Who can we trust?

June 25, 2018

By ZACHARY CROCKETT  via thehustle.co  Article

How the sharing economy makes us trust complete strangers

“Last July, an idealistic young entrepreneur by the name of Zhao Shuping had an epiphany: ‘Everything on the street,’ he proclaimed, ‘can now be shared.’ Capitalizing on China’s sharing economy fetish, Shuping raised 10m yuan (~$1.6m USD) from a cadre of drooling investors, purchased 300k umbrellas, and rented them out at train stations across 11 Chinese cities for a fee of $0.80 per half-hour. Within 2 weeks, all 300k umbrellas had been stolen. …

Other polls show that we have abysmally low trust not just in the pillars of our democracy — the press (12%), banks (14%), and government officials (16%) — but even our own neighbors (42%) and co-workers (58%). These rates are even worse among millennials.

The weird thing is, despite this, our trust in the strangers of the sharing economy — like rideshare drivers — is sky-high, at 88%.

What’s going on here?”

 

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Destructive leadership

June 25, 2018

By Dan Rockwell via leadershipfreak.blog  Article

Dealing With Destructive Leadership 

“Wise leaders give and receive correction. Incompetent leaders tear down and poison relationships.

Correction cp. criticism:

  1. Correction builds up. Criticism tears down.
  2. Correction looks to the future. Criticism camps in the past.
  3. Correction makes something better. Criticism points out what’s wrong.
  4. Correction is for the advantage of others. Criticism is for personal protection.

Criticism is a relationship killer. … Critics belong to the genus Destructus Maximus. Anyone can tear down. It takes insight, skill, and compassion to build up.

You’re a relationship killer if

#1. You assume people have negative motives.

#2. You magnify the faults of others and minimize your own.

#3. The last time you affirmed, thanked, or showed appreciation the Wooly Mammoth grazed the ancient plains of the Arctic.

You’re a destructive leader if you haven’t said thank you in 24 hours. …

Solution:

  1. Go on daily gratitude walks. No criticism allowed!
  2. Give personal affirmations to direct reports at least twice a month. Put it on your calendar.
  3. List the positive qualities of the person you’re meeting with – before you meet with them. …

You might need to apologize if:

  1. Team members are floundering.
  2. Your organization feels like a funeral.
  3. You can’t remember the last time you apologized.

Solution:

  1. Take responsibility for the success of your teams.
  2. Avoid using the faults of others to justify your own shortcomings.
  3. Say, ‘I was wrong,’ when you make mistakes.”

My mistake, humans are underrated

June 25, 2018

By  via theguardian.com  Article

Elon Musk drafts in humans after robots slow down Tesla Model 3 production

Elon Musk has admitted that automation has been holding back Tesla’s Model 3 production and that humans, rather than machines, were the answer.

The electric car maker’s chief executive said that one of the reasons Tesla has struggled to reach promised production volumes was because of the company’s ‘excessive automation’.

Asked whether robots had slowed down production, rather than speeding it up, during a tour around Tesla’s factory by CBS, Musk replied: ‘Yes, they did … We had this crazy, complex network of conveyor belts … And it was not working, so we got rid of that whole thing.’

‘Yes, excessive automation at Tesla was a mistake. To be precise, my mistake. Humans are underrated,’ Musk added later.

Caught in what Musk has called ‘manufacturing hell’, the electric car firm has failed to hit its weekly production target of 2,500 Model 3 vehicles in the first quarter of 2018, fostering doubt within the industry that Tesla will be able to hit its 5,000-a-week target in three months time.

The significant production shortfall has delayed crucial customer deliveries. Musk said he was forced to take direct control of the production line at the beginning of April, resorting to pulling all-nighters and sleeping at the factory.

‘We were able to unlock some of the critical things that were holding us back from reaching 2,000 cars a week. But since then, we’ve continued to do 2,000 cars a week,’ he said.”


Should I fire Julie?

June 25, 2018

By Liz Ryan via flipboard.com  Article

Should I Give Julie A Warning — Or Fire Her For Insubordination?

Dear Liz, I manage a sales team with five members. My senior salesperson is ‘Julie.’ She’s been with the company longer than I have.

Julie is an amazing salesperson, I must say. However, she says whatever she wants to me. She doesn’t see me as her superior. … I’m her boss. I evaluate her performance. Julie doesn’t see me as her boss. I get zero respect from her.

By zero respect I mean that if I say, ‘I got the decision from the higher-ups and they’re not going to change the pricing schedule the way we asked them to,’ Julie will say, ‘Okay, I’ll talk to the CEO.’ I tell her, ‘Julie, I already pushed as hard as we can push,’ and she says, ‘I understand you pushed, but I will push more and the CEO will change his mind.’ …

I feel like she’s daring me to fire her. I don’t feel like I have a lot of leverage because Julie is personally responsible for over 25% of the company’s revenue. I feel like I’m being cut off at the knees as a manager …. Should I counsel Julie again, or fire her for insubordination? …

Dear George, Somewhere along the line you picked up an outdated and unfortunate view of leadership. You have been brainwashed by people who taught you that being a manager means you get to control what other people think, say and do. …

I don’t blame you for believing that being the manager means calling all the shots. For years and years that’s what we were taught. Some organizations still teach managers that they need to crack a whip over employees who dare to speak their minds or step out of line.

That’s an outdated, talent-repelling and profit-killing view of management but it is still a widely-held view. You can rise out of your Mad Men-era management mindset and partner with Julie to make amazing things happen. Forget about insubordination. This is not 1945. …

Let Julie do her thing. If she has enough clout with your CEO to get the CEO to see the light on important issues, let Julie use that clout. It doesn’t hurt you when your employees are influential in the company — it helps you, if you can step out of fear and into trust! Let Julie talk to anybody she wants to talk to. The key is not who talks to whom but rather getting to the right answer. …

Being a leader means getting to the right answer, however you get there. It’s not about exerting your authority. Authority is just a tool. It’s not the end goal. Take some deep breaths and thank Mother Nature for the leadership lesson she has bestowed on you. Nobody needs to get fired for insubordination, George. Settle down, stand in your power and remember that bringing the hammer down is never a sign of strength — it’s a sign of weakness.”


Take responsibility

June 18, 2018

By Dan Rockwell via leadershipfreak.blog  Article

7 Ways To Take Responsibility For Team Success

“The simplest definition of ‘leader’ is someone with followers. But how can you be worthy of being followed?

‘Leadership is a matter of how to be, not how to do.’ Frances Hesselbein

‘Becoming a leader is synonymous with becoming yourself.’ Warren Bennis

The person worthy of followers is:

  1. Learner more than knower. What can you learn today?
  2. Listener more than talker. How might you talk less and listen more?
  3. Lover more than hater. What do your really want?
  4. Truster more than skeptic. Where can you show confidence in others?
  5. Connector more than recluse. How might you strengthen relationships today?
  6. Liberator more than controller. How might you eliminate hindrances to performance?
  7. Enabler more than roadblock. How might others feel more powerful?

The greatest responsibility of servant leaders:

You might say, ‘Dan, I want to be a successful leader.’

My question is, ‘What accountabilities are you willing to assume?’

The greatest responsibility of leadership is the success of others. When others succeed in ways that serve organizational interest, you succeed.

Take 100% responsibility for the success of the team.

  1. Eliminate deadbeats.
  2. Bring up tough issues.
  3. Expect results.
  4. Train when people don’t know.
  5. Coach when people have aspiration and potential.
  6. Correct when people go wrong.
  7. Cheer when people succeed.”

A problem FOR millennials

June 18, 2018

By Steve Keating via stevekeating.me  Source

The Real Problem With Millennial Employees

“Much has been written about the differences between the Millennial generation and other generations. It’s true that there are differences and some of those differences are substantial.

It’s also true that there are more similarities between Millennials and other generations than there are differences. Millennials have similar career goals. They share many of the same values especially when it comes to leadership values.  They change jobs for many of the same reasons as their parents and grandparents did.

Despite an opinion that is way too popular, Millennials are not slackers. Far from it actually. They work as hard and long as most baby boomers. They care just as much, they are as passionate or even more passionate about what they do and how they do it than the average baby boomer.

One key difference is a desire for more flexibility. They don’t want flexibility in order to do less work. In fact it’s the contrary; they want more flexibility to be able to weave their work and personal lives together. They are willing to work long hours, they just want a little more freedom to choose which hours they work. …

Here is some more old thinking and it’s even more expensive thinking.

Most companies encourage their new employees to spend their first few years in the organization learning the ropes. It makes perfect sense because very few entry level employees know how to apply their ‘school knowledge’ to real life work situations.

The problem with that mindset of allowing less experienced employees time to learn the ropes leads many managers/leaders to assume that their Millennial employees have too little to offer when compared to more experienced employees.

But Millennials have much to offer. They are technologically savvy. They are nonlinear thinkers who don’t know that ‘something has always been done that way.’ Millennials are willing to try new technology and are particularly adapt at exposing ‘group think.’ I have to admit ‘group think’ is often prevalent with my baby boomer generation.

If you’re a leader of Millennials today you must be willing to risk allowing them more input into as many areas of your organization as possible. Yes, they have a lot of growing to do but that doesn’t mean they can’t help more experienced people grow in new areas at the same time.

People like me can learn so much from Millennials that sometimes I wish I was one. (But then I come to my senses)

It turns out that the real problem with Millennials is more a of problem FOR Millennials. They have the ability to move slower companies into the future at a much faster pace. They only need to be given the chance.”


Influence instead of authority

June 18, 2018

By Curtis L. Odom, Ed.D. via theladders.com  Article

How to lead with influence instead of authority

“Clearly, leadership potential exists within each of us. That potential can be triggered by outside events, or it can be learned by exploring ourselves from within. …

They say that leaders are born, not made. While it is true that some people are born leaders, most leaders are forged the flames of adversity. Often, it is the individual contributor who has never had a leadership role will stand up and take the lead when a situation they care about requires it. As long as there have been leaders, there have been those who tried to determine how and why they were successful. It is important to understand that leadership is not about title, level, or office. Equally important to mention is that the best of leaders are even better followers.

Leadership is not telling others what to do. Leadership is inspiring others to do what needs to be done. A title alone does not make you a leader. Genuine leaders take a stand and motivate others to join them in a noble purpose. It is through the skills of influence that leadership works best. Everyone has leadership potential within them, and understanding these concepts will help you maximize your leadership ability whether you lead a team, or as an individual contributor without positional authority. …

Influence is the soul of leadership. What are the attributes of an individual who is influential without authority?

  • Knowledge that is valued by those in authority because of institutional memory and administrative turnover
  • Credibility built through actions, such as thinking beyond oneself and working towards building a larger – mutually beneficial – goal
  • Integrity shown through possessing a set of core values that guide what they do, combined with an ability to project core values through actions

… Believe it or not, the most powerful influence you can have is often not trying to influence someone. When people believe you are open to their suggestions and believe they have been heard, they will work harder even if they disagree with the methods or goals. That is the power of listening. Simply listening to others makes them feel empowered, even if you don’t accept their suggestions. If a person feels there’s no point talking to you, they won’t, and they will disengage themselves and only follow your directions begrudgingly.”