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Name of author Rick Baker, P.Eng.

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DO NOT tell me what to do!

by Rick Baker
On May 24, 2011
To be clear about it up front, I am a big fan of Jeffrey Gitomer. I am able to get over the fact he favours bald people over people who are bald-challenged. And…while it is possible this is off on a little tangent…sometimes I get this strange feeling baldness is creeping up on me from behind…
 
Regardless, the fact is: I am a big fan of Jeffrey Gitomer. As far as I know, I own a copy of every book and every CD he has published. I think the set of ‘LITTLE BOOKS’ is a must-have for salespeople. Terrific sales advice. Terrific sense of humour. Terrific packaging. In a word: terrific.
 
So, I bought his new book ‘Jeffrey Gitomer’s LITTLE BOOK of LEADERSHIP’.
 
At page 18, I read:
 
When you lead people by example, there is nothing your people will not do for you and with you. Don’t tell me what to do, show me how it’s done. Then delegate. What kind of example do you set on a daily basis?”
 
Don’t tell me what to do, show me how it’s done.
 
Is that really what followers think and want?
 
Is that the right advice to give Leaders?
 
Yes! 
 
And, No!
 
Yes!
  • Yes – Leaders need to show people how Leaders go about doing things.
  • Yes – Leaders should refrain from setting tight restrictions on followers’ actions. Each follower should be able to use his or her unique talents and personality. Followers should not feel hand-cuffed or micro-managed.
  • Yes – Leaders should delegate.
  • Yes – Leaders should set and show leading examples.
No!
  • No – Followers must understand the desired outcome. So, Leaders must tell them that desired end-point outcome. That applies to the end-point Vision…the Leader gets to tell that to followers. And Goals…the Leader gets to pick at least some of them and tell them to followers. If followers call that ‘telling them what to do’ then…great!  That means they understand their Leader’s direction.
  • No – Leaders cannot leave all what-to-do decisions in the hands of followers. Leaders must set some structural bounds on followers’ actions. For example, the Leader must state/demand/tell things like - “You must follow our safety policies.”
The bottom line: Leaders must tell followers what to do…and limit that telling to the BIG PICTURE things.

Stop And Think

by Rick Baker
On May 3, 2011
I notice ‘Stop And Think’ is a common thread in self-help literature.
 
On the other hand, maybe I notice it because I am predisposed to finding it?
 
I notice an array of Stop And Think recommendations:
  • Stop And Think before you act…an ounce of prevention is worth a pound of cure
  • Stop And Think before you react…social skills and conflict resolution education
  • Stop And Think and Grow Rich1…“what Man can conceive and believe Man can achieve
One piece of Stop And Think advice really catches my attention:
 
Stop And Think about how you feel
 
 That is the most powerful piece of Stop And Think advice.
 
It is most powerful because, with practice, it can be done very quickly, it can yield immediate rewards, and it can solidify long-term success.
 
Stop And Think about how you feel can be done quickly…
 
It is as easy as taking a few seconds to make a mental note as you face situations and activities.
 
Stop And Think about how you feel can yield immediate rewards, with practice

You can learn to adjust your feelings and behaviour.
You can replace Bad Habits with Good Habits.
You can be more comfortable in situations.
You can do better at many tasks.
 
Stop And Think about how you feel can solidify long-term success…
 
You can uncover the nuances of your unique Strengths. That’s a major key to success.
You can develop a more pleasing personality. That’s another major key.
You can hone your decision-making skills. That’s another major key.
You can find it easier to set life goals. That’s another major key.
You can enjoy your work. That’s another major key.
Stop And Think About How You Feel
Success Simplified
 
Footnote:
  1. Napoleon Hill, ‘Think and Grow Rich’ www.naphill.org

Innovation & Brainstorming – Tom Kelley’s approach

by Rick Baker
On Feb 20, 2011
Some good thinking...
 
From Tom Kelley - ‘The Ten Faces of Innovation’
  • The Anthropologist
  • The Experimenter
  • The Cross-Pollinator
  • The Hurdler
  • The Collaborator
  • The Director
  • The Experience Architect
  • The Set Designer
  • The Storyteller
  • The Caregiver
Link to Tom Kelley’s 10 Faces website.
 
And, some suggestions for Brainstorming...
  1. go for quantity (say 100 ideas)
  2. encourage wild ideas (check out www.halfbakery.com)
  3. be visual
  4. defer judgment
  5. one conversation at a time
  6. have a facilitator and a scribe
Helping organizations innovate: www.ideo.com.

Tags:

Personalities @ Work

How would you describe your personality?

by Rick Baker
On Dec 16, 2010
Wikipedia provides the following “Big Five” factors of personality:
Considering these “Big Five” factors of personality…
 
How would you describe your personality?
 
How would you describe the personalities of the key people at your company?
 
There are many tools for assessing personality. It seems to me they often make things much more complicated than necessary.
 
Here are some suggestions for a simpler way to assess other people’s personalities:
  • Understand personalities will affect behaviour…so, behaviour provides some clues
  • Understand situations will affect behaviour…so, check behaviour under a variety of situations
  • Consider the “Big Five”…that’s a good starting point...and that may be enough
  • Spend a bit of time learning about each of those “Big Five” [they are clusters]
  • Learn how each of these “Big Five” factors show up in people’s behaviour
  • Work at observing people’s behaviour
  • Encourage people at your company to observe people’s behaviour
  • Make it a priority to communicate about behaviour and personality
  • Do not criticize what you believe to be people’s weaknesses
  • Focus on people’s strengths

Tags:

Personalities @ Work

Sales Tweet #95

by Rick Baker
On Nov 26, 2010
Sales Tweet #95 Personality friction: too much is abrasive, too little is no connection, & the right amount brings warmth.
 
The Thinking Behind the Sales Tweet
OK. We admit it is a metaphor on the verge of being out of control.

But, we believe it is much better to accept the reality of people's personality differences than to do things like ‘mirror the Client’ to build rapport.

If we work at keeping our self-esteem high then we will tend to do the right things.

Our natural personality + high self-esteem + doing the right things = More Than Enough

Tags:

Humour | Personalities @ Work | Thought Tweets

Believing it makes it true

by Rick Baker
On Oct 27, 2010
Seth Godin wrote a book titled 'ALL MARKETERS Tell Stories, The Underground Classic That Explains How Marketing Really Works - and Why Authenticity Is the Best Marketing of All'. The title was 'ALL MARKETERS ARE LIARS' and the words 'ARE LIARS' are crossed out and replaced with two handwritten words, 'Tell Stories'.
 
Here’s a sample of Seth…
 
Yes, the revised cover of the book is catchy...
  • ALL MARKETERS ARE LIARS (in big capital letters) catches our attention. It appeals to the side of us that is inundated with poor marketing messages.
  • The handwritten 'Tell Stories' softens the blow and
  • The subtitle about 'Authenticity being the Best Marketing of All' takes us to a really nice place
I think the book cover alone confirms Godin is worth reading.
 
At the inside of the front cover flap, we see Seth Godin's three essential questions for every marketer:
  • "What's your story?"
  • "Will the people who need to hear this story believe it?"
  • "Is it true?"
"All marketers tell stories. And if they do it right, we believe them."
 
"And believing it makes it true."
 
The cover flap then states:
 
"But beware: if your stories are inauthentic, you cross the line from fib to fraud. Marketers fail when they are selfish and scurrilous, when they abuse the tools of their trade and make the world worse."
 
This is a great example of advice that passes the Seek Simple test.    
 
We should understand how experts such as Godin reach their conclusions and we should understand the real-life examples they provide to illustrate 'what works' and 'what doesn't work'.
 
That will allow us to make best use of the advice provided by experts.
 
That will allow us to train our people.
 
For example, we should train our marketers to ask Godin's three essential questions:
  • "What's your story?"
  • "Will the people who need to hear this story believe it?"
  • "Is it true?"
Footnotes:
  1. Here’s a link to a closely related blog https://rickbaker.ca/post/2010/09/28/Sticky-SUCCESs.aspx
  2. Napoleon Hill said: Whatever the mind can conceive and believe the mind can achieve. http://www.youtube.com/watch?v=2hA-7aq6OXI

Tags:

Attitude: Creating Positive Attitude | Marketing | Optimism & Pessimism | Personalities @ Work | Sales

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