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Name of author Rick Baker, P.Eng.

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Delegation - some questions

by Rick Baker
On Sep 13, 2013

About “Delegation”… some questions to consider:

 

 To what extent do we want to delegate?

o   What’s our natural inclination?

o   About our experiences  […the best of times…the worst of times]

o   What makes us feel comfortable when we are delegating?

o   What makes us feel uncomfortable when we are delegating?

 

When we delegate – What are the best practices?

o   Do we set & communicate guidelines or rules for delegation?...if so, How?

o   What’s the #1 thing we have learned about delegation?

o   How do we help others feel comfortable when we delegate?

o   How do we maximize accountability when we delegate?

o   How do we use delegation to influence behaviour?

o   How do we use delegation to develop people? 

o   How do we use delegation to develop teamwork?

Tags:

Delegation & Decisions | Leaders' Thoughts | Questions?: The Art of Asking Good Questions

Resiliency - while I don't like the word, I do like this Dale Carnegie advice

by Rick Baker
On Sep 12, 2013

Recently, I listened to the audio book 'Make Yourself Unforgettable, Dale Carnegie Class-Act System' (2005)

[While for some reason I do not like the word 'resiliency' but have no concerns about the word 'resilient'], I was impressed by the Carnegie views on resiliency.

Here's a summary...

Resiliency helps you handle Problems...i.e., you are able to bounce back from Problems and you are able to handle them better.

[That alone is a good enough reason to work on building resiliency.]

7 Personal Resiliency Builders

  1. Sociability - ability to form friendly, positive relationships
  2. Humor - ability to see the comical elements in life and laugh at yourself
  3. Insight - ability to understand people and situation 
  4. Adaptive Distancing - ability to recognize negative people and keep your distance from them 
  5. Flexibility - the ability to adjust to change and adapt to handle tough situations 
  6. Personal Competence - the ability to excel at one thing and renew self-confidence and energy 
  7. Perseverance - the ability to keep trying despite the difficulties

and 7 Ways to Build Resilience

  1. Make Connections - meet and learn from as many new people as you can 
  2. Avoid seeing a crisis as an insurmountable problem - don't catastrophize 
  3. Accept that Change, both positive and negative is part of living 
  4. Move steadily and consistently toward your goals 
  5. Look for self-discovery opportunities 
  6. Keep things in perspective - don't fight against the current 
  7. Take care of yourself, mind and body
At Spirited, Good Habits are thoughts and actions that take you toward your goals.
 
...many Good Habits described above!

Thought Tweet #824

by Rick Baker
On Sep 12, 2013

Thought Tweet #824 Self-Control is about illustrating the ability to do the right things, at the right times, for the right reasons.

 

The Thinking Behind The Tweet

One way to look at the relationship between Intelligence and Self-Control:

·         Intelligence is theoretical ability…assessable, measurable capability

·         Self-Control is performed ability…in-the-trenches, proven ability

Tags:

Definitions - Spirited Words Defined | Emotions & Feelings @ Work | Thought Tweets

Thought Tweet #824.5

by Rick Baker
On Sep 12, 2013

Thought Tweet #824.5 If you know my personal Values, you have a fighting chance to understand why I'm doing what I'm doing.

 

The Thinking Behind The Tweet

If you understand my Vision of a better future then you may want to support what I'm trying to do.

I should share these things with you.

Tags:

Thought Tweets | Values: Personal Values | Vision: The Leader's Vivid Vision

Accountability - Match Tasks to Influence [and Strengths]

by Rick Baker
On Sep 11, 2013

People cannot be fully accountable. Full accountability is an unrealistic expectation. That's setting the bar too high. There are many reasons why people cannot be fully accountable: they do not have 100% control over themselves; willpower has its good days and its bad days; they cannot exert perfect influence on other people; other people have minds of their own; multi-tasking is a distraction that takes focus off specific-task accountability...and many other reasons.

So...

Some of the people can be accountable some of the time.

None of the people can be accountable all of the time.

People can, however, be fully accountable for a few certain actions within their control. They can Influence their own actions...not all their actions all the time, but definitely a few of their actions some of the time.

One key to success is matching accountability with those actions people can self-Influence and perform with skill, repeatedly.

Consider each person whom you want to be accountable.

What specific actions do they believe they can be accountable for? Those are the things to focus on. Those are the right baby steps to take. Those are the actions that will bring constructive change.

Note to Leaders:

Unless you know you know what people can be accountable for, don't assume. Don't ever assume. Put another way, avoid the temptation to pick specific actions you believe or expect others can be accountable for. Instead, encourage others to help you understand what they believe they can be accountable for. 

  • Most likely they will pick items they know they can control or, at least, they think they have a good chance to control.
  • Most likely they will pick items that align with their Talents, Knowledge, Skills, and Strengths...i.e., they will Take Talent To Task.
  • Most likely they will pick items that align with their ability to exert self-Influence.
This approach maximizes the buy-in, which is a key facet of accountability.
 
What if your people choose items that are unimportant vis-à-vis your company's goals?
 
Well isn't that something worth learning up front before you waste energy force-fitting accountability on the person?
 
Isn't that something you can state to them?
 
And - can't you remind them of your company's goals and give them another chance to come up with a better-aimed thing to be accountable?
 
Wouldn't your people learn how to self-direct from that sort of interchange?
 
Wouldn't you learn about your people from that sort of interchange?

 

Tags:

Delegation & Decisions | Leaders' Thoughts

Thought Tweet #823

by Rick Baker
On Sep 11, 2013

Thought Tweet #823 Self-knowledge is an essential ingredient of success...it's the 1st ingredient. Spend some time on that. You're worth the effort.

 

The Thinking Behind The Tweet

People who have a thorough understanding of themselves do better as business leaders. They understand their strengths and weaknesses; they understand their desires and goals, they understand their internal drivers and their behaviour; they understand their attitude toward and their reactions to situations and other people. 

And, according to Wikipedia...

The Ancient Greek aphorism "Know thyself" (Greek: γνῶθι σεαυτόν, transliterated: gnōthi seauton; also ... σαυτόν ... sauton with the ε contracted), is one of the Delphic maxims and was inscribed in the pronaos (forecourt) of the Temple of Apollo at Delphi according to the Greek periegetic (travelogue) writer Pausanias (10.24.1).[1]

The maxim, or aphorism, "know thyself" has had a variety of meanings attributed to it in literature. The Suda, a 10th-century encyclopedia of Greek knowledge, says: "the proverb is applied to those whose boasts exceed what they are,"[2] and that "know thyself" is a warning to pay no attention to the opinion of the multitude.[3]

In Latin, the aphorism is generally given as nosce te ipsum[4] or temet nosce.[5]

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