasn’t a meeting at work. I decided to look for a way to apply a few of your GROW concepts outside work.”

“Good for you! What’d you come up with?” Debbie asked with a smile.

“As you know,” he began, “I’ve been fairly busy. But I didn’t want to use that as an excuse. Instead, I started reviewing my notes, looking for a way to multitask.”

“You were looking for a way to multitask regarding your leadership development?”

“Yes, I wanted to Reach Out to Others in a way that fits with who I am and what I’m passionate about. Do you remember when we talked about my strengths and passions?”

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