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Name of author Rick Baker, P.Eng.

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Body Language & Work Performance

by Rick Baker
On Nov 15, 2012

One important facet of leadership is the ability to accurately observe others and understand how they are feeling.

Work performances are mirrored in work feelings.

Work feelings are mirrored in work performances.

When you observe positive body language that is an indicator people are working in their strengths zones...and that is also an indicator performance is on track toward desired goals.

When you observe negative body language that is an indicator people are not working in their strengths zones...and that is also an indicator performance is not on track toward desired goals.

 

As examples...

 

 ENTHUSIASTIC Zone

If you see faces that look like these then your people are in the ENTHUSIASTIC Zone. When you see faces like these at your workplace you will be prone to return the broad smile. You will know people are inspired about work...self-motivated because they are putting their strengths to good use. Enthusiastic people are treasures. Enthusiastic people get it done. Enthusiastic people pave the path for others around them to self-motivate.

 

 

 ENJOYMENT Zone

If you see faces that look like these then your people are in the ENJOYMENT Zone. Leaders cannot and should not expect people to be enjoying or enthusiastic about their work all the time. However, it is essential that faces of enjoyment are seen regularly. That is the best signal a leader can receive that work-in-progress is being done with strength and that work is likely to achieve desired goals. 

 

 

ACCEPTANCE Zone

If you see faces that look like these then your people are in the ACCEPTANCE Zone. Many people accept work as a necessary evil. Work is the thing they do to get money to pay for the things they'd far rather be doing. People in the ACCEPTANCE Zone can be engaged...but that wears off quickly. Often, they become soft-voiced, behind-the-scenes complainers and that can annoy other folks.

 

 

  HO-HUM Zone

If you see faces that look like these then your people are in the HO-HUM Zone. When people look like this they are going through the motions. Their work may be satisfactory, but it will never be impressive. These sorts of faces can be contagious; they let co-workers down; they are deadwood. And, if it is possible at all, something significant has to happen to shake these people out of their doldrums.

 

 

UNCOMFORTABLE Zone

If you see faces that look like these then your people are in the UNCOMFORTABLE Zone. These sorts of faces are often linked with loud and regular complaints, aches and pains and absenteeism. These faces can be the antidote for enthusiasm and enjoyment. Fear exists behind these faces. One of the fears: people know when they are not operating from strengths zones. Yet, most times, they refuse to accept it or admit it. Leaders must address these faces...help the people overcome their fears or sooner rather than later help them off the bus.

 

 

 DISTRESS Zone

If you see faces that look like these faces then your people are in the DISTRESS Zone. They are not working in their strengths zones. Continued work under distress is pretty much guaranteed to result in very poor performance, failure to meet goals, and strained-to-broken interpersonal relationships. Perhaps most people suffer distress from time to time. We all have bad days, many have very bad days. Infrequent incidents of distress are not necessarily a major problem. However, when you see faces of distress frequently or on a continuous basis that is a huge warning sign...something MUST be done! The leader holds the obligation to take/help with remedial action.

 

Controlling for New - the Power in New Things

by Rick Baker
On Oct 16, 2012

Sometimes good habits can be a little annoying...like eating the right food, getting the right exercise, getting the right amount of sleep, being organized, brushing your teeth...etc.

Sometimes bad habits can be a little stressful...like eating that 3rd scoop of Baskin & Robbins, watching all those commercials between the TV shows, sitting in a cubicle all day long...etc.

And - when you boil it all down people only do 3 things: people do good habits, bad habits, and new things.

Which, brings us to New Things.

New Things can be annoying and stressful. Change can be very fear-filled stuff. That's one way to look at New Things.

There is another way to look at New Things, a better way.

New Things have the following positive qualities:

  • New Things relieve boredom, which when it really gets hold leads to apathy and bad habits
  • New Things energize and invigorate
  • New Things create new possibilities, opportunities for self-expression

According to Brendon Burchard, author, motivational speaker and the founder of High Performance Academy:

Bottom line: setting your sights on enjoying new experiences regularly is one of the greatest ways to remain fully engaged, energized, and enthusiastic throughout your lifetime.” 

In summary, Burchard sees 'Controlling for New' as a vital part of a charged life:

It means that we should spend as much time strategically planning the introduction of new things and experiences into our lives as we spend planning for what we’ll eat, when we’ll work out, and how we’ll accomplish our goals. Much of the boredom, depression, misery, and emotional malaise in life can be remedied by this concept of “control for new”, and recent advances in neuroscience prove why.

This meshes with Spirited Leaders' founding philosophy: People Only Do 3 Things: Good Habits, Bad Habits, & New Things.

Good Habits: these are the things we do that align with our goals. Our goals -  true goals - are fabric that runs through us throughout our adult lives. They are long-term goals. For example - maintaining good physical health would be a true goal. Good Habits , being in alignment with our goals, are accompanied by positive feelings and emotions.

Bad Habits: these are the things we do that do not align with our true goals. Often, they involve near-term gratification. Since Bad Habits do not align with our true goals, they are accompanied by or they bring about negative feelings and emotions [guilt, fear, etc].

New Things: If we find ourselves doing something new, and that is rare, say about 5% of the time, there are 3 possible outcomes:

  1. We will continue to do the New Thing and it will lead to another Good Habit.
  2. We will continue to do the New Thing and it will lead to another Bad Habit.
  3. We will stop doing the New Thing.
In this manner, people experiment from the start to the end of their lives. Human life, and business life is a big part of it, is a series of discoveries and explorations of new experiences. Some of those new experiences take hold and remain as habits. The experience-habit cycle can be haphazard or it can be planned. 
 
Excellent performers in life and business choose to plan.
 
If we spend time strategically planning New Things - 'Controlling For New' - then we will maximize the likelihood we create Good Habits which will bring good feelings and emotions and increase the likelihood we will achieve our true goals.
 
This is the magical power in New Things.
 

Tags:

Goals - SMARTACRE Goals | Habits: Good Habits, Bad Habits, & New Things

Thought Tweet #584

by Rick Baker
On Oct 11, 2012

Thought Tweet #584 Mediocrity: living in bad-habit shadows.

 

The Thinking Behind The Tweet

Bad Habits follow us like shadows. Bad Habits make us mediocre. We can replace Bad Habits with Good Habits...it's a matter of choice...and commitment & self-discipline.

Tags:

Habits: Good Habits, Bad Habits, & New Things | Thought Tweets

Thought Tweet #556

by Rick Baker
On Sep 3, 2012

Thought Tweet #556 If, as Aristotle said, we are what we repeatedly do then by doing a few new things we can change who we are.

The Thinking Behind The Tweet

Watch what they do, not what they say. Help people do new things...little-but-new things...that is, if you want to help them make changes for the better.

CHANGING FOR THE BETTER: Good Habits, Bad Habits, & New Things - #15

by Rick Baker
On Aug 22, 2012

Here's a link to the first 14 CHANGING FOR THE BETTER Thought Posts.

And here are links to other articles about Change: Making Change, You Want to Make Some Changes at Your Business, Change is Only Constructive When People are Comfortable, What Does Change Mean To You?, and Change or Die.

***

I write a lot about change. And, I read a lot about change. I do these things because when it comes to business change is pervasive, underestimated, ignored, and mishandled. And, those are just some of my mistakes.

Change is a topic worthy of life-long learning. Change affects every aspect of our lives. It is very personal, yet it defies being contained so it spreads from person to person and it affects one and all...in different ways.

A solid understanding of change, how it affects self, and how it affects others is an essential piece of leadership knowledge.

Without a good understanding of these aspects of change a leader is not and never will be much of a leader.

So, I study change. I select wisdom from various authors, scientists, leaders, and heroes and I do my best to understand that wisdom and use pieces of it to improve my understanding of change, how it affects me, how it affects the people I work with, and how it affects the people I serve.

Here is an excellent sample of such wisdom, an excerpt from John C. Maxwell's 'The 5 Levels of Leadership', (2011).

"Change in an organization is always a leadership issue. It takes a leader to create positive change. And the best way to start working as a change agent is the same as when trying to build a relationship. You need to find common ground. Any leader who wants to make changes is tempted to point out differences and try to convince others why change is needed. But that rarely works. Instead, focus on the similarities and build upon those. To get started, look for common ground. In the following areas:

  • Vision: when the vision is similar, you can bet that the people are standing together and they have the same view. If their vision is similar to yours, you all see it clearly, and everyone has a strong desire to see it come to fruition, you can probably work well together.
  • Values: It's difficult to travel with other very long if your values don’t align. Find out what others stand for and try to meet where you share the same standards.
  • Relationships: Great teams have people who are as committed to one another as they are to the vision. If you've done the work on level 2, you should already share common ground in this area.
  • Attitude: If you are going to get people to work together for positive change, their attitudes need to be positive and tenacious. If they're not, there will be trouble ahead.
  • Communication: For change to occur, communication must be open, honest and ongoing. When people are in the dark they start to speculate about what’s happening. And their assumptions are often wrong. Inform people so that everyone is on the same page."

 
Here are some links to Spirited Leaders' thoughts about: Vision, Values, Relationships, Attitude, & Communication.

 

How To Develop Better Work Habits

by Rick Baker
On Aug 21, 2012
"A whopping 85 percent of us have had bosses who have tried but failed to get us to change in order to improve our performance."1
 
If you want to develop better work habits then you need to:
 
  1. Plan some baby-step changes...then take them 
  2. Shake it off when you make mistakes or stumble...and count on it - you will stumble...that's OK, in fact it is a necessary part of the learning and improving processes
  3. Spend a bit of time thinking about your mistakes with the view to understanding the lessons embedded in your stumbles...and getting to truly understand yourself: think about how you handle work-pressure/stress & strain; think about how you handle interpersonal differences; think about how you handle surprises; think about how you handle change [both good change and bad change].
  4. Pay attention to situations around you...think about how situations cause you to succeed or stumble...make sure you plan for them, or plan around them if that's the best route: avoid situations that enable/encourage/align with your bad work habits when that's possible; prepare strategies and tactics that help you manage situations that you struggle with but cannot avoid.
Link to a variety of Thought Posts about Changing Habits
 
Footnotes:
  1. Joseph Grenny, David Maxfield, Ron McMillan, & Al Switzler 'Change Any-Thing', (2011)
  2. You have some bad work habits. All of us do. And we all have choices. For work habits, we can:  wait for a rainy day to make change, or tackle them now...like a work leader must do. deny they exist, try to ignore them,hope they go away, 
  3. If you do not want to develop better work habits...think about what that means to you, to your co-workers, to your family...etc.

Copyright © 2012. W.F.C (Rick) Baker. All Rights Reserved.