Archive for category Leadership
The Persecutor Pattern And Real Leadership Power
Posted by Sylvia Lafair in Leadership on 05/07/2010
In a recent article in Fortune Magazine (January 18, 2010) there is a sad, disturbing story about a billionaire who has a pattern of battling with his “exes” in court; ex-employees, ex-associates, and especially ex-wives (there are four of them to date).
A pattern is a behavior that repeats and repeats in many different situations. It is one of the biggest traps in both personal and professional life. The persecutor pattern is one where a seemingly strong individual points fingers of blame and will do what ever it takes to get his/her way and make others feel insignificant. It often comes from a legacy of persecution handed from generation to generation.
Think of the school yard bully or the boss who rants and raves when things at work do not go well. Think of the dictators, Hitler, Stalin, and Kim Jong-Il, who beat down their citizens. In their cases and in most persecutor histories, there is a family legacy where they or those in their families were abused – often physically, always emotionally.
Here is the subtle part of strong-arm persecutors; they will take on anyone who may seemingly be a threat and hope to nail them to the ground before the other can become a threat to them. It is a common theme; the abused become the abusers.
In “Don’t Bring It to Work”, you can learn more about how these disruptive patterns suck up energy and money, waste time and cause long term conflicts. There are tips and tools to help you, so you won’t get caught in the trap of pattern repetition like Perelman.
Perelman, the big Revlon mucky muck who has vast holdings in many companies, is not a leader to emulate. He is not one to teach positive ways of conflict resolution. He is one to learn from by watching how he behaves with people and how NOT to be in relationships. He has a persecutor personality, one usually referred to as a bully, a mean spirited man who will win at any cost.
The only place he seems to have a mutual enjoyment in relationships is with lawyers. These guys rake in millions from Ron’s feisty fights.
What struck me in the Fortune article is the fact that money in Perelman’s hands means power, and power means destroying others. It is a pattern, not of righting wrongs; it is one of gaining the upper hand. That is the power of the abused becoming abusers, the kind of power dictators have used for centuries.
The article puts the main spotlight on Perelman’s feud with his second wife’s family. The daughter of this union, Samantha, is an eighteen year old who when quoted, seems to be mouthing sound bites straight from the script of her father’s lawyers.
The fight, on the surface, is about who gets the largest pot of gold. Yet, in Samantha’s words, “The lawsuit in no way stands to enrich my father. Instead it stands to protect my mother’s legacy…” Looking closely, albeit from the outside, it appears the real fight is about love, and loyalty. Who will fight the bigger and better fight for this girl emerging into womanhood? The amounts of money are staggering; money, however, only deflects the deeper issues.
Her mother died from cancer and one of the main requests of her then ex-husband was to allow Samantha to have liberal visitation with her parents and brother. Before she died, she stressed that these relationships were extremely important to her.
As I read the article I wondered if Ronald Perelman felt no one ever stood up for him as a child. I thought about the obvious, yet unsaid emotional disconnects that must be in his life. Was it from the strict father the article says he had, or elsewhere? I wonder what would happen if he had the ability to look the persecutor pattern square in the face and see how he keeps using power to win over others; same theme, different setting.
Einstein once said that the best definition of insanity is repeating the same behavior over and over and expecting different results. Maybe instead of lawyers getting the bounty, Perelman, and the rest of the family could look into the deeper issues that are at play and find a way to leave a legacy from her mother for Samantha that will matter well past dollars in a trust fund.
Leadership With A Twist Of Lemon
Posted by Sylvia Lafair in Leadership on 05/07/2010
When you’re down and out, or at least down for the count, what do you do?
Think about it for a moment – everyone’s been there. What do you do when it’s not coming up roses? How do you show your sadness, anger, or fear?
As a society, we have not done a good job of preparing ourselves for the bad times. We spend hours practicing the right way to throw a baseball, swing a golf club, and stay straight on a balance beam. Yet, how many of us set time aside to simulate a job loss or the failure of a key project? We could learn so much by some resourcefulness training where we could take frightening situations and play out worst-case scenarios and notice how we would respond. They do that to plan for trips to the moon. Why not for trips to the office?
Why put a damper on the day? Well maybe it’s the other way around, the day may well put a damper on us. Without knowing what to do when our fear and sadness buttons are pushed, we often revert back to childhood patterns of response and never find grown up ways of handling what is in front of us.
In my book, “Don’t Bring It to Work”, there are 13 patterns that are prevalent in every workplace in the world. They are the patterns of behavior we learned when we were still in diapers and perfected as our baby teeth gave way to molars and wisdom teeth. They became so much a part of us we stopped knowing what we were doing – it is what is called “becoming unconsciously competent”.
Think of it this way. Remember when you learned to tie your shoes. There were lots of funny hand gestures to get the darn laces to become bows that would link together. Remember how good it felt when you could tie your shoes without even thinking about it? That is you becoming competent at an unconscious level so you don’t even have to think about it.
Same thing as you learned to play your role in your family. Someone becomes the super achiever to make the family proud. Someone else becomes the rebel who is there to stand for right and justice if the family was ever put upon by those who stood for polarization and exclusion. Then there are the procrastinators who learned to play it safe and not get work finished because of fear of failure. Some of us became pleasers, afraid to say no or take a stand, and then there are the avoiders who run from conflict like a rabbit with a tiger after it.
Leaders are in a difficult position when it comes to the downside of the work day. Leaders are meant to be strong, competent, available, reliable, and fearless. So, as one CEO of a company told me, he was so ashamed that the project he had spearheaded had failed miserably and put the company at risk, he had lunch delivered to his office so he would not have to face any of his staff in the cafeteria. His voice became a whisper when he said he would cry into his pillow at night to muffle the sounds so his wife would not hear him.
And a woman entrepreneur who had won award after award for her creativity in the hospitality industry mused “How would all my colleagues handle the fact that I have screaming arguments with my husband as a stress reducer when all he often says is “Here is how I would handle the situation”?
So here are some tactics to help you get through the dark times:
-Find a talking partner and verbalize your fears. It will make them seem either smaller or less intense once you can talk about them. That is the truth. Once said, it stops the amygdale, the older part of the brain where fear is registered from moving you into fight, flight, or freeze.
-Get a journal and write out the worst-case scenarios. Then take the pieces of paper and throw them away, tear them up, crumple them, or get a bowl and burn them. This simple ritual helps you make more room in your brain for creative solutions to occur.
-Practice deep breathing at least three times a day: The 7/ 7/ 7/ 7 method where you breathe in through your nose to the count of 7; hold your breath to put more oxygen in your system to the count of 7; breathe out through your mouth to the count of 7; hold your breath to empty to the count of 7 and do this 7 times.
-Visualize yourself as a tall tree with roots deep into the ground. That will give you a sense of steadiness so that when the winds blow and the rains pound, you will stay strong and rooted. Don’t believe this works? Put your arms out in front of you and ask someone to push your arms down. I bet you will be stronger when you are visualizing the tree image than when you are just standing there.
-Here are some quotations to put in your office or as refrigerator art: “Failure is not fatal, but failure to change might be”; “Be more concerned with your character than your reputation, character is what you really are”. They help keep you centered.
In the eastern philosophies they talk about “feeding the hungry ghost”. That means putting lots of energy into what, in our “Total Leadership Connections” program, we call the “Knots” that tie us up as in “am not, cannot, have not, will not, and not like me”.
Remember, most of our greatest learning comes from the tough times rather than sitting around a swimming pool sipping margaritas. So talk, write, breathe, visualize, quote – you will be more prepared to handle what lies in front of you with more verve and style, and be the type of leader you would want to hang around with in the good times.
Discover the Art of Covert Hypnosis
Posted by Rudy Collins in Leadership on 04/12/2010
The word ‘Covert’ when associated with the word ‘Hypnosis” conveys the impression that something black hat is being referred to and that a person possessing the art can use it in a profitable yet harmful way. Nothing can be further from the truth. The clear and universally accepted definition of covert hypnosis is that it is simply the ability to subtly communicate with another person’s subconscious mind without them noticing. Covert Hypnosis is the utilization of techniques and strategies to change the perception and behavior of others in a completely unconscious way. The optimal applications for covert hypnosis are in the fields of selling, advertising, marketing, relationships and therapy.
A somewhat modified definition of Covert hypnosis is that it deals with the ability of a person to communicate with the subconscious mind of another person. This ability to communicate with the subconscious mind can be done without the other person noticing it. Covert hypnosis is reliant on this first crucial step in order to gain some form of trust.
After a form of affinity has been established, a counteractive idea is proposed in the form of a distraction. Covert Hypnosis is a way of using naturally occurring language patterns and non verbal cues to create these effects
Let me expand on this with a simple example. You walk in to a department store with no real intention of purchasing something specific. The sales person approaches you and makes a general remark, about the weather for example, and before long you are in a conversation. Before you know it you are describing something that you were thinking of getting. Shortly after you are leaving the store with purchases you never intended to get in the first place. Does this sound familiar? That was covert hypnosis in action by the salesperson. In fact covert hypnosis is also known as ‘conversational hypnosis’. The objective is to change the intended behaviour – a sales person, for example, telling the client how good she will feel buying the new product. An intentional use of carefully selected words, body language, intentional gestures that seem commonplace (pointing in a certain direction) and facial expressions (a frown to the buyer to convey the unspoken opinion that she is making a mistake) in order to covertly communicate with someone’s subconscious mind. The final objective is to have the person make his own decision to change his mind.
Covert hypnosis is in effect a form of indirect hypnotism in that it seeks to achieve near hypnotic states in the listener (sometimes called “sleight of mouth”). The subject is unaware that the hypnotist is either a hypnotising him, or that anything out of the ordinary is occurring as it often takes place in the course of a seemingly regular conversation. Covert hypnosis also used in writing. This requires the active participation of the reader to have any effect. The reader must become caught up in the narrative. Just think of all those well crafted sales letters you have read which had you reaching for your Credit Card long before you completed your reading!
Many orators who leave their audiences spellbound are themselves covert hypnotists. They may not describe themselves as such but they are quite aware of the power of their words and the impact which their words have on their respective audiences. Martin Luther King, the Mahatma and Nelson Mandela were persons who held their audiences transfixed when they spoke and often moved them to collective mass action through their process of communication. Just a year ago there were a number of black hat publications positing that as a Presidential candidate Barack Obama had mastered the art of covert hypnotism resulting in his successful cross country campaigns. The publications were intended to shed a negative light on his campaign. This was clearly a politically motivated attempt to divert attention from what is a positive trait that all mankind already possesses to some degree and which the vast majority of us would wish to be a conscious part of our daily lives. Imagine trying to haggle with a car salesman. It would be pretty difficult if you did not know anything about covert hypnosis!
The optimal applications for covert hypnosis are in the fields of selling, advertising, marketing, relationships and therapy. It is worth repeating that Covert hypnosis has nothing to do with inappropriate activity or being corrupt. Instead, it is merely a type of hypnosis that is used by all of us to some degree to have some bearing on a conversation. Covert Hypnosis is a very good and easy way to get what you want. Most people use this type of hypnosis to regain control of their life. As such it is an art form which all of us should seek to nurture and develop.
Rudy Collins is a Consultant on issues of Human and Social Development. He also writes informative articles on profitable niches. For more information on how you can learn the secrets of covert hypnotism visit: Covert hypnosis
Everything You Ever Wanted To Know About Global Security Expert – Mr. Jordan Frankel
Posted by Jordan Frankel in Leadership on 03/16/2010
As a global security expert, Jordan Frankel honed his talent in safeguarding homeowners from burglaries and home invasions by using a combination of imagination, street smarts and a love of all things security. In his teens, he was already helping local retailers prevent burglaries and costly vandalism. Remember: at a time when his peers were working minimum wage jobs and still collecting a weekly allowance, Jordan was entrusted to devise techniques to frustrate would-be criminals. Not bad for a high school student who soon considered police officers and local merchants among his friends and clients.
At twenty-two, this young security professional and entrepreneur purchased the large retail store where he once stocked shelves. Jordan’s love for security would eventually bring him overseas where he discovered (and later innovated) new materials that would dramatically reduce break-ins from even the most determined and violent thieves. Hence the inspiration for ShatterGARD , the first in a series of commercially and critically acclaimed window protection films that he created to defend homeowners from the very real threat of burglaries, car theft and storms that confronted residents yearly.
Many of Jordan’s discoveries find their roots in his dedication to helping others, someone whose job involves thinking out of the box while being prepared for the unexpected. After the tragic events of 9/11, Jordan sought to make security a proven, reliable and affordable reality for the masses worldwide. In fact, Jordan is one of a handful of security professionals who transformed residential and commercial security into a practical investment for millions of homeowners and businesses. By doing so allowing him to apply his vast arsenal of skills, which are normally reserved for the super wealthy – Jordan’s passion for cost-effective security now gives millions of consumers the peace of mind they deserve.
Jordan’s newest patent pending invention, the OnGARD Security Door Brace, represents this commitment to personal protection. The result of several years of research and consumer feedback, this product confronts one of the most serious threats for individuals or families today: home invasion. With the ability to withstand multiple kicks or shoulder slams from a 250-pound intruder, the OnGARD Security Door Brace is Jordan’s investment in our nation’s families; his immediate goal is to design novel security products that defend the middle class from deadly home invasions and burglaries.
Jordan’s ability to outsmart the proverbial bad guys coupled with his commitment to making security an affordable reality for all consumers is the reason behind his international success. A global security expert who is a recognized member of the American Society for Industrial Security and the International Association for Counter-terrorism & Security, Jordan designs security solutions everyone can afford, and more importantly, makes security a subject that we can all understand and value.
Society for Industrial Security and the International Association for Counter-terrorism & Security, Jordan designs security solutions everyone can afford, and more importantly, makes security a subject that we can all understand and value. For more information, please visit http://www.Globalsecurityexperts.com.
Universal Symbols-Five Intertwined Rings for the Olympics & Steeples For a Place of Worship
Posted by Elda Titus in Leadership on 02/28/2010
Symbols are objects or pictures that represent a much larger idea. Symbols have played a significant role throughout history in how ideas become and influence our culture. It has been said that symbols represent and communicate who we are and what we value as a society.
No matter where you live on this great earth-when one sees the five intertwined rings we think of the Olympics. And wherever we live in this world and see steeples we observe it as a place to worship. So how did these symbols become universal?
The Olympic rings and flag were designed after the 1912 Olympic Games in Stockholm. This was the first Olympic Games that participants from all five continents competed. This represented a union of the five original major continents, Africa, America, Asia, Australia and Europe.
Thus the five interlocking rings stand for the five continents and the color of the rings symbolic of the national flags in the world. The six colors being black, blue, green, red, yellow on a white background. At least one of these colors is on every national flag in the world. The flag and rings symbolizing the universality of the Olympics.
Wikipedia describes a steeple, in architecture, is a tall tower on a building, often topped by a spire. Steeples are a universal symbol on Christian churches and cathedrals and the use of the term generally connotes a religious structure.
Buildings with “pointy tops” trace back as far as architecture itself. Since the inhabitants of Babel erected a tower to “reach to the heavens,” nations have followed and built structures that point upward.
Ancient cultures have shared the conviction that God and heaven are up. This can be seen in the upward design of the pyramids designed by the Egyptians.
Towers became part of Churches around 600AD being adapted from military watch towers. Originally they were separate structures that became integrated into the church building and capped with more elaborate roofs that resulted into the steeple which we recognize today.
The steeple is the only surviving external architecture accent the puritans would allow to remain in the design of American church buildings.
The symbol most recognized on churches old and new is the steeple, often built with bells in the upper portion, providing the finishing touch. In early times these bells served a variety of purposes; called worshipers to service, summon citizens for special announcements or emergencies.
In terms of size and shape, steeples vary depending on the architecture of the buildings they are placed upon. But even in their variety, steeples still serve their traditional purpose-to guide people’s eyes toward the heavens.
Character and integrity embodies tradition and universal symbols. While styles are continually changing, the symbols of the five intertwined rings for the Olympics, and the steeples continue to mark a place of a house of worship. They are unlikely to change. The elegant design and ideas have influenced our culture. These symbols speak volumes about the values and priorities of our forefathers.
Elda Titus, owner Prairie Rose Country, an on-line business, specializing in top quality, unique, louvered, window or custom made cupolas. Cupolas that can be modified into steeples as an add on or integrated into the design of your building. Check out steeples @ => http://prairierosecountry.com
Black History Month we Salute General William E. “Kip” Ward, U.S. Commander, United States Africa Command
Posted by Earl Keaton in Leadership on 02/24/2010
During Black History Month we salute all of our military men and women serving our country. On January 30, 2010, CNN conducted a live interview with General William E. Ward, commander of U.S. Africa Command, discussing his experiences as the only black four-star general currently serving in the U.S. military. “I look at it as a chance to demonstrate that you can achieve those things if you set your mind to them, if you apply yourself in productive ways, if you’re prepared to accept opportunity that comes your way and then move on,” Ward said during the interview. He was also asked about U.S. Africa Command’s role in the Haiti disaster relief efforts. Ward explained that an Africa Partnership Station vessel that was en route to West Africa for military-to-military training events was diverted to Haiti along with several African ship-riders who were on board. Ward was in Atlanta, Georgia to accept the Trumpet Award, which recognizes the accomplishments of black Americans who have significantly contributed to enhancing the quality of life for all. The complete CNN transcript is available at archives.cnn.com/TRANSCRIPTS/1001/30/cnr.01.html
As our only black American four-star General currently serving in the U.S. Military, he represents the first General to fulfill the position of USA Commander, U.S. Africa Command, Stuttgart, Germany, commencing this assignment in October 2007. Prior to assuming his current position, Commander Ward was Deputy Commander, Headquarters US European Command, Stuttgart, Germany. The U.S. Africa Command is one of six unified geographic commands within the Department of Defense unified command structure. He previously served as the Deputy Commanding General/Chief of Staff, US Army Europe and Seventh Army. While in this capacity he was selected by the Secretary of State to serve as the United States Security Coordinator, Israel – Palestinian Authority where he served from March through December 2005.
General Ward’s awards and badges include: the Defense Distinguished Service Medal (with Oak Leaf Cluster); the Distinguished Service Medal; the Defense Superior Service Medal (with two Oak Leaf Clusters); the Legion of Merit (with three Oak Leaf Clusters); the Defense Meritorious Service Medal; the Meritorious Service Medal (with six Oak Leaf Clusters); the Joint Service Commendation Medal; the Army Commendation Medal (with three Oak Leaf Clusters); the Army Achievement Medal (with Oak Leaf Cluster); the Expert Infantryman’s Badge; the Combat Infantryman’s Badge; and the Master Parachutist Badge. See Commander Ward’s Oak Leaf Clusters by visiting www.saundersinsignia.com
His command and troop assignments include: Platoon Leader, 3d Battalion (Airborne), 325th Infantry, 82d Airborne Division, Fort Bragg, North Carolina; Rifle Company Commander, 1st Battalion (Mechanized), 17th Infantry, 2d Infantry Division, Camp Howze, Korea; S-4 (Logistics), 210th Field Artillery Brigade, VII Corps, US Army Europe and Seventh Army, Germany; Executive Officer, 1st Battalion (Mechanized), 7th Infantry, 3d Infantry Division, US Army Europe and Seventh Army, Germany; Commander, 5th Battalion, 9th Infantry, 2d Brigade, later G-4 (Logistics), 6th Infantry Division (Light), Fort Wainwright, Alaska; Commander, 2d Brigade, 10th Mountain Division (Light), Fort Drum, New York and Operation Restore Hope, Mogadishu, Somalia; Assistant Division Commander (Support), 82d Airborne Division, Fort Bragg, North Carolina; Commanding General 25th Infantry Division (Light) and US Army, Hawaii, Schofield Barracks, Hawaii; and Commander, Stabilization Force, Operation Joint Forge, Sarajevo, Bosnia.
His staff assignments include: Executive Officer, US Army Military Community Activity — Aschaffenburg, US Army Europe and Seventh Army, Germany; Staff Officer (Logistics), Office of the Deputy Chief of Staff for Logistics, US Army, Washington, DC; Executive Officer to the Vice Chief of Staff, US Army, Washington, DC; Deputy Director for Operations, J-3, National Military Command Center, The Joint Staff, Washington, DC; Chief, Office of Military Cooperation, Egypt, American Embassy, Egypt; and Vice Director for Operations, J-3, The Joint Staff, Washington, DC.
Saunders Insignia is a major supplier of insignia for the military. We stock over 15,000 items including custom made patches, and custom made insignia. Earl F. Keaton the G.M. of http://SaundersInsignia.com has a B.S. from California Polytechnic University, USN reserve 4 years, USAF Technical advisor Korean War.
U.S. Military Code Talkers – The Navajo Unwritten Words
Posted by Earl Keaton in Leadership on 02/24/2010
Words from the wise never had a cryptic meaning until the Navajo ‘Code Talkers,’ later romanticized by the movie Wind Talkers, became the saving secret code during World War II. Recently, the National World War II Museum in New Orleans, were honored by a visit from four Navajo Code Talkers. Their native tongue foiled the Japanese attempts to further assault Americans after the attack on Pearl Harbor.
Samuel Tso, Bill Toledo, Frank Chee Willetto and Keith Little, Navajo Code Talkers, enlisted in the war to defend and protect America, finding themselves to be members of the nations’ secret weapon during WWII. Enraged by the attack on Pearl Harbor, many Navajos enlisted to join the fight. A select group of Marines adapted a version of their native language to protect our communications. It was very successful. The Japanese never cracked the code. It was the unique weapon of the Navajo Indians, an unwritten language.
24 Navajo code Talkers were attached to the Third Marine Division serving from Guadal Canal to Iwo Jima and beyond. 8 Indian soldiers served in the U.S. Army Africa in the 168th Infantry, 34th Division 17 Comanche soldiers in Europe , in the 4th Signal company, 4th Infantry Division
The idea of using this almost archaic language came from Philip Johnston, a World War I Veteran who grew up in a Navajo Reservation as a missionary’s son. Johnston, a non-Navajo, who spoke the unwritten language, believed this was an undecipherable code. He was right! ‘It was a weapon for which they (Japanese) could never find an answer,’ remarked 84 year, old, Code Talker, Frank Chee Willetto while in New Orleans recently. The idea of using a foreign language was not novel, but Johnston knew the Navajos spoke English and a native tongue that no Germans, Japanese or any other enemy combatants knew existed or could be researched. The Navajo language never played such a significant role in American history until they provided secure authenticated oral communications to prevent eavesdropping. There was a company of Indian soldiers in France during WWI in the 142nd Infantry Regiment, 36th Division, who spoke 26 languages and dialects.
Code talkers were deployed September 1942 on Guadalcanal in the 3th Marine Division operating six Navajo radio nets sending more than 800 messages without error. They were responsible for the message that Marines had reached the summit of Mt. Suribachi, where the famous flag-raising took place. The flag-raising is memorialized as a statue in Washington, D.C. No coded messages were ever interpreted. Many English words did not translate in Navaho. For example, Commanding General was Bih Keh He; Warrior Chief, or Commanding Officer was Hash Kay Gi Na Tah, also translated as Warrior Chief. They had a sense of humor too. Tkele Cho G was jackass, whomever they were referring to.
The new technology of Navajo Code Talking was not accepted readily by their superiors until evidenced that their ‘talk’ was decoded faster than others. The Navajos were more efficient, but had to prove themselves. American Indians have served in the United States Military with distinction for the past 200 years. Their courage, determination and fighting spirit were recognized by American military leaders as early as the 18th century. During WWII their distinction as changing the course of the war wasn’t acknowledged immediately after the war ended. Their work remained classified until 2002 when Congress passed the Code Talker’s Recognitionj Act. President Bush had thanked them at a ceremony at the Capitol Rotunda, on July 26, 2001 in which they were awarded the Congressional Gold Medal. The National Cryptologic Museum in Fort Meade, Maryland has a co de talker exhibit. They have a rightful place in the new International Spy Museum in Washington, D.C. These WWII Navajo warriors have come to be known as, ‘The Sons of the Land of Enchantment’.
Saunders Insignia is a major supplier of insignia for the military. We stock over 15,000 items including custom made patches, and custom made insignia. Earl F. Keaton the G.M. of http://SaundersInsignia.com has a B.S. from California Polytechnic University, USN reserve 4 years, USAF Technical advisor Korean War.
The Leader as a Mentor and a Director
Posted by Tammy AS Kohl in Leadership on 02/22/2010
As a leader you must be many things to many people. We have discussed in previous posts the need for a leader to be a visionary because involving people in realizing a compelling vision provides a beacon for the future and a standard of excellence. We have also talked about the leader’s role as a coach. A leader as a coach reinforces the results they believe people are capable of achieving as winning depends on execution.
In addition to the roles of visionary and coach there are two additional roles that round out an exceptional leader: The role of mentor and the role of director.
The Leader as a Mentor
While many aspects of the mentoring role are similar to coaching, the significant differences lie in the mentor’s advisory or teaching role. A mentor is a trusted advisor and tutor. Mentors share the benefit of their experience and knowledge. It is a critical role in developing individuals who will collectively be responsible for the success of the organization. As a mentor you should seek innovation, encourage experimentation, reward appropriate risk taking, drive out fear, and create an environment where everyone communicates freely, honestly, and positively.
Establish an environment that encourages and rewards people to develop their skills, improve their results, and learn new skills. Actively seek to help people learn from your experiences and knowledge. Develop a culture where people feel responsible for their own results and are supportive of others, as well as provide the model, knowledge, training, and freedom to achieve their goals. Today’s leaders must foster a culture where continuous learning and continuous improvement are the norm not the exception.
The Leader as a Director
In the director’s role, the leader is like a symphony orchestra conductor. Everyone knows their part, comes in on cue, and maintains the tempo that had been established. The conductor does not play the instruments, that is the role of the musicians. Each musician does not decide when to play, that is the role of the conductor. The role of the conductor is to elicit the best possible individual performance in concert with the entire orchestra to create a symphony of sound. The leader/director establishes the direction for the organization and for the people. This does not mean the leader is the authoritarian expert who knows all of the answers. Rather, it means that the leader, as director, gathers the input and ideas from everyone in the organization, establishes goals, and aligns the resources to achieve those goals. The director creates conditions under which peak performers can thrive. The director continuously evaluates whether the direction serves both the organization’s best interest and the best interest of all individuals involved.
All leadership behavior must create an environment in which people are encouraged to seek out innovative ways of doing things which will ultimately lead to more revenues or lower costs. Excellent leaders use their complimentary skills as a visionary, a coach, a mentor, and a director to accomplish just that. In the words of former President Dwight D. Eisenhower, “Leadership is the art of getting someone else to do something you want done because he(she) wants to do it.”
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, strategic planning, leadership development, executive coaching, and youth leadership. For more information visit http://www.resourceassociatescorp.com/ or contact RAC directly at 800.799.6227.
Communicating Within a System: Appreciating and Respecting Individual Differences
Posted by Samuel Johnson BA in Leadership on 02/22/2010
Like it or not we all live and communicate within systems. A system being defined as a group of people with which we must interact on a regular basis. For most of us we all have to go to work, we all go home to our families, and many of us are involved in other systems such as Church, Teams, and School. That being said it is very important to learn to communicate effectively with the people within our systems. It is important to learn to appreciate and respect the different personality types, the different strengths that individuals offer within our system. Conversely it is important to recognize and respect the weaknesses of people within our system. We all have our behavioral strengths and weaknesses, respecting those differences creates healthy systems.
When the individuals of a system respect one another, work off each others’ strengths, then that system thrives. When individuals don’t understand or appreciate differences in others then the system becomes unhealthy and begins to fail. This is what makes effective communication and understanding the emotions of normal people important because all of us are different. Each of us interacts and perceives the world differently based on how we are mentally wired.
So, what are the major differences and how do we know the behavioral preferences of our peers, how do we know about their strengths, their weaknesses? Think of it like this, when a new business opens there was someone that drove the idea, someone with the determination that thought it could be done. Many business owners are dominant, direct, and decisive leaders. Without these behavioral characteristics we wouldn’t have new businesses popping up. In this scenario we will call the business owner a type “D”, and in general population only 10% of the world has this behavioral style.
After deciding the business could be built someone needed to help finish designing it. Someone needed to help create the infrastructure, the processes, how to track the company information. We needed someone that was calculating, creative, and careful, we needed a Controller. This person is generally more reserved and task oriented, they are very logical, they make great accountants and technicians within a company. In this scenario we will call the Controller a Type C, and in general population approximately 20-25% of the world has this valuable behavioral preference.
Once the Controller had designed the company with the supervision and input of the business owner. We needed someone to sell the idea, we needed someone to tell everyone in the world about it, we needed a sales person! This person is generally outgoing and people oriented, they are inspiring, influential, and interactive. We will call this person a Type “I” and they represent about 25-30% of the population.
After all had been organized the company needed customer service representatives. We needed people who were supportive, stable, and steady. This person is generally reserved and people oriented, they represent a majority of the population, approximately 30-35% of the world is a Type “S”. The “S” is the glue of an organization because they are so supportive, preferring team work and cooperation.
Together with these 4 behavioral preferences we have a fantastic team, we have someone that is in charge, someone who is good with all of the details and planning, someone to sell the product, and someone to work with current clients. If we lose one part of the team we stop functioning. Or if we don’t respect a certain type of behavior we end up with problems in our system.
One thing that is important to remember is how difficult it is to do someone else’s job. You can ask almost any sales person if they would like to do the accounting and they will almost always tell you, no way! Most accountants or system designers can tell you right away they don’t want to be a sales person, most don’t want to have to talk to people all day long or stand in front of a group and give a presentation. Respecting each other’s natural behavioral differences is critical when we are in a system. So if you are wondering why one of the systems you are in has too much tension and is uncomfortable, perhaps learning about the emotions of normal people, or studying DiSC, could help turn that system into a thriving respectful team again.
Sam Johnson teaches effective communication and leadership skills through personality theory. He is certified in DiSC Personality theory and Professionally trained in Myers Briggs. His acedemdic background is also rooted in communications skills and leadership.
Two Distinct Minds
Posted by Tammy AS Kohl in Leadership on 02/11/2010
We have two distinct minds-our conscious mind and our subconscious mind. Most of us are very aware of our conscious mind because we “seem” to spend a great deal of time there. However, depending on which study you read, it has been proven that 60-95% of the decisions we make and the behaviors we exhibit are generated by our subconscious mind. Think about that staggering percentage and now think about your daily routine. When you got up this morning did you give any specific thought to the routine of getting ready and preparing for your day? Did you implement any step out of traditional order? If you took the kids to school or drove to work, did you drive the exact same route as yesterday? As you have continued through your day have you given any specific thought to breathing? There is always an exception to every rule, however, in most cases the answer to all these questions for many would be ‘no.’
As we live new experiences our subconscious mind very quickly stores data, creates neuro-pathways, and develops routines that allow us to easily duplicate an action or process in the future like driving to work and, yes, breathing. These pre-existing processes are convenient and even helpful. However, there are two questions I think are important to ponder.
- Are you comfortable spending a significant portion of your life on autopilot?
- How can you tap into the power of your subconscious mind to accomplish what is meaningful in your life?
Autopilot is fine for certain things like which to do first take a shower or have a cup of coffee. However, being on autopilot allows us not to be ‘present’ and provides for missed opportunities. How many opportunities have you missed with your family, your spouse, or at work to do, say, or be something better simply because you were on cruise control. Applied knowledge is power and understanding the power of our subconscious mind allows us to step out of autopilot and unleash our untapped potential. Do you really know what you want? Can you see it clearly in your mind down to the smallest detail? Have you written it down in a clear and concise manner? Do you know why you want it? Do you believe you can obtain it? Charles Simmons, author of Your Subconscious Power states, “Your subconscious thrives on knowledge. In dealing with a condition of life, whether it is a problem or an opportunity, consciously observe its traits. Then decide how you deal with the condition. Assign your knowledge, and your intention to act, to your subconscious. With its reserve of knowledge, your subconscious will then come to your aid.”
Tapping into the power of your subconscious mind can begin by committing to two things. First, deliberately focus your conscious action on positive and results-oriented action. Your subconscious will record these patterns which will help you maintain a positive attitude and focus even when life events take place that could take you off course. Second, change negative influences by deliberately cultivating positive habits that offset negative ones. You cannot erase a negative or bad habit; however, you can replace it with a new and positive influence by simply creating a new pattern your subconscious mind finds noteworthy and is worth repeating. Affirmations are a great system to help make these positive changes take place.
There are so many things in our environment that we cannot control nor influence. However, we have an incredible power source in the combination of our conscious and subconscious mind that is totally within our control. Take control of your destiny, your life, and your success by effectively using the power of your two distinct minds.
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, strategic planning, leadership development, executive coaching, and youth leadership. For more information visit http://www.resourceassociatescorp.com.