1266 Chapters
Medium 9781626561984

The Meeting

Blanchard, Ken; Miller, Mark Berrett-Koehler Publishers ePub

The following Saturday, Debbie’s husband, John, invited her to play tennis with friends, but she bowed out so that she could work on the mentorship application.

“Thanks for the invite, honey, but I don’t want to miss the Monday deadline on this paperwork,” she said. The application contained all the usual demographic questions but didn’t stop there. There were quite a few personal questions and several unexpectedly challenging ones about why she wanted to be in the program. The final question was the one that made her really stop and think.

Debbie suspected that a good answer to this simple, straightforward question would help her get into the program. She worked for quite some time trying to articulate her reply. She felt she should know the answer because being a leader had long been her primary career objective. Yet she had never given the meaning of leadership much thought. Her first few attempts were, by her own standards, awkward or simplistic:

A leader is the person in charge.

See All Chapters
Medium 9781576754474

NINE Replace Boundaries with Vision and Values

Blanchard, Ken Berrett-Koehler Publishers ePub

Now that your team has the information to drive results, your journey to becoming a successful Next Level Team needs to focus on shifting the boundaries of behavior so they come from within the team members. The intent is to incorporate boundaries into the belief systems of team members so they can exercise good judgment and make decisions that support and uphold the organization’s vision, mission, and values.

This is not to imply that direction and boundaries are not needed from the leadership. It is to suggest that the broad boundaries that guide team member behavior need to be moved as much as possible into the hearts and minds of the team members. Full Steam Ahead! Unleash the Power of Vision in Your Company and Your Life by Ken Blanchard and Jesse Stoner provides an excellent framework for organizing your vision, mission, and values.

The decisions that we make each day in our personal and professional lives are determined by those values and beliefs that we have acquired since birth, plus additional operating values that we have learned in our organizations. These values help us determine what we believe to be right or wrong, good or bad, and normal or not normal. These values are a key factor in any decision-making process. 102

See All Chapters
Medium 9781576754931


David Cooperrider Berrett-Koehler Publishers ePub
Medium 9781576751275

Five Innovation

Kiuchi, Tachi Berrett-Koehler Publishers ePub


IN THE RAINFOREST, there are two paths to innovation: The first, breakthrough innovation, creates prototypes to be replicated. The second, continuous improvement, adapts designs to meet local conditions.

IN BUSINESS too, the two paths to innovation are linked, one leading to the other. Breakthrough innovations reveal new synergies—new capacities that were beyond our reach before. Continuous improvement hones these capacities toward perfection, and creates the diverse parts that can combine in new, breakthrough wholes.

Because the parachute slows our fall without fundamentally changing our direction we could call that continuous improvement. The ability to fly, if we could develop it quickly, would be a breakthrough innovation. However, if the ground were not below us, we would have no need for either. We could continue to fall through the sky forever, never bothering to pull our ripcords to slow our fall or look to the birds and wish we could fly. So, in a way, it’s good that the ground is beneath us. Limits are essential catalysts to evolution and change.

See All Chapters
Medium 9781626565661

4 Decision-Making Resolve and Execute Decisions Promptly

Stack, Laura Berrett-Koehler Publishers ePub

Motion beats meditation—once you’ve contemplated the situation enough to know what actions to take. Too often, indecision rules in the workplace, because decision-makers fear making mistakes. Yet the occasional mistake is the price of effective decision-making. It’s better to take a wrong turn than no turn at all. You can always change direction to correct an error or to meet a new threat or opportunity head-on. Dithering is neither effective nor efficient, and a successful business leader will avoid it.

In addition to making decisions that push you ahead, you have to decide to fix what’s already wrong in your team or organization. Don’t fall for the belief that disagreement within the team is something you should squelch. Friction can be positive, as long as it lets you see all sides of the story before you make the final decision.

Once you’ve made a decision, act on it. In business, the only thing that really matters is results. You don’t get results until you execute, so trade theory for action and get moving. When you’ve got a rough plan of action in place, move from meditation to motion—and stay in motion until you’re done.

See All Chapters

See All Chapters