Monday, November 14, 2016

Developing the Leader Within You - Priorities : Part 3

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

There are two things that are most difficult to get people to do: to think and to do things in order of importance.

Maxwell lays out eight Priority Principles to close this chapter.

  1. Priorities Never "Stay Put."
    • Priorities continually shift and demand attention.
    • Well-placed priorities always sit on "the edge."
    • To keep priorities in place:
      • Evaluate: Every month review the 3R/s (Requirements/Return/Reward)
      • Eliminate: Ask yourself, "What am I doing that can be done by someone else?"
      • Estimate: What are the top projects I am doing this month and how long will they take?
    • You Cannot Overestimate the Unimportance of Practically Everything.
      • "The art of being wise is the art of knowing what to overlook." - William James
    • The Good is the Enemy of the Best.
      • Most people can prioritize when faced with a right or wrong issue. The challenge comes when we are faced with two good choices.
      • How to Break the Tie Between Two Good Options:
        • Ask your overseer or coworkers their preference.
        • Can one of the options be handled by someone else? If so, pass it on and work on the one only you can handle.
        • Which option would be of more benefit to the customer?
        • Make your decision based on the purpose of the organization.
    • You Can't Have It All.
      • Ninety-five percent of achieving is knowing what you want.
    • Too Many Priorities Paralyze Us.
      • If you are overloaded with work, list the priorities on a separate sheet of paper before you take it to your boss and see what she will choose as the priorities.
      • All true leaders have learned to say 'NO' to the good in order to say 'YES' to the best.
    • When Little Priorities Demand Too Much of Us, Big Problems Arise.
      • "The reason most major goals are not achieved is that we spend our time doing second things first." - Robert J. McKain
      • Often the little things in life us up.
    • Time Deadlines and Emergencies Force Us to Prioritize.
      • We find this in Parkinson's Law: If you have only one letter to write, it will take you all day. If you have twenty letters to write, you'll get them done in one day.
      • When is our most efficient time in our work? The week before vacation!
        • Why can't we always run our lives the way we do the week before we leave the office - making decisions, cleaning off the desk, returning calls?
        • Under normal conditions, we are efficient (doing things right).
        • When time pressure mounts or emergencies arise, we become effective (doing the right things).
      • Efficiency is the foundation for survival.
      • Effectiveness is the foundation of success.

    • Too Often We Learn Too Late What is Really Important.
      • "An infant is born with a clenched fist; a man dies with an open hand. Life has a way of prying free the things we think are so important." - Author Unknown
    Donald G Rosenbarger
    Senior Vice President
    Delta Companies Inc

    Wednesday, November 2, 2016

    Developing the Leader Within You - Priorities : Part 2

    We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

    There are two things that are most difficult to get people to do: to think and to do things in order of importance.

    Last time, we leaned about The Pareto Principle, which states 20% of your priorities will give you 80% of your production. Let's see what else Maxwell can tell us about it.

    It's Not How Hard You Work; It's How Smart You Work. Working hard only helps if you are working hard on your priorities.


    Organize or Agonize. The ability to juggle three or four high priority projects successfully is a must for every leader. A life in which anything goes will ultimately be a life in which nothing goes.

    Prioritize Assignments:

    • High Importance/High Urgency: Tackle these projects first.
      • High Importance/Low Urgency: Set deadlines for completion and get these projects worked into your daily routine.
        • Low Importance/High Urgency: Find quick, efficient ways to get this work done without much personal involvement. If possible, delegate it to a "can do" assistant.
          • Low Importance/Low Urgency: This is busy or repetitious work, such as filing. Stack it up and do it in one-half hour segments, every week; get someone else to do it, or don't do it at all.

            Chose or Lose. Every person is either an initiator or a reactor when it comes to planning. The question is not, "Will my calendar be full?" but "Who will fill my calendar?" If we are leaders of others, the question is not, "Will I see people?" but "Who will I see?" Maxwell's observation is that leaders tend to initiate and followers tend to react.

            Leaders:
            • Initiate
            • Lead; pick up phone and make contact
            • Spend time planning; anticipate problems
            • Invest time with people
            • Fill the calendar by priorities
            Followers:
            • React
            • Listen; wait for phone to ring
            • Spend time living day-to-day; react to problems
            • Spend time with people
            • Fill the calendar by requests

            Evaluate or Stalemate. Decide what to do and do it; decide what not to do and don't do it. Evaluation of priorities, however, is not quite that simple.

              • What is required of me?
                -A leader can give up anything except final responsibility.
                -Distinguish between what you have to do and what can be delegated to someone else.
              • What gives me the greatest return?
                -The effort expended should approximate the results expected.
                -A question you must continually ask yourself is, "Am I doing what I do best and receiving a good return for the organization?"

              • What is most rewarding?
                -Life is too short not to be fun. Our best work takes place when we enjoy it.
                -Take This Job and Love it.
                -Success in your work will be greatly increased if the 3 R's (Requirements/Return/Reward) are similar.

              Next time, we will take a look at the Priority Principles.
                Donald G Rosenbarger
                Senior Vice President
                Delta Companies Inc

                Wednesday, October 5, 2016

                Developing the Leader Within You - Priorities : Part 1

                We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

                The Key to Leadership: Priorities : Part 1

                There are two things that are most difficult to get people to do: to think and to do things in order of importance.

                Success can be defined as the progressive realization of a predetermined goal. This definition tells us that the discipline to prioritize and the ability to work toward a stated goal are essential to a leader's success. In fact, Maxwell believes they are the key to leadership.


                The Pareto Principle

                20% of your priorities will give you 80% of your production.
                IF
                you spend your time, energy, money, and personnel on the top 20% of your priorities.

                 
                The solid lines on the 20/80 Principle represent a person or organization that invests time, energy, money, and personnel on the most important priorities. The result is a four-fold return in productivity. The dotted lines represent a person or organization that spends time, energy, money, and personnel on the lesser priorities. The result is a very small return.

                Every leader needs to understand the Pareto Principle in the area of people oversight and leadership. For example, 20% of the people will be responsible for 80% of the company's success.

                The following strategy will enable a leader to increase the productivity of an organization.
                1. Determine which people are the top 20% producers.
                2. Invest 80% of your "people time" with the top 20%.
                3. Invest 80% of your personnel development dollars on the top 20%.
                4. Determine what 20% of the work gives 80% of the return and train an assistant to do the 80% less effective work. This "frees up" the producer to do what he/she does best.
                5. Ask the top 20% to do on-the-job training for the next 20%.
                Remember, we teach what we know; we reproduce what we are.

                Donald G Rosenbarger
                Senior Vice President
                Delta Companies Inc



                Tuesday, October 4, 2016

                Developing the Leader Within You - Influence : Part 3

                We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

                Leadership is influence. That's it. Nothing more. Nothing less.

                In the introduction of the book, Maxwell states: The key to success in an endeavor is the ability to lead others successfully. And, as we have heard before, Everything rises and falls on leadership.

                The Five Levels of Leadership

                Through his years in leadership and the business of leadership, Maxwell has created a model reflecting the various levels of leadership. He has also created a teaching tool to assist others in understanding their levels of leadership so they can increase their levels of influence.

                The Five Levels of Leadership are:
                1. Level 1: Position
                2. Level 2: Permission
                3. Level 3: Production
                4. Level 4: People Development
                5. Level 5: Personhood

                Maxwell's model indicates that in order to get to the top, you must do two things:

                • Know what level you are on at this moment.
                  • You will be on different levels with different people, so you need to know which people are on which level.
                • Know and apply the qualities needed to be successful at each level.
                  • Below is a partial listing of the characteristics that you must exhibit with excellence before you can move to the next level.

                    Level 1: Position / Rights
                  • Know your job description thoroughly.
                  • Be aware of the history of the organization.
                  • Accept responsibility.
                  • Be a team player.
                  • Do your job with consistence excellence.
                  • Do more than expected.

                    Level 2: Permission / Relationship
                  • Make those who work with you more successful.
                  • See through other people's eyes.
                  • Do "win-win" or don't do it.
                  • Include others in your journey.
                  • Deal wisely with difficult people.

                    Level 3: Production / Results
                  • Initiate and accept responsibility for growth.
                  • Develop and follow a statement of purpose.
                  • Develop accountability for results, beginning with yourself.
                  • Know and do the things that give a high return.
                  • Become a change-agent and understand timing.
                  • Make the difficult decisions that will make a difference.

                    Level 4: People Development / Reproduction
                  • Realize that people are your most valuable asset.
                  • Place a priority on developing people.
                  • Be a model for others to follow.
                  • Expose key leaders to growth opportunities.
                  • Be able to attract other winners to the common goal.
                  • Surround yourself with an inner core that complements your leadership.

                    Level 5: Personhood / Respect
                  • Your followers are loyal.
                  • You have invested years mentoring and molding leaders.
                  • Your greatest joy comes from watching others grow and develop.
                  • You transcend the organization.
                Well, that is certainly a lot to think, absorb and put into action. This is why Mawell says leaders are developed daily, not in a day. Leadership takes time and commitment.

                Next time, we will explore the key to leadership - priorities.
                Donald G Rosenbarger
                Senior Vice President
                Delta Companies Inc

                Monday, September 19, 2016

                Developing the Leader Within You - Influence : Part 2

                We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

                Leadership is influence. That's it. Nothing more. Nothing less.

                The Five Levels of Leadership

                Through his years in leadership and the business of leadership, Maxwell has created a model reflecting the various levels of leadership. He has also created a teaching tool to assist others in understanding their levels of leadership so they can increase their levels of influence.

                Level 1: Position

                We covered this level last time. This is the basic entry level of leadership. The only influence you have is that which comes with a title. People who stay at this level get into territorial rights, protocol, tradition, and organizational charts.

                We will take a brief look at the next four levels of leadership ....


                Level 2: Permission

                Fred Smith says, "Leadership is getting people to work for you when they are not obligated." People don't care how much you know until they know how much you care. Leadership begins with the heart, not the head. It flourishes with a meaningful relationship, not more regulation.

                On this level, time, energy, and focus are placed on the individual's needs and desires. People who are unable to build solid, lasting relationships will soon discover that they are unable to sustain long, effective leadership.

                Caution! Don't try to skip a level. The most often skipped level is 2, Permission. Relationships involve a process that provides the glue and much of the staying power for long-term, consistent production.

                Level 3: Production

                On this level things begin to happen, good thing. Profit increases. Morale is high. Turnover is low. Needs are being met. Goals are being realized. Accompanying this growth is the "big mo" - momentum. Everyone is results-orientated. In fact, results are the main reason for the activity.

                This is a major difference between levels 2 and 3. On the "relationship" level, people get together jus to get together. There is no other objective. On the "results" level, people come together to accomplish a purpose.


                Level 4: People Development

                How do you spot a leader?

                There is a clue: Since some people are mediocre, the true leader can be recognized because somehow his people consistently demonstrate superior performances.

                A leader is great, not because of his or her power, but because of his or her ability to empower others. Success without a successor is failure. A worker's main responsibility is developing others to do the work.

                Loyalty to the leader reaches its highest peak when the follower has personally grown through the mentorship of the leader.

                The core of leaders who surround you should all be people you have personally mentored or helped to develop in some way.

                The following suggestions will help you become a people developer:
                • Walk slowly through the crowd.
                  • Learn names.
                  • Make yourself available for communication and conversation.
                  • Visit member of your crew during the shift.
                • Develop key leaders.
                  • Communicate with the influencers within your crew.
                  • They will pass on to the others what you have given them.
                Level 5: Personhood

                Very few people will ever achieve this level, so Maxwell chooses not to discuss it just yet. Later, perhaps. Here are some additional insights on climbing the steps of leadership:
                • The higher you go, the longer it takes.
                • The higher you go, the higher the level of commitment.
                • The higher you go, the easier it is to lead.
                • The higher you go, the greater the growth.
                • You never leave the base level.
                • If you are leading a group of people, you will not be on the same level with everyone.
                • For your leadership to remain effective, it is essential that you take the other influencers within the group with you to the higher levels.
                Next time, we will review the conclusions of this chapter of the book and the key characteristics of each of The Five Levels of Leadership.

                Donald G Rosenbarger
                Senior Vice President
                Delta Companies Inc

                Wednesday, August 31, 2016

                Developing the Leader Within You - Influence

                We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

                Leadership is influence. That's it. Nothing more. Nothing less.

                In the introduction of the book, Maxwell states: The key to success in an endeavor is the ability to lead others successfully. And, as we have heard before, Everything rises and falls on leadership.

                A leadership proverb: He who thinketh he leadeth and hath no one following him is only taking a walk.

                Leadership is the ability to obtain followers.


                Insights about influence:
                • Everyone influences someone.
                  • No one is excluded from being a leader or a follower.
                • We never know who or how much we influence.
                  • Big events leave marks on all our lives and memories.
                  • Think also of the little things or people who influenced you in a powerful way.
                • The best investment in the future is a proper influence today.
                  • The issue is not whether you influence someone. What needs to be settled is what kind of an influencer you will be!
                • Influence is a skill that can be developed.
                  • Robert Dilenschneider, CEO of Hill and Knowlton, discusses the idea of the "power triangle" in his book, Power and Influence. "The three components of this triangle are communication, recognition, and influence. You start to communicate effectively. This leads to recognition and recognition in turn leads to influence."

                The Five Levels of Leadership

                Through his years in leadership and the business of leadership, Maxwell has created a model reflecting the various levels of leadership. He has also created a teaching tool to assist others in understanding their levels of leadership so they can increase their levels of influence.

                Level 1: Position

                This is the basic entry level of leadership. The only influence you have is that which comes with a title. People who stay at this level get into territorial rights, protocol, tradition, and organizational charts. These things are not negative unless they become the basis for authority and influence, but they are poor substitutes for leadership skills.

                Real leadership is being the person others will gladly and confidently follow.


                Characteristics of a "Positional Leaver."
                • Security is based on title, not talent.
                • This level is often gained by appointment,
                • People will not follow a positional leader beyond his stated authority.
                • Positional leaders have more difficulty working with volunteers, white-collar workers, and younger people.

                Most of us have been taught that leadership is a position. Frustration rises within us when we get into the real world and find that few people will follow us because of our titles. Our joy and success in leading others depend on our abilities to keep climbing the levels of leadership.

                Next time, we will explore the remaining levels of leadership.


                Donald G Rosenbarger
                Senior Vice President
                Delta Companies Inc

                Thursday, August 11, 2016

                Developing the Leader Within You - Introduction



                
                Source
                We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

                In the introduction of the book, Maxwell states: The key to success in an endeavor is the ability to lead others successfully. And, as we have heard before, Everything rises and falls on leadership.

                Fortunately, leadership can be taught. Leadership is not an exclusive club for those who were "born with it." The traits that are raw materials of leadership can be acquired. Link them up with the desire and nothing can keep you from becoming a leader. Maxwell's book will supply the leadership principles. Each of us must supply the desire.

                There has always been a great deal of confusion over the difference between "leadership" and "management." Management is the process of assuring that the program and objectives of the organization are implemented. Leadership, on the other hand, has to do with casting vision and motivating people.

                John C. Gardner, former Secretary of the US Department of Health, Education, and Welfare, has pinpointed five characteristics that set "leader managers" apart from "run-of-the-mill managers.":
                1. Leader Managers are long-term thinkers who see beyond the day's crisis and the quarterly report.
                2. Leader Managers' interests in their companies do not stop with the units they head. They want to know how all the company's departments affect one another, and they are constantly reaching beyond their specific areas of influence.
                3. Leader Managers put heavy emphasis on vision, values, and motivation.
                4. Leader Managers have strong political skills to cope with conflicting requirements of multiple constituents.
                5. Leader Managers don't accept the status quo
                People don't want to be managed. They want to be lead.

                During the coming months, we will be reviewing the following Maxwell leadership principles:
                • Influence
                • Priorities
                •  Integrity
                • Creating Positive Change
                • Problem-Solving
                • Attitude
                • People
                • Vision
                • Self-Discipline
                • Staff Development


                Donald G Rosenbarger
                Senior Vice President
                Delta Companies Inc