Words have magical power. They can bring the greatest happiness or the darkest despair.
Words are powerful. They have the ability to inspire, motivate, and persuade; or discourage, dismiss, and dissuade. With your words, you can wield the power to plant the seeds of success or failure in the mind of another, and in the process you reveal who you are, how you think, and what you believe. Whether it’s buying in an interest group, promoting a product, building a team, or mending a relationship, the right words spoken at the right time can change everything. Power words and techniques can help us to engage our listeners and persuade them to follow our lead. Continue reading “Power words and communication techniques”
The measure of intelligence is the ability to change.
– Albert Einstein
There is a great tendency by people to want to think in whole truths, to think for example that someone is intelligent or not. But the problem with thinking this way is it creates “I am” or “I am not” mentality. Sometimes the result of this can be to oversimplify and hence self limit oneself, i.e.: as you “are intelligent” you don’t need to learn more or to change or as you “are not intelligent” you accept, you can never learn or do certain things. However, intelligence – like personality – is not this simple to define and rather there are many ways to express intelligence, or better said many types of intelligence. For this reason it is unlikely the case that someone is just “more intelligent” than everyone else, rather they are more gifted in certain usage of intelligence. Continue reading “Using the 9 types of intelligence in management”
Don’t aim for perfection. Aim for better than yesterday.
Perfectionism is one of the most polarizing attributes for managers to deal with. Some leaders instinctively stand by it as key characteristic behind motivating an individual to achieve quality results, whilst others see it as a negative characteristic which causes poor time prioritization. No matter where you stand as a leader you will need to manage perfectionism at some point, be it in yourself or in those you lead. The key thing with perfectionism is to recognize it is not a black and white issue – as it is neither an all positive or all negative characteristic – rather it has both good and bad parts that need to be identified and understood. This is where good management comes in to separate the good from the bad and channel energies and efforts onto using the good parts. Continue reading “Managing Perfectionism”
I believe that you can’t lead others unless you have a strong sense of who you are and what you stand for. – Denise Morrison
Mission statements come in two main forms in the work place. Firstly the more commonly known company mission statement which outlines the institution’s values and purpose and aims to provide a shared direction and belief system to guide all employees. Then secondly there is in my view the far more powerful and useful personal mission statement where an individual employee outlines their own objectives and commits to achieving them. This mission statement narrows goals down to a personal level with daily relevance. Done well a personal mission statement provides a tangible vision for individuals to improve and to push themselves towards personal excellence. Continue reading “How to help someone write a great mission statement?”
Staff are the most important investors in any company
In Tolkien’s Silmarillion, the prelude to Lord of the Rings, Manwe is the King of the Valar, however it is Melkor (Sauron’s mentor) who is the most powerful among the 8 Gods. Manwe, despite being the weaker in powers, wins the wars they fight due to having the most important power of all, influence over the other Valar. The same can be said about leadership were the most important attribute of a great leader is not being the most powerful or having the most skills, it is rather having the most influence. This prioritizing people is one of the most important attributes of a great leader.
Influence over people is the most important power of any leader.
Continue reading “Prioritize people by putting people tasks first”
“We are the average of the five people we spend the most time with”
John Rohn (motivational speaker)
What John Rohm first said relates to the law of averages, which is the theory that the result of any given situation will be the average of all outcomes. When it comes to relationships, we are greatly influenced — whether we like it or not — by those closest to us. It affects our way of thinking, our self-esteem, and our decisions. Of course, everyone is their own person, but research has shown that we’re more affected by our environment than we think. Whilst it’s natural to want to be closely surrounded by similar personalities who are supportive people and want you to succeed, it’s also necessary to have your critics. Average managers may have a preference for just positive feedback, but expert managers want critical feedback too, as via that they get pushed to improve. Continue reading “Why it matters who you spend your time with”
There is no point giving feedback unless you can drive to action – Jo Owen.
Giving feedback is one of the most important skills of man-management. It is a key quadrant II relationship building exercise and an important investment managers make into the emotional bank account of their staff. Done well feedback turns demotivated staff into motivated ones and provides a success formula for your staff to develop from. However giving great feedback is difficult and few managers push themselves to learn the needed techniques but they should.
Effective feedback forms an integral part of each staff member’s professional development success formula.
Continue reading “Feedback as part of a success formula”
Our fatigue is often caused not by work, but by worry, frustration and resentment. – Dale Carnegie
We find it relatively easy to recognize physical fatigue, for example whilst moving house we lifted boxes all day hence we are physically tired. This easy link between cause and effect makes it fairly straight forward to see and accept the way to address the situation i.e. we need to sit down and rest. However it is much harder to recognize and accept the existence of mental fatigue because it is harder to link cause and effect. Whilst it is relatively easy to gauge and judge our physical energy levels, the same can not be said for our mental energy. For example most people have some idea of how far they walk each day and hence have a gauge for what would be their distance limit they could walk in a day but we generally have absolutely no idea of what types of decisions our brain makes daily, let alone how can how many decisions are brain is capable of processing in a day and whilst still performing at optimum level. However we should as decision fatigue is real and can be a trigger for losing a sense of control and bringing on stress. Continue reading “How to manage Decision Fatigue?”
Synergize is the habit of creative cooperation. It is teamwork, open-mindedness, and the adventure of finding new solutions to old problems. – Stephen Covey
There are many debates about how correct it is to divide the functions of the brain into two broad functions, with the left being the side which processes our logical thoughts and the right our creative and empathetic. However for the purpose of this step, I am going to avoid getting bogged down in how accurate this clear distinction of left and right processing is in favor of using this separation as a way of emphasizing that greatness lies in the moment you synergize your logical plans with creative empathetic carrying-out. Our left side to the brain is our intelligence quotient (IQ), the part of our brain that determines how we analyze info and how we plan out processes. It helps us interpret our environment in block and stages and provides us with a functional approach to issues and problems. In a work sense this “left” logical side is the part which we use to plan out our success and to structure how this will be achieved. The right side meanwhile is our emotional quotient (EQ), the part of our brain we most use to understand how we feel whilst experiencing the moment. It allows us to emphasize with individuals, flow our thoughts creatively and find human meaning in the reasons why we feel certain things. In a work sense this “right”, creative and emphatic side, is the part which we most use when experiencing a work moment, our mood and reaction (positive or negative) are controlled in this area. To get optimum results at work we should be planning and structuring our days and work with the left side of our brain but acting it out and living it with our right. Continue reading “Synergise the right and left side of the brain”
The core of the problem is found in the roots.
In medicine, it’s easy to understand the difference between treating the symptoms and curing the condition. A broken wrist, for example, really hurts! But painkillers will only take away the symptoms; you’ll need a different treatment to help your bones heal properly. However when it is a problem at work, we often are much less prone to differentiate between treating symptoms (the results of a problem in front of us) and resolving the actual cause of the problem. Too many leaders are stuck in quadrant I management where they race from one apparent “emergency” to another addressing the symptoms of problems without making time: to stop, think and identify and then address the root of their reoccurring problems. Addressing the results of a situation is a needed short term plaster, however, quadrant II analysis to work out why it happened and what can be done to prevent its re-occurrence, is the long term solution for real leaders. Continue reading “Identifying the real root of problems”