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In a word, the easiest way to get out of the box is jump.

by Rick Baker
On Dec 19, 2016

Jump Out of that Box - Jump Out of your Rut

In a word, the easiest way to get out of the box is jump.

There are ways to do things right and there are right ways to do things.

Yet, I talk about it 10-3-1 Rule. And more important than that, I talk about the difficulty people have when trying to get out of bad-habit ruts.

Whether you want to think out-of-the-box or get out of the rut, jump.

That's the best course of action.

Tags:

Change: Creating Positive Change | Thinking as in Think and Grow Rich

10 Thoughts for Firing Good People

by Rick Baker
On Nov 16, 2016
  1. Fire when the cost of presence exceeds its value: that's on the self-serving end of things [...and that is one of the ends]
  2. Fire when bad habits violate master rules: have as few rules as possible; know where lines must be and will be drawn
  3. Fire when troubling attitudes become contagious: protect your Culture
  4. Fire when skills do not keep up with change: not ruthlessly; in planned ways...after training & education have been exhausted, without success
  5. Do it yourself, don't delegate your way out of it: it's about courage and confidence [...these are 'in action', one way or another, for both parties...choose the better course]
  6. Be concise, yet not rushed: no value in prolonging the stress [...and you better experience some stress, otherwise you are too accustomed to firing people and you will not handle it well]
  7. Be calm and clear, and not insensitive: expect emotional reactions and negative feedback and know exactly how you will not react poorly to it
  8. Be kind, and decisive: this is not a time for negotiation
  9. Be overly fair about money
  10. Help the person find a more-suitable job: remember, whenever you are firing people you are firing good people

10 Thoughts for Keeping Good People

by Rick Baker
On Nov 15, 2016
  1. Have Culture - if it isn't defined it will define itself
  2. Give Compliments - everyone wants to use talents to create value...and get regular pats on the back
  3. Embrace Communication - especially listening; especially not criticizing
  4. Show desire for industry leadership; embrace differences and change-for-the-better
  5. Show excitement around not-Routine work: nurture curiosity; build skills for innovation and creativity
  6. Show lots of organization, talk little about it - illustrate process clarity
  7. Nip performance problems in the bud: it's about courage, confidence, conviction & communication
  8. Don't fall into the attribution-bias trap: keep egos, especially your own, in check
  9. Don't confuse personality mismatch with role/task incompetence
  10. Train the brain: the leader's job is thinking; thinking is the catalyst for progress...think...pass it on

On Thinking: Thinking is the way I influence myself and others.

by Rick Baker
On Oct 10, 2016

René Descartes founded 'Western Philosophy' with profound thoughts, the most famous one being - "I think therefore I am.

If I think then I must exist [as a conscious being], and vice-versa.

When I think, the result is 'influence': influence on myself and influence on others. Each and every one of my thoughts influences my [following] thoughts and actions. With ongoing improvements in neuroscience [in the area of neuroplasticity], I now know my thoughts alter my neurons and neuronal paths - impacting on my future thoughts. And, I know my thoughts lead to my conscious actions including the actions I plan in an effort to get to desired outcomes and achieve my goals.

Also, I know I influence others in two ways:

  • my unconscious behaviour - my body language and my 'automatic behaviour' and
  • my conscious thoughts and the actions tied to those thoughts.

Considering all this...

I have choices: I can choose to work at improving my thinking so I improve the way I influence others and bring about changes for the better or I can leave my thinking processes as is and live with the outcomes that follow.

That's the choice I face every day.

That's the choice you face every day.

 

 

 

Tags:

Change: Creating Positive Change | Influencing | Thinking as in Think and Grow Rich

Controlling the common littlenesses of human nature

by Rick Baker
On Aug 29, 2016

William MacDonald described Benjamin Franklin as a man who could control the common littleness of human nature1. It is clear MacDonald had tremendous respect for the special gifts Benjamin Franklin brought to Mankind, as a citizen of Philadelphia, Pennsylvania, the United States of America…and the rest of the world.

When MacDonald talked of Franklin controlling the littlenesses of human nature, he was describing Franklin’s innate ability to understand the littlenesses housed in himself and other people and adjust himself in order to get around those littlenesses so he and others could accomplish great things. 

By the mid-1700’s, when he was less than 50 years old, Benjamin Franklin had become a worldwide phenomenon…a true polymath…a true leader of men…a true leader of thought...a leader in scientific thought...a true hero.

Franklin’s accomplishments are mind-boggling.

As examples:

By his early 20’s Franklin was a self-made business success.

By his late 40’s Franklin was recognized [worldwide] as a gifted scientist.

Between those milestones he had:

  • created a mastermind, gathering intelligent friends to philosophize, share ideas and create practical solutions to Philadelphia's problems [his Junto, also known as the Leather Apron Club]
  • created time-management/personal-organization tools and decision-making tools...his pioneer work in this area lives on in legacy, for example - 'Franklin Covey'
  • co-founded an early [if not America’s first] subscription library
  • co-founded an academy that became the University of Pennsylvania
  • led the community movement that funded the first paving of roads in Philadelphia
  • built an international printing empire by creating partnerships, funding & franchising a series of strategically-located print shops 
  • built a successful newspaper - the Pennsylvania Gazette 
  • created a bestseller – 'Poor Richard’s Almanack'
  • created Philadelphia’s first volunteer fire brigade
  • taught himself French, Italian and Spanish languages
  • served as Philadelphia's postmaster
  • invented the Franklin Stove, an energy-efficient heating system still in use today…then refused to patent it because he felt he had benefited from others’ inventions so others should benefit from his

Of course, Franklin was a well-respected civic and provincial politician…long before he became America’s political representative to other nations prior to, during, and after the American Revolution.

Yes – Franklin was one of the 56 who risked the gallows2 by signing the Declaration of Independence in 1776.

And, of course, Ben Franklin did that experiment with a storm, lightning, a kite and a key…and he invented the lighting rod and the best methods of installing it. This invention illustrated to the world that electricity could be controlled, to a degree, by Mankind. That illustration helped introduce a new era of scientific thought and experimentation that is still advancing today. And the lightning rod saved countless lives and reduced, on a world-wide basis, damage and loss of property caused by lighting fires.

On top of these things, Franklin was a commissioned Colonel who built a series of fortresses to protect Pennsylvanians from the French and Indian invasions in the mid-1700's, He personally led Pennsylvanians into battle against these invading forces...he led peace talks with the native Indians and, after the war had ended, he ensured the protection of peaceful Indians from unruly Pennsylvanian mobs.

Benjamin Franklin did much more than these things.

Here's another sampling...

Franklin left Boston at the age of 16, venturing out on his own to Philadelphia. He was a vegetarian during his teenage years. He understood the value of character and he practiced character-building ‘virtues’ throughout his life. This practice started when Franklin was about 20 years old. Somehow, he was wise well beyond his years. Somehow, he understood his ‘littlenesses of human nature’ and he committed to removing his own to full extent he could accomplish that goal. Benjamin Franklin worked on that throughout his life, for over 60 years. Franklin's desire to design and build his character along strict guidelines allowed him to control many, but not all, his ‘littlenesses’. He was candid about his shortcomings and he took a humble stance on his amazing accomplishments. 

Benjamin Franking is a man worth studying…and his practices - his good habits - are certainly worth emulating. 

It is never too late to start emulating heroes.

 

Footnotes

  1. 'The Autobiography of Benjamin Franklin:  Now First Printed in England from the Full and Authentic Text', (1905)
  2. These are words Napoleon Hill used to describe the ‘founding fathers’ of what is now the U.S.A. 

How do you really hold someone accountable? Part 3

by Rick Baker
On Aug 18, 2016

Link to Part 1

Link to Part 2

Some say the key to accountability is 'delegating responsibility': when people feel responsible for something they hold themselves accountable.

But - How would you delegate responsibility?

Could you ask people questions like:

  • "Do you believe you can accomplish this task?"
  • "Do you buy into this task?"
  • "Are you enthusiastic about this task?"

"Do you believe you can accomplish this task?"

  • If people don't believe they can succeed, really, how likely is it they will succeed? [Sure, some argue "anything's possible", however, in real life that's not the way things work out. As the saying goes, 'You can't make a silk purse out of a sow's ear'.]
  • If people don't believe they can succeed, is that belief founded in attitude or competence? [This is an important distinction: attitude rests in their court; you can help them educate and train for competence whereas they alone control their attitude...or worse, maybe their attitude has moved beyond their control.]
  • If people don't believe they can succeed, do they know something you don't know? [You have to select your battles with care if you intend to win the war. At least sometimes, what you don't know can hurt you.]

"Do you buy into this task?"

  • If people don't buy into the task, why don't they buy into it? [Is it due to habit?...some people think Devil's Advocate is an important role and if nobody else is going to play the role then they will step up and do it. Some people just don't fit on some teams.]
  • If people don't buy into the task, is that due to ethical differences? [If the task violates moral codes or personal values then it is important to know their rules and where their lines are drawn. Violation of master rules and invasion of personal boundaries are poor choices, doomed to generate problems.]
  • If people don't buy into the task, what would it take to get them to buy into it? [Do you need to alter the way you make decisions and delegate work?]

"Are you enthusiastic about this task?"

  • If people are not enthusiastic - why? [Does the task test their weakness rather than align with their strength? People enjoy working in areas of strength.]
  • If people are not enthusiastic, is it because they feel they are overworked and do not have enough time? [You might need to help them understand their priorities and how to accomplish them.]
  • If people are not enthusiastic, are they stressed out or burned out? [Perhaps, their energy levels are low and they need to refuel? Perhaps, they are temporarily unable to be enthusiastic about any task?]

Could you ask yourself: "As a leader, a decision maker, and a delegator of tasks - am I doing a good job?"

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