Archive for the ‘change’ Category

This Will Hurt You More Than Me

Thursday, July 22nd, 2010

Leadership/Ownership/Manager Dilemma

Employees don’t have skin in the game of the business so there is little incentive to change – that includes the c-suite and even CEO’s.

We try to overcome this with incentives, bonuses, etc. with variable success.

There are two ways that people will make changes for the better — and that includes all of us.

1. To avoid feeling the painful consequences of my behaviours.

2. To experience some anticipated future pleasure that overwhelms
my present resistance to move out of my comfort zone.

P.S. One definition of culture is:

“Observable behaviours that you can get away with.”

Eyes wide open. Risk nothing. Get nothing.
Get your F.ree Instant Access to your copy of “A Taste of Genius: 6-Steps to Creating A Business Where Good Talent Likes to do Great Work.
Visit http://www.subject2change.ca
From Dr. Jim Sellner, PhD., DipC. – The guy who works with you — one conversation at a  time — to create workplaces where people love to do their best and customers love to do business with you.

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Frenetic. Underchallenged. Worn-out?

Tuesday, June 1st, 2010

Any of these sound like you?

Frenetic

  • Hyper Involvement in work.
  • Super ambitious need for achievements.
  • Inability/unwillingness to acknowledge “failures.”
  • Neglecting personal values.
  • Chronic anxiety and irritability. (more…)
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Marriage, Management, Golf & the Nasties

Friday, May 21st, 2010

Friday morning musings after a particularly great workout.

A Marriage is like wine. We look at the bottle on the shelf. The more attractive the label, the more excited we become about what’s inside. We have to taste it before we know whether it suits our taste. Does it give us a headache or do we want more? (more…)

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Leadership: Vision – Create Your Future

Wednesday, January 13th, 2010

Leaders must have…

Vision — this is where i/we want to be by … — to live by.

But that Vision needs to be anchored in … (more…)

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I Am My Contribution to the World

Tuesday, January 12th, 2010

So, get clear on your values.

Decide to live them.

Experience your courage — in better and worse, in sickness  and in health until death do you part. Don’t worry, you can’t divorce yourself. Well, maybe, if you commit suicide. (more…)

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MMX Into Decade Ahead of Things Subject2Change

Sunday, January 3rd, 2010

2010 – 2020

Think back to 2000. The dot com’s were in the tank. No twitter. Social media 2.0 was just a twinkle in somebody’s brain. Facebook!? LinkedIn?? Twin Towers Blown to smithereens! A black man in the oval office.

As the song goes,

“There’s something happening here . What it is ain’t exactly clear. There’s a man with a gun over there . Telling me I got to beware …
Paranoia strikes deep. Into your life it will creep. It starts when you’re always afraid …”

If we get clear that everything is subject2change we do not have to succumb to paranoia.

We can keep our eyes and ears wide open.

Adopt. Adapt. Learn. Un-learn. Re-learn.

New-Old-Familiar re-arrange to subject it to change. Check this out.

Anxiety is the price of denial, the result of mentally freezing, or what i call psychosclerois.  Use the unknown to find your internal strength of character.

Heartbeats are one’s ultimate personal, non-renewable resource. Do not succumb to someone else telling you how to use them.

Make this your decade of courage, curiosity, integrity, energy and re-generation – only, of course if you choose to take the assignment.

From Dr. Jim Sellner, PhD.,DipC. — working with Zoomers & Super Zoomers business leaders so they can experience more possibilities for experiencing more joy, health and a sense of abundance.

Dr. Jim is author of Leadership for Einstein’s: Bringing Out the Genius in People While Becoming Great Yourself.
He co-leads Brains’ Trusts Peer Groups for CEO’s and executives.

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9 Stop-Doing Leader Behaviours for 2010

Tuesday, December 29th, 2009

1. Being vague about what you want for your business or team  — Get clear, very clear!

2. Not making a serious commitment by consistently avoiding doing the right things — find a “keep-your-feet-to-the-fire” person.

3. Procrastinating and excuse-making — too busy, late, not now, “not-enough-itis” — do one “yucky” brief thing daily.

4. Unwilling to look stupid — which is really stupid — tap your genius by taking a risk.

5. Not measuring the right things — assign someone else to do it ’cause you won’t so don’t even try. Give her/him the power.

6. Wanting perfection — nice impossible thought! Go for good enuf & getting better.

7. Trying to go it alone — get over yourself. Business is a team sport.

8. Believing your self-limiting stories – Go ahead and believe, just don’t act on them.

9. Making slip-ups — give-ups. Coward! Get over it. Clean up the spilt milk & move on.

Here is a stop-doing tool — should you choose to take the assignment.

From Dr. Jim Sellner, PhD.,DipC. — working with Zoomers & Super Zoomers leaers so they can experience more possibilities for experiencing more joy, health and a sense of abundance.

Dr. Jim is author of Leadership for Einstein’s: Bringing Out the Genius in People While Becoming Great Yourself.
He co-leads Brains’ Trusts Peer Groups for CEO’s and executives.

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Four New Business Realities Managers Must Accept & Live By

Tuesday, December 22nd, 2009
“Maybe we should think of today as normal … as opposed to today as the tough times, and yesterday as normal.” Steve Balmer, Microsoft CEO, on this Great Disruption.

The pre-2007 economy is gone. That means that managers must adapt — or be vulnerable to becoming obsolete and expendable — to four new, here-to-stay realities.

Reality #1: Business Spending, consumer behaviours and employee attitudes have changed significantly. There is less rationality, no loyalty and much anxiety.

Reality #2: That X% Cut to Your Budget is Permanent. You’ll be trying to do more, with less.

Reality #3: Projects that Show Measurable Business Results Get Funded. Others Get Cut. Fail to produce and you will be doubly scrutinized.

Reality #4: A Highly Competitive Job Market Means All Managers Must Up Their Games. The easy movement from one job to another we experienced in 2007 is gone. Its raining resumes.

Adapting to the New Business Realities
This Great Disruption is anything but fun. The slow, on-again-off-again recovery will not be quick. Now that we know what we’re working with, we can take a deep breath, get perspective, develop some strategies, keep reviewing, and revising. Embrace the new norms.

To your success in the new post-2007 economy.

Here is a tool to deal with it — should you choose to take the assignment.
From Dr. Jim Sellner, PhD.,DipC. — working with Zoomers & Super Zoomers managers so they can experience more possibilities for experiencing more joy, health and a sense of abundance.
Dr. Jim is author of Leadership for Einstein’s: Bringing Out the Genius in People While Becoming Great Yourself.
He co-leads Brains’ Trusts Peer Groups for CEO’s and executives.

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“Stupid Mistakes,” Self-Hatred & Being Human

Thursday, September 24th, 2009

Yesterday was one of those painful days.

I made a couple of “stupid” mistakes I thought I had corrected and written out of my repertoire of self-destructive behaviours. Couldn’t get to sleep as I was beating myself up over my “stupidity.” At 66, I “should” know better! (more…)

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The 4-C Method to Solve Employee Performance Problems

Tuesday, September 22nd, 2009

Read time 2.5 minutes. Implementation time: about 10-12 minutes. Probable time ROI when done consistently & well = about 4 hrs per month.

1. Challenge the situation: Could be as simple as asking a question, “Can you explain to me what happened?” Or you may have to get more detailed about the situation. The goal is to get the employee to think through the issue and start thinking about solutions.

2. Look for Choices: Once the employee is ready to make a decision, outline choices. Most situations are not completely black or white. You want to engage the employee. Get them to think through the situation. Don’t make the choices to be too obvious.

3. Consequences: Each decision the employee makes produces consequences. It is useful for you to explore with him or her the possible consequences of the choices. You may have to pull rank to eliminate some consequences. Explore more deeply to uncover hidden consequences.

4. Check-In: Once you’ve mutually agreed to the course of action, you set a time to check-in to see how its going. You want to make sure the employee is on track, or, if necessary make revisions based on new information.

Try it out. Lemme know how it works for you.

From Dr. Jim Sellner, PhD., DipC. — helping Zoomers & Super Zoomers find more joy, health and a sense of abundance.

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Bringing Out The Genius In People While Becoming Great Yourself