Two years in a row now, the American viewers of American Idol have picked the
second best entertainer as their American Idol. Now, we must remember that the difference
between the winner and loser in a total of 40 some million votes is about 2% at most.
Why is this? (more…)
The leadership and development shown in American Idol and Dancing With The Stars
is about taking ordinary people and inspiring, leading and encouraging them
to do extra-ordinary things. (more…)
which means Show, Instruct, inform, and Check to move
newbies quickly into being self-reliant achievers.
1. Because we pay people.
When employees or contractors accept money to do a job, they are making a contract to do their best with their unique talents and experience. When a company pays people they company is making a commitment to the person to provide the best available tools, resources and development so people can do their best.
2. High performers have to fix problems that are caused by people who are not being held accountable. (more…)
In an age of talent managing people within the context of “Disruptive Demographics,” (multi-generational, multi-cultural) this Great Economic Disruption and the “bad news bears media” salivating over yet another negative report to throw out in 30 second sound bites, to raise the fear and hackles of people, the winners will be those who have the courage and competencies to work with people to do their best.
The losers will be those companies and the managers who acquiesce to them, who try to get the most out of their employees.
Why? (more…)
. . . First because it involves and engages people, to get things done.
Second, genius management is a process of relationship, not an event.
Relationships are a voluntary, participatory sport. Just like getting and staying fit, building a company or building a brand identity.
Events — because the have a clear beginning, a middle and an end — are easier to plan manage, execute, pay for and get excited about.
Processes are a series of events, conversations, failures, success, learning’s and outcomes that form and define relationships that produce results over the long haul.
From Dr. Jim Sellner, PhD.,DipC. — working with Zoomers & Super Zoomers to experience 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.
Read time 47 seconds.
One day a manager was walking though the office, when he noticed one of his supervisors was having a conversation with a direct report.
Approaching the supervisor, he asked, “What are you doing?” (more…)
. . . The Power of Mentoring
“Any success I’ve had as a parent is the result of listening to Coach Wooden expand on the lessons I learned from my own parents.” Kareem Abdul-Jabbar
This is one of those books I will go to when I’m down and need a pick up. It is full of John Wooden’s philosophy, his love for his wife Nellie, his self-disclosures about his all-too-human faults and triumphs. (more…)
Change Myself, Change My World, One Conversation At a Time . . .
with close encounters of the first-person kind.
Read time 2 minutes.
Goal: Key leader job is to bring out the genius in people.
Return on that conversation: Clarity. Connection. Being “real.” (more…)
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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