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<title>My RSS Feed</title><link>http://www.thinkleadershipideas.com/index.php</link><description>Hot News&#x21;</description><dc:language>en</dc:language><dc:creator>tom@thinkleadershipideas.com</dc:creator><dc:rights>Copyright 2008 Tom Stevens</dc:rights><dc:date>2008-09-09T11:08:14-04:00</dc:date><admin:generatorAgent rdf:resource="http://www.realmacsoftware.com/" />
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<lastBuildDate>Fri, 12 Sep 2008 13:46:10 -0400</lastBuildDate><item><title>7 Essentials for Managing People</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>7 Ideas Coach</category><dc:date>2008-09-09T11:08:14-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/managepeople7.php#unique-entry-id-55</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/managepeople7.php#unique-entry-id-55</guid><content:encoded><![CDATA[Managing people is a complicated art compared to managing processes and things.   You arrange the furniture in your office, and it tends to stay put.   People, on the other hand, have a mind of their own - in fact, it&rsquo;s that mind of their own that allows them to make greater contributions than you might ever expect - or create problems beyond your imagination.


Whether you are in a high &ldquo;command-and-control&rdquo; organization, a corporate office setting, or you&rsquo;re tasked with coordinating volunteers for a non-profit event, the essential things you must do to manage people well are the same - if you are the person in charge and you want to create an environment where people contribute their best.


...	2	Enable Acquisition of Resources


...	5	Link Individual Efforts to Collective Success 


...	7	Foster Development and Growth


Listen to our &ldquo;7 Ideas Coach&rdquo; audio podcast for more on these ideas.
]]></content:encoded><enclosure url="http://www.thinkleadershipideas.com/files/podcast_55.m4a" length="2453876" type="audio/mpeg"/></item><item><title>Sustaining Motivation</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>7 Ideas Coach</category><dc:date>2008-09-02T22:23:44-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/sustainingmotivation.php#unique-entry-id-54</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/sustainingmotivation.php#unique-entry-id-54</guid><content:encoded><![CDATA[&ldquo;How do I motivate the people in my organization?&rdquo;

It&rsquo;s a question I hear often; but what&rsquo;s really being asked is how to get people to do more on their own &ndash; to be &ldquo;self&rdquo; motivated.   Is there a way to get people to go beyond what is minimally required?

Here are seven nuggets of leadership wisdom on motivating others. 


	1	People can&rsquo;t genuinely say yes unless they have the ability to say no.


	2	Fully listening is not equivalent to agreeing.


...	5	Real trust is given just before it is earned. 


...	7	Encourage conversations about big questions that can never be fully answered.
]]></content:encoded><enclosure url="http://www.thinkleadershipideas.com/files/podcast_54.m4a" length="3281646" type="audio/mpeg"/></item><item><title>Four Questions&#x2c; Sharper Thinking</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2008-08-28T14:53:28-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/FourQuestions.php#unique-entry-id-52</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/FourQuestions.php#unique-entry-id-52</guid><content:encoded><![CDATA[Here&rsquo;s a technique for organizing your ideas so you can present a topic meaningfully, whether you have one hour or are limited to one minute. 

...Here's the key that makes this method powerful: answer each of the questions -- what, why, how, so what -- with one sentence or phrase each. 

...How many times have you seen someone give a great overview of how a process works, but fail to mention why it is important - or start giving directions about how to do something, but not say what they are talking about. 

...There are many settings where you just aren&rsquo;t going to get the hour, or the day, that you may feel you need to do justice to the topic.   If you can do one sentence each to answer what, why, how, and so what, then you have a  powerful summary that provides clarity. 


...If you are giving a longer presentation, briefly covering the four questions &ndash; or at least mentioning that you are going to cover them &ndash; helps ensure everyone in the audience is on board. 


...By the end of the day they were able to craft a one page summary of their unit&rsquo;s efforts, which became a very useful tool for strategizing, priority setting, and communication.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, and contact information be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Books: iProperty - Reframing IP</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2008-08-27T14:39:32-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/iProperty.php#unique-entry-id-51</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/iProperty.php#unique-entry-id-51</guid><content:encoded><![CDATA[While economic value is increasingly based on intangible property and ideas, business thinking struggles to catch up to this reality.   The authors of iProperty seek to reframe the conventional idea of IP, or intellectual property, to a more comprehensive concept they call iProperty.   They steer us from the notion of IP as copyrights and patents left to the care of specialized attorneys, leading us toward the concept of iProperty as a strategic process of collecting, assessing, managing, protecting, and exploiting of ideas that should be fully integrated into the management of any business enterprise that depends on innovation. 


The book is comprehensive and serves as an excellent handbook for organizations to develop their iProperty portfolio, and presents as expertly intelligent and readable without being too academic.   It is structured in three parts, the first covering the importance of understanding how iProperty works in the current global economy, the second framing overall strategy considerations, and the third outlining more specific tactics and tools for implementing a forward thinking iProperty strategy.   Especially for technical, life sciences, or other companies that rely on innovation as their source of value, this book is an essential resource.


iProperty Quote: "The worst mistake that companies can make in the rapidly evolving iProperty arena is to fight the competition battles of tomorrow using the strategies of yesterday."


...ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2Fgp%2Fproduct%2F0470171790%2F&tag=wwwesquarelea-20&linkCode=ur2&camp=1789&creative=9325">see or buy on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?]]></content:encoded></item><item><title>7 Actions to Manage Transitions</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2008-07-30T15:22:23-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/7ideasontransitions.php#unique-entry-id-50</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/7ideasontransitions.php#unique-entry-id-50</guid><content:encoded><![CDATA[It&rsquo;s much better to admit that you don&rsquo;t know something, but provide a framework for how you will communicate when you do know, than to make guesses, or worse, give false reassurances.


...In a time of significant change, people shift from being in a routine to other transitional states, including ending (a time of dealing with loss), abeyance (a time of waiting and low energy), and starting (high energy looking toward a different future). 

...The ending state especially requires information dissemination, the abeyance state requires structures to help people just get through the day, and the starting phase is the time to engage people in planning. 

...Executives should pay extra attention to mid-level managers, who are often caught between leaders in a high state of readiness for change (starting), while trying to manage a group of people still struggling with an ending state.


...Leaders who can validate the feelings people have in an ending state will find it easier to tap and leverage the excitement of a new beginning.


...Consider a group of people in transition working their last month before their unit closes: While given realities may remain unchanged, what would be the personal and organizational impact if they viewed themselves &ldquo;on a proud ship making a final voyage&rdquo; as opposed to &ldquo;on a sinking ship&rdquo;?   Savvy leaders know that a meaningful metaphor can be just the right that helps people find direction in a time of transition. 


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Books:  The Last Lecture</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2008-07-30T11:13:16-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/lastlecture.php#unique-entry-id-49</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/lastlecture.php#unique-entry-id-49</guid><content:encoded><![CDATA[Randy Pausch died less than a week ago, on July 25th, after a struggle with pancreatic cancer. ...  A professor of Computer Science, Pausch chose to focus the lecture on humanity rather than technology.   His lecture and the book of the same title leaves a legacy for his family, and a small treasure for the rest of us.


The Last Lecture is a small book of big wisdom.   Pausch offers us wisdom worth bringing to our attention, whether a reminder of wisdom already known or wisdom introduced for the first time. 

...It is full of good humor, delightful stories, good advice, and certainly inspiration to enjoy life. 

...ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FLast-Lecture-Randy-Pausch%2Fdp%2F1401323251%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1217433187%26sr%3D8-1&tag=wwwesquarelea-20&linkCode=ur2&camp=1789&creative=9325">Link to book on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=wwwesquarelea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Coach All-Stars for the Best ROI in People Development</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>SAC Releases</category><dc:date>2008-07-07T12:08:26-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/SACjuly08.php#unique-entry-id-48</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/SACjuly08.php#unique-entry-id-48</guid><content:encoded><![CDATA[In a poll of its international membership and their clients, "We found that too many organizations ignore their best performers&mdash;and best source of return on investment&mdash;when developing people," he says.

...Gayle Lantz, president of WorkMatters, Inc., a consulting firm based in Birmingham, Alabama, notes that smart companies integrate coaching for top performers as part of their retention strategy. 

...Latham, an organizational performance expert from Massachusetts, goes on to explain that, ironically, one of the best opportunities for All-Star growth comes from exploring the downside of their strengths. 

...In fact, you get more 'bang for your buck' because you can help them leapfrog to a higher level rather than dragging a derailed executive back to an average level. ...  Instead, they must focus on what they need to learn to get to the next level, which generally has to do with honing their influence skills (working through others) and thinking and acting more strategically. 

..."In my leadership development experience over the past twenty years, I believe the best way to coach and develop star performers is to help them create work experiences that stretch their capabilities beyond their wildest imagination.

...In other work environments exceptional people might have to influence organizational leaders to co-create new work assignments where the learning curve is steep and the rewards enormous. 

...He commented: &ldquo;The four most effective practices for coaching a high achiever are: 1) Control the relationship by using powerful language; 2) Build trust by being authentic; 3) Determine where the high achiever&rsquo;s redline or current capacity is by delegating more and more important work, until he or she raises the white flag; 4) Coach  to new heights by helping acquire the skills needed.&rdquo; ]]></content:encoded></item><item><title>Worry About Transitions&#x2c; Not Change</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2008-06-27T09:26:03-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/transitions.php#unique-entry-id-47</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/transitions.php#unique-entry-id-47</guid><content:encoded><![CDATA[Getting used to the new car, how it handles and knowing where all the controls and switches are located, requires a period of transition.   The change to a new vehicle is quick, perhaps driving to a dealer with your old car and driving out with the new. 

...Once we learn something and it goes on autopilot, we free up attention to focus on what is immediately urgent or to learn something new. 

When there is a major change in our environment, we must re-learn patterns that used to be on autopilot. 

...	▪	Abeyance is often experienced as a time of simply waiting, characterized by low energy, lack of interest in anything, or simply confusion.   People in this state may feel they are simply going through the motions of daily living or &lsquo;not getting anything done&rsquo;. 

...This four state model helps us understand transition states of mind, but be aware not every transition experience follows this process in a neat order.  


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Books: What Got You Here Won&#x27;t Get You There</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2008-06-27T09:14:18-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/wgyhwgyt.php#unique-entry-id-46</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/wgyhwgyt.php#unique-entry-id-46</guid><content:encoded><![CDATA[Marshall Goldsmith is one of the worlds premiere executive coaches, and this book is a gem of clarity and insight. 


...Goldsmith likens these habits to an actor blowing a line, writer misusing commas, or a chef leaving out a key ingredient - small things that nevertheless undo achievement.


...What is important is how to change, and Goldsmith offers seven key actions that get people on the right track: obtaining feedback, apologizing, advertising intentions, listening, thanking, following-up, and practicing feedforward.


I found his final chapter on the challenges for people in charge particularly interesting, with realistic and relevant insight for those carrying executive responsibility. 

...ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FWhat-Got-Here-Wont-There%2Fdp%2F1401301304%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1214572825%26sr%3D8-1&tag=wwwesquarelea-20&linkCode=ur2&camp=1789&creative=9325">See book on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?

...A highlight of my attendance of the National Speakers Association National Convention earlier this week was seeing Marshall Goldsmith&rsquo;s keynote. 

...The interactional speech gave the audience an opportunity to quickly taste the techniques described in What Got You Here Won&rsquo;t Get You There.   I walked away with greater appreciation for this book, one of 22 he has authored or edited, and of Goldsmith&rsquo;s overall philosophy. ]]></content:encoded></item><item><title>Books:  The Toyota Way</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2007-05-25T08:30:42-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/booktoyotaway.php#unique-entry-id-44</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/booktoyotaway.php#unique-entry-id-44</guid><content:encoded><![CDATA[14 Management Principles from the World's Greatest Manufacturer


...Toyota is doing something right, and this book elegantly lays out in 14 principles what that something is.   While Toyota basically invented &ldquo;lean&rdquo; production, Liker emphasizes Toyota&rsquo;s success is based on more than simply implementing lean tools.   In addition to process (focused on adding value and eliminating waste), Toyota gives attention to philosophy (look at the long-term), people (emphasizing a culture of teamwork with both employees and business partners), and problem-solving for continuous improvement.   This book has something relevant to say for all businesses, and I&rsquo;ve recommended it to several clients that are not in manufacturing. 


<a href="http://www.amazon.com/gp/redirect.html?  ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FToyota-Way-Jeffrey-Liker%2Fdp%2F0071392319%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1213638208%26sr%3D1-1&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=thinleadidea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Books:  20/20 Foresight</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2006-02-04T08:25:53-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/book2020.php#unique-entry-id-43</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/book2020.php#unique-entry-id-43</guid><content:encoded><![CDATA[20/20 Foresight  Crafting Strategy in an Uncertain World


...I had the pleasure of hearing Hugh Courtney during a symposium at the Kenan Flagler School of Business where we were both speakers.   Courtney&rsquo;s book is a staple of the school&rsquo;s course on strategy, and rightly so.   It&rsquo;s refreshing, relevant, readable, and offers practical advice about how to craft corporate strategy in a highly changing world.   Key point: defining the level of uncertainty is the critical first step to choosing tools and asking questions to make critical strategy decisions. 

...<a href="http://www.amazon.com/gp/redirect.html?  ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2F20-Foresight-Crafting-Strategy-Uncertain%2Fdp%2F1578512662%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1213638621%26sr%3D1-1&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=thinleadidea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Books:  Getting Things Done</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2006-06-04T08:22:14-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/bookgtd.php#unique-entry-id-42</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/bookgtd.php#unique-entry-id-42</guid><content:encoded><![CDATA[GTD has practically a cult following, and with good reason.   If getting organized, managing time better, and being more productive are some of your New Year&rsquo;s resolutions, this is the book for you.   David Allen explains why typical &ldquo;prioritize your tasks&rdquo; strategies don&rsquo;t work.   He then goes on to cover in detail how to create a system that allows for high flexibility and frees your mind to THINK!   This is the best book of its kind I have found, and I highly recommend it. 


<a href="http://www.amazon.com/gp/redirect.html?  ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2Fs%3Furl%3Dsearch-alias%253Dstripbooks%26field-keywords%3Dgetting%2Bthings%2Bdone%26x%3D0%26y%3D0&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=thinleadidea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Books: The Answer to How is Yes</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2006-03-04T08:20:31-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/bookhowisyes.php#unique-entry-id-41</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/bookhowisyes.php#unique-entry-id-41</guid><content:encoded><![CDATA[Peter Block&rsquo;s book, The Answer To How Is Yes, offers a thought-provoking reframe on giving attention to what is important.   Leadership, he suggests, must include the perspective of the social architect to counter the engineer and economist archtype that drives most workplaces.   Finding the right question is perhaps more important than vision and problem-solving.   Consider for example, the difference if you stop asking yourself the question &ldquo;How long will it take?&rdquo; ...  I find this the most philosophical of Peter Block&rsquo;s books, and recommended it to those who welcome having their thinking stimulated rather than the next round of &ldquo;how-to&rdquo; bullet points. 


<a href="http://www.amazon.com/gp/redirect.html?  ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FAnswer-How-Yes-Acting-Matters%2Fdp%2F1576752712%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1213638542%26sr%3D1-1&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=thinleadidea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Books: NUTS</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2005-06-04T08:18:40-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/booknuts.php#unique-entry-id-40</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/booknuts.php#unique-entry-id-40</guid><content:encoded><![CDATA[Southwest Airlines&rsquo; Crazy Recipe for Business and Personal Success


...Settling a legal dispute with an arm-wrestling match?   Advertising that their meals &ndash; and fares &ndash; are peanuts? ...  has been around awhile, and remains a good and relevant read about the airline that continues to defy the industry in profitability, safety, and on-time flights.   With an emphasis on how Southwest cultivates profound respect, fun, and talent from their people &ndash; I pick it up from time to time just for inspiration. 


<a href="http://www.amazon.com/gp/redirect.html?  ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FSouthwest-Airlines-Business-Personal-Success%2Fdp%2F0767901843%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1213638675%26sr%3D1-1&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=thinleadidea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Books:  Teams at the Top</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2006-09-04T08:16:58-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/bookteamsattop.php#unique-entry-id-39</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/bookteamsattop.php#unique-entry-id-39</guid><content:encoded><![CDATA[Unleashing the Potential of Both Teams and Individual Leaders


...True teams are rare at the most senior management levels, and with good reason, writes Katzenbach.   "Teams are seldom the fastest way for a group with an experienced, capable leader to &lsquo;get where they are going,&rsquo; particularly if the leader has been there before."   Nevertheless, executive teams that learn to integrate &ldquo;team discipline&rdquo; with &ldquo;single- leader discipline&rdquo; can be rewarded with exceptional performance and tools that are especially effective to deal with major disruptive events.    Katzenbach is a foremost authority on teams, and although it has been around awhile, Teams at the Top belongs in the library of any senior executive who even remotely considers pushing team thinking with a senior executive team. 


<a href="http://www.amazon.com/gp/redirect.html?  ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FTeams-At-Top-Jon-Katzenbach%2Fdp%2F0875847897%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1213638431%26sr%3D1-1&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=thinleadidea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Books:  Never Eat Alone</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2007-05-04T08:11:57-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/booknevereatalone.php#unique-entry-id-38</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/booknevereatalone.php#unique-entry-id-38</guid><content:encoded><![CDATA[Never Eat Alone And Other Secrets to Success, One Relationship at a Time 


...Effective networking is always a two-way street, as much about helping others as making connections to people who can help you.   The authors first cover the all-important mindset of clarifying what you want and what you have to offer.   The second part of the book delves into the networking skill set.   Even master networkers will find useful tips to improve skills and bring better focus. 

...<a href="http://www.amazon.com/gp/redirect.html?  ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FNever-Eat-Alone-Secrets-Relationship%2Fdp%2F0385512058%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1213638295%26sr%3D1-1&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=thinleadidea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Books: The Art of Possibility</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2007-02-04T08:01:59-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/bookpossibility.php#unique-entry-id-37</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/bookpossibility.php#unique-entry-id-37</guid><content:encoded><![CDATA[Over the last few months I have been speaking and writing about using inquiry to develop a positive verses a deficit perspective in organizations, and so I was delighted when a good friend and colleague clued me in to this remarkable book.   The authors are a husband-and-wife team: he the conductor of the Boston Philharmonic Orchestra, and she a talented family therapist.   This is a book of stories around 'practices' the reader can use.   The practices are not for self-improvement, but "geared instead toward causing a...shift of posture, perceptions, beliefs, and thought processes" &ndash; including not taking yourself too seriously.   Although the book has been around for awhile, I consider it one of my best finds this year. 


<a href="http://www.amazon.com/gp/redirect.html?  ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FArt-Possibility-Transforming-Professional-Personal%2Fdp%2F0142001104%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1213638373%26sr%3D1-1&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=thinleadidea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Accelerate Meeting Results</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2004-12-03T19:17:59-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/meetingtechniques.php#unique-entry-id-36</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/meetingtechniques.php#unique-entry-id-36</guid><content:encoded><![CDATA[Following are three simple techniques that I believe any leader or manager can add to his or her toolbox and apply in a meeting, particularly in teams that already function reasonably well. 

...This comment can be in response to a general question or can be an opportunity for people to say what&rsquo;s been going on in their personal lives before they get down to work. ...  For example, I&rsquo;ve been on teams that wanted to value people beyond work roles but avoid being too intrusive, and started monthly meetings with each person making a one minute comment about what was going on in their personal life. 

...A team of seven people can have everybody say what their three key points are &ndash; at one minute per point &ndash; and get all the priorities out on the table in less than half an hour.


...After all the presentations were over, I asked the board to take just a few minutes to review each program and indicate their assessment by raised fingers &ndash; one, two or three &ndash; one indicating poor performance; two for average performance; and three meaning the program performed extremely well. 

...These three simple techniques &ndash; doing the check-in, getting key issues on the table, and taking a metric about where people stand &ndash; are valuable practices that can be beneficial even if done with less than perfection. ...  People might feel it&rsquo;s unnecessary at first, but often get into the spirit of the exercise very quickly and find that it moves the group along and saves a lot of time &ndash; something appreciated by all! 


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Leading for Innovation</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2004-11-03T19:10:48-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/leadinnovation.php#unique-entry-id-35</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/leadinnovation.php#unique-entry-id-35</guid><content:encoded><![CDATA[The challenge is that leading a team or organization for continuous high-performance innovation requires different structures, processes, and culture than managing for continuous high-performance operations. 

...Innovation thrives where there are minimal formal structures and hierarchal roles, because this most encourages everyone to contribute to the information pool from which creative ideas can originate. 

...They also support careful hiring and development of people who can manage multiple roles and work well with others in complex environments, in addition to technical expertise.   Think about organizations such as SouthWest Airlines, that manage to integrate these high-innovation and people-oriented characteristics with high-performance operational functions, despite their competing natures.


...Two ways that effective leaders can encourage this climate are to model it, and to support development of leadership in the truest sense of the word.


...By truest sense, I mean leadership not based on position but on influence that gains willing followers for a course of action when the way forward is unclear.   When an organization develops, supports, and nurtures a wide base of leadership &ndash; people who know how to gain willing followers regardless of their position &ndash; then there is a solid basis for collaborating creatively for innovation. 

...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Play Well in the Sandbox to Excel in the Sandbox</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2004-09-03T19:03:59-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/playwell.php#unique-entry-id-34</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/playwell.php#unique-entry-id-34</guid><content:encoded><![CDATA[A study at Bell Labs found engineers basically did engineering the same way &ndash; but their top performers created relationships that measurably contributed to effectiveness, e.g. top performers had telephone calls returned in an average of 20 minutes, compared to 4 hours for less stellar peers.   A long-term study tracking the career achievements of 80 PhD students from the 1950&rsquo;s until 1994 concluded that emotional intelligence abilities were 4 times more important than IQ in determining professional success. 

...Skill in emotional competence, interpersonal effectiveness, and working in teams is learnable, and continues to improve throughout life with appropriate experience &ndash; which means you can impact playing well with others in your own life and in an organization.   For best return on investment of time, money, and energy, remember that meaningful interpersonal competency is learned through experience that is repeated over time and based on real-life situations.


...Avoid rewarding results that are obtained leaving a wake of human destruction - ultimately you will strip mine the value of the organization, good people will leave, and the remaining are as likely to sabotage efforts as work toward organizational goals.


...I continue to hear a theme from clients, business leaders, and other colleagues, that as the world becomes increasingly more high tech, there will be a corresponding need for high touch.   My experience is sometimes executives fear that high touch environments get in the way of goals, or else they simply waste resources and time without adding value. 

...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Motivation Wisdom</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2005-10-04T08:34:25-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/motivationwisdom.php#unique-entry-id-33</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/motivationwisdom.php#unique-entry-id-33</guid><content:encoded><![CDATA[It&rsquo;s a question I hear often; but what&rsquo;s really being asked is how to get people to do more on their own &ndash; to be &ldquo;self&rdquo; motivated. 

...Use the following seven (plus) items to stimulate your thinking on leading and motivating others, and begin to cultivate higher levels of intrinsic motivation within your organization.


...Knowing that you will be listened to is often valued as much if not more than specific outcomes.   There is little that is as powerful for cultivating high levels of motivation than knowing that ideas are welcome, even if not always adopted.


...There is much wisdom in the saying, &ldquo;People don&rsquo;t care how much you know until they know how much you care.&rdquo; 

...For big questions that are important to us, a coherent answer useful &ndash; but any answer we have is incomplete. 

...If you are having fun, it&rsquo;s an invitation for others to have fun too, and bring out the best in themselves, and be passionate about your organization.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Cultivating An Appreciative Culture</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2004-06-03T16:18:30-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/culturevalue.php#unique-entry-id-32</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/culturevalue.php#unique-entry-id-32</guid><content:encoded><![CDATA[When the norm of an organization&rsquo;s culture is people both valuing their organization and making extra effort to advance its objectives, the culture itself becomes an asset that increases the value of the company. 

...Southwest Airlines is a classic example of an organization with an appreciative culture, but you don&rsquo;t have to be a big corporation to have one. ...  I haven&rsquo;t made a business study of the establishment, but can tell you it&rsquo;s a good place to eat &ndash; and they have been running a successful business there now for three years in a location where at least three previous operators all quickly failed.


...If the answer to these questions is a resounding YES, then you have a great foundation for a culture that adds tremendous value to your organization. ...  As in a garden you can&rsquo;t make flowers or vegetables grow, but you can impact conditions where they flourish - you seed and nurture what you want, and weed what you don&rsquo;t. 


...It is my experience that people in appreciative cultures are particularly prone to having fun, and they know how to make fun a significant factor serving the interests of the organization. 

...When people enjoy their work, and work hard to take care of the business, you have an appreciative culture that perpetuates value throughout your organization.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Make Meetings Matter</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2004-08-03T16:10:24-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/makemeetingsmatter.php#unique-entry-id-31</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/makemeetingsmatter.php#unique-entry-id-31</guid><content:encoded><![CDATA[Action is one of the main reasons for bringing people together in meetings, but it&rsquo;s not the only one. ...  If you are going to the expense, time, and trouble to bring people together, the meeting should focus on at least one of these three purposes &ndash; alignment, attunement, and action. 


...Alignment is using the group to cultivate thinking &ndash; to stimulate creative ideas, analyze and assess options, come to a common understanding, and get people heading in the same direction. ...  Ultimately, alignment leads to the group sharing a common mental map and building a strategy of how to best understand and travel the landscape.   Alignment includes group processes like brainstorming to bring out divergent ideas, sharing of information through quick check-ins and round table reports, and active analysis, synthesis, and summarization through dialogue.


...Attunement is most powerfully cultivated in a group setting, and the energy it builds can be reason enough to hold a meeting.


...As noted in the opening example, too little attention to action is a chronic problem for some groups, however, action without strong alignment and attunement can scatter efforts.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Power Up Your Influence</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2005-06-03T16:05:21-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/influence3cs.php#unique-entry-id-30</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/influence3cs.php#unique-entry-id-30</guid><content:encoded><![CDATA[The quality of how others experience who you are and what you do either amplifies or interferes with what you have to offer in any role, position, or expertise.   In seminars and coaching I often encourage the cultivation of three qualities that, especially in combination, form a powerful means to build influence with integrity, while demonstrating reliability, authenticity, and meaning. 

...First and foremost, those that reflect the best use of your strengths, talents, and expertise &ndash; sound professional practice, thoughtful decisions, exceptional quality in your product, creativity in design, a team approach &ndash; whatever best fits your circumstance.   Second, cultivate consistency around a couple small but important actions that maintain relationships and help others: For example, returning calls promptly, greeting people by name, or giving honest feedback.


...RESULT: Messages that are communicated across many channels are not only more likely to be heard and believed, but will also be considered representative of the &ldquo;true&rdquo; character of the person or organization. 

...Think of coherence as what is experienced when identity is recognizable and purpose is evident, so that actions over time tell a story. 


...Likewise, when you are seen as a distinctive identity engaged in a purpose, your interactions with others create experiences that can be put into a larger, more meaningful context than the immediate circumstance.  

...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>ABC&#x27;s of Communicating With Impact</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2005-01-03T16:00:40-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/abccommunication.php#unique-entry-id-29</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/abccommunication.php#unique-entry-id-29</guid><content:encoded><![CDATA[While preparation is crucial to honing your best message, using attention, brevity, and clarity will also position your spontaneous remarks for high impact.


...One of the best ways to achieve clarity is for you to be clear about the purpose of your message.  ...  Are you providing information or opinions, seeking information or opinions, or providing some data that others can use to gain information or form opinions?


...Remembering your ABCs for impact can make a big difference, whether you are a line professional, the CEO, or anything in between.   One of my clients sat through a long series of presentations and time was up before she had an opportunity to talk about her section. 

...I&rsquo;ve observed in my work with leaders, managers, and professionals that breaking the mold of mediocrity can be a struggle.   If long, boring reports and reading detail after detail from PowerPoint slides are the norm, it can feel uncomfortable to break the mold.  

...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Books: Good to Great and the Social Sectors</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2006-07-03T14:51:49-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/bookgtgsocialsectors.php#unique-entry-id-28</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/bookgtgsocialsectors.php#unique-entry-id-28</guid><content:encoded><![CDATA[Good to Great and the Social Sectors 


...This monograph explores how the author changed his mind and decided that social sector organizations &ndash; non-profits, public agencies, or churches &ndash; should NOT be run more like businesses.   Written as a companion to his book, Good to Great, the monograph provides an elegant review of key concepts in the book, and how the author thinks they should be applied differently to social sector organizations.   (Hint: the &ldquo;hedgehog&rdquo; questions need to be different.)   If you are involved in the leadership of any non-profit, either board or staff, I highly recommend this monograph...after reading the book, of course. 


<a href="http://www.amazon.com/gp/redirect.html?  ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FGood-Great-Social-Sectors-Monograph%2Fdp%2F0977326403%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1213637925%26sr%3D1-1&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=thinleadidea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Books: Silos&#x2c; Politics&#x2c; and Turf Wars</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2007-09-03T14:49:26-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/booksilos.php#unique-entry-id-27</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/booksilos.php#unique-entry-id-27</guid><content:encoded><![CDATA[This recent book by Patrick Lencioni tackles some of the most insidious challenges of larger organizations: silos, infighting, and turf politics.   Lencioni&rsquo;s solution comes in the form of the ever-popular business fable to make his case that leaders must create time- limited &ldquo;thematic goals&rdquo; to unite all parties &ndash; much as a crisis often does.   He cautions that care must be taken to differentiate but integrate the ongoing work that always has to get done, with the efforts required to achieve the thematic goals.   Perhaps not as impactful as his previous books, it&rsquo;s a quick read and makes some valuable points nonetheless. 


...Silos rise up not because of what executives are doing purposefully but rather because of what they are failing to do: provide themselves and their employees with a compelling context for working together. 


<a href="http://www.amazon.com/gp/redirect.html?  ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FSilos-Politics-Turf-Wars-Competitors%2Fdp%2F0787976385%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1213638150%26sr%3D1-1&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=thinleadidea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Books:  Accelerate</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2008-03-03T14:46:00-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/bookaccelerate.php#unique-entry-id-26</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/bookaccelerate.php#unique-entry-id-26</guid><content:encoded><![CDATA[20 Practical Lessons to Boost Business Momentum


...I've had the privilege of knowing Dan for a couple of years now, and have always considered him a top coach in the business.   His newly published book, Accelerate, demonstrates Dan's outstanding ability to articulate vitally important principles in a clear common-sense way that is fresh and relevant.   Accelerate is a storehouse of pragmatic wisdom, organized in four main sections - accelerating individual results, staff results, organizational results, and impact on consumers/customers.   There's not a single person I know who wouldn't benefit from this book, and I foresee this is one I will be recommending often. 


<a href="http://www.amazon.com/gp/redirect.html?  ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FAccelerate-Practical-Lessons-Business-Momentum%2Fdp%2F1419593722%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1213636658%26sr%3D8-8&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=thinleadidea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Resolving Issues Quotables</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Quotations</category><dc:date>2008-04-26T14:32:01-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/8477d12ecf21983942b201dd270c1dab-25.php#unique-entry-id-25</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/8477d12ecf21983942b201dd270c1dab-25.php#unique-entry-id-25</guid><content:encoded><![CDATA[The whole problem with the world is that fools and fanatics are always so certain of themselves, but wiser people so full of doubts. 


...The direct use of force is such a poor solution to any problem, it is generally employed only by small children and large nations. 


...The significant problems we have cannot be solved at the same level of thinking with which we created them. 


...We are continually faced with a series of great opportunities brilliantly disguised as insoluble problems. 


...Computers can figure out all kinds of problems, except the things in the world that just don't add up. 


...There is always a well-known solution to every human problem--neat, plausible, and wrong. 


...Always bear in mind that your own resolution to succeed is more important than any one thing. 


...More on the leadership Quotations page...]]></content:encoded></item><item><title>Books:  The No Asshole Rule</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2007-10-03T14:28:03-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/9a112a6f96de66a70df8a7121cb0343e-24.php#unique-entry-id-24</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/9a112a6f96de66a70df8a7121cb0343e-24.php#unique-entry-id-24</guid><content:encoded><![CDATA[While other terms for the problem people he describes might be jerks or bullies, Sutton said he would write the article only if it retained the word asshole. 

...Sutton differentiates between the occasional asshole (any one of us at some time or other) and those who are certified assholes, i.e. people who show a consistent pattern of emotional abuse to less powerful people, leaving them feeling oppressed, humiliated, bullied, belittled, or de-energized.


...Sutton also makes it clear he is not opposed to conflict, rather sees conflict as critical to organizational vitality and creativity. ...  He also provides a convincing case about the loss of economic value because of assholes, especially compared to the success of organizations that attend to positive work cultures. 


...This book reminded me of when affirms two organizational initiatives we undertook over a decade ago, when I served as the chief executive of a family service agency.   One was adopting a policy of civility, i.e. the expectation that all interactions were to be free of name-calling, raised voices, intimidation, or foul language, be they between staff, clients, and anyone else on the premises. 

...Sutton provides a questionnaire to assess your own character, and gives suggestions for making changes if your behavior is more like a jerk than you would like. 

...ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FAsshole-Rule-Civilized-Workplace-Surviving%2Fdp%2F0446526568%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1213638079%26sr%3D1-1&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?]]></content:encoded></item><item><title>Books: What Were They Thinking?</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2007-12-03T14:24:19-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/8c8bdf1e332edf75bd73ea3093ec420a-23.php#unique-entry-id-23</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/8c8bdf1e332edf75bd73ea3093ec420a-23.php#unique-entry-id-23</guid><content:encoded><![CDATA[This is an excellent airplane book, one I enjoyed on a flight to the west coast from my home in North Carolina.   Comprised of 28 short chapters, Pfeffer covers a breadth of topics  from creating effective workplaces, to rethinking organizational strategy, to policies regarding unions, executive pay, and ethics. ...  &ldquo;Pick people for what they can do, not what they may have done,&rdquo; he tells us in one chapter.   In another we are reminded that the most powerful way to build influence remains face-to-face human communication.


...Pfeffer&rsquo;s wisdom is unconventional, with a preponderance of common sense that is often lacking in organizations both great and small.   The author says in his introductory chapter that he focuses on &ldquo;common mistakes I see in how companies manage their people and their business, and also on how to do things better.&rdquo; 

...ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FWhat-Were-They-Thinking-Unconventional%2Fdp%2F1422103129%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1213638009%26sr%3D1-1&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=thinleadidea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Resisting the Culture of Interruption</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2005-08-30T11:54:17-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/ResistingInterruption.php#unique-entry-id-22</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/ResistingInterruption.php#unique-entry-id-22</guid><content:encoded><![CDATA[My colleague, George Smart, refers to this as the Culture of Interruption &ndash; being so bombarded by emails, telephone calls, and &ldquo;urgent&rdquo; matters, that we lose sight of the big picture.


In a time where increasingly the value we add comes from brainpower, thinking, and knowledge work, the culture of interruption reduces the value we can add to our businesses and organizations. 

...■   We must use our time wisely, but it&rsquo;s futile to think we can simply &ldquo;time manage&rdquo; a way to do everything.   It&rsquo;s increasingly important to be clear about goals, keep them in front of us, and use them to make decisions about what must be done and what can be let go.


...If performance is measured by the appearance of frantic busyness, then that&rsquo;s what you will get &ndash; at a cost of real productivity.


...You can&rsquo;t change your world overnight, but if you continue to make small improvements, they can add up over time to produce big leaps in productivity (and sanity).


...Don&rsquo;t contribute to the email deluge: Reduce use of &lsquo;reply to all&rsquo;, and if a topic requires three or more emails, have a conversation instead &ndash; it&rsquo;s a more efficient use of everyone&rsquo;s time.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Transform Your Company Culture</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2006-05-30T11:53:27-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/transformculture.php#unique-entry-id-21</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/transformculture.php#unique-entry-id-21</guid><content:encoded><![CDATA[For example, I have been asked to help organizations shape a culture of feedback, a culture of customer service, a culture of safety, a culture of teamwork, or a culture of thinking LEAN (as in Lean Six Sigma).


...A company&rsquo;s culture is the underlying behavior, attitude, and atmosphere that pervade by default &ndash; when people are operating on automatic pilot. 

...The more you can shape a culture to encourage people to naturally and automatically do what is optimal, the more conscious energies can be directed toward important matters such as building customer relationships, solving problems, and pushing innovation.


...When attempts to change company culture go nowhere it&rsquo;s often due to lack of clarity in expectations, abandoning the effort before it has time to develop, incongruence between desired behavior and rewarded behavior, or underdeveloped motivation.


...Think of transforming a culture as planting seeds of behavior, then cultivating them to ensure that what grows is indeed the culture you want.  

...The items below assume you already articulate clearly the value of the desired culture and expected behaviors, and have identified key behaviors to be encouraged.


...Remove disincentives: Be on the lookout for incongruence between expectations and leadership examples, as well as policies that reinforce or indirectly encourage undesired behaviors.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Uncertainty - Strategies for Facing an Unknown Future</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2007-09-30T11:46:54-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/Uncertainty.php#unique-entry-id-20</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/Uncertainty.php#unique-entry-id-20</guid><content:encoded><![CDATA[In the last four years employees at company X with a good performance review have received a 3-5% salary increase, so with a good performance review an employee could expect a similar raise this year.


...Our engineer with company X is assured he will be retained, but he will not know his position or duties until the merger is complete (the possible duties are bounded by the range of responsibilities an engineer can perform).


...If you ask how any particular circumstance is uncertain, we have seen the answer could be like one of the following: finding a path, coming to a fork in the road, crossing a field, or up in the sky. 

...Reacting to uncertainty as an &ldquo;all or nothing&rdquo; proposition becomes a thinking trap which leads to treating all uncertainty as if it is of the &ldquo;sky&rdquo; or &ldquo;path&rdquo; variety.


...This can easily lead one to give up any effort at thinking through decision or strategy options, simply guessing how to proceed, or going forward on wishful thinking.


...Failure to recognize that there are circumstances where we just can&rsquo;t know the future, or else trying to remove all uncertainty can easily lead to ceaseless gathering of information. 

...I believe that much of the major change experienced in modern organizations &ndash; at least change that is problematic &ndash; involves choices among a number of options or range of possibilities, i.e. fork or field uncertainty. 

...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Empowerment - When Are You Ready?</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2005-07-28T07:15:03-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/EmpowermentReadiness.php#unique-entry-id-19</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/EmpowermentReadiness.php#unique-entry-id-19</guid><content:encoded><![CDATA[Any organization which relies on knowledge, creativity, and effective problem solving to achieve its purpose needs empowered people to be effective. 

...I coach leaders and high-potential professionals to pay careful attention to three choice points: what kind of action is taken; whose interests are served; and how dissent is managed.   The way people handle these choice points are important indicators of the value that they can contribute and the readiness for high levels of empowerment.


...There will always be times, however, when the interests of the organization (or customer) are in conflict with the interests of an individual (or his/her department). ...  What is not needed is the sales associate who steers customers to wrong products simply to make commissions; the executive who is building his own bureaucratic fiefdom; and others who are oblivious to the larger strategic issues. 

...In fact, failure to empower those who consistently demonstrate these choices reduces the value they could be contributing to an organization.


Empowerment requires trust that people will take initiative, in the best interests of the organization, based on the best information available. 

...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Stand Out: Create An Experience</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2005-11-28T06:54:40-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/StandOutExperience.php#unique-entry-id-18</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/StandOutExperience.php#unique-entry-id-18</guid><content:encoded><![CDATA[In today&rsquo;s marketplace, quality products and services along with great customer service are the basics you need just to be in the game. 

...Technology, globalization, and a relentless 24/7 pace have pushed productivity, lowered prices, and turned many services into commodities &ndash; while also stimulating an increasing desire in people to find expressions of individuality. 

...When I talk about &ldquo;creating an experience&rdquo; I&rsquo;m talking about when the interactions that people have with your business combine to form a coherent and meaningful whole in the mind of the customer.   Starbucks makes a great cup of coffee, with friendly and expedient service &ndash; but a major factor that has fueled their success is creating the experience of a daily dose of luxury accessible to the common soul.


...An experience taps into associations of what your company, product, or service is all about and whether that image complements the customer&rsquo;s expectations, values, lifestyle, and self-image. 

...I believe the shop prospers in spite of competition from national chains because they excel at making customers feel both knowledgeable about wine and part of a special community. 

...It requires connecting the associations that customers make with your industry, product, or service in a meaningful way to customers&rsquo; emotions, thoughts, and values. 

...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>People Are Not Machines</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2007-02-28T06:52:37-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/PeopleAreNotMachines.php#unique-entry-id-17</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/PeopleAreNotMachines.php#unique-entry-id-17</guid><content:encoded><![CDATA[The machine continues to be the dominant metaphor of the workplace &ndash; meaning we tend to relate to our working world as if it was a machine.   We have plenty of experiences each day that reinforce this perception of life-as-machine: We step on the gas pedal and our cars move faster. 

...I continue to be approached by executives looking for that metaphorical lever, pedal, dial, or button that will motivate people, get them to change, or increase morale. 

...So what are the implications of this information for leaders who rely on human thinking, knowledge, and behavior to create value in their organization?


...Structure is absolutely needed to focus people&rsquo;s range of behavior and direct those items that are on &ldquo;auto-pilot&rdquo;. 

...Many organizations undervalue the impact of company culture and environment, even though these factors are huge drivers of that 95% of behavior and thinking that occurs on auto-pilot. 

...There are no magic levers or buttons when aligning personal and organizational goals, establishing the right structure, increasing interpersonal competencies, and attending to the organization&rsquo;s culture. 

...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Make the Most of Teams</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2006-03-28T06:48:10-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/Make_the_Most_of_Teams.php#unique-entry-id-16</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/Make_the_Most_of_Teams.php#unique-entry-id-16</guid><content:encoded><![CDATA[For example, a bank seeking to improve performance at its branches may do just as well with each branch manager working independently, rather than pulling all branch managers together to work as a team. 

...Bottom line: your organization is missing out if you haven&rsquo;t tapped into the power of teams &ndash; but you are also missing peak performance if you try to structure everything you do in teams. 

...The organization may be well served by each senior sales manager held accountable for their unit sales targets by a VP of sales &ndash; or may be equally well served by the managers working as a true team, with the team held accountable for global sales targets. 

...That being said, teambuilding efforts should be carefully designed to produce desired results and a return on investment of money, time, and effort &ndash; which as said previously requires knowing where your organization is and where it wants to go.   Providing &ldquo;trust building experiences&rdquo; may be just what a team oriented workgroup needs to increase performance, but the same experience may be a wasted effort for a group where the work is the sum of individual efforts.

...If the organization wants to turn effective leader-driven groups into true teams, teambuilding would need to focus on both introducing interdependent work structures as well as improved interactions and trust between members.

...When work is highly interdependent the team can never perform well if someone is on board who either lacks a competency necessary to accomplish the work, or for whatever reason cannot establish trust with other team members. 

...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Leading Change</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2006-04-28T06:42:44-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/Leadchange.php#unique-entry-id-15</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/Leadchange.php#unique-entry-id-15</guid><content:encoded><![CDATA[All too often while implementing that big plan for change, executives get caught up in managing at the expense of leading.


...It truly is the work of those in charge to manage, that is, to align resources (including people) within established processes to achieve predetermined objectives. 

...Leading, by my definition, is the act of gaining willing followers for a course of action when the way forward is uncertain or unknown. 

...During times when big changes are being asked of employees, the heightened uncertainty and corresponding hunger for stability cause this creative tension to be accentuated. 

...No one can predict the future, but leaders can share what they know about what lies ahead, both the challenges as well as the &lsquo;vision&rsquo; for the future.


...When accomplishing the company&rsquo;s objectives will also serve personal goals, it&rsquo;s more motivating to fully contribute one&rsquo;s best efforts. 

...It&rsquo;s a fact of life that people give deference to others who are in positions of power. 

...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Leadership Tools</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2006-05-28T06:39:20-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/LeadershipTools.php#unique-entry-id-14</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/LeadershipTools.php#unique-entry-id-14</guid><content:encoded><![CDATA[For development to occur, one must reflect on experience in a way that allows changes to be made as needed, and in addition, reinforces what is already working well. 

...This new perspective allows you to make adjustments to your thinking, attitudes, and behavior in ways that help you gain willing followers for a course of action &ndash; the very definition of leadership.


Below are a few tools that, if used well, can help you both assess and develop your leadership competencies while gaining the experience in leading your venture to success.


...In many organizations this consists of people you report to, people who report to you, colleagues on the same level with you; and may also include customers, vendors, funders, or partners. 

...Leadership Training and Programs &ndash; There is a wide variety of specific training and development opportunities that can genuinely help develop leadership skills, but choose carefully to avoid wasting your time and money.   If you have a specific need, find a workshop or simulation that gives you focused experience on that topic; for example, if you need help with presentation skills find a suitable workshop or join a Toastmaster&rsquo;s group.


...Often the biggest question is the benefit trade-off about attending an open-enrollment program where you spend time with people from other companies, verses having an in-house program designed that focuses on learning from the specific experiences of your own company.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Problem or Possibility?</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2006-06-28T06:35:42-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/Possibility_Thinking.php#unique-entry-id-13</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/Possibility_Thinking.php#unique-entry-id-13</guid><content:encoded><![CDATA[In the first, the colleague says, &ldquo;He&rsquo;s behind two grades in reading, lives in a single-parent home, and is picked on regularly by a number of other students.&rdquo;   In the alternative response, the colleague says, &ldquo;He reads everything he can about animals, his mom comes to every parent-teacher conference, and he has two good friends he hangs out with at school.&rdquo;


...While based on equally good intentions, we would be right to suspect that consistently responding from one perspective or the other would have a pervasive affect on one&rsquo;s teaching style.


...Yet we do not gain optimal health simply by treating illness, just as we do not acquire prosperity simply by cutting costs, nor do we assure quality products simply by reducing manufacturing defects. 

...Leaders must develop awareness of whether their own thinking is problem- or possibility-oriented at any given time, and learn how to switch modes appropriately depending on the circumstances.


...One of my favorite demonstrations in leadership workshops it to illustrate how just slightly different questions on a same topic, e.g., ways to increase excellence in the organization, can lead groups into very different discussions and results. 

...As noted previously, discussion focused on attunement, bringing out success stories, and creating energy and enthusiasm is decidedly different from dialogue aimed at framing a problem and stimulating innovative solutions. 

...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Dual ACTION Leadership</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2006-07-26T17:05:16-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/LeadershipAction.php#unique-entry-id-12</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/LeadershipAction.php#unique-entry-id-12</guid><content:encoded><![CDATA[While there are dozens of definitions of leadership with perhaps thousands of nuances, the fundamental concept to keep in mind is that leadership is about ACTION &ndash; specifically, action taken with people.


Here's the kicker: the more an enterprise is dependent on brainpower &ndash; i.e., people sharing knowledge to create innovations and bring them to the marketplace &ndash; the more leadership is important.


...The implication of choice &ndash; as in &ldquo;an invitation&rdquo; to a future vision and gaining &ldquo;willing&rdquo; followers &ndash; is perhaps the most important aspect of leading. 

...While each side of the leadership action coin &ndash; leading and managing &ndash; is distinct, most executives must use a combination of both. ...  Too much leading without managing can easily take people (investors, customers, or employees) down a rosy path that has no substance.   Too much managing over leading and no one cares &ndash; why would anyone (investors, customers, or employees) even want to be involved?


...Leaders and founders of organizations that are rapidly growing especially must to ask themselves the hard question of whether to invest resources and effort in tools to develop their leadership capacity (see companion article, Leadership Tools), or to ultimately step aside and turn over the reigns to others with differing leadership experience. 


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>EQ Meets Critical Thinking</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2006-08-26T17:01:12-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/EQ_Meets_Critical_Thinking.php#unique-entry-id-11</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/EQ_Meets_Critical_Thinking.php#unique-entry-id-11</guid><content:encoded><![CDATA[It&rsquo;s not much of a mental stretch to recognize emotional intelligence &ndash; the competency of understanding and using emotions &ndash; is quite handy when it comes to helping an organization boost its collective brainpower. 

...What is surprising to many people, however, is that emotions are biologically linked to critical thinking &ndash; i.e., to the use of the intellect, rationality, and logical analysis.   While conventional wisdom says emotions get in the way of analytical thinking (and certainly they can), or that they are inherently irrational, modern neuroscience appears to embrace the idea that emotions are a key support of intellectual performance. 

...Anyone who has spent a few years in the world of work has probably been told some version of &ldquo;leave your emotions at the door&rdquo; or otherwise advised to &ldquo;turn off&rdquo; emotions &ndash; they don&rsquo;t belong at the office. 

...Turning your emotions off is as misplaced an idea as turning off your car because it has the potential of speeding out of control. ...  Rather than trying to get people to &lsquo;turn off&rsquo; emotions, how much more useful would it be to encourage them with use emotions appropriately, wisely, and intelligently.


In short, leadership that integrates emotional intelligence into the workings and culture of an organization, all else being equal, will have far more brainpower to draw upon &ndash; critical thinking brainpower that can be a tremendous competitive advantage.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Free the Creative Genie</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2006-10-26T16:58:38-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/CreativeGenie.php#unique-entry-id-10</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/CreativeGenie.php#unique-entry-id-10</guid><content:encoded><![CDATA[Sooner or later any group that works together, be they employees in the same office, volunteers on a non-profit board, or executives on a management team, will be called upon to come up with some creative ideas &ndash; to innovate. ...  Well I&rsquo;m here to tell you that groups can let the genie of creativity out of the bottle if they understand three counter-intuitive principles.


...After all, you don&rsquo;t generate lots of finance reports and then pick out the best, or make lots of different machine parts and then pick out those that fit, or for that matter prepare a dozen meals and then decide which is the more appealing.


...I believe that you don&rsquo;t need to increase people&rsquo;s creativity, rather what you need to do is reduce inhibitions that get in the way of people using the creativity they already possess.


...It&rsquo;s easy to understand why behavior that is generally considered inefficient, uncontrolled, and, well, playful might be deemed questionable and resisted in work and professional settings.


That is why simply asking a group for their good ideas, however well-intentioned, rarely moves folks beyond their inhibitions to a place where ideas flow freely. ...  Set up a process that introduces a bit of chaos as well as some fun that reduces inhibitions to play, and just about any group can generate an abundance of remarkable ideas.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Vision and Leadership</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2007-03-26T16:50:58-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/Leadership%20Vision.php#unique-entry-id-9</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/Leadership%20Vision.php#unique-entry-id-9</guid><content:encoded><![CDATA[While the seed for a vision can certainly originate from a leader, there is incredible power and energy when a group of people to discover their collective vision.


...Effective leaders lend the halo of their leadership position to champions for the vision, providing support and encouragement when needed and publicly recognizing the work of champions as a means to promote the vision.


...A vision is valuable, of course, because is provides a means for people to align their work and know if they are moving in the right direction. 

...All too often leaders underestimate the power of an organization&rsquo;s culture, the default behavior and attitudes that happen without effort on anyone&rsquo;s part.   The culture is a strong current that either automatically pushes the organization in a way that supports a vision, or drains off a significant level of effort long before any forward motion is achieved. ...  Southwest Airlines is famous for creating a culture where everyone pitched in, demonstrated by executives who would hand out peanuts or help stack luggage whenever they were on a flight, which also created stories that implied expectations for all employees. 


...Exceptional leaders know that the most powerful vision for an organization is one whose time has come.   Exceptional leaders cultivate the emergence of a vision whose time has come, and ready the organization to act on that vision.]]></content:encoded></item><item><title>Leadership and the 8th Muda</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2007-05-26T16:45:51-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/8th%20Muda.php#unique-entry-id-8</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/8th%20Muda.php#unique-entry-id-8</guid><content:encoded><![CDATA[One of the prime tenants of the Toyota production system, to which much of that company&rsquo;s outstanding quality and profitability can be attributed, is to reduce muda. 

...Liker describes the eighth muda as the waste of &ldquo;losing time, ideas, skills, improvements, and learning opportunities by not engaging or listening to your employees.&rdquo; 

...  -  Refusing to let other executives to speak on the company&rsquo;s behalf, even if they are more polished presenters - but also can&rsquo;t seem to find time to improve their own basic presentation skills.


...In all fairness, these executives are often passionately optimistic and enthusiastic about their company or idea, incredibly smart and talented individuals with inspiring visions, with plenty of success they can point to at any moment. 

...Paradoxically, it is those leaders most obsessed about squeezing each penny that leave tons of money on the table, particularly in the form of lost opportunity and employee turnover.   When faced with 8th muda bosses, the best and the brightest look for opportunities to go where they are appreciated, places where they not only have economic opportunity but can make a contribution to something larger than themselves.


I hear plenty of stories, too, of great places to work, and of incredible leaders who strive to bring out the best talent of everyone in the company. 

...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Edge of the Box Thinking</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2007-10-26T16:42:49-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/EOBthinking.php#unique-entry-id-7</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/EOBthinking.php#unique-entry-id-7</guid><content:encoded><![CDATA[In helping people to find creative ideas, I encourage people to focus on Edge of the Box thinking &ndash; especially if you need ideas with a high potential for useful application.


Edge of the Box thinking is based on viewing the world at the boundaries of your organization and experience, where inside and outside perspectives can be combined, and where fresh ideas most likely will emerge.   In today&rsquo;s knowledge-based world, useful innovation typically arises out of combining core competencies with ideas taken from places outside of your industry or field, but not so far out as to be inaccessible.


...An anthropologist, Gregory Bateson, helped create major innovations in the field of Family and Marriage Therapy in the 1970&rsquo;s by suggesting the use of one-way mirrors to observe counseling sessions &ndash; something that that would never have occurred to clinicians but made obvious sense to an anthropologist.


...Adopting these principles not only changed how Toyota manufactured automobiles &ndash; creating huge gains in quality and profitability leading to Toyota become a world powerhouse &ndash; but led to innovations (e.g. lean processing) that are now used across the manufacturing sector.


Thinking about how your business would be run differently by someone from another industry is a great way to generate creative ideas and discover new insights. 

...Whether creating new innovations in products or services, structuring your business model, or finding customers and markets &ndash; the most likely place to find useful innovation and creative insight is at the edge, where your professional discipline, company boundaries, or industry knowledge intersect with some outside arena or field. 

...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Leadership for Third Graders</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2008-02-25T16:31:59-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/3rdGradeLeadership.php#unique-entry-id-6</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/3rdGradeLeadership.php#unique-entry-id-6</guid><content:encoded><![CDATA[Yet again, it occurred to me that messages that are simple enough for third graders to take to heart can be just as relevant for adults.


Recently I was asked to speak on leadership to the third grade at a local school, not as a leadership consultant but in my role as Mayor. 

...(For those of you who may not know, I am the Mayor of Hillsborough, NC - a tremendous opportunity for me to actually practice what I profess in my writings on leadership.)


...Part of growing up is finding out how you are different from others, so find out what really interests you and make the most of it. 

...It&rsquo;s likely that what you do well is also something you care about, so putting effort here creates energy and enthusiasm. 

...As Mayor it&rsquo;s abundantly clear to me that nothing gets done in town without the voluntary assistance of many diverse individuals.   In Good to Great, author Jim Collins notes that 5th level leaders, i.e. leaders that are most effective, are generous in crediting success of an organization to others.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Collaboration Across Boundaries</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2006-09-18T23:35:21-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/collaboration.php#unique-entry-id-5</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/collaboration.php#unique-entry-id-5</guid><content:encoded><![CDATA[Certainly many community projects &ndash; from creating amenities such as parks, sports arenas, or theaters, to dealing with major social problems &ndash; require not only different organizations working together, but efforts that span across business, nonprofit, and public sectors.


...The challenge of projects that cross major boundaries is that the specifics of these elements may appear quite different from the varying perspectives of the collaborating partners.   Cross-boundary collaborations must clarify and articulate these elements broadly as to include all partners, while being sensitive to the variations that serve the specific purposes of the collaborating entities.


...However, the aspect of leadership that doesn&rsquo;t necessarily require a specific position &ndash; the act of leading &ndash;moves to the forefront in cross-boundary collaborations.


...Leadership which acknowledges that collaboration is a choice, but makes the choice to participate compelling, can make all the difference in the success of the project.


...Success will require high levels of trust and often requires sensitivity to take care of secondary needs of the collaborating partners beyond the established goals of the project.


...To set the stage for success, ensure you have a firm handle on the project basics, a motivating reason for collaboration, an understanding of how stakes are shared, compelling leadership in place, and readiness to employ your best relationship skills.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Ask Yourself Big Questions</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2007-01-18T22:29:51-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/Ask%20Big%20Questions.php#unique-entry-id-4</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/Ask%20Big%20Questions.php#unique-entry-id-4</guid><content:encoded><![CDATA[You proceed by taking action on the information, in the current example by ensuring that your activities and plans align with your goals.


...While it is obvious you get nowhere without some coherent answer for this type of question, you are best served by keeping your answer always open, a work in progress. 

...Keeping a big question in front of you for an extended period of time keeps your subconscious and well as conscious mind digging for insight.


We rely on questions of the first type for everyday effectiveness in our work. 

...Questions of the second type, big questions, help us arrive at what differentiates our organization from our competitors, what we are passionate about, what makes our effort worthwhile.


The big question above is a variant of the &lsquo;George Bailey question&rsquo; (as in the movie, It&rsquo;s A Wonderful Life).   A personal version would be, &ldquo;what would the world miss if you didn&rsquo;t exist?&rdquo;


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Expert Performance Is Not What You Think</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2007-12-18T22:25:20-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/The%20Key%20to%20Expert%20Performance.php#unique-entry-id-3</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/The%20Key%20to%20Expert%20Performance.php#unique-entry-id-3</guid><content:encoded><![CDATA[Conventional wisdom will tell you that you get the best from your expertise by deeper learning your field, by keeping up with new developments and understanding the nuances and intricacies of your domain &ndash; in short, investing in knowing more.


However, I believe using knowing more as your primary strategy for increasing the value of your expertise will likely leave you missing the boat &ndash; big time.


In the way knowing is not the same as doing, expertise is not the same as expert performance, i.e. actions in your domain of expertise that are considered to be best-in-class.


...Anders Ericsson, co-editor and contributor to the Cambridge Handbook of Expertise and Expert Performance, notes the common factor of expert performance in almost every domain researched is &ldquo;deliberate practice&rdquo; &ndash; ongoing practice and repetition shaped by active feedback. 

...In most domains, people with average talent can achieve expert-level performance by diligently exercising best practices based on ongoing feedback. 

...In the realm of leadership and management, executives who want to be top of their game use coaches or 360 reviews to garner feedback, both within and outside of their organization&rsquo;s formal performance system. 

...But knowing more in a field does not necessarily contribute to better performance or more value from expertise &ndash; for this you need diligent practice based on systematic feedback.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>7 Leadership Actions</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2007-12-19T12:23:42-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/Seven%20Leadership%20Actions.php#unique-entry-id-2</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/Seven%20Leadership%20Actions.php#unique-entry-id-2</guid><content:encoded><![CDATA[The comments and questions from many of my workshop participants and coaching clients often reveal that their basic concept of leadership is about being in charge - i.e. obtaining a position of power, having the most information, and giving orders. 

...So in a knowledge, service, and interdependent environment, if you are not actually telling people what actions to take, what is it that leaders DO to get results?


The following are seven leadership ACTIONS other than telling someone what to do:  exemplify, acknowledge, articulate, frame, follow, facilitate, and presence. 

...To inform others, to be able to summarize the what, why, and how of a circumstance, to describe the current path, and to invite people to a vision of the future - all are potential leadership actions of consequence.


...For example, public policy makers saying they are &ldquo;hard on crime&rdquo; creates different ideas than if they say they are interested in &ldquo;safe neighborhoods&rdquo; although either could be about the role of the police department.   There is a different set of thoughts that arise when an executive says &ldquo;everyone here is family&rdquo; rather than saying &ldquo;we treat each other like customers&rdquo; - although both expressions may intend to convey a positive work relationships.


...The ability to convene, listen to different perspectives, steer conversations so everyone can contribute, and guide people through processes for joint problem-solving and decision making are all critical to knowledge environments, especially those seeking to bring out the best talents of everyone involved.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
]]></content:encoded></item><item><title>Books: Zero to One Million</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Book Reviews</category><dc:date>2008-02-07T07:03:45-05:00</dc:date><link>http://www.thinkleadershipideas.com/files/b73c33b28183ebb53d432dcf2c674654-1.php#unique-entry-id-1</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/b73c33b28183ebb53d432dcf2c674654-1.php#unique-entry-id-1</guid><content:encoded><![CDATA[A few months ago I had the pleasure of hearing Ryan tell his remarkable story of building iContact into a million dollar business by age 21!   OK, so the company actually hit a million in sales 18 days after Ryan's 21st birthday, still amazing and inspirational. 


...Zero to One Million is Ryan&rsquo;s story in print.   It is much more than a simple recounting of his success, rather it provides a step-by-step outline for would-be entrepreneurs, from business nuts-and-bolts to the intangible aspects of working leading and partnering with other people.   For example, Ryan clearly differentiates entrepreneurs creating lifestyle companies (creating a business to sustain one&rsquo;s life) from high potential ventures (creating businesses that grow quickly and create wealth).


Hear Ryan speak if you have a chance, and if you are an aspiring entrepreneur then add this book to your library.


...ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FZero-One-Million-Built-Company%2Fdp%2F0071496661%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1213636962%26sr%3D1-1&tag=thinleadidea-20&linkCode=ur2&camp=1789&creative=9325">See on Amazon</a><img src="http://www.assoc-amazon.com/e/ir?  t=thinleadidea-20&amp;l=ur2&amp;o=1" width="1" height="1" border="0" alt="" style="border:none !]]></content:encoded></item><item><title>Resolving Issues</title><dc:creator>tom@thinkleadershipideas.com</dc:creator><category>Leadership Articles</category><dc:date>2008-04-27T07:01:00-04:00</dc:date><link>http://www.thinkleadershipideas.com/files/Resolving%20Issues.php#unique-entry-id-0</link><guid isPermaLink="true">http://www.thinkleadershipideas.com/files/Resolving%20Issues.php#unique-entry-id-0</guid><content:encoded><![CDATA[I find that most groups get stuck in one or more of three areas, discernment, design, or discipline - i.e understanding what is going on, crafting a satisfying response, and following through with meaningful action.


...Too much of the time people get stuck on what they don&rsquo;t want, and fail to articulate what is desired. 

...However many difficulties are solution-less predicaments, a proper response mitigates the issue but does not eliminate it (for example, co-workers who simply dislike each other). 

...If conflict is persistent, however, it may be because analytical discussion over means does not address differing values.   Addressing a values conflict relies less on objective analysis, rather it requires focus on empathy and understanding of different interests, dialogue to find common values, and building respect and trust.


...Too often well intentioned people work hard to address organizational issues, but fail to directly connect their efforts to how the customer is impacted. 

...Savvy innovators know success favors those who rapidly test, prototype, or pilot ideas, and keep shaping a design from experience, over those who spend too much time on getting it right the first time.


...This article may be freely reprinted in your company, association, or commercial publication (or website) under the following terms: that the author attribution, copyright notice, contact information, and this reprint notice be included; and that you inform us that you are using the article (samples appreciated).
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