Giving staff wings: stewardship delegation over gofer

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“Give the ones you love wings to fly, roots to come back and reasons to stay.”

Dalai Lama XIV

Nurturing greatness in staff should be a goal of any manager. Great leaders spot talent and create a culture of realizing potential among their team. They aim to give their staff wings, so that they can face responsibility autonomously and fly on wards to great things. As Stephen Covey outlined in his great book on self-development: “The 7 Habit of Highly Effective People”,  great managers do “stewardship delegation” over “gofer”. Continue reading

Success Lists over to do lists

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Success isn’t doing everything, it is doing what matters most.

The (good) experience of a manager can often be seen in how they organize what they have to do. In Einsenhower’s Matrix we learned how to group what you have to do by priority quadrants but now i would like to look at how to form success lists. Success lists are cut down “to do lists” so that what is left are only the strategic actions that contribute to success. Of course cutting down a long list of “things to do” into a much smaller coherent group of success actions is not easy. Continue reading

Visualize macros but work on micros

MIcros and Macros (1)

Outcomes are determined in the micro decisions and actions, much more than they are macro big ones.

It is important to think big and to aim high and visualize macro outcomes as these outline the goals to get to and greatness to aim for. However it is also critical to know that results are reached by the micro actions, decisions and learning that we do each and everyday. Vision lies in the big, but success lies in the small building blocks. Or as I prefer to say we aim for macro goals but achieve them via the micro actions, improvements and decision we make each day. Continue reading

WIIFM Factor: What’s in it for me?

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Creating a culture of purpose in the work place and managing well your emotional bank accounts with your staff are two very important ways to create motivated team players. However people’s powerful sense of self-interest should never be underestimated and understanding the WIIFM – what’s in it in for me? – of your staff will be important to bringing out the very best in your team. WIIFM in the work place in its most basic form is what an individual is getting out of a situation, from: a decision, the success of a project or for getting past a challenge. WIIFM is where our minds often end up when we analyse our feelings about something we have done or something new we are about to face. Continue reading

Recruiting the right people for your team

Recruiting a great team

The value of adding the right new members to your team can never be underestimated. As a manager you should be actively involved in the recruitment of new staff. Good recruitment is not just about getting someone with the needed experience or qualifications, it is in fact far more personal than that, it is much more about judging how the candidate will fit into your team and the goals you have to achieve. Continue reading

Logotherapy: creating a culture of purpose

Logotherapy and a Culture of Purpose (2)

Everything can be taken from a man but one thing: the last of the human freedoms—to choose one’s attitude in any given set of circumstances” – Viktor Frankl

Viktor Frankl’s Logotherapy is based on the premise that the human person is motivated by a “will to meaning,” an inner pull to find a meaning in life. According to Frankl: “We can discover this meaning in life in three different ways: (1) by creating a work or doing a deed; (2) by experiencing something or encountering someone; and (3) by the attitude we take toward unavoidable suffering”. Logotherapy “the will to meaning” is thus very relevant and significant in the work place as we experience all three indicated points during our work. We daily create “work” and do “deeds”, we work in teams of people and experience new things and naturally work is often challenging and stressful. Continue reading

Ask and learn instead of saying can’t

Ask and learn

“Can’t do” is the start of all excuses

It can not be underestimated how important it is to be a “yes i can” manager over “no i can’t”. A “yes I can” leader does not put limits on what they can succeed or on skill-sets they can improve in or learn.  Even more importantly, they do not allow “I can’t” mentalities among their team. A “I can” mentality is one that ensures your first response to challenges is seeing them as possible to be overcome. You may not yet know how to jump the hurdle in front but by having a “i can” trigger you accept it will be possible to do so in the future and commit to doing the action or learning needed to get there. Continue reading