1763 Chapters
Medium 9781626563940

It’s Your Move

Miller, Mark Berrett-Koehler Publishers ePub

The business continued to improve—or so it seemed. The team was now interacting between meetings. Suzy was doing much better than anyone expected. She was open to feedback, and she asked outstanding questions. Blake hired a temporary assistant, Alex, so Suzy could focus on her new role. Then, on the day before Blake’s next meeting with Jack, things took a turn—a big turn—for the worse.

Blake had arrived early to slay the email dragon before it grew in strength. He had made several positive changes over the previous weeks, and the number of messages was steadily decreasing. His team now owned many of the issues once funneled directly to him. From his perspective, this was a very good sign. However, quite a few messages still made their way to him. This morning, he found one that captured his full attention. The subject line read, “We’re Done!”

As Blake quickly read the message, his heart rate increased. He scrolled back to the top to confirm the sender—unfortunately, it was their biggest client. They were leaving. They were not satisfied with the service, the product, or the attitude of Blake’s company.

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Medium 9781609941208

Shifting Perspectives on Inner/Outer Connectivity

Pearson, Carol S. Berrett-Koehler Publishers ePub

Shifting Perspectives on Inner/Outer Connectivity

The very nature of leadership demands the capacity to influence individuals, groups, and organizations to achieve transformational ends. Part Three explores how the thinking described in Part One and ways of being described in Part Two result in transforming how, and how well, we exercise such leadership. Indeed, leadership becomes easier when we change our stance toward those we lead and let go of the idea of the leader as directing the action from above and causing people to act, as if they are without volition.

The transforming vision of the twenty-first century calls us to understand that we are part of the complex adaptive systems that we are trying to transform. Moreover, because we and the world are forever in a state of flux, we can let go of the heroic illusion that we need to exert incredible effort to compel other people and social systems to change. Indeed, the requisite effort may be more like diverting the course of a ball rolling down a hill than struggling to push a huge boulder up it—or even to get the boulder moving at all.

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Medium 9781626563254

#10 Push beyond the Comfort Zone

Manning, John Berrett-Koehler Publishers ePub

Part of leading yourself is learning when to challenge yourself at strategic moments in your professional life. When I look back at my career, several big professional growth spurts were directly attributable to when I pushed my comfort zone. These were times in which I had little or no experience with a particular area or in a certain subject. I had to learn on the fly as I took on and mastered those new projects or responsibilities, a strategy that enabled me to really accelerate my career. That made me a big believer in the importance of periodically pushing your comfort zone. From a professional standpoint, tackling something new has the power to build your capacity for success and is a great discipline worth pursuing.

MAP once worked with a company that was managing two very different business models: (1) low-margin yet dynamic products that consistently got lots of publicity and attention; and (2) boring but high-margin products that garnered little enthusiasm from the company’s leadership and its staff. As MAP’s consultant was helping the company to identify its Vital Few, everyone realized that as uncomfortable as it made them feel, the company drastically needed to change its resource allocation and start investing heavily in building the lucrative, albeit lackluster division of their business. They all thought it would be super to be “rich and famous” but also agreed that “famous” could—and would have to—wait. The real challenge for everyone was to let go of what was fun and felt comfortable while focusing and building upon this less-riveting yet sturdier business bedrock. In the end, the payoff was huge: just one year later, the company had experienced a seven-figure, bottom-line turnaround.

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Medium 9781576751725

Chapter 15: Making Your Work Rewarding

Bellman, Geoffrey M Berrett-Koehler Publishers ePub

There are many possible rewards for doing your work well. Some unique combination of rewards attracts each of us. Consider what the items in these two columns have in common.

These columns are sorted into two types of rewards. The rewards in the lefthand column are external; they are decided and bestowed by others and then given to you (you hope!). They can be wonderful to receive and they are outside your control. Someone else decides how you are performing; they judge you by the rules of their game. I like receiving these rewards; you probably do too. When others recognize our contribution to the organization, we feel affirmed. But we do not control the award, and that is a critical consequence of externally initiated rewards. The righthand column is filled with internal rewards. These come from within and are conferred by you. You reward yourself based on how you performed against what you value. You decide what qualifies you for the award and, when you meet those qualifications, you recognize yourself. You did it; you know it; you feel good about it. All of this is within the goals and roles of the “game” you are designing and playing. These internally initiated rewards are under our control, can be very fulfilling, but are often celebrated alone.

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Medium 9781523094974

A Better Boss

Miller, Mark Berrett-Koehler Publishers ePub

“First, we should probably try to look at all of this from the perspective of Top Talent. The real question is not how we define these terms, but how do they think about each of these phrases?” Gary suggested.

“That is the right question,” Rose said.

“So, let’s calibrate,” Kim suggested. “Exactly who are we targeting with this message?”

“Top Talent, A players—call them what you will, but they represent the group of consistent top performers. To be included in our quantitative study, these women and men had received the highest performance rating for the last three years,” Charles said.

“Yes, I remember,” Gary said. “It was a little depressing.”

“Why was that?” Rose asked.

“I didn’t qualify,” he said with a straight face.

“That’s okay,” Charles said. “Ninety percent of our people didn’t. We set the bar really high.”

“It sounds like we’re in agreement; we are targeting consistently high achievers.”

“I don’t like it any more when you say it that way,” Gary said.

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