Archive for December, 2009

6 KEY Leadership Observations in 2009

Wednesday, December 30th, 2009

Can't live without your dose of Maximum Impact? You may want to subscribe to our RSS feed. Thanks for visiting!

to power your SUCCESS in 2010!

RyanWalter

 

Good Leadership is the unseen key behind all success. Poor leadership or lack of leadership is evident to everyone in the midst of failure. We readily sense when leadership is missing but hardly notice it when all is flowing well. Here are some random observations and ideas to help you take notice of your leadership and ramp up your success in 2010:

1-“Rules without Relationship Leads to Rebellion” – Andy Stanley

I like the way Andy Stanley phrases that. Civil, corporate or family order is important butrelationships are KING. John Maxwell says, “People don’t care what you say until they know that you care.”

Performance is often dependent on how people “feel” at any given time. When relationships are “ON” people feel better about themselves and their environment and stay on top of their game longer.

2-“Most anyone can stand adversity, but to test a man’s character give him power.” Abraham Lincoln

Power is the great leadership differentiator. Some people use power for personal gain, others use their power for the good of the whole. Power is part of leadership and the way we use or abuse the power we are given defines our leadership.

3-Leaders facilitate their team’s Energy-Generation Station

I believe that all people who are directly connected to team (which is all people!) either supply energy or suck energy. Leaders influence both inwardly and outwardly-directed team energy. Leaders must therefore constantly observe the team energy flow and influence the direction in which it is coming or going. I have heard it said that there are two types of people on every team: thermostats or thermometers; one measures the temperature and the other influences it. I disagree. We all do both. Players know the temperature of the team and actively or passively influence its fluctuation.

4-Great Leaders know they don’t have all the answers

Influence comes from not trying to have all the answers because, realistically, no one leader can. Today’s world is too complex for one person to rule. Have the “MEETING” before you have the “MEETING!”

In other words, what I now do is first have the influencing group in to discuss their ideas around the subject that I need to meet on. I develop a consensus or direction with this group, and then meet with the larger group. Having participated in creating the answers, these influencers will now help send and support the message. NHL Coach Dave King calls this technique “developing Carriers” and it works!

5-Leaders inspire their people to focus on solutions rather than complaints

People focus on what is wrong in their environment unless they are constantly reminded of where the group is heading and are invited to be part of the solution. Solutions come from input. If leaders rule with a my-way-or-the-highway approach they receive NO input and little focus on solution.

6-Great leaders know that success is a process, not a destination

John Wooden, the legendary UCLA basketball coach, never focused on winning. He said, “I don’t worry too much about winning or losing. I worry (or focus) a lot on practicing the details that give us the win.” This is a leadership GIFT from the world of sport. As soon as athletes focus on the prize they take their eyes off the process that gets them the prize.

Some leaders categorize people as “winners or losers,” and this disappoints me. All of us are in the process of winning or losing throughout our lifetime. Pat Quinn mounted this great quote on the wall of his coach’s office: “A failed project is not a failed person.”Each of us is on the process road… Great Leaders help keep people focused on the “details” that give them the win!

I have closely watched these 6 leadership characteristics play out over the past 12 months across different teams in the NHL. Your team is no different than my team. These concepts create same or similar outcomes because of the “human factor.” We are all, at any moment, leading or being led.

If truth be told… every hour, every day, every season, every year… we are doing both!
“Nothing is more powerful for your future than being a gatherer of good ideas and information. That’s called doing your homework.”
- Jim Rohn

About the Author:

Ryan Walter retired from Professional Hockey in 1993 after playing 15 seasons and over 1000 games in the National Hockey League.  Following his career with the NHL, Ryan was a TV hockey analyst for Rogers Sportsnet, and a hockey adviser and actor for both television and movies.  He is currently an Assistant Coach for the Vancouver Canucks and professional speaker and leadership coach.

Ryan has a Master of Arts Degree in Leadership/Business and is the author of 3 books, Off the Bench and Into the Game, which has sold over 20,000 copies worldwide, mPower Forward -Leading Strategies for Winning Teams , and Simply the Best: Insights and Strategies from Great Hockey Coaches, and the creator of the board game Trade Deadline Hockey.

To be your very best in 2010 let Ryan deliver his inspiring videos, articles and podcasts every Monday Morning sign up at www.inspiringyourbestgame.com

Tags: ,
Posted in Leadership | No Comments »

How to Stick It To Them!

Tuesday, December 8th, 2009

Neal-SuitToday I had an interesting call from a client.

He had attended a management training conference five months ago and had discovered a number of key management strategies that he wanted to see implemented with his team.

He had returned from the conference and enthusiastically worked on instituting the changes. For the first few weeks his management team went along with the new ideas, but as the weeks went by he started to see his team slip back into the old modes of operation. As with many companies this year, they had to downsize and the work load for most managers increased. With the increased work load it was easier for his managers to revert to old habits than to make the changes “stick”.

So the question of the day was… what he could do?

If we were honest with ourselves we would have to agree that we have all found ourselves in similar situations in our own companies or departments. We invest dollars in new programs and new training, only to see it fall by the wayside in a few short months.

Can anything be done to help ensure that these training programs actually “stick”?

Naturally those who work directly with the workers are the ones who can insist on new procedures use and so can build real value into the training. What happens though, if you are not a line supervisor but rather a staff person or possibly an outside consultant? You have an important role in the company in helping the organization get the results it needs. Though you are there to provide the “technical” assistance to the line supervisor, it is not your job to do the reminding to the workers.

Here are four fundamental points that must be carried out in order to get training to “stick”:

Assign responsibility for getting results

Too often when new training is introduced, line managers assume that it is the owner or their immediate supervisors, or possibly the staff manager or even the consultant who is responsible to ensure that the proper results come from the new procedures or training. It is important that those responsible for the results of the training understand that they are going to be held accountable. My client can certainly communicate this to his managers, even late in the process.

Get adequate coverage

This means that every person who needs training gets training… and they receive refresher courses when needed. And for the supervisor, the more that they know about the training, the better she can supervise its application for continuing results. You wouldn’t think of going to a surgeon who hadn’t received refresher training on his procedures, so why should you think your employees any less important. In this case, my client could take his management team to the training to ensure that they receive the training they need.

Provide for coaching

Coaching can be given to supervisors and workers by their own bosses. “Coaching” in this context includes the refinement of the content material as well as the development of desire and interest in the value of training to the individual.

Remember that every supervisor reflects the thinking of his boss. If you as the owner or department head show interest, your supervisor will also show interest. If you consider it important, your workers will also likely consider it important. On this point, my client had gotten it right, but unfortunately, his managers weren’t as convincing to their team members.

Report results to management

Busy executives need to know what is going on so that they can appraise results. If, as the owner, you never ask how the training is going, or expect your team to report the results of the new training, don’t be surprised to see it soon go by the wayside.

Exactly how this information is to be conveyed, how often, and in what form is a matter of company preference. The purpose of any report or periodic review is to show the relative improvement accomplished by the use of a particular program. With my client’s team, they were “too busy” to make these reports and this resulted in the end of the program.

Above all else, when the training is working out the way it should, make sure that the managers who have been implementing the training, and getting the desired results, receive the proper credit. Giving credit is the most powerful force to stimulate interest, enthusiasm, and continued action.

Companies that consistently invest in the training of their employees lead their industries. However, it is training backed by the four fundamentals above that will allow you to “make it stick” to your team!

Neal Diamond

Business Improvement Strategist

www.maximumimpact.ca

Posted in Management Training, employee training | No Comments »