Responsibility – Blanchard LeaderChat

British vs. American Culture!

Hart Lee — Fri, 14 Aug 2015 23:36:05 +0000

5 Things People Do To Look Really, Really Busy

Gus Jaramillo — Fri, 17 Jul 2015 08:22:21 +0000

Infectious Thought Germs Will Anger You

Hart Lee — Fri, 13 Mar 2015 03:33:33 +0000

Looking past the viral-oriented nature of this video, the main concept presented is critical for leadership. Thoughts, when attached to emotions other than sadness, generally have higher “infection” rates.

Thus, it is important to generate more emotion (hopefully positive and not anger-inducing) around messages that you want your direct reports to remember or share. It seems idea is lost at times in the data-driven world of today, where it’s more important to get across the numbers and metrics than it is to tell a story.
So communicate with feeling and generate positive emotions in your direct reports. Make the topic relevant to them. They will be more receptive to your messages and will remember them better. Let’s infect the world with the good germs to promote healthy thoughts.

Just don’t anger them… or you may end up on the wrong side of a thought germ!

1 Secret of High Performing Teams

Gus Jaramillo — Fri, 10 Oct 2014 18:02:51 +0000

We’ve started doing this accountability group around the office and it seems to be working. Recently, the boss man had this idea that if we put up our goals for everyone to see and kept each other in check for a 30-day challenge, the added accountability would help us stay committed to reach our goal. Our goal was to start with 10 pushups at the beginning of the month and increase that number by 1 every day. As a result, we decided to continue this trend, and now we are participating in a daily calorie challenge where we log our meals and maintain a certain caloric intake. As you can see, so far so good and we have included 4 cheat days as good measure. I’ll probably eat a whole bucket of churros on my first cheat day.
Taking this concept past a simple pushup or calorie contest, in my own experience and what much of the research has to say is this:

In the weakest teams, there is no accountability
In mediocre teams, bosses are the source of accountability
In high performance teams, peers manage the vast majority of performance problems with one another

If you are on the first two teams, look for a trade or try to resolve the problem. None of these options are really that easy, but the latter option is probably the most feasible. Here’s what you need to know about accountability. Don’t be scared of it. If accountability is seen as negative and punitive in the office, do what you can to change that perspective for everyone. Put up a challenge for the various task goals that everyone has and create accountability for one another.
Here’s a distinction that you need to be aware of: there is a critical difference between “holding someone accountable” and “creating accountability” in your team. The first creates a culture of fear and brings potentially significant, negative connotations and impact. The second allows the team to be mutually invested in the success of oneself and others. Decide for yourself what environment you want to create in your office and see what outcomes you get as a result.
Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

The Amazing Girl Who Was Not Allowed To Say “Can’t”

Hart Lee — Fri, 15 Aug 2014 17:44:37 +0000

Please watch the following video:

Video Credit: BBDS Talent

Jennifer believed she could do anything as long as she put her mind to it. And the same is true for anyone else.

Are you facing a challenge that seems too difficult to overcome? Try thinking outside the box, or ask for a second opinion. But be persistent and remember that sometimes a few falls are necessary before you can fly.

So remove “can’t” from your vocabulary and motivate yourself to stick to it. You may surprise yourself with how much you can achieve!

The Balancing Act of a Leader

Matt Youngblood — Fri, 23 May 2014 13:00:21 +0000

Being promoted into your first management role can be both an exciting and scary experience. It shows that your employer trusts you to make decisions and lead others. However, it can also be a major shift in responsibility. People are going to look to you for direction, and it’s up to you to have the best possible answers for them.
While most people are told that they will have new responsibilities, there’s one crucial piece that tends to be left out of that promotion-prepared conversation: get ready to start the workload balancing act.
What I mean by that is most people assume that their focus on work shifts to people they lead when coming into a management position. While that’s true, that only paints half of the picture. You had your own individual tasks and projects you completed before this promotion, but now that you’re promoted, you’re individual task work doesn’t simply stop (though the focus of that individual work may shift). In fact, not only are you now responsible for your own workload, but you’re also responsible for the workload of those you lead.
It can be a major challenge when you have your direct reports coming to you needing direction, yet you’re in the middle of trying to complete a project with an impending deadline. How can you balance the needs of the two?

Start with the open door policy: Hopefully, you’ve heard of this term. If not, the basic idea is that your door is always “open”. If someone you lead has an issue they need to discuss, they can come by your office, email you, call you, etc… at just about any time of the working day. Having this policy can remove a major hurdle and allow the people you lead to get past problems faster than having to waiting until you’re available.
Draw a boundary with your open door policy: While it’s great for your people to be able to discuss issues or get direction at any time, it may not always be feasible for you to maintain this policy at all hours of the day. If you have approaching deadlines or your own workload is starting to pile up, block out some time on your schedule. Set a ground rule with the people you lead that you can’t be disturbed during this time unless it’s absolutely critical. Be sure to follow up with step 3 below after establishing your boundary.
Find your second-in-command: You’ve established your boundary, but now what? Your people need a backup plan for time-sensitive issues. After all, customers will only wait for so long before an issue gets out of hand. If you work in an organization with a large workforce, perhaps there’s another manager in the same department as you who can be your backup (also allowing you to reciprocate the favor).
If you work in a smaller organization and there’s not an immediate manager who can cover for you, perhaps there’s someone you lead who is an expert in their role who can be groomed to take on this responsibility. Not only will it allow you to keep your boundary, but it allows you to tackle another management responsibility of developing your people.

Finding the right balance between being available and completing your own work will always be a juggling act, and you may find yourself needing to adjust and readjust your boundaries depending on the needs of your work and the needs of your people.
Leave your comments!

Can You Get the Delicious Cake?

Hart Lee — Fri, 02 May 2014 09:25:34 +0000

Several years ago, someone posed the following challenge on a popular internet image board:

The goal was “get the delicious cake” and you had to draw your solution. No other rules were given.

One response showed the figure crawling through the spikes, while others used elements from pop culture to get the cake. For instance, Harry Potter magic spells, Star Wars lightsabers, and Super Mario warp pipes were all presented as solutions to this challenge. The following are a few of the more original and creative ways people attained the cake:

Use the door!

When you want to get rid of something in an image, the eraser tool is handy

Thinking outside of the box

The lesson I took from this was that people can get very creative when presented with a problem and given the freedom to devise a solution.

As a leader, you may have goals you need to accomplish, but it is left up to you to determine how to accomplish those goals. With a little time and ingenuity, you can come up with many different and often surprising ways to achieve those goals, particularly when you have the help of others.

So how would you get to the delicious cake? Type your solution in the comments, or you can use your favorite image editor or an online one and post a visual of your solution.

Leadership is a Verb

Blanchard Associate — Fri, 07 Mar 2014 18:33:47 +0000

lead·er·ship [lee-der-ship] noun
the position or function of a leader, a person who guides or directs a group: He managed to maintain his leadership of the party despite heavy opposition. Synonyms: administration, management, directorship, control, governorship, stewardship, hegemony.
From 1973 until 2000, one of America’s largest, and eventually global, courier delivery services, headquartered in Memphis, Tennessee, was called Federal Express. In January of 2000, Federal Express changed its name to FedEx Corporation and implemented one of the most successful re-branding campaigns in American history.

Lead!

After the rebranding efforts took place, something even more significant than the shorter name and little arrow added between the “E” and the “X” began to evolve into a new idea. The word FedEx, became known, not just as a way to define a company, but as something you do as a critical part of your business. “I need you to FedEx me the product tomorrow.” “I’ll FedEx that to you right away.”
FedEx evolved from a being a noun into a verb!
The same thing is happening to the idea of leadership. For the past 50 years, the leadership development industry has exploded into a multi-billion dollar industry because companies around the world are realizing the competitive advantage to having a strong leadership strategy.
I recently found myself sitting in a coffee shop, having a conversation with one of the coauthors of Leadership Genius, and one of the top gurus on the topic of leadership, Dr. Drea Zigarmi.
“Leadership has been an over-used word, in which some people think of it as a person or a thing. It’s not thing. It’s action, or a series of actions you do with people.” Taking a long, slow sip of his coffee, he leaned toward me and proclaimed, “Leadership is a verb!”
When you think of the word leading, you have to consider that it means doing something. It means moving an idea, project, or a dream from one place to a higher place—through the shadows and the conflicts and into the light and consumption of meaning and purpose.
It takes action to effectively move a package from Memphis, Tennessee, to Grover’s Corner, New Hampshire, where a little boy or little girl eagerly open a package to discover something magical, something that will bring a smile to their face. Great organizations, whether it’s a global company serving millions of people or it’s the little pizza shop down on the corner, move their people from knowing what a good job looks like to doing a good job consistently, task by task, with passion and excellence.
Great organizations are dedicated to developing more than just leaders; they are dedicated to developing people who lead! Great leaders are defined by what they do, not by what they know.
About the Author:
Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is Co Producer and Director of Stepping Up to Leadership with Scott Blanchard, at lynda.com.

Lifehack – Achieve Your Goals by Making Them Easy

Hart Lee — Fri, 03 Jan 2014 04:44:38 +0000

Happy 2014! With a new year comes new resolutions. Are yours the same resolutions you’ve made last year? Don’t worry, you’re not alone. Despite what psychologists tell you, behaviors are difficult to change, especially when you’ve become used to doing them. There’s a reason why self-help books sell every year and apps are released to motivate individuals to change.

Change is difficult

So why will this year be different? Because I will share a secret that will help you to actually achieve your resolutions: Make your resolutions easy.
Now this does not mean that you reduce your weight loss goal to -5lbs or that you discard your quest to read 50 books this year and instead read 2 lines of a blog post. What I mean is, do all of the prework first so that the goal becomes easy to attain. This is especially useful for when you have difficulty starting.

It’s easy if you try

For instance, I had an issue with running. I would sit there figuring out what to wear and then spend another 10 minutes scrolling through my playlists and choosing the songs for my run. Then I would look through my fridge for a pre-run snack and spot the delicious leftover burger from the restaurant the night before. The next logical thing to do was to gobble down that burger on the couch!
Instead, I prepare all of this in advance. I prepare my clothing, my playlist, and my snack before I go to bed. The next morning, all of my running gear is ready to go. The preparation comes easy since I know that I won’t have to run right after I’m done.
The author of the post below, Gus Jaramillo, actually changes into his workout clothes when he is off of work. That way, he is ready for the gym before he even gets into his car. The only logical destination becomes the gym.

Start today

So think about your goals and ask yourself, “What can I do to make them just a little more easy to start?”
Image Credit: 1 | 2 | 3

Stepping Up to Leadership

Blanchard Associate — Fri, 13 Dec 2013 21:01:49 +0000

The late autumn chill had an extra bite as I walked down the street and into the safe harbor of the Kettle Coffee & Tea café. Once inside, the heat from the fireplace and the enthusiasm of the conversations would soon warm me, both physically and intellectually.
I have often overheard some of the most amazing and engaging conversations while enjoying a piping hot vanilla tea made by the servants hearts of the best baristas in town. From the latest political controversies to the five points of Calvinism, I have often gleaned more insight into fascinating topics than I would have in an entire semester at the university or a two-day workshop in a cold dark ballroom.
This particular morning was exceptionally insightful as I listened to one of the most intriguing conversations on leadership—particularly as it related to individuals who have recently inherited the responsibility of influencing others toward a common purpose—individuals who are Stepping Up to Leadership for the first time.
There in the middle of the café, with the classic brick wall of the coffee shop as his backdrop, was internationally renown, and best selling business author, Scott Blanchard—The Son of the One Minute Manager, legendary business author, Ken Blanchard. There at the table, highlighted by two large mugs of piping Joe, David Witt, Lead Columnist at LeaderChat.org, was engaged with Blanchard in meaningful conversation about the challenges new leaders face when working with others in the ever evolving new workforce.
During the course of the conversation, Scott Blanchard highlighted three insights for anyone stepping up into a new leadership role. Insights that even the most seasoned leaders could leverage to bring out the best in their people and their organization.
Leading Others
The conversation began with one of the most timeless questions on the topic of leadership—are leaders made or born? While Blanchard admitted, some people have natural leadership instincts, everyone can learn time tested, researched based leadership skills that can help them collaborate and communicate more effectively with others. He also went on to discuss the need for unshakable ethics, and how to leverage the best in yourself as a leader—not focus on your weaknesses.

Building Relationships
Scott Blanchard passionately emphasized the critical need for leaders to build relationships. “Great leaders,” Blanchard said, “Build trust with the people they are leading.” He also went on to encourage new leaders to deal with conflict effectively, not ignore it or dismiss it as an employee problem. Being others focused, communicating well, and praising people are also key leadership traits that build solid relationships with people and increase the effectiveness of your ability to lead others.
Getting Results
As Dave Witt downed his last drop of coffee, he challenged Scott on weather good leaders should focus on results or people as a top priority in the leadership process. Blanchard had some interesting responses to the question, sighting that the need to motivate people and invest in their wellbeing is the secret key to getting more productive results from the people you are leading. Blanchard tackled the difficult part of leadership, having challenging conversations with people, and the difference between reprimanding someone verses redirecting them toward the vision and values of the team and organization.
While the sting of the approaching winter subsided in the harbor of one of the most engaging conversations I’ve listen to in a café, so to does the winter of discontent of employees and contributors who are lead by people who know who they are and what they are attempting to accomplish in their role of responsibility as a leader. While the most important advise for individuals Stepping Up to Leadership is reserved for lynda.com subscribers, the lessons learned from listening into the conversation on leadership will lasting and impactful.
Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is Co Producer and Director of Stepping Up to Leadership with Scott Blanchard, a lynda.com and Ken Blanchard Companies production.

Leadership is as Leadership Does—Leadership Lessons Learned from the Recent US-Government Shutdown

Blanchard Associate — Fri, 18 Oct 2013 13:00:41 +0000

Leadership is Not a Title

Leadership Dependency Weakens Independence
The most fundamental leadership lesson learned from the shutdown is the ancient reminder that the more we, as individuals, become dependent on leadership, the more it weakens our own personal independence. The United States of America was founded on the core value of personal independence—leadership of self. When leaders of organizations and communities take a top-down approach to solving problems and finding solutions, they undermine the power of the individual to come up with creative and innovative solutions to the challenges at hand. Excellent leadership empowers individuals to equip themselves with the mindset and skill sets to resolve issues at a personal, local level, rather than depend on someone else to solve the problem for them.
Leadership Is Not a Title
People assume that elected officials are leaders by nature. This assumption is misleading and is often a source of frustration when politicians don’t live up to our expectations; behaving more like spoiled children rather than acting like mature servants of the people. As with other assumed leadership roles—executives, teachers, doctors, president of the local sports league—people aren’t necessarily in that role because of their leadership skills. Often they assume positions of authority by default or indifference of the people, not necessarily because they are qualified for the position. We shouldn’t assume people are effective leaders just because of their title. Good leaders should be viewed as such based on how they collaborate with and influence others through a positive and productive process.
Leaders Collaborate
Collaboration is no easy task. It’s an acquired and developed skill set of every good leader. The larger the stakes and the more people involved means the more complicated collaboration will be. That’s why great leaders—of both others and self—need to be effective collaborators. Collaboration is not just listening to others’ opinions then making a decision based on your own personal point of view. Collaboration could be the most exhaustive, painful, messy, and frustrating part of leadership, but it is critical to maintain the trust of the people you are leading, as well as serve the greater good of the people.

Blame Game

Leaders Don’t Point Fingers
One of the silliest aspects of an otherwise tragic situation in the government shutdown was the public calling out of others with opposing views. The blame game is nothing more than an immature act of desperation in an attempt to influence public perception of other people’s point of view. Instead of finger pointing, great leaders assess the disagreements, seek understanding, and assume the best in other’s opinions, even if there is an apparent selfish intent. Effective leaders roll up their sleeves and work behind closed doors, face-to-face, to get the issues on the table as a first step to discussing possible solutions. Leaders listen, they don’t stand behind a podium and blame others.
As the dust settles from the latest uprising of political division in the country, let us sober our minds and check our own hearts to consider how we, the people, may glean something worthy from this conflict. There is still great hope in the great American experience, and it still resides within the heart of effective personal and collaborative leadership.

When Silence is Not Golden: A Story of Unexpected Leadership

Hart Lee — Fri, 02 Aug 2013 05:55:27 +0000

I admit it. I fear the unexpected. And I still remember the time when the unexpected hit me flat in the face.
I was working for the Geek Squad at Best Buy at the time, and my supervisor asked if I’d like to be an instructor for the local Geek Squad Summer Academy event. This is a two-day program held annually in different locations of the world where agents from across the country gather and teach children in the area about various aspects of technology, from building computers to producing music. I said, “sure,” and was sent off a week later to Oceanside, CA.
After orientation, I was assigned to teach the image manipulation class with another agent who looked like he went to the gym far too often. We went over the course and divided the lessons between the two of us before heading home to prepare for the next day of actual instruction.
On the first day of class, we stood in front of about 25 children, ranging from four- to thirteen-year-olds, and three other agents in the room who were acting as helpers. We all went around the room introducing ourselves and my co-instructor confidently started to talk about the first lesson. And that’s when things went terribly wrong.
As he pulled up the program on the computer for the first activity, he started fumbling his words and his voice lowered to a mutter as he moved from the instructor’s computer to the instructor materials. Then, he went silent. He looked like he had no idea what he was doing. I could see the children starting to fidget in their seats. They began to whisper, which grew to talking, and then yelling. The three helpers were desperately and unsuccessfully trying to calm them down.
Instantly, I was on my feet. An intense dread came over me as I realized I had no idea what I was going to say or do. I remained motionless with everyone’s eyes on me, including my co-instructor, for what felt uncomfortably longer than the 10 milliseconds that I stood there. And then, my brain suddenly started making connections and words flowed from my mouth. I had vaguely recalled that my co-instructor’s portion involved taking pictures, so I told everyone to grab their cameras. And with that, I ended up presenting the entire two days, making up lessons for portions that weren’t mine. The kids went home happy and skilled at image manipulation, and I went home relieved it was over and pleasantly surprised at myself.
That incident taught me a few things:

Don’t doubt yourself. Doubt can be quite the speech-killer, so believe that you can overcome and succeed. The brain can make surprising connections under high pressure situations. Or, in my fellow instructor’s case, make no connections… and then, you just might put yourself and/or someone else in an awkward situation.
Take everything as a learning experience. This mindset can help you get more from your best moments, as well as really understanding your worst ones.
Just go with it. Never think that something is ruined if it doesn’t pan out the way you thought. Be creative. Sometimes, things can turn out better than how you’ve planned.

You never know when a moment of unexpected leadership will strike next, but these tips can help you turn things around and make the outcomes a bit more… expected.

Speakeasy Leadership

Blanchard Associate — Fri, 12 Jul 2013 17:30:14 +0000

Seakeasy Leadership

The spirit of the Roaring Twenties was marked by a cultural rebellion against classic traditions, inspiring social revolutions around the world. Everything seemed to be possible through the modern technology of automobiles, motion pictures, and radio, which all promoted ‘modernity’ to the world.
One of the most mysterious trends that came out of the Roaring Twenties was the establishment of Speakeasies—hidden sections of an establishment that were used to illegally sell alcoholic beverages and feature new artistic expressions of music, dance, and risqué behavior. To enter a speakeasy, one would need to say a password to the doorman, indicating that the person-seeking entrance was welcome by the owner or other members of the “business within the business.”
In many ways, today’s workplace resembles the spirit of the twenties, with a rapidly evolving workplace, cutting edge technology changing and shaping the culture norms of organizations around the world.
Unfortunately, one of the dangers of today’s workplace is Speakeasy Leadership—the hidden sections of an organization where only a few people in positions of power make decisions that affect the rest of the organization. The practice of exclusive leadership, rather than inclusive leadership practice is alive and well in today’s organizations. But the reality is that the old school leadership hierarchy is an ineffective novelty in a knowledge-based economy.

Outside Looking In

Today secret societies and “good ole’ boy networks” only work at your local grocery store or coffee shop as a special promotion tool. In a Knowledge base economy, where individuals are empowered through the Internet, smart phones, and social networking that empowers a variety of information and connections that naturally drive higher levels of collaboration and success.
One new workforce member expressed it this way, “I am used to being so connected to my colleagues and playing off each other in the office, via social media, and creating ideas together with high levels of synergy everyday…” The open organization, without the Speakeasy executive office on the second floor, is a robust place where individuals create new best friends instantly and in days create a strong network with everyone on the team, as well as the friends made at their last organization.
Speakeasy Leadership promotes the opposite atmosphere at work where a few gatekeepers of ideas, formulate a plan from the top of the organizational pyramid, then pass it down to the people on the frontline to try and implement—void of passion and intimacy.   “I feel like there is a secret group of people running the organization,” says another frustrated employee. “It’s like were sitting in a meeting, and there are two or three people sitting at the table, speaking their own language, giving each other a wink and a nod to each other when I present our teams creative solutions to our organizational challenges.”

Collaborate for Success

Speakeasy Leadership will kill today’s knowledge based company, because today’s leadership model and workplace formula for success is one based in wide-open communication, effective collaboration, social networking, and truly empowering individuals that are encouraged take ownership in the vision—not just contribute to it. Touch the untouchable by bringing energy and productivity to work, breaking down the interior walls of Speakeasy Leadership, creating a community where people work and play together, stimulating innovation, connection, and wild success.
Jason Diamond Arnold is a Leadership Consultant and New Media Producer at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action, a non-linear learning program that promotes individual empowerment and collaboration.

Separating the electronic umbilical cord

Matt Youngblood — Fri, 05 Jul 2013 13:00:18 +0000

Vacation, vacation, vacation…. I’m going on vacation. There’s nothing quite like sitting on a warm beach sipping a margarita…or so I’ve heard. Instead, I’ll be in my backyard digging up the ground to make way for a new patio in what will probably be 90+ degree heat.
It sounded like a good idea a few months ago. I’d take some time off in July to do some work around the house and in the yard. Well, it seems that was a boneheaded move on my part to pick one of the hottest times of the year to give my backyard a facelift (I hear Death Valley reached 129 degrees earlier this week). However, even though I’ll be doing physical labor, I plan on returning from vacation fully recharged and ready to work. How do I plan on doing that? It’s simple…
I’m not checking my email.
I’ve made a commitment to stay away from my inbox, no matter how addicting it is every time I see that blinking indicator light on my smartphone that a new email has arrived.
With that addiction comes the side effect of stress. It’s stress from seeing something that’s being asked of me. It’s not so much the work that accompanies those email communications that causes it, but rather juggling priorities with fast-approaching deadlines. It’s the stress of wondering if I can really meet all those commitments within the time frames specified.
It’s why I’m leaving my inbox with accompanying stress at the office. My fellow colleagues are more than capable to cover my workload while I’m gone.
It sounds so easy to do, but like I said, it’s an addiction. Over half of workers who take vacation wind up checking their email. I read one study that pinned a figure as high as 79% who check their inbox during vacation. As that study pointed out, some do this so that their inbox doesn’t turn into a mountain of requests when they return from vacation. Even I have been guilty of this for that very reason during previous vacations because I hate playing catch-up.
Some of you might think this is impossible. Perhaps you have a unique role or skill set within your organization. Maybe you’re the go-to for specific projects and/or tasks. The trick to being able to “cut the cord” is to do the necessary prep work before you leave for vacation. Work with colleagues who can be your back-ups while you’re gone. Brief them ahead of time on what to expect and train them on any important processes. Enable your organization to survive without you for a few weeks.
After all, that’s the point of vacation – to be disconnected from your work. If you can never get away from it, sooner or later, you will find yourself burnt out. Everyone needs a mental refresher every now and again.
What about you? Do you make it a point to leave your inbox at the office on vacation, or do you have no choice but to check email?
Leave your comments!

Leadership Failure

Gus Jaramillo — Fri, 21 Jun 2013 08:00:55 +0000

Not too long ago I was put in charge of a couple sections of soldiers who were working on some military intelligence products for an upcoming mission. Since the teams were working on separate products, I assigned myself to one team and had a Lieutenant take charge of another team. The LT had been in the army for a few years, so I had no qualms about giving the team to him. I spoke with him privately and told him that he had “full autonomy” over his team and gave him full discourse over what his team did and how they finished their products. The next morning I come into work at 7:30 fully expecting everyone to be there for unit physical training. They weren’t. When I asked the LT where his team was, he said that he told them that they could do physical training on their own and that they didn’t need to show up until 9:30am. “What? Why did you do that? We always show up at 7:30.”

So, of course, they decided to sleep in and didn’t do any physical training for the day.
And of course my team was upset that they didn’t get to sleep in and come to work at 9:30. The last thing I wanted to create was resentment across the two teams. I thought that maybe a “team building” exercise was in order, but I didn’t carry it out because I felt I would probably screw that up too. I was upset about the whole situation, but mainly I was irritated at myself.
After looking back on the incident, here’s what I learned:

I never really gave him full autonomy

Here’s what I really said: You can have full autonomy unless you do something I don’t want you to do or something that I disagree with you on. What I told him he could do and what I wanted him to do were two separate things.

I shouldn’t have given him full autonomy

Giving full autonomy over everything is not really leadership at all. I thought I was doing the right thing by giving him autonomy, but what I should have done in that situation was to give him more direction as to what is expected and necessary. Autonomy has its place and limitations; using it correctly is when it’s the most impactful.

My communication was not aligned with my expectations

I was never clear on my expectations. What was standard and status quo for me was not necessarily the same for him. Talking through each other’s expectations would have been helpful for minimizing conflict and building trust.
For any further information or questions contact me at gus.jaramillo@kenblanchard.com

3 Essential Pieces to the Puzzle of a Successful Team

Blanchard Associate — Fri, 14 Jun 2013 14:00:49 +0000

Every high performing team is made up of a mix of people that fulfill specific needs. They are all pieces of a puzzle that could not be completed if one piece was lost or exchanged for another shape. It is crucial that when building this team everyone knows their role and sticks to their responsibilities without stepping over boundary lines. Team members need to understand where those boundary lines are by becoming a jack of all trades but they still need to be an expert at one. Below are three essential components to a successful team.

A Leader: The person who plays the leader, captain, or coach should be a great communicator and role model. They may not be the highest performing member of the team; however they have the best people skills to keep the team moving in the right direction. They need to have empathy for people when they are struggling but also an ability to push someone when they are feeling they have hit a wall. Teams do not succeed without someone leading them toward their end goal.
Role Players: Although these team members are often over looked they are the most important in completing the simple tasks that lead to the overall success of the team. Role players are able to make a team’s project look appealing, function properly, or maintain a certain level of operation. It is important for the leader to establish that these people are role players on the team but also that they have individual roles assigned to them which contribute to the overall success of the team
A Star Performer: Every best team has its role player or leader who also turns out to be its star. The star is the person who excels at everything at a level that is higher than the rest. It is the one person who has the skills that the others strive towards. This person develops the best ideas but also has the clearest plans to execute them. The star performer is not always the leader because they may not know how to communicate how they do what they do, but they embody what a high performer looks like.

There are very high functioning teams which do not have all three of these pieces yet produce great results. However, to be the best team possible you need to have members who take on each of these positions and then work together. The leader has the greatest influence on the cohesion of the team.

The achievements of an organization are the results of the combined effort of each individual.
– Vince Lombardi

Brian Alexander is the Marketing Project Specialist with The Ken Blanchard Companies. To learn more about The Ken Blanchard Companies please visit www.kenblanchard.com

The End of Innovation

Blanchard Associate — Fri, 07 Jun 2013 13:36:25 +0000

“Innovation is dangerous!” says Yawn Fearman, Gatekeeper of Ideas at Acme Corporation—an international consulting firm that provides executives and managers the tools and skill sets needed to maintain power and balance within organizations. “Innovation is an unruly attitude that ignites revolutions and unwillingly forces change upon the slow and steady hand of the status quo.”
Fearman asserts that there several simple mindsets to avoid disruptive an inconvenient ideas within an organization:
Isolate Innovation
When a child acts up or misbehaves at home, the best discipline is to give them a Time Out and send them to their room. You don’t have to kick them out of the organization, but isolation will make them think about the real vision and values of the company in more detail. It will encourage them to align their hopes and dreams with the hierarchy of the organization who own the vision and values.
But if you do want to innovate within your organization, keep it limited to one or two departments that are led by individuals who have a degree from a prestigious school and who are in close collaboration with you as a key leader.
Just Say No
Hey, if it worked for Nancy Reagan in the mid-80s (and look how far we’ve come since then), it can work for leaders when individual contributors come up with creative and new ways to serve clients. When ideas come up from the front line, just say, “no.” You probably don’t have the resources or money to implement the ideas anyway, so no real harm can come from this approach. It’s clean and effective and eventually, people will stop coming up with their own ideas so that you can do your job—implementing your own.
Show Them Who’s Boss
When the first two strategies don’t work, flex your Position Power. You have the degree, the experience, the complex title, and the pay grade—so use them!
If employees discover that they have other avenues of power, such as personal experience, knowledge, relationships outside the organization, or a specialized ability to perform specific tasks that the executives may or may not, this could become very disruptive to an organization. Don’t shy away from the fact that you are getting paid the big bucks to drive the organization into the future—not them. You have the title and the authority to make the first and final decision.
Enjoy the Silence
Don’t allow the loud distractions of individual or collaborative innovation to drown out the brilliance of your leadership ability. You’ve earned the corner office, and you were born to lead. The future of the world depends on you—don’t leave it to chance by putting its fate hang on someone else’s wild ideas.
** The views and opinions expressed in this fictitious article do not necessarily reflect sound advice or the views and opinions of  the author, or The Ken Blanchard Companies.
Jason Diamond Arnold is a Leadership Consultant at The Ken Blanchard Companies and Coauthor of Situational Self Leadership in Action, an asynchronous learning experience for Individual Contributors within Organizations.

Want to be productive? Stay home from work

Gus Jaramillo — Fri, 17 May 2013 08:00:42 +0000

Absenteeism (not showing up to work) is a well-documented and researched metric. However, the evil twin brother of absenteeism is presenteeism, and it’s now starting to get some more attention. Presenteeism is defined as showing up for work when one is ill, and it is literally a productivity killer. It is estimated that the costs associated with presenteeism due to poor employee health is at least 2 to 3 times greater than direct health care expenses. The total cost of presenteeism to US employers has been increasing, and estimates for current losses range from about $150 to $250 billion annually. Consequences to presenteeism can be loss of productivity, major health costs, inaccuracies on the job, and spreading of illness to name a few. We all have done it, but we should really think twice about coming into work when we are sick. However, it’s just not that simple, and there are many reasons why just can’t say no.

There are many antecedents to presenteeism but here are some major reasons:
1) Our culture/manager fosters this behavior
I’m probably not the only one has been praised for being a team player and coming in when I was extremely ill. In a recent survey by the Health Enhancement Research Organization (HERO), researchers found that employees who indicated that their employer was not supportive in helping them become emotionally healthy were 320% more likely to have high presenteeism. A 2010 study by the Work Foundation found that more than 40% of employees were under pressure from managers and colleagues to come to work when ill.
2) Fear of losing your job
In research done in 2012, nearly a third of employers have reported a rise in the phenomenon of “presenteeism” in the past year. With the economy slowly turning the corner, employees are worried about losing their job or falling behind in the rat race. Dr Jill Miller, research adviser at CIPD, said, “Continuing economic uncertainty and fears over job security appears to be taking its toll on employees. We are seeing employees struggling into work to demonstrate their commitment, suggesting presenteeism can be a sign of anxiety.”
3) Pressure to perform
For some reason we equate our perception of the seriousness of the illness in direct proportion to justifying taking time off. “It’s probably just meningococcal so I should be fine; I doubt it’s contagious anyways.” Let’s leave the diagnoses to the professionals and see if we can’t rest for a little bit. In a recent conversation with an old friend he told me, “I have worked for my company for 20 years and I have never ever taken a sick day.” Well, why not? He said he had maintained the “old school” mentality of work, work, work. This never made sense to me; if you are sick, then why don’t you just stay home? Now I’m being a little hypocritical here because I have often got to work when I really was too sick to go. But the worst part about it was that he worked in a hospital!
4) Little or no sick days
Increasingly, employers have minimized the number of sick days and most of the time; we just can’t afford to miss work. Also, with the increasing amount of households turning into a dual income family, many parents are using their sick days to care for their children when they become ill instead of taking care of themselves.
There doesn’t seem to be any extreme changes on the horizon in the way employers handle presenteeism, however we owe it to ourselves to take care of our bodies and be present when we can afford to. Sometimes urgent can just wait until tomorrow.
For any further information or questions contact me at gus.jaramillo@kenblanchard.com

The Look of Ethical Leadership

Blanchard Associate — Fri, 10 May 2013 10:00:18 +0000

Call me idealistic, but I want more from Gen X and Gen Y when it comes to leadership. I want to see us go beyond the standard leadership stereotypes to something more global, accepting, and inclusive. To encourage non-typical leadership types to emerge and develop.
Can you imagine what it might look like if high-potentials weren’t chosen based on how well they fit the corporate image, but instead on how well they treat others? Have we gone overboard with making sure leaders present themselves a certain way as seen in the following video?

Sure, they all have the right corporate image, but is that what the leader of the future should be? What if these guys in the following video were the most ethical leaders you would ever met…

What about those people you work with right now who might not say the right corporate buzz-words, wear the right clothes, or graduate from the right schools?
What if instead, true leaders naturally emerge because everyone whom they come into contact with experiences a solid trustworthy person. When faced with the decision between right or wrong without hesitation he or she takes the ethical high-road. They might not have the right hair, but go out of their way to give credit to the entry-level employee with the bright idea that just made the company millions.
Maybe leadership looks more like the quiet co-worker who detests public speaking and back-to-back meetings, but whose character is unmistakable. Maybe it’s the guy who knows nothing about golf and can’t stand wearing polo shirts or it’s the girl who really doesn’t want to hide her tattoo because it’s part of who she is.
What if tomorrow’s leaders are more about the inside than the outside? Less about the look and more about how they make you feel. Can you imagine? What if tomorrow’s leaders make good decisions, treat people well, and have brilliant ideas, but don’t look or sound the part.
I realize that in a global context, defining what it means to be an ethical leader will differ slightly, but the idealist in me once again asks whether we can move to a broader view of what an ethical leader should look like…
…to a leader who treats others with respect at every given opportunity, someone who is inclusive in encouraging dissenting opinions and viewpoints. Someone who really hears the thoughts and ideas of others, who doesn’t hold an employee’s title over his or her head as a mark of competence, and instead encourages all people regardless of background to lead at all times in everything they do.
All regardless image. Can you imagine…something different?

***

Cheryl DePonte is a Human Resources Learning and Performance Specialist at The Ken Blanchard Companies and has over 15 years experience in the fields of organizational effectiveness and human resources development.

Know Yourself

Blanchard Associate — Fri, 03 May 2013 17:23:58 +0000

“We know what we are, but know not what we may be.” —William Shakespeare

When recently opening a package of Green Tea, the quote, “It’s not a privilege to know others. Know yourself. That’s a privilege,” was attached to the string. Perhaps the tea manufacture was having a caffeinated paraphrasing of a Lao Tzu philosophy to push the notion that you’ll some how be more enlightened when you drink this potion.

Self Reflection?

As random as it may have seemed at the moment, I gave fate it’s due because I’ve recently been discovering behaviors about myself and how I work under pressure that have been most curious. In full confession, I wasn’t immediately enthusiastic or inspired to act on the words of encouragement from the Teabag—knowing oneself can be a very frightening proposition, and may cause even more stress than we are ready for.
On one hand, the business of getting to Know Yourself may at first seem as if it could turn into a narcissistic escapade into an investigation of your own perceived flaws or perfections. Today, where we can turn every smart phone application into our own personal news network, status updating everyone on our trip to the gym, the food & drink we are consuming at any given moment, or snapping off a half dozen “Selfies” at arms length or in the mirror. The business of Knowing Oneself has the potential to quickly turn into how we want others to see us—not who we truly are.
And as daunting as the Tea Leaf’s proposition was to me, the notion of Self Knowledge is as ancient as cave paintings. The great philosopher Aristotle proposed that everybody has a rational and irrational side of their Self, used for identifying our own needs then making decisions according to those needs.
One of the greatest failures in the today’s workplace, and even more destructive in a knowledge based economy, is the inability for individuals to effectively determine our own needs, leading us to make less quality decisions while executing our daily tasks. The core reason we don’t know what our daily needs are is that we fail to read the tea leaves—we rarely stop to take account of what our strengths and weaknesses are, what perceptions we have about our own needs and abilities, and when we need to reach out to others for the proper direction or support of the goals or tasks we’re working on.
Taking a moment to look at yourself and your own needs is not some vain exploration into how you can serve yourself better, but rather a reflection on how you could more effectively serve others when you Know Yourself better.
Jason Diamond Arnold is a Leadership Consultant at The Ken Blanchard Companies and Coauthor of Situational Self Leadership in Action.

Tips to Contain the Crazy: Increasing Productivity While Reducing Stress

Blanchard Associate — Fri, 19 Apr 2013 11:30:54 +0000

I love to learn new ways to increase my own productivity while also reducing stress. I call it containing the crazy. Like many of you, I cling to my calendar, my to-do list…I shudder to think of the chaos should I ever lose my phone.

Recently, I decided to try some new ways to be more productive and less stressed:

1. Spa water – in a scientific study, those who were fully-hydrated had improved mood and were less sleepy. So, I decided to try drinking spa water (sometimes called “infused water”) and I’m hooked. You get your water in for the day and it’s flavored without all the calories and chemicals. Refill as needed and enjoy. Here is a wikihow on how to make spa water:

How to make spa water

2. Concentration Music – it is said that listening to baroque classical music has been scientifically shown to improve mood, productivity, and concentration. So, I decided to give it a whirl and wouldn’t you know, it works! I get more work done faster and more precisely while being relaxed the entire time. Gotta love classical music! Here is a sample for your listening pleasure:

3. A Timer – scientific studies also show we have a limited attention span for tasks. This time has varied in studies anywhere from 10 minutes to up to 40 minutes. So, I set a timer and only worked on a task for a specified period and then took a break. I also used a timer to go back and forth between tasks. This has worked wonders for getting many more things done in a day than I could have imagined. A link to a fabulous, easy-to-set online timer:
Online Timer
These tips for containing the crazy work well for my own personal work style and help me to be a more calm, productive, and focused leader.
Share with us your tips to contain the crazy, increase productivity, and reduce stress. No matter how unique they may be, please share! What works for you?

What’s wrong at work? You may need an Alberti

Gus Jaramillo — Fri, 12 Apr 2013 08:00:07 +0000

As a kid, I watched the movie Renaissance Man with Danny DeVito. Some of you may remember the film. Danny DeVito is this Advertising Executive with an Ivy League background who is fired from his job. He gets a temporary teaching position and is given six weeks to teach low-achieving soldiers the basics of comprehension and use of English language. He uses Shakespeare, the Renaissance, and other avenues to teach his students. Yet, only one of the historical figures covered in the film has mesmerized me ever since: His name is Leon Battista Alberti.
When I was in Spain a few years ago I had the opportunity to see some of his work at the Prado in Madrid. That’s when I knew, Leon Battista Alberti was the quintessential Renaissance Man. He was the Renaissance Man even before we knew what it was. In fact, Alberti is largely credited with actually defining the term Renaissance man as “men can do all things if they will.” He grew up pre-Renaissance in Bologna because his family was ousted out of Florence by the republican government, run by the Albizzis. His mother died as a result of the Bubonic Plague and he and his brother were raised by his father. He studied architecture and painting, he was a self-taught composer and musician, and he was a heck of an athlete, particularly known in the area for his fine horsemanship. A legend of Alberti states that he could stand flat-footed, look into a man’s eyes and leap right over his head. This legend is exactly why I still remember Leon Battista Alberti today.
“No crime is so great as daring to excel.” Winston Churchill
Often times in our work we become overrun with responding to emails, balancing projects, and stressing over the unknown that we hardly have time to develop certain skills that will set us apart from our peers. Or even leap us beyond our peers. Here are some questions to ask yourself for self-evaluation and reflection to help you find your “Alberti”:
What am I good at? Be honest here. Don’t overvalue your stock on this because others won’t see the same value and you might end up trying to sell a stock that’s overpriced.
What does this organization need/lack that I could champion? Your Alberti needs to be aligned with the organization. In order for it to be value added it must correspond with the vision of your organization.
Do I have the resources? If not, how can I get them? Look at your own career. What is the next step? A degree? A certification? If you can’t access any resources where can you go to get them? Getting stagnate on your skills is one way to have a mediocre career.
Does this matter to me? In a recent interview, former President Clinton was asked if he was selfless for committing so much time to his non-for-profit organizations. He said, “It’s because I’m selfish. I do it because it makes me feel good about myself.” If it doesn’t matter to you, your motivation to prioritize it and work on it won’t be sustained.
So, what’s your Alberti? Are you known in the office for doing something that adds value? If not, then find your Alberti and pursue it.
For any further information or questions contact me at gus.jaramillo@kenblanchard.com

The Edge of Leadership

Blanchard Associate — Fri, 29 Mar 2013 14:57:26 +0000

Five Smooth Stones

Made from old wires and glass bulbs. With almost nothing, Edison made the impossible happen! –Oz, The Great and Powerful
Ever since a little shepherd boy knelt down to pull five smooth stones from a quiet brook to strike down a loud and defiant giant, the small but efficient approach to life has had tremendous value. In fact, now as we move from the Goliath factories of the assembly line Industrial Age, and into the rapid currents of change in the technology-driven Information Age, small is the new big.
Today’s organizations need employees, leaders, and strategies that are lean and agile to maintain a significant competitive advantage in today’s rapidly evolving workplace.
A small software firm in Denver, CO, Providigm LLC, has been employing the agile approach to their daily workflow with great results. Matthew Emge, the Quality Assurance Lead is a central figure in the wildly successful agile collaboration exercised daily at Providigm. The long and lanky tech guru, in his blue jeans and black t-shirt, looks like he just stepped off a college campus rather than serve as double-decade tech vet. “Agile manages stress,” Emge says, and it’s helping him and his colleagues excel through the small but efficient approach to their projects.
Agile Development
“I like agile because it’s a great way of adapting to constant change, minimizing rework, encouraging communication and giving value to every member of the team,” he reflects.

Agile Collaboration

Each morning Emge and his colleagues participate in a scrum. In rugby football, a scrum refers to the manner of restarting the game after a minor infraction. The scrums at Providigm are short meetings with the Development Team to circle up around the project. During the scrum, the team gathers with the Product Owner (who represents the client’s interests) for an open meeting that lasts five to ten minutes. Each member of the team becomes a short storyteller, describing what they did the previous day, what they plan for the current day, and what potential obstacles or roadblocks are in the way of a productive day. After the meeting, the group collaborates on shared tasks, evaluates where they are at in the learning process, clarifies any uncertainty around shared goals, and resolves any outstanding conflicts.
Iterations
The day-to-day work at Providigm is part of a short work cycle called an iteration. Ideally, iterations last two to four weeks.
“We begin with a planning meeting to assign tasks,” Emge describes. “We complete the work, and when it’s finished, we hold a demo to show the product owner what we’ve done.”
In the demo meeting the agile team documents any requested changes, which are included in the planning meeting for the next iteration. Shortly after the planning meeting the development team meets for a retrospective meeting where each member of the team tells what worked or didn’t work. Under the guidance of a manager, the team collectively commits to making the small adjustments needed for improvement and efficacy in the next Iteration.
Collaborative Communication
But agile collaboration is not only about working in small iterations; it’s about collaborative communication every step of the way through the project. Rather than isolating teams in cubicles or offices, only to come together for long and often boring information dump meetings, where people pound their chest like proud Philistines, the agile team at Providigm works in the bullpen—a close quarters setting where anyone can be called upon at any moment.
“We talk to each other and collaborate throughout the day. But we keep documentation to a minimum because we know false assumptions can easily creep in if we overthink things. The manager and product owner are always close by if we need to speak face-to-face in order to make quick decisions for moving forward.”
The Agile Difference
To appreciate the benefits of agile collaboration you have to understand how software used to be developed. In the past, there would be months of planning, long tiresome meetings, mountains of project documentation, more months of seemingly endless coding. Finally, at the end of the lengthy development cycle, the product would take more months to be tested and approved for release.
“Back in those days,” Emge recalls, “We worked with a great deal of assumptions. While we were scrupulous in addressing those assumptions, inevitably there were too many assumptions to address all at onc. And we would often be wrong. When the product was released, we’d have to revise months of work just to get back on course. It was like trying to turn the Titanic, and if we were too slow for the market, we’d have to scrap the project and start over with something new.”
The Cutting Edge

Cutting Edge

To understand the agile approach, imagine you are making a pocketknife for a client. With the old development methods, business analysts would talk to the consumer and draw up lengthy plans for a smart knife with a camera, wi-fi connection, gps, apps, and cheese grater for that special moment. After the documentation and meeting marathons, developers would dig in and code the knife to the analysts’ specifications. Upon release, consumers would try it out and say most of the features were useless and got in the way—but the cheese grater would be nice if they actually made dinner at home. What’s more, the blade was too dull to cut anything.
In agile development, the process would start by releasing a knife with one single blade. The agile team would see how consumers are using it and not using it, make adjustments, and then add another essential feature.
“Before continuing, we listen to our users and make changes to meet their needs. We proceed one step at a time with constant consumer review,” Emge summarizes.
That’s how agile works—sharp as a well-made Swiss blade–with small but efficient steps that lead to an amazingly effective and refreshing approach to producing goods and services. Who knows, perhaps it’s even simple enough for a little shepherd boy facing a giant.
Jason Diamond Arnold is a Leadership Consultant and CoAuthor of Situational Self Leadership in Action, a virtual leadership program for individual contributors in the workplace.
Register Now for the Blanchard Leadership Livecast “Doing ‘Still’ More With Less” to see Jason’s video on The Lean Approach to innovation. This is a free online event with guest commentary from Ken and Scott Blanchard!

Narcissism and How We Perfected It

Gus Jaramillo — Fri, 08 Mar 2013 14:00:45 +0000

I’m taking a rather ambitious stab at clearing the name of an entire generation with a single blog post. I have not been chosen by my generation to represent us, but by definition I’m entitled so I deserve a shot. Many have called Gen Yers as Generation “Me”, but I see it more as “Generation Y Not Me?” We’ve been called rude, entitled, lazy, narcissistic, and smart – ok, I snuck the last one in there, but you get the point.

Ok, so we like to watch a little TV and play video games, so what’s the big deal? We live life on the edge (of reality) and love to surf (the web) and socialize (on Facebook) all day. We are the doers. We seek not war, but peace. We love reality television and hang on every word they say (even the illiterate ones). We are not better than any of you, but we are special. Facebook, Twitter, and YouTube are just extensions of our inner self. We love rap music, iPhones, and Dancing with the Stars (my wife made me put that in here). We are not all about ourselves; everyone is just all about us.
This is our motto.
Tom Brokaw accurately named the World War II generation as the Greatest Generation. After reading the book, watching the Band of Brothers series, and hearing the stories from WWII vets themselves, I can’t deny this. These men and women were some of the purist of Americans—hard-working, dedicated, and loyal to their values. I remember visiting Normandy about 10 years ago and seeing the crosses of the buried soldiers neatly displayed—such a beautiful display of sadness and pain. In my own experience as a captain in the Army and a combat veteran serving in Afghanistan, I hardly saw any sense of entitlement among the troops. There were men and women who were generally unhappy to be there (I admit even sometimes I wondered why we were there), and hated everything about the war, but they still wanted to fight. There was a sense of pride about them and they fought long and hard. While in Afghanistan, I had a West Point Captain tell me about his 18-month deployment. He said the length of the deployment really hit him hard at the first Thanksgiving dinner. They were just about to start eating when one of his soldiers said, “Hey sir, don’t worry about saying grace. I’ll do it this year and you can say grace next year.”
I don’t claim we are the Greatest Generation but I do think Gen Y has contributed significantly more than just TV and video games. We are a young generation, but like many others we adapt, overcome, and move on. I never liked the label, “entitlement generation” because frankly I don’t think we deserve it. I hope this generation can rid ourselves of this brand and demonstrate the core American qualities that have been delivered to us from previous generations.
For any further information or questions contact me at gus.jaramillo@kenblanchard.com

George Washington's Leadership Legacy

Blanchard Associate — Sat, 23 Feb 2013 04:26:30 +0000

Let’s indulge, for a moment, on a seasonal exposition that preys on a national day of remembrance—not as a desperate attempt to capitalize on optimal web search methods spiked by the holiday; but rather as mildly hopeful attempt to cull out wisdom from the past, in hopes of gleaning some bit of meaning and truth for our present circumstances.

Washington Revolution

Yes, George Washington is the father of our county. Yes, he is the guy on the One Dollar Bill and a few of those silver tokens we used to slide into the arcade machine at 7-11 as a kid. Yes, he is one of the four presidents enshrined on Mt. Rushmore, as a tribute to several of America’s most recognized and cherished leaders.
Washington’s wisdom is not found in the mythological figure he has become in today’s modern media culture—although I doubt he would have as many FaceBook friends as his other famous February cult hero, St. Valentine. Washington’s legacy is as solid and secure today as it was the day he published his Farewell Address in the American Daily Advertiser on September 19, 1796—One of the great pieces of American Political Literature that every American Citizen should read on a day we should honor the legacy of leadership he has left us with.
It is in this address that the core of Washington’s leadership legacy rings most loudly and clearly. In his closing thoughts, to the American people, a people he had served so nobly throughout the many fragile moments of a nation in its infancy, he turns to them with a most astonishing request.
Though in reviewing the incidents of my administration I am unconscious of intentional error, I am nevertheless too sensible of my defects not to think it probable that I may have committed many errors.
American’s Zeus. The conquering hero of the American Revolution! The man who could never tell a lie! The highest authority of a new nation, at the absolute pinnacle of his popularity and power, turning to his people and confusing his shortcomings, before asking for their forgiveness. An astonishing moment in world history, and perhaps the most important lesson for leaders today—having power, but laying the sword of his authority at the feet of his people through service.
Let us not overlook a great leadership lesson amidst a sea of leadership lessons by one of the great leaders the world has known. George Washington shows a humility and grace that set the standard, not only for future presidents, but any great leader—yesterday, today, or tomorrow.

Lead Your Team To Effectively Use Technology To Learn

Blanchard Associate — Fri, 08 Feb 2013 12:00:48 +0000

Ensuring employees have ample opportunity to learn and develop is crucial to organizational success. Yet, leaders can be bombarded with messages to increase the use of technology if they want the most effective means for their teams to learn.

As a leader, how do you judge which learning modality will lead to the most effective, quality learning experience? How do you appeal to learners on your teams at differing levels of technological savviness without discouraging their development? Or, worse, avoid humiliating anyone who is not as technologically savvy while simultaneously avoid disengaging your digital learners? Preventing yet more training materials being set up on a shelf never to be used again is key!

Steps you can take to lead your team to effectively use technology to learn include:

1. Understanding how your team learns – Become intimately familiar with how your team learns. Do you offer a learning product on a flash drive only to find you run out before you can order more or are you scheduling face-to-face classes on their behalf with little resistance? Are your most productive employees viewing recording links from live stream workshops because they want to learn in their own time in the comfort of their office? How your employees learn will help you intuit in what form content should be delivered to increase learning. Don’t discount your own observations regarding what your employees seem to gravitate toward.
2. Determine their favored modalities – Fit how the content is offered to the learner by offering it in various forms such as audio, video, face-to-face, and asynchronous. Have a workshop that you know learners on your team will love but know it’s in a format they won’t be interested in learning from? Encourage your employees to determine if they would be interested in learning the same content in a different modality. If the content is off the shelf, inquire as to whether it is offered as mp3, asynchronous, and face-to-face format. Purchase and offer multiple forms and see which format your team seems to prefer. Learn from your purchases and take note of what your employees want more of and most often request.
3. Then…limit options – mp3 audio books, asynchronous learning groups, virtual book clubs , CDs, DVDs, hard-copy libraries, face-to-face workshops…the list goes on as to how employees learn and you could potentially intimidate and confuse learners by creating modality overload. Most important after determining how your team learns is to introduce new technology and options slowly by choosing their favored modality. Then, let them get comfortable with change by limiting the options offered to those two or three favorite modalities the team gravitates toward. Don’t get caught up with the new, shinny technology if you know your employees will most likely not be interested in learning in that particular format. Perhaps you have determined your team enjoys reading hard-copy books, listening to CDs, and asynchronous learning. Invest in these three modalities by allowing your employees to show you this is how they most feel comfortable learning. If the content is then offered as a webinar with live chat, don’t spring it on the team. Wait to allow them to lead you in their own learning.
Understanding how your employees learn will help increase the benefits derived from learning in modalities that best fit the learner and resultantly most benefit the organization.
***

Work Less

Blanchard Associate — Fri, 18 Jan 2013 23:34:13 +0000

If you want to be great at work—work less!

Hair on Fire!

Organizations around the world are struggling to keep up with the complex demands of their clients and constituents while restrained by reduced budgets and limited resources. Individuals and teams are frantically trying to come up with the next big idea that will drive revenues or reduce costs but are overwhelmed by the process. Hysteria abounds, projects flop, and market share flickers like a candle in a cold dark room with cracks in the mortar.
In a world where people are struggling to do more with less, the answer is not to fuel up on Starbucks, set your hair on fire, and simply work harder with fewer resources. The answer is to manage the fire by working smarter with what resources you have—caffeine is optional.
Lean times call for lean ideas.

The Lean Startup

In his book, The Lean Startup, Eric Reis discovers and explores a concept called a Minimal Viable Product (MVP), an idea generation process that requires minimum amount of effort within the least amount of development time. In the world of Startups, an MVP helps entrepreneurs and business leaders go through the product development learning curve as quickly and effectively as possible. A Minimal Viable Product doesn’t mean that it has to be a tiny project or product, it simple means that you accelerate your learning cycle on what will or won’t work in the market place by testing a piece of your idea with minimal time and resources.
A fundamental mistake leaders often make, at all levels of an organization, is that they attempt to solve a big problems and challenges all at once. Good leaders of self and others understand that for every major responsibility they have, there are sets of goals that can help guide them toward success. Further more, within those goals are a series of tasks that can be broken down into manageable, executable projects, while testing the solution theories for reliability and effectiveness. The smaller the task, the less energy expanded, and the more likely you will be able to make quick adjustments that drive you toward an effective resolution of the larger problem, one small step at a time.
Creating Minimal Viable Products or Tasks is not just a means to find answer to technical or finical questions; but also a means to test fundamental business or social ideas before wasting too much time and talent creating a solution that nobody will invest in. Today’s leader of self or others needs to put out minimal viable effort. In other words, today’s leader needs to think lean—to work less in order to achieve more.
Jason Diamond Arnold is a Leadership Consultant and Learning Media Specialist at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action, a virtual learning experience that helps individuals collaborate with others more effectively.

Personal engagement: it's a relationship thing!

Blanchard Associate — Fri, 04 Jan 2013 15:00:07 +0000

As so many of us focus on the newness of setting goals and resolutions, I find myself looking back over various relationships with friends, coworkers, and others that were once new and have now matured to be strongly connected and bonded.
The day-to-day work I do is something routinely accomplished within hundreds of organizations. Although some of these organizations may have more resources and are perhaps more sophisticated in their processes than my own, what these organizations don’t have are my friends and those who I have come to care about.
I used to believe a job that allowed me to accomplish meaningful work, utilize my talents, and recognize my accomplishments was the real key to career happiness…to true engagement. I pictured myself accomplishing goals and completing projects much to the delight of my superiors and earning that ego-affirming bonus or raise. Truth be told, these things are important and something I strive for. Yet, when I find myself completing a task that can be, shall we say, less than fulfilling, it is my coworkers-turned-friends that make the job more meaningful and fulfilling.

It was not always this way. Like any new hire in any organization, at first I spent lunches alone, felt awkward at company events, and had to endure hearing the “who is she?” question just out of earshot. Over time, I saw how people in the organization built bonds with one another and how they eventually did the same with me.
In previous jobs, I interacted with those I worked with, attended the obligatory coworker’s family event, and said hello as necessary. Years after, there are a few people from each of those jobs who I consider to be friends…but only a few.
What I have come to realize is that engagement often seems to be a term employees believe an organization should own. For example, engagement is a word often mentioned as part of “problem” for an organization to solve.
Instead, I have learned how to create my own personal engagement by bonding with those I work with.
I created my own sense of engagement by:
1. Sharing personal stories with coworkers, like what funny things a parent said and how my dog chewed my favorite pillow. I became comfortable with laughing a little…and connecting by sharing the most mundane topics.
2. Stopping the multitasking when a coworker offered to share a personal story with me. I gave him or her my full, undivided attention, making the moment about them.
3. When coworkers or others in my organization (or industry) did not reach out to me, seemed to ignore me, or for whatever reason do not connect with me, I tried my best to keep it in perspective. I realized that some people are slow to trust, have personal issues, or are simply not ready to be vulnerable with newer organizational or industry members.
The more bonds I built, the more I found I was inexplicably, personally engaged in my work.
Try it, but don’t get discouraged if it takes time. The rewards are worth the effort!

Times Like These

Blanchard Associate — Fri, 21 Dec 2012 17:52:08 +0000

I’m a little divided. Do I stay or run away and leave it all behind? —The Foo Fighters
There is something different to ponder, on a more intimate level, this holiday season. Slight of hand and a twist of fate have befallen our world, again, in ways we weren’t meant to imagine. With every moment of silence, (something we are not very good at, in our opinion driven, mainstream and social media networked world) I am left search for answers to questions I can’t even begin to understand. I have found very few this past week.

Times Like These

But somehow there, in those moments of silence, a thought, inside of a tune played by an American Rock band, The Foo Fighters, Times Like These, has hung on me like smoke from a camp fire that lingers on one’s clothes—reminding you of a place remembered.
I’m a wild light blinding bright burning off alone.
Some of the most destructive moments in life come from a bright light smoldering in isolation. A disillusioned soul that has some how forgotten or been allowed to retreat to an island and become cut off from others. There, in those places, are no political, theological, or philosophical commentaries—only the burning embers of what used to be or could be again.
Individuals are to be connected to others, collaborating on ideas that make the world a better place. And even though cultivating real and intimate personal and professional relationships is hard, it’s our calling as leaders and individuals to reach out and show compassion to those in isolation—even when we lack understanding.
One of the most vivid moments in Charles Dickens classic tale, A Christmas Carol, Ebenezer Scrooge wakes up after a harrowing evening of being visited by three ghosts who show him what he was and what he has become. Ebenezer recommits himself to reaching out to others and being more compassionate. And in one of the most touching moments of the story, he shows up to his nephews house for Christmas dinner, after rejecting his invitation the day before. After a gasp of surprise by the estranged uncle’s presence, family and friends warmly welcome the recently reformed soul back into the loving arms of community and fellowship.
There in those moments of silence this past week I have been reminded that, “It’s times like these you learn to live again. It’s times like these you give and give again. It’s times like these you learn to love again. It’s times like these time and time again.”
Don’t wait for a holy day—a day set apart from the others—to reach out to others who’s wild light may be flickering. It just may be the one light the world needs right now.
Jason Diamond Arnold is a Leadership Consulting Associate with The Ken Blanchard Companies. He is the Co-Author of Situational Self Leadership in Action, a virtual learning experience that helps individuals effectively collaborate with others at a higher level.

Leadership is Luck

Blanchard Associate — Fri, 16 Nov 2012 20:51:11 +0000

It was the best of times; it was the worst of times… —A Tale of Two Cities, Charles Dickens
The opening lines to Charles Dickens classic, A Tale of Two Cities could not have expressed any better, my eleven year old son’s feelings about his favorite football team, the Indianapolis Colts, one year ago at this time. The Colts had gone from perennial Super Bowl contenders each year for the past decade, led by a future Hall of Fame quarterback, Peyton Manning. It was the best of times for Colts fans.

Luck

But that all went away when Manning had to go through a series of operations on his neck that left him sidelined for the entire 2011 season, and his professional football career in doubt. The Colts could only muster two wins out of sixteen games under the leadership of a variety of quarterbacks that couldn’t elevate the team to even a respectable showing. The Colts missed the playoff for the first time in a decade, the head coach was fired, and the end of an era for Manning in Indianapolis was coming to an end. It was the worst of times for Colts fans.
However, the worst of times was short lived. In one of the most ironic twists of fate in modern sports history, the Colts became the luckiest team in the league. As a result of the worst record 2011, they were aligned to have the number one overall pick in the 2012 NFL draft. And in a controversial move, they dropped their Hall of Fame quarterback, uncertain if he would be able to play again, and choose the All American quarterback out of Stanford, Andrew Luck, to replace the legend at the helm of the Colts offense.
Since then, the rookie quarterback of the Indianapolis Colts has resurrected an organization from the ashes of the National Football League, not only by his decision making abilities and skill sets on the field, but his attitude and inspiration off the field of play. Nine games into the season, the young quarterback has led his team to a 6-3 record mid-way through the season, tripling their win total over last year and positioning them for an improbable shot at the playoffs.
A great quarterback is like a great leader in the workplace. It doesn’t take long to be in the workforce before you realize that there are good leaders (managers, bosses, supervisors) and there are bad leaders. We’ve all probably had at least one awful leader that we’ve had to work for. And of course, there are the disengaged managers who are neither good nor bad—they are just there to make sure that the organizational chart is up to date and protocol is followed.
There is an obvious difference between a great leader and a terrible leader. But there is also a significant difference between a great leader and an average leader. The difference between a great leader and an average leader isn’t about how much smarter they are or even the quality of the decisions they make day in and day out. The difference between a great leader and an average leader is what they do to make the people they work with better!
Andrew Luck is often only credited for the way he runs the Colts complicated offense, and his knowledge of the game that are far beyond the years he has been in the league. But there is so much more Luck does for his team that goes beyond the offense. The longer he sustains a drive, coming up with key third down conversions, and eating up time on the clock, the more the Colts defense gets to rest on the sideline.
Andrew Luck’s character goes beyond his skill sets. When the Colts head coach, Chuck Pagano, was diagnosed with leukemia only a few games into the season, Luck took the lead in support for his coach by shaving his head—a show of solidarity for the coach who would loose his hair due to the chemotherapy treatments. Most of the team followed the young quarterbacks lead and the team has rallied around their ailing coach to rattle off four wins in a row—one of the most inspirational stories in recent years.
For whatever reason, many individuals are content with the status quo. They come to work; they put in their time at work, pull their paycheck, and are satisfied with a job that’s good enough. They may have run into roadblocks or constraints in their career that keep them from taking risks or thinking of ways they could do their job better—the multitude of individual contributors who have settled for average. This doesn’t mean that they are bad people, they’ve just settled into a lifestyle of mediocrity and aren’t really pushed to be better.
Great leaders inspire those individual contributors on the front line of organizations to rise above the temptation to settle for average. They inspire the people they are leading to find, cultivate, and develop the personal desire for excellence within. Great leaders take average contributors and make them good contributors, and they take good contributors and make them great. The entire organization benefits from this type of leadership.
That is exactly what Andrew Luck does. He has taken made his teammates better as a young leader of a proud franchise that has a rich history of success. He has diverted a long winter of discontent for that organization and has inspired Colt’s players and fans alike to hope for the best of times again. Leadership isn’t just about knowledge and skills, sometimes it is Luck.
Jason Diamond Arnold is a Leadership Consulting Associate at The Ken Blanchard Companies and is Co-Author of Situational Self Leadership in Action, a virtual learning program designed to develop personal and professional excellence.

The Opposition Holds the Key

Matt Youngblood — Fri, 09 Nov 2012 13:00:01 +0000

I felt like I had been living in some deep, dark recess for the last 6 months. I wasn’t sure how much longer I could hold out and knew I was getting close to my breaking point. All that torture from the fighting, the negativity, the robocalls….
Yes, I’m talking about Election Day. It came and went, and it felt like I had emerged from some cave to see a beautiful sunrise with a rainbow, flocks of birds, and even a unicorn. I’m sure a lot of you may have felt the same way, seeing how many people on the news from all sides of the political spectrum were tired of all the political ads and were just ready for the campaigns to be finished.
Now that the votes are in, the political landscape in D.C. hasn’t really changed. Yes, there are new incumbents in Congress, but the House is still controlled by Republicans, while the Democrats still control the Senate and the White House. This has many wondering if the next 4 years will mirror the past 4 years of deadlock and mudslinging, rather than bipartisan problem-solving. There are countless issues America is facing right now. Everyone knows that we cannot keep pushing problems to the backburner.
Following President Obama’s acceptance speech, and the comments made by John Boehner the following day, news outlets have been speculating whether the political fever in has broken. In his speech, Obama referenced that we all have the same end-goals, but that our ideas on the paths to take might remain divided. He could have come out blaming the Republican Party for the problems over the last 4 years, but took a higher ground to say that (in my opinion) that we all have our difference of opinions, but that doesn’t make us bad people. In fact, it’s what makes America a great country.
Healthy lifestyle – running

" data-image-caption="" data-medium-file="https://i0.wp.com/leaderchat.org/wp-content/uploads/2011/02/running-shoes.jpg?fit=205%2C300&ssl=1" data-large-file="https://i0.wp.com/leaderchat.org/wp-content/uploads/2011/02/running-shoes.jpg?fit=341%2C500&ssl=1" class="alignright size-medium wp-image-1399" style="margin:2px 4px;" title="White House at Night" alt="" src="http://whyleadnow.files.wordpress.com/2012/11/white-house.jpg?w=300&resize=300%2C199" height="199" width="300" />“We are greater than the sum of our individual ambitions, and we remain more than a collection of red states and blue states. We are and forever will be the United States of America.”
John Boehner was in the news the following day saying that Republicans would be open to new taxes under the right conditions. This was something where the Republican Party had previously refused to budge.
This also comes off the heels of Hurricane Sandy. In particular, it was the cooperation, communication, and more specifically, praisings between Governor Chris Christie and President Obama. Christie had been a vocal critic of Obama on the campaign trail, and here he was, setting an example of what Government could accomplish when partisan politics were pushed aside for the greater good.
Are these signs of changes to come? Do the Parties finally realize that the American people are priority #1, instead of their own personal gains?
Whether you’re a politician or not, there will be times in your career when you may have to cooperate with someone who may not agree with you, or maybe even someone where both of you don’t even like each other. It can be extremely difficult. However, you shouldn’t focus on the part that you don’t want to do. The true challenge is coming together for the good of all involved.
Great leaders work with their greatest opposition to solve problems and achieve something great. I’m hoping that we’ll see greatness emerge in D.C. over the next 4 years.
Leave your comments!

Higher Learning

Blanchard Associate — Fri, 26 Oct 2012 18:48:06 +0000

While recently wandering the streets of Cambridge, MA, just across the Charles River from Boston, I made my way to the threshold of Harvard University, often sited as one of the most prestigious schools in the world. Harvard is the oldest institution of higher learning in the United States, founded in 1636.

Harvard Yard Autumn

At the south end of Harvard’s campus, on Massachusetts Avenue stands Dexter Gate—a stone arched walkway that sneaks quietly under Wigglesworth Hall. This entrance serves as the eye of the needle into Harvard Yard—the heart of Harvard University.
But for all of its foot traffic, few students or visitors notice the carved inscription above the gate as you enter into this Mecca of Higher Learning,

Enter Wisdom

Enter to Grow in Wisdom

As I roamed the colorful yard, painted by the tip of Autumn’s brush, gazing upon the buildings surrounding this beautiful centerpiece, I contemplated this place as the temporal home to some of the most influential leaders and thinkers since the enlightenment. Great men and women who had entered the hallowed halls of her academia—a host of United States and International Presidents, Prime Ministers, Foreign Dignitaries, Lawyers, Authors, Poets, and Business Leaders. (It was also here that FaceBook was conceived to the delight of us contemporary learners).
As I stood at the statue of John Harvard, reaching for my iPhone to make a status update, gather some information about Mr. Harvard and the history of the university, a funny thought struck me. I pondered what he might think of the device that I, and the many people standing around me in Harvard Yard at that moment, held in our hands. Like an ephinay that Emerson or Eliot might have had in this very yard, I sensed the merging of classic learning with contemporary learning.

John Harvard

No longer, are we, as leaners’ subject to pass through the eye of a needle to take the first steps towards wisdom. No longer, are we, as learners’ bound by time or space to gather information, dissect it, test it, and even apply it. Higher learning is evolving, literary, right before our eyes, and our own Harvard Yard is in our hands!
With the dawn of new technology, the internet, Wi-Fi (wireless local area networks), and mobile computing, has emerged the Information Age—a new era in commerce and education that is driven by the information and knowledge that is now at our finger tips. With each new iteration of computing devices, we are rapidly evolving the way we work and play—the way we learn.
However, translating information and knowledge into wisdom remains the essence of the challenge offered over Dexter Gate. While we now have that information readily available to us, and a host of ways to apply that information, there still remains a great task at hand. The same task that inspired John Harvard to donate a large sum of money to Newtowne College (later named Harvard College)—the desire to “advance learning and perpetuate it to posterity.”
When leaving the campus into the streets of Cambridge, I made my way back to Dexter Gate. And this time, looking out toward the city, was this inscription,

Depart to Serve

Depart to serve better thy country and thy kind.

And so it remains, at this cross roads of the classic and the contemporary, it requires action to advance learning into posterity. Higher learning is not about ascending up a mythological mount, it is about going out and into the world to apply what we have learned at our own personal Harvard Yard. We do not remember all of the great people who attended Harvard for entering into a campus or buildings; but rather, we remember them for what they were able to achieve after they passed back through the eye of the needle and into the world, apply what they learned in the buildings surrounding Harvard Yard.
Today, we have that same opportunity, without the need to depart; because we are already there. The wisdom is within us, and it is all about us, and we are always ready to serve thy kind.
Jason Diamond Arnold is a Learning Media Consulting Associate at The Ken Blanchard Companies in San Diego, CA, and is the Co-author of Situational Self Leadership in Action, a virtual learning programmed designed to help individuals develop personal strengths while collaborating with others for success.

Laying The Smackdown On Cheaters

Matt Youngblood — Fri, 19 Oct 2012 13:00:22 +0000

Whenever I’m looking to buy something expensive or need to hire a company for some type of service, I always start by looking online at the reviews. Businesses know that having bad reviews of either products and/or services can send potential buyers running, so what do these businesses do? Well, they can do the hard thing by listening to those negative reviews and improve the product/service in question (good), or they can cheat by hiring individuals to simply post good reviews to cover up the bad ones (bad). Kudos to Yelp for pushing businesses to the former.
An article published in The New York Times highlights Yelp’s new push for accurate reviews on their site. Yelp has had a filtering system in place for a while that looked at various factors about a review to determine if it might be fake. However, Yelp recently took it a step further by conducting its own undercover operation. One of the Yelp employees acted as an Elite Reviewer (someone on Yelp’s site who has lots of reviews and generally a good reputation) and posted ads through sites such as Craigslist.org.
Businesses which were looking for Elite Reviewers to post positive reviews for them contacted this undercover reviewer. The businesses busted in this sting operation now have a nice big label on their Yelp pages that state someone was caught trying to purchase reviews.
This is now the new policy for Yelp. Any business that gets caught trying to purchase bogus reviews will have this label affixed to their Yelp page for 90 days as a warning to potential customers who might be looking at those reviews. Moving forward, Yelp also has plans to display something similar for businesses that seem to have a lot of reviews coming from the same IP addresses.
Now, this system may not necessarily be perfect. In fact, if I wanted to smear a competitor’s name, perhaps I could pose as someone from a competitor’s business and purposely try to get “caught”. Now, my competitor looks like a cheater. However, I have to praise Yelp for trying. Lots of consumers rely on those Yelp reviews when making a decision about which business to hire for services.
Do you want to know one of the characteristics between a good business and a bad one?
– A bad business is concerned more about protecting its own image.
– A good business understands that it may have flaws, but it listens to feedback from its customers/critics and makes improvements based on that feedback.
Sure, a negative review might hurt a business in the short term. However, which of these two businesses is likely to stay around in the long run? One which listens to its customers, or one that doesn’t?
The same can be said for those who lead. A great leader listens to his/her people. A bad leader is more concerned with making himself/herself look good. Which one do you think will be around in the long run?
Leave your comments!

Excellence in Action

Blanchard Associate — Fri, 14 Sep 2012 15:00:56 +0000

*Part Two of a Six Part Series on The Excellent Employee

“Can you hear me when I sing?

You’re the reason why I sing …

You’re the reason the opera is inside of me!”

—Sometimes You Can’t Make It on Your Own, U2

Nike’s Find Your Greatness Campaign

Consider the summer blockbusters at the movie theater or Nike’s latest add campaign during the Summer Olympics. The movies we watch, and sometimes, even the shoes we buy, reveal this appetite for greatness. At times, we vicariously live through others who do what we wish for ourselves: superheroes fighting villains, sports champions, ordinary people overcoming impossible circumstances, and others achieving glory in extraordinary moments of greatness.
We are drawn to greatness because the desire for greatness is within us! The pursuit of excellence is as natural a human desire as love and hope and a desire for peace.
Our human nature is manifest in both our desire for a greater goodness in the world as well as the capacity to possess that goodness within ourselves—in our relationships, our work, our communities, and our own personal satisfaction in being alive.
Our greatness is not meant to be merely potential greatness, like the notched arrow in the potential energy found in the archer’s arm and the bent limbs of the bow when the string is drawn tight. Our greatness is meant to be released into motion, like the arrow that is released from the bow and swiftly, efficiently, travels toward its target with power, becoming kinetic energy that makes an impact and serves its purpose.

Release Your Greatness

In Aristotle’s Nicomachean Ethics, he argued that the end purpose to life, what every human truly desires, is to pursue excellence or greatness that leads to happiness and joy. In fact, Aristotle went further than saying humans simply desire this greatness, they are naturally inclined to hope for it, dream of it, and ultimately pursue it. Humans can’t do otherwise.
So then, why doesn’t everyone achieve greatness or happiness? In fact, the sad reality is that many people become disillusioned about their own greatness. They suffer set backs and failures, develop insecurities, and believe in assumptions that constrain them from excelling. They stop learning when the learning becomes difficult. This happens in people’s personal and professional lives and it’s a human tragedy, because they’ve lost their voice—their sense of purpose.
Others pursue something they think will bring them happiness, without the intimacy and moral compass that excellence requires. They pursue money or status, and use relationships or projects to elevate their own needs above the needs of others. They lose a sense of self-reliance and self-worth, ignoring the desire that beckons them to be great. They forfeit their own personal greatness and become dependent on others to create greatness for them.
In one case, people give up. In the other, they pursue the wrong things. In both, they fail to achieve excellence.
In order for greatness to be actualized, it must be released in individuals and organizations for a greater good. We are meant to train, be disciplined, gain more knowledge, and learn new skills in order to use our greatness in the most excellent way possible, given the reach of our experiences and opportunities—excellence in action!
The capacity for greatness needs to be acted on if that potential is to be realized and success attained at work or in your personal life. The mergence of personal and communal greatness is created through action—the art of intentionally developing and exercising the greatness within.
Greatness is not found in a cool new product, it’s found in the process of creating a product or process or relationship that will make people’s lives better—lead them to a greater happiness—allow them to hear that opera inside of them again.
Excellence in action begins with releasing potential greatness into a targeted and focused purpose that serves and helps others become great with you. Train in certain behaviors until you build them into habits. Learn new skills until you master them. Mature through periods of disillusionment and doubt until you actually see your greatness come out moment by moment, project by project, relationship by relationship.
Jason Diamond Arnold, Co-Author of Situational Self Leadership in Action
Todd Willer, The Ken Blanchard Companies

5 Things I Forbid You To Do This Labor Day Weekend

Blanchard Associate — Fri, 31 Aug 2012 12:00:12 +0000

On Monday, we celebrate the social and economic accomplishments of the American worker. In an effort to truly honor the spirit of the holiday, here are 5 things I forbid you to do this Labor Day weekend:

Set Your Alarm Clock. Sleep in. You work hard. You deserve it.
Check Your E-Mail. Don’t worry, those “urgent” e-mails will still be there when you log in on Tuesday.
Make or Take Business Calls. Please step away from the cell phone. Turn it off or send those calls straight to voice mail. Just like your e-mail, the messages will still be there for you on Tuesday.
Engage Your Professional Social Network. I know you’re concerned about your Klout score but a couple days away shouldn’t cause any irreparable damage. Besides, we’ve got something in common with your e-mail and voice mail, we’ll also be here on Tuesday.
Neglect Your Family and/or Friends. Spend some time with those other people in your life who you don’t get the chance to see while you’re in the office.

Hope you all have a fantastic, relaxing, and disconnected three-day weekend!
Follow me on Twitter: @adammorris21 | Add me on Google+: gplus.to/AdamMorris21
(…just wait until Tuesday.)

Exploring the Hidden Secrets of Employee Engagement (pt.1)

Blanchard Associate — Fri, 10 Aug 2012 13:00:46 +0000

As I walked out the door of our air conditioned building to go to lunch, I stepped though a stifling wall of heat that took my breath away. It was high noon and the temperature was 95 degrees farenheit…a stunning 20-25 degree difference from the comforts of my office. At that moment, I felt my energy level plummet and a number of thoughts began to run through my mind, including but not limited to, “I can’t wait to get home and put some shorts on,” and “I’d rather be at the beach or in the pool right now,” and “an ice cold beer would really hit the spot,” and “will I be able to recover and have a productive afternoon?”
In an instant, my level of engagement had been shifted by, yes, the weather. Is this example extreme? Perhaps, but is it really that far-fetched to think of a time when the weather outside affected your mood? In contrast to the previous example, a very cold day may have you daydreaming about snuggling up with your favorite blanket and sitting in front of the fireplace with your favorite book. When your mind wanders off to these places during your working hours or, in some cases, leads you to turn your daydream into reality, is that a reflection of your level of engagement and work passion?
My colleagues at The Ken Blanchard Companies have done some amazing research on the subject of employee engagement and work passion. To date, Blanchard has published four white papers on the subject which you can access by clicking here. In the latest installment, Blanchard identified 12 employee work passion factors within three different categories:

Job Factors – Autonomy, Meaninful Work, Feedback, Workload Balance, and Task Variety
Organizational Factors – Collaboration, Performance Expectations, Growth, Procedural Justice (process fairness), and Distributive Justice (rewards, pay, and benefits)
Relationship Factors – Connectedness with Colleagues and Connectedness with Leader

Without question, all of these factors are vital toward achieving an engaged and passionate workforce. What jumps out at me, and with most other’s research on the subject, is that the focus areas all tend to be very, for lack of a better word, work-centric. Whether you subscribe to the notion of work-life balance or work-life integration, my belief is that, in addition to these crucial work-centric factors, any number of outside personal factors may significantly influence an individual’s level of engagement and passion at any given time. And yes, this may even include an individual’s reaction to the weather outside.
It’s important to remember that regardless of your industry, you’re in the people business. Your colleagues and customers are human beings who are affected by other life experiences, both good and bad, besides those that occur while they’re working. We are individuals with unique needs, wants, situations, and emotions. In future posts in this series, we’ll further discuss situations and possible solutions to achieve a deeper understanding of what drives the engagement and passion of the unique individuals who make up your workforce.
Follow me on Twitter: @adammorris21 | Add me on Google+: gplus.to/AdamMorris21

The Excellent Employee

Blanchard Associate — Fri, 03 Aug 2012 17:59:39 +0000

*Part One of a Six Part Series on The Excellent Employee
Excellence comes about as a result of habit. We become just by doing just acts, temperate by doing temperate acts, brave by doing brave acts. —Aristotle
Nobody willingly pays a person to be average or mediocre. Or at least, they shouldn’t! And individuals shouldn’t be content being paid to be average or mediocre either!

Imagine going into a job interview or pitching a new project with the premise of retaining an individual’s services through the commitment to a steady dose of procrastination and indifference toward key tasks and reasonabilities. It’s an absurd notion. That organization would be foolish to hire for such a promise. It would be foolish for a person to settle for being average as an employee.
So then, why do organizations hire for excellence and settle for mediocrity? Why do teams within organizations get away with doing just enough to “get the job done?” Why do so many individuals settle for coming to work and being average, at best?
While modern thinkers like Jim Collins, in Good to Great, have evolved the meaning of the word “good” to mean something less than great, ancient writers, teachers, philosophers like Aristotle defined “good” as something extraordinary – exceedingly great. The classic notion of good is manifest excellence—actively pursuing behavior that excels beyond the normal, everyday basics of our mere existence—encouraging us to thrive, rather than simply survive. The pursuit of excellence has led individuals to a greater happiness in living and working throughout history.
The Nicomachean Ethics is one of the most important books in the whole history of philosophy and certainly the most influential works of Aristotle. It is a collection of his most profound thoughts and was based on an exhortation to his son to live the best possible life.
Though taught thousands of years ago, Aristotle’s thoughts on excellence—becoming exceedingly good, still serves as a call to action for those who desire and are willing to lead themselves at a higher level. Although there are many narratives that can be culled out from Aristotle’s epic work, there are a several broad narratives that have practical application in our modern workplace.
A Greater Good
For an individual to perform exceedingly “good,” they must believe that “good” is something beyond just their own need, but also the good of the community, organization, or society they live in. According to Aristotle, excellence is a mindset rather than just a set of activities. Most activities are a means to a higher end, or at least they should be, and our work is no exception.
When individuals start showing up to work just to pull a pay check or organizations get too focused on the profit margins, they loose site of why they exist—to serve a greater good. Excellent employees focus on using their skills and knowledge to serve a purpose greater than themselves and in the process meet their basic needs while achieving excellence.
Virtue, Vision, and Values
Excellence depends on living in accordance with appropriate virtues, vision, and values. A virtuous individual is naturally inspired to behave in the right ways and for the right reasons, finding happiness in behaving according to a set of higher standards of excellence—personal standards as well as the standards expected of them by their community.
The Excellent Employee performs all of their duties with clear expectations of their role and responsibilities, in alignment with the core values of the company. Aristotle is not referring to some imaginary notion of perfection, and neither should organizations expect that of employees. But striving for higher levels of behavioral excellence, creating a greater value in products and projects, should be the goal of every employee.
Know Thyself
The phrase, Know Thyself was inscribed above the entrance to the Lyceum that Aristotle attended as a young man in Athens. Most historians attribute the phrase as an admonition to those entering the sacred temple to remember or know their place before entering into the learning process. Modern philosophies and leadership theories have expanded the notion of self awareness as a means to become more in tune with one’s own personal strengths and weaknesses, beliefs and behaviors.
Excellent employees are committed to knowing themselves through a daily process of understanding the vision and values of the organization, and then aligning them with their own Key Areas of Responsibility. They are also keenly aware of their own assumptions about the organization or a project that may be holding them back. They are aware of where they are at in their own learning process, and what they need from others to successfully complete their daily tasks. Most individuals struggle to move beyond periods of disillusionment and conflict, settling for something less than exceedingly good. The Excellent Employee is equipped to understand their own needs and move through those periods of doubt and disillusionment efficiently and effectively.
Relationships
Aristotle believed that the bonds that tie citizens together are so important that it would be unthinkable to suggest that true happiness can be found in a life isolated from others. This understanding applies to the modern workplace as well. But excellent employees aren’t just good at building effective social and professional networks on Facebook and Linked In, they are dedicated to building intimate and meaningful relationships through personal one on one communication. They’re also aware of the fact that there are more ways to getting a job done by gaining the support of people in positions of power, but rather influencing peers and colleagues through other types of personal power in order to meet the needs of the greater good and do an exceedingly good work.
Action
Aristotle did not think that virtue could be taught in a classroom down at the local Lyceum or simply by means of a “good” argument, but rather by applying virtue and values to your daily actions. His claim that virtue can be learned only through constant practice implies that there are no set rules we can learn from in just a workbook or a presentation alone; rather we must find a means of transferring that knowledge into action. The Excellent Employee is committed to training in the skills sets that will help them excel beyond average. They are consumed with creating solutions and meaningful results, rather than wallowing in the challenges, setbacks, and conflicts that arise in the workplace.
Become Excellent
The Excellent Employee has a strategy to consistently align their vision and values to the organization’s vision and values, through a clear understanding of themselves and their needs. They also utilize key relationships and apply their knowledge and skills to their everyday workflow, aligning it with the greater good of their company and their clients.
Life is short. Be activly committed to living and working at a higher level, for yourself and the greater good. Aristotle would challenge today’s modern employee to become excellent by doing excellent acts.
Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action

Don't Lead With a Lead Foot

Blanchard Associate — Fri, 29 Jun 2012 13:00:14 +0000

Stop for a second and picture yourself cruising down the highway behind the wheel of your dream car. The window, or perhaps the top, is down and the wind is blowing through your hair. The engine is purring like a kitten. At the moment, everything is running smoothly, as it should. You then decide you want to see what this high precision automobile can do.
So you give it a little more gas. You can feel the power as you accelerate. Sure, you can hear the engine working a little harder but it’s nothing to be too concerned about. You give it even more gas. Now you’re flying. The faster you go, the more exhilarating the ride. The engine is revving hard to perform the way you want it to, but there still doesn’t seem to be any immediate concerns. Now, the ultimate test…you push the pedal to the floor.
At first you’re impressed at how well the engine is performing and how much ground you’re able to cover. However, the longer you keep your foot to the floor, the more “normal” it seems. You think to yourself, “the engine is working hard but it can handle it so I’m going to drive like this all the time!”
You continue along with the pedal to the metal. The car makes you look and feel like a rock star. But you begin to notice some warning signs. You glance at your tachometer and see your engine is redlining. Then you look at your gas gauge and realize you’re depleting your engine’s fuel reserves much faster than normal. That once proud roar of your engine is beginning to sound more like a lion with bronchitis. In the beginning, the smell of burnout was caused by tire rubber, now the smell of burnout is a result of failing engine components. The engine hasn’t completely failed you yet so, despite the warning signs, you keep your foot to the floor.
The incredibly high and unsustainable demands you’ve placed on your engine finally catch up to you. The engine completely gives out and stops functioning. Even though you had all the warning signs, you still seem surprised. Your initial response is to go on a tirade placing blame on individual engine components when in reality you should be acknowledging the role your driving style played in the engine’s breakdown. The cost to replace the engine is tremendous and it will completely destroy your budget. All of this could have easily been avoided had you placed reasonable expectations on your engine and paid attention to the warning signs when your rising expectations started to become unreasonable.
Every manager dreams of leading a team that runs like a well-oiled machine. But even the most finely tuned, high-performance engines have limitations. Leaders, are you leading with a lead foot?
Follow me on Twitter: @adammorris21 | Add me on Google+: gplus.to/AdamMorris21

Lead UP!

Blanchard Associate — Fri, 22 Jun 2012 19:00:13 +0000

If you can dream—and not make dreams your master;

If you can think—and not make thoughts your aim,

If you can meet with Triumph and Disaster

And treat those two impostors just the same…

—If by Rudyard Kipling
Work is hard! If it’s not, you’re probably not working hard enough. Every good employee who pushes to higher levels of success goes through major challenges in the pursuit of worthwhile work. There are dreams and shattered dreams, hopes and hopes deferred, projects launched and projects crashed. The one easy certainty in today’s workplace is that nothing is certainly easy.

Lead Up

Compound that challenge if you’re an individual contributor with little to no decision making authority—no corner office, no big budget to use at your discretion, no direct reports to delegate to. Yet deep inside every good organization are good individuals who rise up to meet these challenges, greeting the impostors of triumph and disaster with equal tenacity.
In fact it is here, in the process of leading oneself through the pitfalls, set backs, and politics of the workplace that great leaders are born. Tomorrow’s great leaders are born out of today’s challenges, victories and defeats, on the front lines of organizations all around the world. They are the individuals that Lead Up when the going gets tough, rising above to meet the vision and values of an organization, by influencing others, without decision making authority, through effective habits and skill sets.
Four Basic Skill Sets to Lead Up
Every effective individual within an organization shares some common habits or traits that make them successful. There are four basic skill sets for individuals to engage in regularly, in order to effectively Lead Up within an organization.
Be Responsible
Excellence begins with understanding what is within your realm of capabilities, experiences, knowledge, and skill. Continually defining, refining, and reviewing Key Responsibility Areas (KRAs) is the first step to meeting daily and weekly challenges at work. Getting agreement on your job description with your manager and members of your team will ensure clear understanding and expectations of your role, as well as help you define your day-to-day priorities.
Be Aware
Everyone goes through learning curves at work. Each new project, goal, or task produces a whole new set of variables. Knowing who you are and where you’re at on the learning curve of any given goal or task will help you understand where you are going. Managers and other colleagues aren’t mind readers—they usually don’t know what you need to get the job done successfully. That’s why being aware of your own needs by assessing where you’re at in the learning process is a vital skill in Leading Up successfully.
Be Proactive
Once you know where you’re at, you have a better idea where to go to get the direction or support you need to successfully negotiate the gauntlet of daily challenges. Ironically, being proactive in seeking the right type of leadership you need, makes it easier to work with you. Proactively seeking out the leadership style you need, rather than reactively waiting for someone to give it to you, creates stronger relationships with your manager and other colleagues.
Be Accountable
Even the most successful individuals need to continually be held accountable to something higher than themselves. Accountability works best when you as an individual take the initiative to Lead Up by having consistent and effective One on One Meetings with your manager. Consistently scheduling and conducting short, half hour, meetings not only keeps you and your manager on the same page, it creates an intimate opportunity to communicate your development levels on critical goals, tasks, and skills—ensuring that you receive the right type leadership to help you achieve excellence at work.
People don’t wake up Excellent—it takes hard work and consistent routine. The Four Basic Skill sets to Lead Up at work should be a part of your daily and weekly routine! The effort is minimal, but the reward is exponential. When you’re ready to Be Responsible, Be Aware, Be Proactive, and Be Accountable—you’re ready to excel to higher levels of meaningful work and satisfaction in a job well done.
The world needs effective leadership, and you need to Lead Up, by beginning with the most obvious source of leadership—Yourself.

Jason Diamond Arnold

Consulting Associate, The Ken Blanchard Companies

Co-Author of Situational Self Leadership in Action

Make YOUR Living

Blanchard Associate — Fri, 20 Apr 2012 15:52:10 +0000

“Go confidently in the direction of your dreams. Live the life you have imagined.” –Henry David Thoreau
As the plane sat at the gate, making final preparations for take off, I gazed out the window, watching two ground crew members, tramping around in the muddy slush, loading up the last pieces of luggage. They looked busy. They looked focused. They looked determined.

Mud Time

As my thoughts turned toward home, the fascination with the two workers below was interrupted with a sudden, “You from Boston?”
I turned to the man next to me and chuckled, reveling to him my New York Yankees jacket, “No, just visiting.”
As fate would have it, he wasn’t content to leave it at that. “Ahhh! Business or pleasure?”
Perhaps he was a little concerned as to the cause of my red eyes and rather weary appearance—little knowing that I had just spent the past several days in a New Hampshire cabin with no running water. Or maybe it was just one of those rare occasions when I looked a little more vulnerable than my usual, leave me alone, I’ve been on a long journey, traveler look—still a glow from all of my recent discoveries within the ancient American region of New England.
I carefully guarded my growing suspicion over his line of questions with as few words as possible, “A little bit of both.”
He seemed to ponder the response, then fell silent for a moment. I could sense he was on the edge of leaving me alone—finally! Thankfully… he gave it one last shot.
“How do you make your living?” The hook slipped into my conscious with the precession of a Wicked Tuna fisherman out of Gloucester Harbor that had finally snagged the big one.
We’ve heard the question a thousand times, on a thousand trips around the world, when getting to know a stranger, in some strange place. But this time, it wasn’t a strange question. This time the question penetrated my very being and challenged me to give the curious lad a meaningful and well thought out answer.
Perhaps it was symptomatic of my natural buzz from the lack of sleep? Nay, I knew it was more than that; it was something lurking in the salty philosophic Atlantic air that whispers through the timeless picturesque scenery North of Boston—the same whispers that spoke to some of America’s most profound writers, like Frost, Thoreau, Hawthorne, Alcott, and Eliot, while they tried to answer questions about life and death and time, and all things concerning the affairs of our daily busyness…and business.
How do you make your living?
It was the very question that had been haunting me the entire trip, with each log I split, in every step taken on a hike to some small peek overlooking the New England landscape, every snowflake that sung to me on it’s decent to the frozen forest floor. In fact, it has been haunting me the past couple of years of my career—the so-called Prime Earning Years between the ages of 30 and 50 years of age. That age when family responsibilities and economic recessions catch up with the hopes and dreams of what you thought you could become through your career. That age when we struggle to make our living, rather than allow our living to make us, through a rhythm and routine that wears us down like the mountain steam does to the rock when no one is looking.
What is a living, anyway? And how does one go about “making it?”
Making a living isn’t about a paycheck—it is not your job! If we try to answer that question by simply explaining what we do to make money, than somehow we’ve reduced the meaning of how we spend the majority of our days. Our work needs to be much more than just a how we make money; it must be about the purpose or cause we serve through our efforts at work—making other people’s lives more productive and enriching because of what we do—while also serving as a means to providing quality choices for the things that we cherish the most.
Where are you in relation to where you want to be in your career—in your life?

Circles of Work and Play

Maybe you don’t currently do what you love to do. Maybe your current job or project is not what you dreamed of doing when you were off earning degrees at the University or working for that revolutionary start up company when you first entered the workplace. But if you don’t believe that there is a higher purpose or meaning in the work you do, then you’re in danger of slipping into what Thoreau warned as, “quiet desperation.” If the gap between work and play is so wide that you can’t wait to get to the weekend so you can do what you really love to do, then it’s time to look in the mirror and ask the question, “How do YOU make YOUR living?”
To make a living requires a continual renewal of spirit and perspective that pulls all of our hopes and dreams, experiences, responsibilities—our living, into a larger, more integrated and meaningful context. It takes effort to align the things we love, and are passionate about, with what we call work. And yet, it is as simple as splitting wood this side of winter, on a spring day, in late April or early May—just for the pleasure of it.
As the plane began it’s decent, nearly four hours later, into San Diego, California, my new best friend and I had thoroughly investigated how we make our living. Just after the plane touched down in a land far from those ancient poets gravesites, I shared with him a few words I had just found, inside the wood I was splitting, just North of Boston. Words…that are there with you too, right now, on your computer’s keyboard, in the pen on your desk, in the code you punch in to enter your office, or the clock you punch your card into, or on the palm of the handshake you’ll receive at next Tuesday’s Business meeting. And those words are whispering to you:
My object in living is to unite
My avocation and my vocation
As my two eyes make one in sight.
Only where love and need are one,
And work is play for mortal stakes,
Is the deed ever really done
For Heaven and the future’s sakes.

–Robert Frost, Two Tramps in Mud Time

About the Author: Jason Diamond Arnold is a Consulting Associate with The Ken Blanchard Companies, and Co-Author of Situational Self Leaderhip in Action

The Not-So-Simple Art of Making Introductions

Blanchard Associate — Fri, 06 Jan 2012 19:44:24 +0000

Patrick has been a high performing member of his organization for nearly 10 years. Recently, a member of his company’s Human Resources department, Elizabeth, was giving a tour to a couple of new hires and was introducing them to existing employees.
When they stopped at Patrick’s department, Elizabeth introduced the new hires to Bruce, whose office was next door to Patrick’s. With a smile on his face and eager to welcome the new hires, Patrick rose from his desk and went to his doorway to wait his turn.
As Elizabeth finished introducing Bruce to the new hires, she turned towards Patrick and said, “And this is, uh, wow, I don’t know who you are!”
Patrick was slightly stunned since he had had a few conversations with Elizabeth over the year or two that she had been with the organization…and of course, because his name was prominently displayed on his name plaque on the wall outside of his office.
Elizabeth then proceeded to explain, in front of the new hires and Bruce, that while she didn’t know Patrick’s name, she routinely observed him from her window indulging his nasty smoking habit on his breaks. This included her sarcastically mimicking the act, thoroughly explaining how her office window’s vantage point was positioned perfectly for spying on employees, how she regularly publicly chastised other employees who also share the habit, and even pointed how Patrick was going to die. What should have been a simple introduction had become incredibly uncomfortable for everyone except the blatantly oblivious Elizabeth from Human Resources. With each word she spoke, the eyes of the new hires grew wider, while Bruce could only look away in disbelief.
Despite all of this, Patrick kept his outward smile and simply nodded and faked a laugh while hoping that Elizabeth would simply stop talking. He wasn’t proud of his bad habit but felt strongly that it shouldn’t be the focus of his introduction to his new co-workers. As soon as he was given an opening, Patrick quickly chimed in and addressed the new employees with, “Hi, I’m Patrick.”
As he shook their hands, Elizabeth spoke up once again and said, “um, geez, I have no idea what you do!”
It wasn’t audible but you could sense a collective groan as Elizabeth successfully sucked the energy out of the room once again. Patrick continued to smile, nodded, faked a laugh and briefly explained his role and how it had evolved over his lengthy tenure with the organization.
As Elizabeth and the new hires walked away, Patrick turned to Bruce and asked, “what was THAT?”
Bruce replied, “THAT was completely uncalled for and incredibly unprofessional.”
To make successful, positive introductions, here are some things Elizabeth should consider doing in the future:

Ask employees to introduce themselves. If you don’t know someone’s name, don’t embarrass yourself, the person you’re introducing, or the person you’re introducing them to. After introducing the new hires, Elizabeth could have given the ‘your turn’ glance to Patrick and allowed him to chime in on his own. Or, she could have turned to Patrick and said something like, “why don’t you introduce yourself and tell them a little bit about who you are?”
(Or, of course, she also could have glanced at the name plaque on the wall outside his office for assistance.)
Ask employees to describe their role in their own words. If you don’t know what someone does, simply have them describe it in their own words. By saying, “I have no idea what you do,” it implies that Patrick’s contributions aren’t noticeable, and by extension, not appreciated. Or, as a Human Resources representative, it implies that you’re not in tune with the actual work being done by the employees in the trenches.
If you don’t have anything nice to say, don’t say anything at all. All these years later, Mom’s advice still rings true. Never introduce someone by pointing out their flaws, faults, or negative traits. By focusing on Patrick’s bad habit, Elizabeth effectively eroded any trust she had with Patrick and demonstrated to the new employees that perhaps they should be cautious around Elizabeth.

What other advice would you have for Elizabeth? Do you have any stories of introductions gone wrong?
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The Hero’s Journey—Applying the Epic to Your Career

Blanchard Associate — Fri, 09 Dec 2011 18:59:35 +0000

Sing in me, Muse, and through me tell the story
of that man skilled in all ways of contending,
the wanderer, harried for years on end,
after he plundered the stronghold
on the proud height of Troy. —The Odyessy, by Homer
Your career is an epic journey! Or, at least, it should be—something that Homer or Isaacson would muse about over pages of poetry and prose. Unfortunately, too many careers seem to be cut adrift, floating across an open sea without direction or purpose. Too many are a flat line rather than a brilliant arc that follows the blueprint of classic heroes leaving the comforts of home and launching into an adventure of challenge and triumph, where they discover their true identity and leave an indelible legacy for future generations to glean from.

The Epic Career

How do we get to a point of letting go of the helm and allowing time and tide of circumstance roll across the bows of our careers, pushing us into the inglorious unknown? We don’t graduate from high school or college and expect to drift aimlessly through the next 40 to 60 years of our work life. We push off the shores of our young adulthood, eager to make an impact on the world and sufficiently pay our bills in the process.
But very few decide how they are going to effectively manage that journey through the various phases and chapters of their career. Very few have a plan—a GPS- activated map on how they will navigate their glorious journey.
In the early stages of our career, we are largely in exploration mode. We ask, “Who am I?” (A question you should never stop asking throughout your career.) We explore who we might want to be and begin to discover how our passions can align with the work we do. At this early stage of a career, individuals need fundamental coping skills gained through learning tools, techniques, and experiences—skills that cannot be taught in the halls of academe, but only in the process of executing our day-to-day tasks.
Then, as we reach our late twenties and early thirties, what becomes really important is practice management—management of self and others. Leadership! This is the stage where we should begin to make those early dreams come to life. It also becomes the time where we begin to face the conflict and challenges of a dangerous and exciting workplace.
However, just like practical basic skill sets can’t be taught in a classroom, the skill set of practice management can’t be learned at the University, only taught in theory. The skills need to be applied to our day-to-day experiences at work to be truly learned. In fact, how we become better contributors to our work is not often even taught within the organizations we work for. We are typically left on our own to figure out how to navigate through the stormy waters that threaten to make our careers irrelevant. We are vulnerable to the prevailing winds of the economy, internal power struggles, politics, and even worse—we are vulnerable to becoming so disillusioned that we slip into a state of indifference. Instead of thriving, as we once dreamed we could, we become content with just surviving on the open sea.
Why do we stop learning during the most critical stages of our career? I don’t mean simply going back to school (a noble endeavor), but rather the practical application of new skills to the work we are doing today? So often we give up on learning the critical skills that can help us master the work we are currently engaged in—skills and tools that could help us navigate the perils and storms of our career—moving us from simply surviving into Herculean thriving.
The journey is taking place now! What are you doing to help write your epic masterpiece?
Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action

2-for-1: Decrease your tasks and maintain IQs!

Matt Youngblood — Fri, 02 Dec 2011 16:40:51 +0000

A long time ago, I thought that my IQ level meant how intelligent I was. If I took an IQ test and scored high, it meant I was a genius and that some secret society bent of world domination was going to reach out to me regarding a membership, right?
Both of those ideas are myths. A measurement of one’s IQ level is not to determine how “smart” they are, but rather look at how well they can problem solve and comprehend solutions.
The Wall Street Journal has an article on a few different studies completed recently regarding IQ levels and how they can invariably change over time, along with methods to increase and/or maintain IQ levels in the long term. The most interesting part in one of the studies I found was the correlation between the work you do and how it affects your IQ levels over time.
For example, the National Institute of Mental Health completed a 30-year study of individuals to measure changes in IQ levels. They found that those whose jobs required “…complex relationships, setting up elaborate systems or dealing with people or difficult problems…” typically maintained their IQ levels or scored higher than previous when compared to those whose work required less critical thinking and simpler tasks.
When I read this, I thought of a book Ken wrote called The One Minute Manager Meets the Monkey. The basic premise of the book is how in a lot of organizations, workers spend a lot of time managing their bosses, instead of managing their own work. In other words, an individual contributor goes to their boss with a problem, and instead of the boss providing some steps to help that individual solve the problem, the boss winds up taking on the problem themselves. Some bosses may even be so scared of possible errors that they refuse to allow their direct reports to do their own critical thinking. The end results are that leaders spend more of their time doing the work of those they’re supposed to be managing.
After looking at these studies about IQ levels and comparing that to the work people do, we could be compounding the issue of time management for ourselves AND affecting people’s abilities to solve complex issues in the future.
Food-for-thought: Think about the last time someone who reported to you came to you with an issue. Did you simply say “I’ll handle it,” or did you act more as an assistant to help that person solve their own problem?
Leave your comments!

The Work-School Balance

Blanchard Associate — Fri, 11 Nov 2011 14:03:19 +0000

Today’s posting goes out to all those working professionals who may have underestimated their boundaries to the point of no return – and who may be questioning their sanity on a regular basis. I am talking about the working student. Do I have any sympathizers out there?

You know how it goes: Work a very busy day, challenged by curveballs left and right, tired at the end of it, but wait – you’ve got that second wind, just enough to buy groceries or squeeze in a quick workout – only to race home, hoping that your third wind kicks in with enough energy to start a research paper? But wait! There’s more. You get to do it all over again tomorrow.
Over the last eleven months, I have been working toward a degree through an all-online program. I’m sure I speak for thousands of others when I say this is no easy feat. Hundreds of pages of weekly reading, library and online research, a paper due every other week, virtual group projects, online exams, and mandatory discussion forum posts all in addition to, well, life, including the responsibility of being a working professional.
Week nights often consist of motivational self-pep talks: “You’re not too tired – you can totally do this!” Or, the bribe: “If you just finish these 70 pages, you get to watch Survivor!” The weekends are even better: “I’m so excited – I get a whole Saturday to catch up!” My husband is even into the incentives now: “You can do it, hun, just one more discussion question then it’s time for The Amazing Race!” We don’t have kids yet, but I can imagine the work/school balance is exponentially more challenging for those who do!
Does this sound familiar to anyone?
All of that said, I have to be honest… Despite the organized chaos that the last eleven months have been, I’m going to be a little bit sad when it all comes to an end next summer. Once my initial panic subsided about a month into the program, my days became filled with constant learning, a deeper thirst for knowledge, a broader worldview, the continued reminder to be inquisitive and to think critically, and a greater appreciation for others’ views, particularly those that are different from mine.
For these reasons I hope my learning never ends, because I truly believe it is a defining quality that sets leaders apart. The greatest leaders in my life have been those with an insatiable thirst for knowledge. They embrace change, always look to discover something new, and aren’t afraid to adapt when needed. They willingly accept feedback. Leaders are always looking for ways to challenge themselves – to take risks – even if it brings the possibility of failure. They seek wisdom from those who have gone before them; they aren’t afraid to ask questions. A lack of knowledge is not viewed as a weakness, but rather as an opportunity to grow.
I hope we all never stop learning.
Comments

JoePa’s Leadership Faux Pas

Blanchard Associate — Thu, 10 Nov 2011 01:59:42 +0000

***Special Why Lead Now Blog Article
As a Central Pennsylvania native, raised among the peaceful valleys that are nestled within the beautiful rolling Appalachian Mountains, there was always the notion of a glorious kingdom that lay just beyond the northern range of the Cumberland Valley. A place where all the boys in my neighborhood recognized as Camelot—let by King Author himself and his band of Knights in shining armor.

Weeping Nittany Lion

Of course we called it Penn State football and its glorious leader was a man named JoePa—who led his mighty warriors on to the field of battle every autumn Saturday in simple Blue and White throw back football uniforms. He was a mythological figure throughout the entire region.
For over four decades, since my birth, one man has remained a constant symbol of timeless honor, connecting me back to what seemed to be an eternal youth. Today that age of innocence has come to an end. Camelot has fallen and King Arthur has gone down with it as the University’s image smolders in the court of public opinion.
As a father and a coach of youth sports, as well a devoted thinker on the practices of leadership, I am suddenly forced to confront my own romantic notions of that ideal world I once believed in as a boy. The dark clouds of reality that have stormed across The Happy Valley now revel an epic institutional failure, and the mythological figure at the center of it, who reigned over it for nearly half a century, is now faced with a bitter end.
Penn State football, the great University it represents, and the entire nation, is now left with the task of making some sense of the terrible abuses of power and innocence that took place on it’s campus within the shadows of one of the most storied programs in American sports.
It would be premature to make any assumptions about the necessary outcomes of such a horrible situation. But all legality aside, we would be stuck in nostalgia if we were to overlook the leadership lessons that are arising from the smoldering rubble of a fallen dynasty.
Deal with Conflict Directly
The one thing we have learned since childhood is, the longer we wait to deal with a crisis, the worse it always gets. This is an even a greater truth for leaders. Joe Paterno and Penn State brass had nearly a decade to deal with this issue, and not only rid the source of the issue from the institution, but take the source to higher levels of authority, beyond the means of the University’s by laws and policies. This was not only a failure of leadership on the part of Joe Paterno; it was a failure at nearly every leadership level of the institution.
When organizations ignore conflict, and don’t seek to resolve it through proper resources and reasoned accountability at every level, with fair justice, they under mind the very purpose for existing. Having the means to deal with conflict, on a personal or professional level, is an essential part of growing and maturing into excellence as an individual and an organization.
The days of brushing issues under the rug, particularly for leadership figures as popular and public as Joe Paterno, is a thing of the past. It’s old school thinking and a naïve approach to solving tough issues in a technology driven culture that has the instantaneous ability to publish thoughts and opinions to a world wide audience, as well as access information at anytime—driven relentlessly by a 24-7 multi-level news cycle.
Hail to the Chief
Another glaring lesson from the Penn State crisis is the absolute power Joe Paterno had at the University and throughout the region. A grand illusion, all be it a romantic one, of American culture is the notion of the Commander in Chief—the central figure that is the face of an organization or institution, a charismatic leader at the head of a mighty organization leading the masses to glory.
But even this notion is a bit mythological, because the very foundation of American culture was based on a rejection of this type of idea—that one man has all the power. The founding brothers of the United States of America rejected the tyranny of a king, so much so, the drafted timeless documents that protected against this taking place in a new world—the balance of power in the branches of government—not too mention term limits for the Commander in Chief.
Joe Paterno has been the face of Penn State for over four decades. Paterno was the chief architect of a multi-million dollar revenue resource for the institution and rose to preeminent power at Pennsylvania State University because of it. But this type of great charismatic, larger than life leader can be dangerous for any organization or culture.
A balance of power through a plurality of leadership can help stabilize the longevity and production of an organization and stimulate more empowerment down through the ranks, ultimately generating more productivity and ownership of the organization from the bottom up.
This is even truer in today’s flatter world, leveled out by knowledge and instant access to information through technology. People at all levels of an organization need to be empowered; not only do their jobs in the most effective way possible, but to also have no fear to make the right decisions and resolve disruptive behaviors head on within the organization.
There are so many lessons to ponder in this heartbreaking saga that has exploded in Central Pennsylvania and shaken the American sports scene the past week. But this moment is too important in American history to allow our selves to ignore and grow from—especially as parents, coaches, and leaders. Today, I’m left trying to answer my 10 year-old son’s question, “What happened?” My only answer, “A tragedy.” And it is a tragedy that could have, and should have been avoided through effective leadership throughout the entire institution. Instead, lives have been shattered and a noble brand tarnished—a legend has fallen and innocence has been lost in a once happy kingdom.
Jason Diamond Arnold
Co-author of Situational Self Leadership in Action

Leadership Lessons from the 2011 World Series

Blanchard Associate — Fri, 28 Oct 2011 16:29:05 +0000

The drama unfolding in the 2011 World Series of Major League Baseball is nothing short of epic. The Texas Rangers and St. Louis Cardinals have been engaged in a week long back and forth battle that I’m sure even the Greek gods would envy. Now last nights, dramatic, Game 6, instantly known as one of the most dramatic games in Series history, will ensure that the championship will be won on a final and decisive game. This Fall Classic will become an instant historical gem in the minds of baseball fans and sports enthusiastic alike.

2011 Fall Classic

And if you are willing to looking just beneath the surface of all the towel waving, paw clawing, praying hands, squirrel wearing, fanatical behavior of the massive crowds attending these games, you will find some interesting leadership lessons unfolding during this duel for the ages.
Embracing the Past
All championships are won long before they are played. The two teams gridlocked in this epic battle have been assembled by some of the brightest minds in baseball through the general management of John Mozeliak (Cardinals) and Jon Daniels (Rangers). But perhaps the brightest front office star in all of baseball is the principal owner, president and CEO of the Texas Rangers, Nolan Ryan.
Ryan is considered by many to be the greatest pitcher in baseball history, pitching a record seven no-hitters and is MLB’s All Time strikeouts leader. Having a Hall of Fame player, who was an important part of the Rangers team history, now serve in an executive capacity has produced great success on the field. Ryan’s old school, competitive attitude, has been contagious in the locker room and on the field.
Good organizations would do well by honoring past associates that served them with excellence. Founding associates of an organization not only bring an important historical perspective to the current employees of an organization, they have a lifetime of experience that may be extremely valuable in motivating the current workforce of an organization to embrace the original principles that made them great at it’s inception.
Embracing the Future (Through Technology)
One of the storylines in this World Series was the Phonegate saga of Game 5, when Cardinals Manager Tony La Russa tried calling out to the bullpen to warm up some of his key relief pitchers that were needed in the close game. La Russa asked for pitcher Jason Motte, and instead, the bullpen coach claimed that he heard, pitcher Marc Rzepczynski’s name called in by La Russa. “Can you hear me now,” became the battle cry of Game 5.
But the bigger question for baseball, and manager Tony La Russa, is the fact that there are phones from the Mid-70s in the dugouts and bullpens—even in newer ballparks like the ones in Arlington and St. Louis. Management may want to buy La Russa and the coaching staff a new Smartphone for Game 7, so that they can be on the same page. He could even use iPhone 4s Siri application to help him manage the game.
“Who should I bring into pitch next,” La Russa could ask Siri. “Based on the next three hitters in the Rangers line up,” she would respond in her robotic tone, “I suggest you go with the Lefty, Arthur Rhodes.” And then she would ask, “Would you like me to place a call or text your Bullpen Coach, Derek Lilliquist?”
Organizations need to embrace technology. Not just recognizing that there are certain trends you need to be aware of, but a systematic strategy to integrate new technologies into the way you do business. Your clients and Raving Fans need to trust you’re delivering service and products in the best and most effective means to meet the current needs of the people using those products and services.
Living in the Moment
After the rainout of Game 6 on Wednesday evening in St. Louis, many members of the press were asking Manager Ron Washington whom he would start in Game 7 of the World Series if the Rangers were forced to play a final game. The question itself was very odd, considering the fact that Game 6 had not even been played yet, and many people were thinking ahead to Game 7. But what’s even stranger is that Washington engaged the question by saying, “It’s Harry’s game. I’m going to stay consistent. That’s Harry’s game. Matt Harrison earned it.”
It’s hard to imagine that a manager could get sucked into answering questions about a game that would not happen if they went out and won Game 6. The right answer should have been, “I’m not thinking at all about a Game 7. Our focus is going out there and winning Game 6 and bringing a championship back to Texas.”
Good leaders honor the past, plan for the future, but are focused on seizing the moment. The moment an organization takes their eye off of the ball it affords opportunity to make little mistakes. A fundamental characteristic of great leaders are their ability to get their people focused on the moment, completing the task at hand with excellence—not fretting about what tomorrow may bring.
Baseball needed a great Fall Classic and they finally got one this year. Tonight’s Game 7, no matter what the outcome, will be the final chapter of a classic duel between two classy organizations. And if you read between some of the storylines, you may just find something that can drive you and your people toward organizational and personal success.
Jason Diamond Arnold
Co-author of Situational Self Leadership in Action

Profile in Future Leadership—The Rise of Marco Rubio

Blanchard Associate — Fri, 16 Sep 2011 13:00:26 +0000

Like it or not, the 2012 race for President of the United States is on! No matter your political point of view, there is an air of excitement (if not at least some curiosity) to see who will rise through the ranks of their party as the nominee for President. Of course, the 2012 election will not quite be the primary Bracketology Madness we see every march in the NCAA basketball tournament. The 2008 election saw one of the most exciting presidential races in American history where a host of candidates vied to represent their political party in the national election due to the lack of an incumbent President or Vice President running for office.

Sunrise on Washington DC, courtesy of 'katieharbath'

During the span between national elections, it is interesting to scan the political landscape from a leadership perspective to see if there are any new young leaders on the rise. The thought of spotting a potential future leader of the free world before they are known on a national level is as exciting as seeing a young prospect for baseball playing in the minor leagues before he makes it big in “The Show.”
Many of us remember the energy sparked by a young State Senator from Illinois during his campaign for US Senator, highlighted by a memorable speech at the 2004 Democratic Convention. Only four years later, Barack Obama would become President of the United States of America. Looking back, it was fascinating to learn of the type of leadership that matured him into making successful runs at the United States Senate and eventually, the White House.
Over the past year, there has been a rising star in the Republican Party whose stock may be climbing in a similar fashion as our current POTUS, the Jr. United States Senator from Florida, Marco Rubio. Though Rubio is not making a run for President in 2012, he has positioned himself as a promising leader who has reached out to the people of Florida in one of the most unique and creative ways in recent political history.
Prior to his two years becoming Speaker of the Florida State House in 2006, Rubio traveled around the state hosting “Idearaisers” in an effort to solicit Floridians’ input on ways to strengthen Florida’s statehood. The 100 best ideas were then published in his 2006 book entitled, 100 Innovative Ideas for Florida’s Future—A Plan of Action, which served as the foundation for his two year term as the State Speaker, before being elected to the US Senate in 2010. What’s even more impressive is that the Florida House passed all 100 ideas. Fifty-seven of which were ultimately implemented into law—a powerful leadership model, driven by ideas for the people, by the people, under the innovative leadership of Rubio, and put into action!
One of the key ingredients to effective Self Leadership or Self Citizenship in any organization or community is the ability of the people to present their solutions and ideas to the leadership of that community—partnering for better performance that serves the greater good. This concept is embedded in the founding values of our nation—where We the People, strengthen our organizations, communities, nations, and world, in partnership with those who are responsible for leading.
What’s really exciting is that Marco Rubio’s Idearaisers are not only rooted in our nation’s traditions, but they are an indicator of what the future of leadership must become. In fact, leadership now, demands a willingness to involve the people they are leading through innovative ways of engaging individual contributors and citizens. Regardless of your ideologies or political worldview, creating an environment for collaboration and partnering for excellence, not only produces great results, it creates a greater freedom and accountability in the process.
Jason Diamond Arnold, Co-Author of Situational Self Leadership in Action

A Brave New World of Knowledge

Blanchard Associate — Fri, 05 Aug 2011 16:39:20 +0000

O wonder! How many goodly creatures are there here! How beauteous mankind is! O brave new world! That has such people in it!
—Shakespeare‘s The Tempest, Act V, Scene I
While driving down a Southern California freeway recently, my son and I observed a billboard promotion of a major league baseball team. After some debate on which featured player was on the advertisement, we exited the freeway, picked up my “smartphone,” and consulted the Oracle. Not the classical antiquity, nor the modern software firm; but rather the postmodern, one touch, voice activated, portal to an eternity of information—my Google App.
“Number 16, Los Angeles Dodgers,” I spoke loudly into the speaker of the phone, half irritated at the possibility of my son already having the correct answer and half uncertain that it would translate my words exactly as I spoke them. I anxiously anticipated the results of my quick search. Within a few moments my fears were confirmed; my son was right.
“But what position does he play?” I grasped for one last shot at redemption.
“Not sure about that,” the ten year old was finally humbled. “Somewhere in the outfield, I think.”
“Right Field to be precise!” I proudly proclaimed, feeling useful for something. He, of course, shook his head in disgust at how happy I was to know something more about Andre Either than he did. I’m sure what was more appalling to him was that I needed the help of my iPhone to gain a knowledge advantage over a ten year old.
Yet, I knew it wasn’t really my knowledge, just an ability to quickly link to a world of information. It has become easier than ever to access nearly any piece of information imaginable.
The whole experience made me stop for a moment, and wonder how my grandfather, an avid Dodger fan, would have known exactly who it was, when he played, what position he played, as well as his batting average since his rookie season—and a whole lot more. This incident came immediately to mind when I heard about a study released last month, in Science Magazine, entitled, Google Effects on Memory, by Dr. Betsy Sparrow, which explores the changing nature of learning due to the creation of highly effective Internet search engines.
“When people expect to have future access to information, they have lower rates of recall of the information itself and enhanced recall instead for where to access it. The Internet has become a primary form of external or transactive memory, where information is stored collectively outside ourselves,” Sparrow wrote.
The article then hauntingly harkened my mind back to a book I had read in my Undergraduate program in college, Aldous Huxley’s, Brave New World in which he explored a fictional world that was loaded with miles of information, but lived by people that had an inch of depth in knowledge. Through his narrative, Huxley was able to use the setting and characters from his science fiction novel to express fears over the eventual loss of personal excellence in the expedienancy of a future world.
While Google is an extremely helpful tool to get us information, when we and, where we need it; I fear that we may be missing something more. If we rely only on Google for our learnings about people, new concepts, ideas, or philosophies, without exploring them more intimately, than we may fall prey to trivial pursuits of information, not a dedicated quest for knowledge and intimacy.
At home, at work, or at play, let us remain dedicated to the quest for knowledge by engaging the information we seek, and applying it to our higher pursuits. You might even want to take the time to Google the phrase,
“Two Tickets. Dodger Stadium. First Base Side”
Once your there, just follow the smell, and you’ll find the Dodgers Dogs without any help from your PDA.
Jason Diamond Arnold
Co-author of Situational Self Leadership in Action

The Art of Strategic Procrastination

Blanchard Associate — Fri, 22 Jul 2011 17:16:16 +0000

Procrastination gets a bad rap. When you hear a tale about procrastination, it usually implies or explicitly states that the offending procrastinator is being lazy. Yet, to procrastinate simply means to defer action or delay. If your procrastination is purposeful, are you being lazy or strategic?
If you’ve ever multi-tasked or had a to-do list, then you’re already well on your way to mastering the art of strategic procrastination. When determining your priorities, you’re basically identifying which tasks can be delayed. From the top down, it’s a priority list. From the bottom up, it’s a procrastination list.
It’s safe to assume that you always have a long list of tasks to complete at work and a laundry list of things to do at home (which, coincidentally, includes doing the laundry). In both cases, you constantly re-evaluate and re-prioritize tasks depending on their level of importance, the amount of relevant information you have (or don’t have) required to complete the task, and various time factors. What are the deadlines? How much time do I currently have to perform ‘X’ number of tasks? How much time will each task take? Each must be carefully considered when balancing your priorities against the candidates for procrastination.
A few weeks ago I was given an important project. I determined that it wouldn’t be difficult but it would be incredibly time consuming. The time frame given to complete the task was roughly three months – plenty of time despite the amount of work involved. I felt I had most of the information I needed in order to get started (and had been encouraged to do so), yet I had a nagging feeling that there was still more information to come. Instead of diving right in, I decided to purposefully procrastinate.
A couple days ago, I had a meeting with key stakeholders in the project and new information came to light. Because of this new information, it was determined that there was no longer a need to undertake this project. Thanks to my strategic procrastination, I didn’t waste countless hours on a project that was ultimately abandoned. Furthermore, due to the nature of the project, had I started I would have had to spend many more hours “reversing” any work that had been done.
Until technology develops a way to simultaneously do EVERYTHING at once, there will always be a need to procrastinate. Just make sure to be purposeful and strategic about it. And, if you have a procrastination success story, feel free to share it in the comment section now…or perhaps tomorrow, or the next day, or the day after that…

Finding Freedom in Choice

Blanchard Associate — Fri, 15 Jul 2011 22:34:16 +0000

Summertime is finally here
That old ballpark, man, is back in gear
Out on 49
I can see the lights
School’s out and the nights roll in
Just like a long lost friend
you ain’t seen in a while
and can’t help but smile
—Kenny Chesney, Summertime

Summertime

July means freedom! Bare feet, cargo shorts, windows wide open, music cranked up, a ballgame just down the interstate, and lots of time to take life in. A host of traditional events create a lifetime of memories that roll through our minds like a cool thunderstorm brings relief to a warm summer day. It is the season for discovery and rediscovery of the things that remind us why we are alive and that life is a very special occasion.
Of course, in the United States, we recently celebrated our nation’s independence by attending county fairs, downing hot dogs and apple pie (insert your favorite summer dish), and capping the evening under a summer night sky full of colorful fireworks. In July, school is out, vacations are in, the days are long, and we find ourselves actively engaging in a host of choices on how we will spend our days.
This summer I am struck by the notion that freedom is most profoundly reflected in our ability to choose what we will do, when we want to do it, and how we will do it.
While at the county fair on the Fourth of July, I was overwhelmed at the amount of different foods one person could choose from—Turkey Legs, Frog Legs, Funnel Cake, Hot Dogs, Ice Cream, Corn on the Cob, Fried Twinkies, Fried Butter—you name it. Of course, most of these foods could be quite tasty for the moment, but may take a toll on your body for a couple of weeks. But that’s summertime! A carnival of choices!
However, not every choice is healthy or most expedient for our long-term welfare or the well-being of the people we serve on a daily basis. Freedom really isn’t free at all, and there are heavy costs associated with our ability to decide who we want to be and how we will go about living out that being. And while we have so many choices in how we spend our summer days, the quantity of our choices is overshadowed by the quality of our choices.

Flight of Freedom

This summer, at work or at play, let us consider our options thoughtfully. Let us season our decisions with wisdom and the greater good in mind. To be able to choose is a blessing; to choose well is sacred.
Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action

Not Passionate at Work? 5 Ways to Tell

Blanchard Associate — Fri, 08 Jul 2011 13:32:03 +0000

This guest post is written by Austin Johnson, currently in the middle of a 10-week college internship at The Ken Blanchard Companies.
What is something you are really passionate about? How do you feel when you’re involved in your favorite activity? Do you feel that same joy and intensity in your workplace? Hopefully, but if you are like most people you probably do not. In today’s society, many people come home and complain about work to their friends and family. Don’t let that happen to you. You should work at what you love, and love your work. If you don’t, it is time to re-evaluate your goals.
Here are a few signs that you are not on the right path.

You lose your passion. Passion is the number one key to being happy in your career. Passion turns something you have to do into something you get to do.
You feel an overwhelming sense of dread on Sunday night. When the thought of going to work on Monday morning (or any morning) causes you to feel anxiety or dread, you are not where you belong.
You spend more time surfing the web (or playing solitaire) than doing your job. If you are not being productive in your work, you are just wasting your time and your company’s money.
You find yourself staring at the clock. Wishing for time to go faster will not change anything, except make you more preoccupied and decrease your productivity.
You find yourself complaining to your friends and family about how terrible your job is. Complaining will only continue to drain your motivation and start a downward spiral.

If any (or all) of these signs apply to you, it is time for a change

Re-visit your goals. Ask yourself, “What is it I truly want out of a job?” Once you have defined exactly what you want, choosing the right path will be much easier.
Take your time. Do not rush your decision. If you run headfirst into another job opportunity without thinking, odds are you will end up just as miserable and unproductive as you were in your previous job.
Give appropriate notice. When you have found your new opportunity make sure to give your company at least two weeks notice instead of just jumping ship. You do not want to destroy your relationship with your employer.

Doing something other than what you are passionate about is a waste not only of your time, but the time of those around you who actually enjoy their work. You should pursue your passions and love what you do. When you reach the point where the line between work and play begins to fade, you will find yourself exactly where you should be. “Follow your passion, and success will follow you.” – Arthur Buddhold

Whatever You Do, Don't Betray Their Trust

Blanchard Associate — Fri, 01 Jul 2011 15:00:08 +0000

Lately it seems as if I can’t go a single day without reading or hearing about a public figure who, in some way, has committed one of the cardinal sins of leadership; betraying the trust of their followers. Leaders in the worlds of business, education, athletics, religion, government, and the like, are all getting in on the act. With each new transgression comes an overwhelming wave of shock, anger, disappointment, and disillusionment from those who once trusted these leaders.
Witnessing how these scenarios play out in front of millions is a fascinating, and frightening, learning opportunity. Generally speaking, I tend to be pretty understanding and forgiving; after all, we all make mistakes. However, a quick scan of the message boards or favorite social media sites prove that not everyone is as quick to forgive and forget.
What’s abundantly clear is that we typically hold our leaders to very high standards. This is true at all levels of leadership. You don’t have to be an elected public official to recognize the importance of building trust as a leader. I think most of us would agree that a leader is only as good as their team. But if there is no trust, the ‘team’ is not likely to be much more than a group of demotivated, self-interested individuals.
In her new book 42 Rules for Your New Leadership Role, Pam Fox Rollin writes, “Earning and keeping the trust of your team is one of your most important challenges as a leader.” She continues, “Your team members will give you the goods only to the degree they trust you to act in their best interests.”
Therefore, if you aspire to be an effective and well-respected leader, make sure to establish a strong foundation of trust with those you lead by acting not only in your own best interests, but in the best interests of those you lead.
To learn more about how to build trust, click here to Download Building Trust.

The Curse of Anonymous Feedback

Blanchard Associate — Fri, 22 Apr 2011 21:17:24 +0000

“Et tu, Brute?” -William Shakespeare
Best selling business book author, Ken Blanchard often says that, “Feedback is the breakfast of champions.” It is the fuel that provides us with information that helps redirect our efforts, driving us to become the best we can at a given skill or task.
Motivational research clearly shows that constructive feedback is a gift, and helps increase passion for our responsibilities—at work and at play. Thoughtful, well-intentioned, and timely feedback provides individuals with critical input into the adjustments we need to make as self leaders.
While feedback can be a gift, there can be a dark side to feedback that should be avoided at all costs within organizations and teams. The curse of anonymous feedback can have the opposite effect of constructive feedback, serving as a destructive force to positive change.
One of the most difficult and demotivating forms of feedback we can receive in the workplace is the type of information that creeps into our minds under cloak and dagger. The email or instant message sent to a third party, which in turn is sent to a manager or colleague, in hopes of making a person aware of some abstract dissatisfaction with a person’s performance or personality, is a difficult and sometimes dangerous form of communication.
The primary problem with anonymous feedback is that it lacks direct and clear feedback. In the three degrees (sometimes more) of separation from the author’s lips to the recipient’s ears, is a deep canyon of incomplete information and perceptions that may dilute the meaning of potentially helpful feedback—regardless of how accurate the feedback really is.
Secondarily, anonymous feedback is demotivating for teams and individuals, because it has a tendency to keep important and potentially creative conflicts off of the table of resolution and sets them adrift into a valley of disillusion. There is no proper path to resolutions. The more organizations and leaders are afraid of conflict, and don’t address it head on, the less opportunity they create for themselves to use that conflict as a creative driving force to better solutions.
When serving up a hot dish of feedback at work, or at home, take the time to overcome any assumptions you may have about giving the feedback. Season the feedback with your best assumptions about the person you are giving the feedback to. Be direct and clear and keep an open mind and ear for potential solutions or ideas to help make the learning process more efficient and effective.
Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action

Adjust Yourself!

Blanchard Associate — Fri, 01 Apr 2011 17:02:43 +0000

“”There has always been a saying in baseball that you can’t make a hitter, but I think you can improve a hitter.”
—Ted Williams
Baseball players adjust themselves. You may notice this if you take in a game this opening day weekend at the ballpark. Observe the players closely and watch as they step into the batter’s box. They constantly adjust themselves.

No, I am not referring to the kind of adjustments that disturb your sister. I’m talking about a host of mechanical adjustments, in their basic skill sets, whether they are on the field or at the plate.
A baseball hitter has over a hundred different tasks he can work on during any given pre game routine. From pitch selection, to bat grip, to placement of the feet, the twist of the hips, and the extension of the bat, there are a host of tasks that need constant attention when attempting to hit a tiny white ball, that’s moving quickly toward you, with a stick. And often, those skills necessary to accomplish one of the hardest tasks in sports, is often in need of adjustments. Hitting is a series of natural athletic talents, combined with hours and hours of preparation, training, and constant fine-tuning.
When coaching my youth baseball players, with various skill sets, our coaching staff will constantly ask players to “feel” what they are doing in either their, throwing, catching, hitting, or running mechanics. And rather than constantly overwhelm them with feedback on what they could be doing better, which can be overwhelming to any ball player, especially young ones, we often ask them to assess themselves.
“What did you feel with that swing?”
“I felt my shoulder dip on that swing,” they respond.
“What adjustment can you make?”
“I need to keep my back shoulder up, and drive through the ball,” they respond with a solution. They are now taking ownership in.
They’ve just made an adjustment!
Eventually, the really good players, start to feel what they are doing wrong as a result of committing the proper mechanics to muscle memory. On their own, they begin to understand what they could be doing better mechanically, and begin to make adjustments. They begin to coach themselves and often separate themselves from the players who are not making adjustments on their own.
At work, we can be given a project that has a task made up of a hundred different skills that we could improve on in any given day—operating a software, writing a proposal, making a sales pitch, or assessing a budget. The fact is, like baseball, the workplace is full of personal learning opportunities for us as individuals.
The more we are aware of our strengths and weaknesses on a given task or skill, the more we are able to diagnosis what adjustments we need to make on our own in order to accomplish a task at a higher level of excellence. In essence, we are learning to coach ourselves if we have the knowledge, and a clear picture of what a good job looks like on that given task. When we get to this level as individual contributors within an organization, we are ready to perform at an All Star level.
So go ahead, look at the tasks you are working on today, and ask yourself, what can I do better? Then go ahead and do it—adjust yourself! You’ll feel better, and you’re sister won’t think you’re weird.
Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action
The Ken Blanchard Companies

Seize the Project!

Blanchard Associate — Fri, 11 Mar 2011 19:56:16 +0000

“This is your moment. You’re meant to be here!” —Herb Books

Bartleman - Carpe Diem

Carpe diem is a Latin phrase first scribed in a poem by the great Roman poet, Horace, and has become a popular modern phrase (in some cases, a tattoo on a colleagues arm) in modern culture —Seize the Day. In Latin, Carpe literally mans to pick, pluck, or to crop. In the larger rural agrarian culture of the Romans, it was a phrase often used during the season when landowners would set out to gather their harvest—and thus earn their living. It’s a common misconception that Diem is a literal translation as “day.” The idea of a “day” in Latin refers to not only to a literal twenty-four hour period, but also can refer to a moment in time, or a specific season like the harvest.

This ancient phrase is something to keep in mind in today’s workplace. Even though our technology driven culture is a far cry from the pastoral culture Horace spoke to in his classic poem, there is a timeless relevance that is directly applicable to an environment that is driven through small seasons.
Because of the technological revolution of personal computers, the Internet, and mobile devices, today’s workplace has largely become a project based work environment. Many individual contributors and self leaders in today’s workplace don’t punch a time card, checking in at a certain time, watching the clock, and checking back out. Today’s 24/7 accesses to projects allows individuals to do their work, any time it is convenient for them to apply their skills and complete their tasks on a given project. (So, when can we do away with Ben Franklin’s annual day light savings glitch?)
A client recently called me requesting a fresh way to promote a new book release. They felt the need to move beyond a simple “talking head” video that dumps information about the book on the viewer, but rather create a story about why the book would be worth reading. She expressed her need and desire, a few ideas were conceived and planted by our team, a solution was chosen and cultivated through our team’s knowledge and skills, and a fresh new promotional video was harvested.
Most of the work we do today is through a host of projects, completed with interrelated skills, through a variety of technologies, over the course of a few days, several weeks or several months—a season. It is our glorious duty, nay, it is our privilege, to vigorously plant, pick, pluck, and harvest each project that comes into our sphere of influence.
It is our moment to embrace the needs of our internal and external clients and serve them with a passion that rivals and reflects the ancient civilizations that inspired poets to coin phrases that are as relevant today as they were when they were first scribed those words thousands of years ago. Today is our day to Seize the Project and produce a timeless legacy through the work we do—moment to moment, day to day, season to season.
Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action

Back to Basics!

Blanchard Associate — Fri, 18 Feb 2011 22:29:02 +0000

First Sign of Spring

Forget what that silly groundhog in Pennsylvania has to say about the arrival of spring—it officially began this week! That’s right, pitchers and catchers reported for duty this week to their respective spring training facilities in Arizona and Florida. Major League Baseball is just around the corner, and that means the fresh hopes and dreams of a new season for many fans of America’s pastime.
But spring training is not just about the dawn of a new season, it is a return to the roots of the game where players, coaches, and management, not only set a vision for the year, but even more importantly, they get back to basics of the game. Whether it is a new player in a youth baseball league, a professional rookie, or an all-star veteran with decades of experience, spring training is an opportunity to get individuals and teams back to a core set of ideas and practices in an effort to make their organization great.
Baseball, like any art, is a host of fundamental skill sets developed through consistent practice and endless repetition—a foundation of drills that must be repeated over and over for it to become part of natural and unconscious skill set. Spring training is used as a time to get hearts, minds, and bodies into shape, through proper preparation.

Spring Training

Organizations would do well to look closely at baseball’s annual rite of passage from winter to spring. February is a great time for individuals and teams in the corporate world to get refocused on their personal and collective goals for the year. It’s also a great time to get back to basics, making sure they are executing the fundamentals of their responsibilities in the workplace, ensuring that they are aligned with the overall efforts of the organization.
Just this past week, The Ken Blanchard Companies celebrated what we call our Week of Excellence—an annual week to get together in departments and teams to briefly celebrate the accomplishments of the past year, but more importantly get focused on what we are trying to set out and accomplish for the coming year as an organization and as individuals. In years past, we would hold workshops that would orient newer employees to our core offerings and how those offerings fit our day-to-day operations.
It is also a great opportunity to hold workshops on emerging technologies and trends that may affect our business over the course of the next year, and how we might engage those trends and make them work to the benefit of our organization and clients. We are also often blessed to hear from our Founding Associates and remember our history that naturally reminds everyone what the purpose of our business is.

Common Focus

These annual celebrations are a great time to see friends and colleagues that we may have not seen in sometime. It’s a time to praise each other for a job well done in the previous year. But even more importantly, it helps us all get back to the basics of our work. It is our annual spring training!
Organizations and individuals around the world would do well to take a week each year to hold a “spring training” for their people to get their people refocused on why we do the work we do, and how to do it best. Excellence never comes easy, but it does start with a foundation of work ethic and fundamentals that we should never take for granted. Let us be properly prepared to answer that age-old spring call, “Play Ball!” Or is it, “Get to Work!”
Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action

Leading from Within

Blanchard Associate — Fri, 28 Jan 2011 18:17:20 +0000

A colleague of mine recently came to me distressed and anxious about a new role he was being asked to fulfill on a relatively new work team. The New Year brought on new goals, for himself and the young team. He was nervous; not about whether he could meet the demands of the new role—a position he has had high performance in for quite sometime within the organization—but rather he was discouraged that they did not ask him to manage the new work team.
“I never knew you wanted to be a manager, Jon” I expressed surprise in his disappointment.
“I don’t really,” he explained. “I like what I’m doing and I believe I do it pretty well, but you think I’d be asked to manage the team, given all of my experience in this role.”
“But you just said yourself that you don’t want to manage people. It would probably stifle your creativity if you had to be burdened with the details that come with management.”
Jon shook his head in discouragement, unable to pinpoint the source of his anxiety over the new dynamics of his team.
“What’s the real issue here?” I asked pointedly.
“The real issue?” he scoffed.
“Yeah, why are you so disappointed when you will still be doing what you’ve always done, perhaps even better with a new manager,” I tried to draw him out.
Then Jon poured out his emotions over the unsettled dynamics of the team and how they weren’t properly chartered and even potentially set up for failure. The new manager seemed nice enough, and was a good people person, but she didn’t know anything about the skill sets required by the individuals performing the daily duties of this work team.
“I’m the real leader of this team. I’m the one who has to meet with the client up front, get real clear on what they are asking for,” Jon offered a passionate plea. “And I’m the one that has to face the client when the rear their angry head when the job isn’t done exactly the way the want!” he added with exclamation.
Ahhhhh! There it is! A common misperception in workplaces all around the world. Managers aren’t always leaders, and leaders aren’t always managers. The business literature of the 80s and 90s, before the digital age dramatically changed the face of the workplace, often preached management and leadership as synonymous with one another. And to a degree, they still are. A manager needs to develop good leadership skills. Filling out monthly or annual reviews is one thing, getting down to the heart of the matter and drawing people’s potential and passion out of them is another.
On the other hand, there are organizations around the world that are full of great leaders as individual contributors and within teams—great managers of self—that know exactly what they are doing and how to make the team and the organization more efficient. These are individuals that don’t need to sit behind a title or be in a traditional position of power to make a significant contribution to the organization.
“Jon, that’s just it. You are the leader of this team. In fact, it seems that you have a team full of great Self Leaders. You don’t need a title to make yourself or your team more efficient. There is no secret to it.”
He shook his head in suspended agreement, until the light of reason brought a smile of revelation to his face.
“Leadership is an attitude, not a position,” he surmised like only a blossoming leader could.

The Definition of Greatness

Blanchard Associate — Fri, 14 Jan 2011 12:00:20 +0000

The following excerpts are from Dr. Martin Luther King Jr.’s “The Drum Major Instinct” speech delivered at Ebenezer Baptist Church in Atlanta, Georgia, on February 4, 1968.
“And there is deep down within all of us an instinct. It’s a kind of drum major instinct – a desire to be out front, a desire to lead the parade, a desire to be first. And it is something that runs the whole gamut of life.”
“And so before we condemn them, let us see that we all have the drum major instinct. We all want to be important, to surpass others, to achieve distinction, to lead the parade.”
“And you know, we begin early to ask life to put us first. Our first cry as a baby was a bid for attention. And all through childhood the drum major impulse or instinct is a major obsession. Children ask life to grant them first place. They are a little bundle of ego. And they have innately the drum major impulse or the drum major instinct.”
“Now in adult life, we still have it, and we really never get by it. We like to do something good. And you know, we like to be praised for it. Now if you don’t believe that, you just go on living life, and you will discover very soon that you like to be praised. Everybody likes it, as a matter of fact. And somehow this warm glow we feel when we are praised or when our name is in print is something of the vitamin A to our ego. Nobody is unhappy when they are praised, even if they know they don’t deserve it and even if they don’t believe it. The only unhappy people about praise is when that praise is going too much toward somebody else. But everybody likes to be praised because of this real drum major instinct.”
“There comes a time that the drum major instinct can become destructive. And that’s where I want to move now. I want to move to the point of saying that if this instinct is not harnessed, it becomes a very dangerous, pernicious instinct. For instance, if it isn’t harnessed, it causes one’s personality to become distorted. I guess that the most damaging aspect of it: what it does to the personality.”
“And then the final great tragedy of the distorted personality is the fact that when one fails to harness this instinct, he ends up trying to push others down in order to push himself up. And whenever you do that, you engage in some of the most vicious activities. You will spread evil, vicious, lying gossip on people, because you are trying to pull them down in order to push yourself up. And the great issue of life is to harness the drum major instinct.”
“The drum major instinct can lead to exclusivism in one’s thinking and can lead one to feel that because he has some training, he’s a little better than that person who doesn’t have it. Or because he has some economic security, that he’s a little better than the person who doesn’t have it. And that’s the uncontrolled, perverted use of the drum major instinct.”
“Yes, don’t give up this instinct. It’s a good instinct if you use it right. It’s a good instinct if you don’t distort it and pervert it. Don’t give it up. Keep feeling the need for being important. Keep feeling the need for being first. But I want you to be first in love. I want you to be first in moral excellence. I want you to be first in generosity. That is what I want you to do.”
“If you want to be important – wonderful. If you want to be recognized – wonderful. If you want to be great – wonderful. But recognize that he who is greatest among you shall be your servant. That’s a new definition of greatness.”
“And this morning, the thing I like about it: by giving that definition of greatness, it means that everybody can be great, because everybody can serve. You don’t have to have a college degree to serve. You don’t have to make your subject and your verb agree to serve. You don’t have to know about Plato and Aristotle to serve. You don’t have to know Einstein’s theory of relativity to serve. You don’t have to know the second theory of thermodynamics in physics to serve. You only need a heart full of grace, a soul generated by love. And you can be that servant.”
Enjoy your weekend and enjoy your day on.

The Resolve!

Blanchard Associate — Fri, 07 Jan 2011 17:51:31 +0000

Tis the season for resolutions—a fascinating tradition that occurs at the beginning of every New Year and inspires our imaginations with hope, possibility, and a new will to power. A season when we have an opportunity to wipe away the old and raise up the new, with one stroke of the clock.
If it sounds too simple, than it probably is. We know that when the party ends and the vacation is over, and most of the college football bowl games have been played, the real New Year begins. We get back into the daily grind, returning to work, to school, to life and all of the issues that did not seem to disappear with the toll of the twelfth bell just a few nights ago.
We are a week back into reality now. How are your resolutions fairing? Or were you too stubborn to make any resolutions?
Whether you testified to anyone regarding your resolutions, or you’re the Scrooge of the New Year and are above such petty traditions, there are some key insights on one’s self, through the idea of resolutions that may be worth pondering before you get lost in the whirlwind of this new year.
Conflict
The very term, resolution, implies that there is some sort of conflict in our lives. Some habit or trivial pursuit that does not align with our core values and seeks to threaten our good will and service to others. Before a person can begin to set and keep a resolution, they must first clearly define the conflicts of their personal or professional lives, before they can set any course toward setting a reasonable resolution.
Resolution
Unfortunately, many of us treat resolutions like a penny being tossed into a wishing well, a blind hope that perhaps that some miracle will occur by casting our burdens upon a streak of time in the night sky, as if the new number on the year of our calendars will magically help us achieve our wildest dreams. Often, we begin setting goals that aren’t measureable, trackable, or even reasonable—a lukewarm prayer at best. But good Self Leaders are able to come up with a simple plan on how they will achieve their goals/resolutions for the year, and then find a means (a project at work or a hobby in your personal time) applied toward that end. In fact, it is through the means that resolutions are most effectively achieved.
Cinderella
Recently my teenage daughter (that is as much a confession as a proclamation of joy) boldly announced that she was going to audition for the lead role in a local performance of the classic tale, Cinderella. The competition was steep, and she knew it, but decided to step out in faith and resolve that she would give it her all in achieving this goal, and allow destiny to take its course. What she learned from previous auditions is that the dream cannot simply be a declaration of your resolution. There were many hours of voice lessons, dance lessons, acting lessons, and strange gargling sounds from some healing potion that would come from her room at all hours of the night. Through hard work, a few set backs, consistent effort, and a dedication to the end goal through a variety of means, she achieved her goal.
Resolve
Resolutions are good! But as all things that are good, they are also hard. It’s not too late to set a resolution for this year. But even more importantly, set your mind on resolving the major or minor conflicts in your personal and professional lives through productive and consistent means. Learn to love the process of achieving the resolution. Be persistent, even after failure to achieve your resolution with some silly notion of perfection. This is the very notion of a resolution—a resolve or determination. In every great story, there is a great conflict, and often even a great battle or two before the lead character resolves that conflict and achieves a new level of goodness—for themselves and those that serve. Be resolved this year!
Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action
The Ken Blanchard Companies

The Greatest Gift – Acts of Random Kindness

Blanchard Associate — Fri, 17 Dec 2010 17:18:25 +0000

This time of year I’m usually a great big wound-up ball of stress. It’s not that I don’t enjoy the holidays. Actually, it’s quite the opposite. I always want to do more, a lot more, than I have the means to be able to do. I obsess on trying to find the perfect gift so much so that I am never able to find it. I ‘d love to buy for everyone on my “nice” list but if I did I’d surely go bankrupt. This causes me great pain…even more so when someone on the “nice” list goes way above and beyond your wildest expectations.
I don’t like that this giving spirit of the holidays, that I so desperately want to participate in, causes me such anguish. It’s time to make some adjustments.
Due to some unfortunate circumstances, my family has recently been on the receiving end of a number of acts of random kindness. (And would you believe that as I sit here at my desk typing that last sentence, I just received another one? Unbelievable, these friends and colleagues of mine are truly something special.) Being on the receiving end of so many incredibly thoughtful, charitable acts from people who are under no obligation to do so has been truly overwhelming. It has really helped to lift our spirits and get us through a difficult time.
More importantly, I see their joy when they deliver these unexpected gifts and gestures and it reminds me of the times when I’ve been on the other end. Doing something thoughtful for someone else, regardless of size or cost, is one of the greatest gifts you can give yourself. The feeling that you’ve done something special to help brighten someone’s day is intoxicating.
And so the adjustment that I am striving to make is to do more of this…to give the greatest gift of all, acts of random kindness. I want to do as much as I can, as often as I can, for as many people as I can. I may not be able to get to everyone by December 25th, but I’m on the lookout for opportunities to help a co-worker, friend, family member, or stranger, any chance I get.
Remember, tis the season and what better gift is there to give than the one that is not expected.

Transcending Time!

Blanchard Associate — Fri, 10 Dec 2010 18:13:18 +0000

“Thou wast not born for death, immortal Bird!” –John Keats, Ode to a Nightingale

image courtesy of einstein's lock

I recently celebrated what many in our culture may call a “milestone birthday.” Though some of my acquaintances may as well have called it a “mill-stone birthday”—a heavy number hung upon my personhood, just before being cast overboard into an ocean of time.

After all, a well-rounded age certainly should beckon us to pause, at least just a little, and encourage us to not only contemplate the number of years we have experienced in our lifetime, but how well we are prepared to live that experience going forward.
While celebrating this particular anniversary of my birth, what was once a group of abstract words by a bard named Keats, who had written about some ancient bird being timeless while sitting in a plumb tree signing some abstract melody, finally became clear to me.
We are mortal; our work is temporary, because we live with a knowledge of the past—a time when we did not exist within our organizations—a time when we did not exist at all. And yet, in the very same breath, we cannot help but hope for a better tomorrow, because we think forward toward a time when we may no longer be able to contribute as effectively as we can today. “Life is a very special occasion,” as Ken Blanchard would say.
The truth is, our work, as well as our lives are made up of thousands of moments, within thousands of days, within a host of years. However, our personhood is not defined as a number, nor is it simply a climb toward some peek whereby we reach the top only to rapidly descend down the other side.

photo by J. Diamond Arnold

If anything, it is a canyon full of wonder and mystery, adventure, discovery, and eventually we will get to it’s core, it’s source, and we will drink from it, and we will rise, because we were meant to rise, up the other side to graduate into glory because of what we discovered within it. And down there, within the canyon walls, we will have left a worthy legacy for our friends, our family, our clients—and perhaps even for a person or two who may not have understood us.

We were not meant to flippantly celebrate, nor are we to adamantly deny the number of years we have lived—but rather we should embrace the capacity to transcend time and sing a melody we were always meant to sing before human notions of time existed. Songs of a worthwhile project at work that has the potential to change a client’s life for the better, songs of a tender moment with a child, or a chorus announcing the discovery of some great idea or purpose that will make things more productive for a greater good.
So sing immortal birds, for we were not born to die, but rather to live beyond the boundaries of time and leave a legacy that cannot be defined by a number!!

Don't Take it Personal; Don't Make it Personal

Blanchard Associate — Fri, 05 Nov 2010 17:55:50 +0000

I stared at the computer screen one last moment, fingers poised to pull the trigger on the Send icon, firing my message, Ney, my rebuttal—a careful defense of my character, into cyberspace. I would Reply To All so that they will know that I am an innocent man. That these half-truths, disguised as feedback, were not only misleading, but they were hypocritical—achieved only last week in a similar fashion by the crafty accuser herself.
But something’s just not right. Something feels very amateur—something is unprofessional about all of this, I thought to myself. My index finger slowly retreated from the mouse pad and sat back in my chair and glanced out the window, thinking about the mess.
Breathe.
I poured over the email one more time, looking for a clue, some insight, as to why I felt so unsettled about sending this message.
The first paragraph was fine—a clear and concise summary of the main issues at hand. Issues that the team had been struggling with for over two months now. My blood pressure stabilized and the soreness in my throat subsided.
Then the second paragraph began to burn bright blue, like a new star, hot with passion, where responses to the so-called feedback streaked across the screen in a blur and my emotions welled up from my belly, through my neck, and into my eyes.
There in the blur, like a cryptic message evolving into your native language, it became clear to me. I was focused on the earth’s shadow cast across the moon’s face, rather than taking delight in the bright side that reflected the sun’s light. I had taken it personal.
Not only did I take it personal, I spent the last several lines of the email making it personal, by needlessly pointing out all of the behaviors that were similar to what I was being accused of. I envisioned innocent by standers, caught in the cross fire of two co-workers emotions, rolling their eyes in disgust.
There I sat, like a little boy that had been sent to his room for getting into a ticky-tacky argument with his sister. Silent and surprised that I had gotten worked up so easily. I’m glad I took that moment to reflect before sending out that piece of correspondence. As I went back through the email and deleted all of the unnecessary comments and unnecessary defenses, I felt a great sense of relief in knowing that I don’t need to take it personal, nor do I need to make it personal.
Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action

Give Me Training or Give Me Death!

Blanchard Associate — Fri, 17 Sep 2010 17:42:41 +0000

I say: take no thought of the harvest, but only of proper sowing. –(Famous Dead Poet), T.S. Eliot, Choruses from The Rock
You want to be better! It’s not a question. If you’re reading this article, you have a desire to perform on a higher level—at work and in life. You’re the fraction of the workforce and society that is ready to perform, learn, and live a better tomorrow than what you’ve achieved today.
But how do we get better? How do we really make worthwhile contributions to our family and friends, our organizations, and our clients, day in and day out?
WE TRAIN!
And I’m not talking about that old dinosaur called Two-Day Seminars or Workshops. The days of one- or two-day classrooms as “training solutions” are ineffective and dying. That’s teaching; that’s not training. I’m talking about a consistent effort to purposely get better at your job through a series of activities, experiences, and acquisitions of knowledge, skills, and competencies that are integrated into your workflow as the actual learning process—not a 15-minute follow up to some mountaintop experience you had last week. Training is a long distance race! It’s not a few toe touches and jumping jacks.
While the classroom itself still holds some meaning, the idea that you only get better in a classroom simply is not true anymore. There era of Dead Poets Society has moved beyond standing up on your desk and shouting about seizing the day, it’s a continual effort outside the classroom, in the real world, actually seizing moments. You can learn theories and skills in a classroom, but you can’t be trained to use them. You can’t create a habit in a Two-Day Workshop. With technological advancements, the idea that Soft or Off-the-Job training takes place outside of your normal workflow (in a classroom, away from your desk, pontificating some abstract leadership philosophy on a mountaintop) is Dark Age thinking. Seminars may be events, but they’re only events. Seminars and workshops don’t make us better; they only make us think about getting better.
Your colleague who is going to run in a marathon this fall doesn’t go to a one-day motivational seminar, or runners’ workshop, and think that he’s prepared to run 26.2 miles tomorrow—he trains for the event by exercising daily on a strict schedule, eating the right foods, getting the proper rest, and shedding a few drops of blood, sweat, and tears as prepare for race day.
If you’re not training, you’re dying from a slow and painful mediocre contribution. It’s not meaningless work, but it could become so much more if we take the leadership, the people, and the technical skills seriously enough to put them into action and apply them directly to our everyday real work and real lives. The next generation of leaders and learners want training, real sustained training, and through that training they want to make great contributions to the world and the workplace.
Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action

Why Lead Now?

Blanchard Associate — Fri, 20 Aug 2010 17:48:16 +0000

THE QUESTION
When I first entered the workforce, I craved the idea of becoming a leader. I didn’t care what it was. I wanted to be a part of it. I wanted to figure it out. I wanted to lead people to the Promised Land—a heroic, epic, charismatic leader marching his team to glory.
And then someone asked, “Where are we going?” Huh? “Why are we going there?” sung another doubter. Questions…Questions…Questions! I shouted in my best Hamletic-Angst.
Then—like a digital TV satellite feed interrupting your favorite reality show, High Def beauty fading to thousands of distorted pixels, just before they send the next victim home—what was clear to me early on, had subtly became distorted to me now.
THE CONFLICT
An Odysessy and two years later, I have doubts about leadership. I may be a heretic for confessing this, as a disciple of Ken Blanchard’s leadership philosophies, but is everyone really a leader? We’ve all known someone that is leading that shouldn’t be. Furthermore, many of my peers, myself included, want nothing to do with management. We just want to do our jobs, and do them well. Why did I ever want to be a leader? Why would I ever want to lead in the future? Why lead now?
In many ways, leadership is a thankless pursuit. At a local level, at a corporate level, in government, and even often at home, people rarely stop to recognize your tireless efforts of getting out emails, making phone calls, or putting up with other people’s shortcomings, doubts, and immaturity. Few, if any, thank you for organizing meetings, explaining the vision, collecting money to pay fees and bills, even delegating responsibilities.
But that’s the HOW of leadership. Leaders, good leaders, need to know WHY they are leading.
THE RESOLUTION?
Leadership is a means to a greater end. It is not an end unto itself. Leadership is the board to the surfer; the bat and the glove to the baseball player; the point shoes to the ballerina; the pen to the writer; the instrument to the musician. The opera is within, and leadership is the voice that allows others to hear what you already know, feel, and desire deep down.
Leadership becomes most unclear to us when we get so focused on the how of leadership that we forget the why. Leadership is about going somewhere—to a city on a hill that may or may not even exist. It’s about getting to a better place tomorrow, because of what we do today.
Frankly, it’s easy to figure out the how of leadership. You can read books, go to seminars, find a mentor, and even experience moments that will teach you the concepts of how to lead. But until you put it into action, until you step off the front porch of your house and go forth into a brave new world, get dirty, suffer setbacks, make mistakes, and put up with all of the burdens that come with trying to help people be better, the burdens that come with making yourself better, then you will not know why you need to lead now.
In every good thing—a good company, a good sports team, a great player, a thriving community, a comfortable t-shirt, a delicious sandwich, a good experience—you will find a leader, or a cluster of self leaders, who know EXACTLY why they are leading now.
Do you know why you lead now?
Jason Diamond Arnold
The Ken Blanchard Companies
Co-Author of Situational Self Leadership in Action

What Has Become a Blur…

Blanchard Associate — Fri, 23 Jul 2010 16:33:32 +0000

What Has Become a Blur to You Since Last We Status Updated?
Ralph Waldo Emerson was noted for greeting friends with the question, ‘What has become clear to you since we last met?’ His intent was a challenge to his friends to assess the progress of their thinking and their lives.
How do we answer Emerson’s question today? By what means do we stop to think about what we have learned since the last we met with a dear friend?
In the 21st Century digital age of virtual social networks, where a person can have a thousand plus friends, who update them by the moment, on car issues, virtual farming concerns, their toddlers latest bowel movements (complete with instant pictures), or the latest conversation they just overheard at the local coffee shop, I fear that we may not be able to as readily and significantly answer Emerson’s question in our own lives—simply because we have lost the ancient exercise of reflecting, pondering, and considering the more meaningful things in life.
We are addicted to instant updates! And it has become a little distracting. So, I pause to reflect, “What has become clear to me since last we status updated?”
In the course of writing this article, my iPhone buzzed with half a dozen different text messages, and my computer popped up six different InBox alerts regarding comments friends made on my Facebook page. With every ding, I was tempted to stop my current thought process regarding Emerson’s question and go read the latest comment on my wall, or eagerly open up my text message. Which is not necessarily a bad thing in and of itself, however, it has distracted me from really meditating on what I’m learning about life and work at this particular moment in time.
It’s not that these forms of communication are evil, or meaningless, however, they have not only significantly created an anxiety over keeping up with all of the information that daily flows into our stream of conscious, but it has more importantly blurred the clarity that comes from pausing during our day to know what is really becoming clear to us. In many ways social networks have brought us back in touch with old and new friends, which can be a good thing—just don’t allow it to get us out of touch with who we are today!
J. Diamond Arnold
Consulting Associate with The Ken Blanchard Companies
Co-author of Situational Self Leadership in Action

Perception is Reality

Blanchard Associate — Fri, 25 Jun 2010 18:13:26 +0000

The phrase—Perception is Reality—has always bothered me, particularly as a member of a generation that values authenticity and individuality. We are workforce of individuals on a quest to make a name for ourselves, empowered by a technological revolution that instantaneously allows us to publish our thoughts and ideas to a brave new world. We don’t want our personal image defined or judged by anything or anyone beyond our own existential will to define it—as reflected in our daily FaceBook status updates. History is made by those who Tweet it!
Or so we would like to think.
Fact is, other people’s perceptions of you in the workplace write just as much of your legacy as all the time you spent crafting a clever and creative social network profile. Like it or not, perception does matter when you’re working with other people. No matter how much we want others to think we are hip and cool because of the new and savvy way we go about our business at work—others are always defining us by what we do (or what we sometimes don’t do), as much as we are trying to define ourselves through our quest for individuality.
Whether it’s a conflicting style of dress or style of communication (@that post you made last week, complaining about your colleagues lack of urgency), people are consistently creating and alternative reality about you. Even though you had a great time at your best friends birthday party last week, your colleagues (some of which are also FaceBook “friends”) may not find your double fisted wine cooler bottle photos as entertaining as you did while celebrating the anniversary your friend’s birth. The perception of carelessness or immaturity—even if you were being a perfectly responsible adult (minus the Coyote Ugly table dance)—can translate into your workplace relationships.
One voicemail left unanswered for a period of more than 24 hours may fall short of the expectations of one co-worker who complains to three co-workers. Those three co-workers bring it up over lunch to four other co-workers. And the perception grows into an even greater reality—whether it is true or not. When speculate as to why a project wasn’t delivered within a certain period of time, assuming that you let the project fall into a “dark hole,” they begin to assume you’re disorganized. When people start making up the reasons for your personal or professional behavior, they can start creating a reputation for you—and that can become a big problem.
A good self leader wants to manage their own reputation by being proactive and wise about what they share with others—in the real world and the virtual one. Little things like, being organized, keeping promises, following up, and simply keeping your eyes and ears open for any “bad press,” will help you develop and maintain healthy relationships—a major point of power for your workplace success.
Unfortunately, many colleagues don’t come directly to you to clarify a perception that they may have about you, but indirectly gossip or question your reputation in front of others—and not always with spite or malice. Be willing to take in, even false perceptions about your work, so that you can actively engage those perceptions and work hard on maintaining a good reputation within your organization.
Though you are not the sum total of all the negative perceptions others may have about you, those perceptions are a part of an equation that defines who you are. But denying that perception is reality will only hurt you and your reputation in the long run. It is better to actively engage those perceptions and work hard to build Raving Fans with every client you serve, than to sit back and ignore the rumors. Until you inoculate yourself with this reality, you may suffer the unconscious fate of an unmanaged perception rearing it’s ugly head on you, your team, and your career.
Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action
Blanchard Keynote Speaker

The Domino Effect of Actions

Matt Youngblood — Fri, 18 Jun 2010 22:43:11 +0000

All too often, we make decisions by looking at the short term effect. I don’t think a lot of us come to realize that the decisions we make affect more people than just those around us. Our decisions affect their actions, and their actions affect those people that they interact with, and the people that those people interact with, etc…
When I was younger, I used to do in-home computer and electronics repair. It was nothing fancy. It was more like a self-employed gig on top of my regular job. I landed these gigs mostly through referrals from people around me. For the most part, I made myself available whenever someone contacted me with an issue. However, because it wasn’t a real “job”, I simply saw it as a way to make some extra money on my free time. I didn’t take my commitment to service all too seriously.
A woman called me one day who needed help with a printer issue. I had helped her once on a previous occasion, but this was an urgent issue. She had a flight in a couple hours to do a sales presentation with a potential client the following day. I had the time to help her, but instead, I put my wants ahead of the service I could’ve provided for her. I told her that I wouldn’t be able to meet with her. Instead, I wound up sitting at home, watching TV. My TV time (in other words, my own satisfaction) was more important, right?
A few weeks later, I was speaking with the person who referred this woman to me originally. He informed me that the woman wound up going to Kinko’s to print her boarding pass, but Kinko’s was also having some issues accessing her boarding pass to print. She wound up missing her flight and was not able to find another one to meet with the client at the time the client had expected. The client wound up cancelling the presentation altogether, and the woman lost a potential sale. Needless to say, this woman never called me again to ask for my help.
Because of my laziness, possible income was lost, a service was never explored by a business, and I’m sure there were other effects that carried down the line that I was never aware of.
Since then, I’ve raised my level of service, both professionally and personally, but more importantly, I now try and look at how my decisions and actions change the big picture. How many people will be affected by my decision, and how will it affect them?
Do you have any stories of bad decisions that had far-reaching consequences? Leave your comments!

Taking on the “R” as a Leader

Matt Youngblood — Fri, 11 Jun 2010 15:18:06 +0000

I’ll admit it…I’m a technology nerd. I enjoy reading about technology news on a daily basis. Usually, the articles I read are about the latest and greatest gadgets, software updates, etc… However, lately I’ve been seeing more and more news articles and blog postings about high level executives and developers slinging mud at their competitors.
Last week, I read an article from Jean-Louis Gassée, a formal Apple executive, assaulting Steve Ballmer, the current CEO of Microsoft, for the recent shakeups at Microsoft’s Entertainment & Devices division. Whether Robbie Bach and J Allard chose to leave Microsoft, or whether they were let go, we may never know. Jean-Louis went on to blame Steve Ballmer for various problems Microsoft has been facing since Ballmer took the reigns as CEO.
While I don’t entirely agree with his stance, he does mention one thing that makes sense: “Ballmer’s view of executive leadership doesn’t admit standing up and taking responsibility.” While I doubt Steve Ballmer would agree with that statement, there’s a valuable lesson in this quote. It’s one which we all know, yet we seem to never remember it on a regular basis.
If those who report to us as are failing in their duties, it is not just their responsibility, but our own as their leaders, to help them succeed. Letting our own direct reports fail is a reflection of our failures as leaders.
Think about this: Are you the type of leader that simply punishes someone for their mistakes, or are you a leader that helps that person work through their issues with proper support and direction? The leader that constantly punishes people will find that they may soon be “opening the third envelope,” as Jean-Louise mentions. As for the leader that shares the responsibility with their direct reports, they will find that they’re surrounded with loyal, trusting, hard-working employees.
My own manager calls this “Taking on the “R,”” or in other words, the responsibility. What will you do this week to take on the “R?” Let’s hear your comments!

Quiet Desperation

Blanchard Associate — Fri, 14 May 2010 18:34:19 +0000

“The mass of men lead lives of quiet desperation.”—Henry David Thoreau
Upon graduating from college—more than a short time ago now—my roommate and I set out on an adventure across the United States. We wanted to celebrate the achievement of earning the sheepskin trophy we called a diploma, while we mourned the impending doom of embarking on a career in the workplace. It was a farewell tour to the good life of freedom and independence from “The Machine” of modern capitalism—or so we thought.

Walden

One of our first stops was Boston, Massachusetts, to visit a good friend attending Harvard Law School. While there, we made the short trip out to Walden Pond, just down the road in Concord. I personally wanted to see the place where Thoreau made his noble stand against society, isolating himself in a cabin and crafting one of the greatest literary rebellions against the status quo in modern history.
It wasn’t until recently, when I picked up a copy of Walden, that I was dumbfounded by the basic premise of his masterpiece: The mass of men lead lives of quiet desperation. It was a wake up call!
After a decade in the workplace, this phrase hit me harder than ever, and I thought to myself, “Have I become one of the masses living a life of quiet desperation? Where did a decade go so quickly? What have I achieved? Why have I not made the cover of Rolling Stone?” Furthermore, how does it come to a point in our careers, or in our lives, that we get to a place of quiet desperation? Where was that class in the university? Who majored in Mediocrity? Who went to get an MA in QD?
Nobody plans on settling for the status quo. Nobody enters the workforce and says, “I want to be average! I want to be mediocre! I want a dull and boring job!” Yet, the line between great and average is often very thin and can creep up on us if we are not diligent.
The truth is, we want to be great! We want excellence, meaning, and worthwhile achievements in our life and in our work. There is a voice inside of everyone that craves greatness—a call to live, lead, and love at a higher level.
Thoreau’s exposition was less about the judgment of such lives that have lost their way, but rather a call for individuals to reach beyond settling for the monotony of everyday life—those who have forgotten how to lead themselves. This American classic has encouraged me to continue to be diligent in reaching for my dreams, through the art of self-reliance and a passion to reach for higher levels. As Thoreau concluded, near the end of his book, “If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundations under them.”
Don’t settle for quiet desperation. Work well and lead the life of possibility you were meant to live.
http://youtu.be/yii9b1HE9lA
Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action