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by Rick Baker
On Nov 10, 2011
From time to time, you want people to change.
For example, you want them to change the way they act at work.
I am thinking about what you may be thinking: you may be thinking about two extremes:
- You cannot assume people will change their actions…even when people say they will change
- You cannot demand people to change…even though people say they accept your demands
I mean – you must have noticed people say they will change their actions then later you observe they have not changed. And, you must have noticed you have made demands of your people and those demands fell short of getting done.
After noticing these things, you probably would like to do better in the future. When people say they are going to do something you rely on their word...so, you would like people to live up to their word. When you have authority, as a business leader, from time to time you need to make demands of people. You don't overdo your position of authority. On occasion, you make 'executive decisions' and demands of people. When you have the need and you make the executive decision followed by a demand you want the demand to generate the action you desire.
Regardless, too often the action you expect does not happen.
So, in order to generate the action you desire you must help people change. To help people change you need to find the middle ground.
WARNING: The middle ground probably isn’t where you think it is.
It isn’t situated in logic discussions and arguments.
It is situated in simple tools, which get around the emotions that cloud over logic.
by Rick Baker
On Oct 20, 2011
Many people tout the book ‘Good to Great’, by Jim Collins.
I am one of those people. My favourite parts are two of the analogies: The Hedgehog Concept and the Flywheel.
However, I have recently discovered few people in our geography know what a hedgehog is. So, for the last 10 years when I have said things like, “the Hedgehog Concept in Jim Collins’ classic ‘Good to Great’ really resonates with me” most people have not understood a word I was talking about.
…I am working on that.
A hedgehog is a little insect-eating creature that lives in Europe, Asia, and other places…but not North America. While they are not the same species, hedgehogs and porcupines both have pointed things sticking out of their bodies…to protect them from predators.
Enough about hedgehogs…
When I say things like “the Hedgehog Concept in Jim Collins’ classic ‘Good To Great’ really resonates with me” I have another problem. The other problem lies in the title of the book, i.e., the words ‘Good to Great’. For many people, business days are not full of passion in search of excellence. Business days are a struggle in search of simple solutions.
Maybe the following category descriptions will explain what we are seeing at SouthWestern Ontario businesses:
Great
Good
OK
Struggling
Dire Straits
We could create detailed descriptions, backed by many years of research, to define these categories…as Jim Collins did for ‘Good’ and ‘Great’. But, that’s not necessary. Most business leaders know where their businesses sit.
And, of more importance, they know if they are prepared to make the changes necessary to move their business up the list.
Jim Collins discussed and answered the question “Why be Great?” near the end of his book.
What about the question “Why be better?”
Some would answer like George Bernard Shaw:
“Why Not?”
Some would answer from a different philosophical direction:
“Because you can.”
What’s your answer?
Why would you want your business to be better?
and
Are you willing to lead the changes, making personal changes, to make your business better?
by Rick Baker
On Sep 15, 2011
The Habit Changing Formula
BAD HABITS + [NEW THINGS + STRENGTHS] = GOOD HABITS
As you know, I seek simple.
I try to boil things down to manageable volumes.
My main philosophy is,
People Only Do 3 Things: Good Habits, Bad Habits, & New Things
Related to this philosophy,
- People are creatures of habit, so the two types of habits consume most of the time…people spend 95% of their time doing habits and 5% of their time doing New Things. That’s what we think.
- Successful people are successful because their habits enjoy better-than-average alignment with their goals. As Brian Tracy explained so clearly, “Successful people are simply those with successful habits.” Good Habits are successful habits because Good Habits move a person toward a goal.
- New Things are the best bridges to take to get from Bad Habit paths to Good Habit paths [and the opposite is true…but, of course, not beneficial]
- New Things become potent bridges for change when they are combined with Personal Strengths
Also related to this philosophy, we agree with the famous opera singer, Jerome Hines, who said:
“The only proper way to eliminate bad habits is to replace them with good ones.”
We add a couple of nuances to that solid advice…
- There are only two ways to eliminate Bad Habits:
- they can replaced with Good Habits and
- they can be replaced with New Things
- Often it is difficult to remove Bad Habits by simply replacing them with Good Habits…put another way it is tough to go cold turkey and often when we try to go cold turkey on a Bad Habit.
A link to the first Thought Post on Good Habits, Bad Habits, & New Things [ check out the video]
by Rick Baker
On Sep 7, 2011
You want some changes.
You spend a lot of time thinking about and planning changes.
You think about and plan many types of changes: building new things, creating new products and services, changing your behaviour, changing other people’s behaviour, etc.
You come up with new ideas…new ideas you expect will bring about change for the better. When those ideas work and you create change for the better you feel good. When those ideas do not work and there is no change for the better you feel either bad or you have mixed feelings, some bad feelings mixed with some good.
To succeed as a leader you must cause other people to make changes. That’s a big part of your role as leader. Some would argue that’s close to 100% of your role as leader.
Successful leaders cause change for the better. Obviously, people’s behaviour is the fabric of change.
Leaders must cause people to change their behaviour in order to bring about change for the better.
Leaders do that directly or indirectly; they get it done one way or they get it done another way.
Leaders must get it done, because that’s the essence of their role.
Here’s a philosophy and shortcut to that end:
Remember that when you want to make some changes at your business.
by Rick Baker
On Jul 29, 2011
Sure, given the right amount of power you can force certain changes.
You can play on people's fears and cause them to act the way you desire or the way you command.
So, change is possible even if people are not comfortable.
The fact is: if you cause people to perform change when they are not comfortable then sooner or later you will find the result is destructive.
You can play upon people's weaknesses and fears...causing them to act to remove the pain they are feeling. You can cause that sort of change to happen. But, as you do it, recognize that type of change cannot be mutually constructive.
To twist on an old cliché, that’s short term gain for long term pain.
If your goal is to construct, to build, to sustain, then you cannot lay out uncomfortable-change paths for your followers.
To be extra clear: it doesn’t matter if you feel comfortable on those change paths. What matters is – Do your followers feel comfortable? Will your followers feel comfortable?
If you want to generate constructive change then the paths of change need to be pre-paved. They need to be pre-paved with material and surrounding that will be comfortable when your followers travel on it.
To do this pre-paving you must take the time to analyse your people, to understand your people, and to anticipate situations.
Only then can you have the knowledge you need to pre-pave comfortable paths of change.
Then, and only then, will change be constructive.
Use comfortable materials and surroundings as you pre-pave the paths of change.
by Rick Baker
On Jul 20, 2011
We don't bother to measure our feelings and emotions.
At least most of us, most of the time, don't measure our feelings and emotions.
That's not to say we don't 'register' our feelings and emotions. And, that's not to say we don't behave in accordance with our feelings and emotions.
We do those things.
We do register the fact we feel this way or that. And, we do recognize our feelings and emotions play a role in what we do.
We just don't measure what's going on.
Maybe we are generally content with our feelings and emotions...so, why bother analysing them or taking the time to measure them?
Maybe we don't think we can do much about our feelings and emotions...like, they happen and that's it?
Maybe we've thought of measuring our emotions and feelings but couldn't quickly identify how that might be done...then, we got busy and that thought slipped away?
Regardless, maybe today we are thinking it would be a good idea to figure out a way to measure our emotions and feelings.
If that's something you’d like to do then there are simple ways to do it.
About a dozen years ago Brian Tracy recommended a technique which is simple and helpful. He recommended a scale from Minus10-to-Plus10.
- a rating of ‘Minus 10’ means you have the most negative possible feeling about the situation at hand. As examples...utter disgust and raging anger
- a rating of ‘Zero’ is absolutely neutral...take it or leave it
- a rating of ‘Plus 10’ is the most positive feeling about the situation. As examples…sheer bliss and pure love
I like the Minus10-to-Plus10 approach much better than any other 'yardstick' for measuring emotions/feelings.
A Minus10-to-Plus10 approach forces us to accept the reality of negatives and positives.
It also makes sure we do not lose track of the fact, when you boil it down, we only have 2 types of emotions:
- Emotions that make us feel Good
- Emotions that make us feel Bad
That helps remove all the mumbo jumbo about optimists versus pessimists. Everyone experiences Good feelings and everyone has Bad feelings.
A Minus10-to-Plus10 approach also allows us a wide enough range to make and be pleased about baby-steps of improvement.
It’s easy to give and receive advice like, "Your problem is you don't have a positive mental attitude. Think positive and all will be well."
On the other hand, that's not really very practical. To alter our feelings, if our goal is to have more good feelings then, we need to overcome deeply ingrained Bad Habits...some of which we know and can identify...and some of which are deeply rooted in our subconscious.
While we may never uncover the deep roots of habits we can always register and measure our feelings and emotions.
Using a Minus10-to-Plus10 Scale© we can calibrate any and all our feelings [or emotions if you prefer to describe it that way]. Some of this goes without saying...catastrophes can generate extreme frustration or anger or compassion or grief, etc. Other feelings and emotions, the ones that we experience throughout every waking moment of every day, are more subtle and their root causes are less clear. Regardless, the feelings and emotions influence what we do next...they influence how we feel next…and, repeating, they influence what we do next. And, they generate patterns of behaviour that show up later...including years later.
We can choose the behaviours we desire then create those behaviours.
We can use the Minus10-to-Plus10 Scale© to create those behaviours.
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