Vision into reality

September 19, 2016

By George Ambler via   Article

The Three Domains of Effective Leadership

“As a start, let’s the explore one definition of leadership.

‘Leadership is a process of influence that generates the commitment and capabilities required to translate vision into reality.’

Expanding on this definition helps to explain the purpose of leadership:

  • Leadership is a process that creates change. It’s the purpose of leadership to bring about change, to drive innovation, encouraging people to take risky action. If there is no need for change, there is no need for leadership.
  • Leadership is about influence. Leadership is a social process resulting in the voluntary commitment by others to the achievement of a shared vision and the process of change.
  • As leadership is about change it requires the development of the capabilities necessary to translate vision into reality.

Now we have a definition let’s move on to discuss what makes for effective leader.

The Three Domains of Effective Leadership

Effective leadership is exercised through three domains – strategic, team and personal leadership. Exploring leadership through these three perspectives helps provide insight into the skills and practices that make for an effective leader.

The effective leader develops by evaluating their leadership skills through these three interrelated lenses. Then seeks to strengthen the gaps identified in each of the three domains.

‘Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time in leading yourself—your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers.’ – Dee Hock, Founder and CEO Emeritus, Visa

Before exploring each leadership domain in more detail, we must acknowledge that no model – however good – will comprehensively capture all the elements that makes for effective leadership. As George Box noted ‘all models are wrong, but some are useful.’ This model is useful as it provides a representation of the key domains of effective leadership. And effective leadership is one that leads to the achievement of shared vision and outcomes. It’s intended to be used to help guide the development and growth of effective leaders.”

How to complain like a leader

September 19, 2016

by Dan Rockwell via   Article

“Great leaders have burning complaints.

I wonder how many great endeavors began as great complaints? The United States of America, for example, began with great complaints. We know the name Martin Luther King Jr. because he voiced his complaint like a leader

3 ways to complain like a leader:

The difference between complaining like a leader and complaining like a loser is duration, focus, and orientation.

  1. Discuss problems long enough to understand them.
  2. Focus on solutions. You never build the life you want by getting lost in things you don’t want.
  3. Orient language and behavior toward positives. Say what you want, even if you began with complaints.

Find positive expression to negative complaints. The bigger your complaint, the great the positive outcome you seek.


When you rule out complaining, you lose sight of your purpose. Great complaints point to purpose. Have you noticed how some are deeply troubled by a problem and others don’t care? Your great complaint explains who you are. You lose yourself when you silence your great complaint.


Great achievements are answers to great complaints.  When you rule out complaining, you accept the status quo.

The leaderly way to hear complaints:

If you’re fortunate, you hear complaints. If you don’t hear complaints, you’re out of the loop.

  1. Encourage team members to explain their complaints.
  2. Listen don’t solve. When you solve a complainers complaint, they complain about the solution.
  3. Ask four questions when teammates complain.

– What’s the good you want for others? …

–  What makes this important to you? …

– What would you like to do about this today? …

– How can I help?”

10/10/10 Rule

September 19, 2016

By  via   Article

7 mental models you should know for smarter decision making

“10/10/10 Rule

Short term vs Long term

After reaching the top pinnacle of the publishing industry, one of the mental models that Suzy Welch adopted to help her navigate through tough personal and professional times is called the 10/10/10 Rule.

Most of us have been guilty of making decisions without thinking about the long term consequences, and the 10/10/10/ rule can used to reflect on the long-term by asking yourself:

  • How will we feel about it 10 minutes from now?
  • How about 10 months from now?
  • How about 10 years from now?

It’s easy to make short-term decisions that may be beneficial 10 minutes or 10 months from now, but these types of decisions usually don’t benefit us in the long-term. What’s harder is to make decisions that may not appear attractive or impactful in the short-term, but over time can have a positive impact in your life.

Whenever you’re struggling to go to the gym, resist temptations to eat junk food, or overcoming the difficulties of learning a new skill, use the 10/10/10/ Rule to think not only about how you’ll feel about it later today, but also years from today.”

Doing business

September 19, 2016


People you hate

September 12, 2016

By Walter Chen via   Article

How Winners Work With People They Hate

“… winners actually ‘lean in’ to the people they hate. They get to know them even better than they would if they liked the person. … Here’s how you do it.

1. Know Yourself and What Sets You Off

What we hate in others is what we’re often insecure about in ourselves. That’s why if you’re a winner, feeling hatred towards a co-worker will make you look inward first. Winners are always looking to know themselves better and understand their weaknesses and insecurities. If you know what triggers that negative response, you can either avoid it or use a bit of judo to turn it into an advantage.

2. Meditate

Hate and love activate the same parts of our brains. The catch is that when we love, the judgment part of our brain turns off. When we love someone, we don’t see their faults. It’s the opposite for the people we hate–the judgment part of our brain keeps firing and blinds us to what’s good about them. That’s why meditation is so important to winners and why you always hear that successful people meditate. Meditation grounds us and lets us think in a more rational and detached way about the people we dislike. …

3. Grab Coffee for Them

It’s weird, but you can actually trick yourself into liking someone by grabbing them coffee. It’s something called the Ben Franklin effect: when you do a favor for someone, you’re more likely to do another favor for that person. The kicker is that you’re more likely to do a favor for someone after having done a favor for them than if they had done a favor for you. It’s like forcing yourself to smile when you feel pissed off–it shouldn’t work, but it does actually make you feel happier. …

4. Share an Insecurity from Your Childhood

… At a gathering of business executives at a billion-dollar company, they were asked a simple question: ‘If you could change anything about the way you were raised, what would it be?’ Something surprising happened as people started to share their responses–big shot executives started crying, laughing, and hugging. When you open up to someone you hate, you do something totally at odds with your hatred–you make yourself vulnerable and show your trust in them. You break the cycle of negativity and that gives you the power to turn an enemy into a friend.

5. Avoid Spending Energy on Them

If all else fails, minimize the amount of energy you spend on the person you hate. The #1 resource you have at work is your energy. If you spend it hating someone, it’s wasted. You end up putting yourself through the emotional wringer and that has a hugely negative effect on your productivity. Winners relentlessly work on maximizing productivity. At the end of the day, it’s simply a waste of time and energy to hate someone.”

Genuine people

September 12, 2016

By Travis Bradberry via   Article

12 Habits of Genuine People

“There’s an enormous amount of research suggesting that emotional intelligence (EQ) is critical to your performance at work.TalentSmart has tested the EQ of more than a million people and found that it explains 58 percent of success in all types of jobs.

People with high EQs make $29,000 more annually than people with low EQs. Ninety percent of top performers have high EQs, and a single-point increase in your EQ adds $1,300 to your salary. I could go on and on. …

But there’s a catch. Emotional intelligence won’t do a thing for you if you aren’t genuine.

A recent study from the Foster School of Business at the University of Washington found that people don’t accept demonstrations of emotional intelligence at face value. They’re too skeptical for that. They don’t just want to see signs of emotional intelligence. They also want to know that it’s genuine-that your emotions are authentic.

According to lead researcher Christina Fong, when it comes to your co-workers,

‘They are not just mindless automatons. They think about the emotions they see and care whether they are sincere or manipulative.’

The same study found that sincere leaders are far more effective at motivating people, because they inspire trust and admiration through their actions, not just their words. Many leaders say that authenticity is important to them, but genuine leaders walk their talk every day.

It’s not enough to just go through the motions, trying to demonstrate qualities that are associated with emotional intelligence. You have to be genuine.

You can do a gut check to find out how genuine you are by comparing your own behavior with that of people who are highly genuine. Consider the hallmarks of genuine people and see how you stack up.”

It’s the next step that counts most

September 12, 2016

By Steven Mintz via   Article

The Ethics Sage Explains Ethical Behavior

“Have you ever taken something from your employer’s workplace thinking nothing was wrong with ‘borrowing’ office supplies for your home or using company software on your home computer? Surveys consistently show that about 20% of workers take something from their employer that doesn’t belong to them and use it for personal purposes. Well, not only are these people engaging in ‘asset misappropriation’ but they become untrustworthy employees.

So, where do we draw the line between a minor offense that may be excusable and one much more significant that warrants a strong response from management? Well, folks, it doesn’t work that way. There is no materiality test on what is right and what is wrong. Taking something that belongs to your employer is no different than taking something from your neighbor’s house without their permission. Would you go to your neighbor’s medicine chest and take some pharmaceutical item? Of course not so why do the same where your employer is concerned? …

Some ethical decision-making rules are:

  1. Ethics are not relative to the situation; they are based on long-standing norms of society. Ethics/ethical behavior is based on certain immutable traits of character (i.e. virtues) such as honesty, integrity, trustworthiness, respect, responsibility.
  2. The ends do not justify the means. The way in which you get to your goal is just as important as getting there. If not, you might rationalize an unethical action by saying it accomplishes your goal. …

What if you make a mistake; do something you later regret; and want to acknowledge your mistake? Here is my advice in that regard.

  1. Admit your mistake in no uncertain terms; don’t rationalize your misbehavior.
  2. Seem genuinely remorseful for your actions; you’re not admitting it because you got caught.
  3. Promise never to do it again; make amends to those harmed by your actions. …

We all do things that we regret later on. It’s how we handle the next step that counts most. The problem in business is many try to cover up their actions and their misdeed becomes much worse. One lie begets another until they are sliding down the proverbial ‘ethical slippery slope’ and there is no way to reverse course and seek the moral high ground. …

… under pressure a person’s true character is revealed. You can’t always control the situation you find yourself in, but you can control how you react to it.”