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

Thursday, July 21, 2016

HOT HOT HOT



Folks,

It is going to be hot again this week. It seems repetitive to talk about the heat and heat-related illnesses, again. But, we must remember....

HEAT ILLNESS CAN BE DEADLY

The body normally cools itself by sweating. During hot weather, especially with high humidity, sweating isn't enough. Body temperature can rise to dangerous levels if you don't drink enough water and rest in the shade. You can suffer from heat exhaustion or heat stroke.

In 2014 alone, 2,630 workers suffered from heat illness and 18 died from heat stroke and related causes on the job. Heat illnesses and deaths are preventable.

Under OSHA law, employers are responsible for providing workplaces free of known safety hazards. This includes protecting workers from extreme heat. An employer with workers exposed to high temperatures should establish a complete heat illness prevention program.
  • Provide workers with water, rest and shade.
  • Allow new or returning workers to gradually increase workloads and take more frequent breaks as they acclimatize, or build a tolerance for working in the heat.
  • Plan for emergencies and train workers on prevention.
  • Monitor workers for signs of illness:
    Heat Exhaustion
  • Dizziness
  • Headache
  • Sweaty Skin
  • Weakness
  • Cramps
  • Nausea, vomiting
  • Fast heart beat
         Heat Stroke
  • Red, hot, dry skin
  • High temperature
  • Confusion
  • Convulsions
  • Fainting
To prevent heat related illness and fatalities:
  • Drink water every 15 minutes, even if you are not thirsty.
  • Rest in the shade to cool down.
  • Wear a hat and light-colored clothing.
  • Learn the signs of heat illness and what to do in an emergency.
  • Keep an eye on fellow workers.
  • "Easy does it" on your first days of work in the heat. You need to get used to it.

Working in full sunlight can increase heat index values by 15 degrees Fahrenheit. Keep this in mind and plan additional precautions for working in these conditions.
Who is affected?
Any worker exposed to hot and humid conditions is at risk of heat illness, especially those doing heavy work tasks or using bulky protective clothing and equipment. Some workers might be at greater risk than others if they have not built up a tolerance to hot conditions, including new workers, temporary workers, or those returning to work after a week or more off. All workers are at risk during a heat wave.
What to do if a worker becomes ill?
  • Call a supervisor for help. If a supervisor is not available, call 911.
  • Have someone stay with the worker until help arrives.
Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Monday, May 16, 2016

Whale Done! 9

Today, we conclude our little journey with Wes Kingsley in Ken Blanchard's book entitled Whale Done! It carries the subtitle "The Power of Positive Relationships." The message and the "to do" items meld nicely with our journey to culture excellence in safety, quality, ethics, production, in fact, with all we do.

Wes contacts the Consultant to compare notes. He shares with the Consultant all the positive changes he is witnessing around him due to following the few simple steps of the WHALE DONE Response.
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Consultant: "As long as you're busy accentuating the positive with others, a little self-praise won't hurt. I come across a lot of managers who are hard on others because they're so hard on themselves. They're always after themselves in their heads. 'Oh, I should have done that better,' or, 'What a dummy I am, forgetting that detail.'  If you catch yourself doing things right, everything in your life will improve - especially your relationships. That's because it's fun to be around someone who, likes himself."
 
As a way to summarize this great book and the message it contains, I encourage you to review the following slides from the Consultant's presentation:
 
 
Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Wednesday, May 4, 2016

Whale Done! 8


Today, we will continue to learn with Wes Kingsley in Ken Blanchard's book entitled Whale Done! It carries the subtitle "The Power of Positive Relationships." The message and the "to do" items meld nicely with our journey to culture excellence in safety, quality, ethics, production, in fact, with all we do.

Our friend, Wes, is back at SeaWorld to talk with the Trainer about what he has learned so far. The Trainer doesn't waste any time, he picks up right where he left off the last time they spoke.

Trainer: "Rather than focusing on the negative - what they do wrong - we pay attention to what they do right. We always try to catch the whales doing things right ... Our success with the whales happens a little bit at a time. We can't wait until they behave exactly as we want before we praise them."
 
Wes: "Always praise progress. It's a moving target."
 
Trainer: "Not only does focusing on the positive motivate the behavior we want, it builds trust and the fun-loving kind of environment we need to work successfully with these animals ... Rewards aren't the issue. Trust is the issue."
 
Wes remembers earlier comments about ignoring poor behavior and redirecting energy onto something else that can set up a Positive Response. He wonders out loud how hard that is to do.
 
Trainer: "You're right. It is hard - not so much because people are so difficult, but because through practice we've trained our attention to notice only what they do wrong. We have our eye out for the negative behavior. We think it deserve much more attention. That's why we jump all over it and make a big deal out of it. Plus, those people that get labeled as difficult always have people around them looking for them to goof up. It's a self-fulfilling prophecy."
 
This type of behavior is really easy to do especially when you are having a tough day, or deadlines are approaching, or your boss just jumped all over you, Wes admits. The Trainer suggest that when you are having a tough day, that you ought to practice redirecting.
 
Trainer: "In fact, when you're first starting out, you'll actually find yourself redirecting a lot - in place of the negative responses you've been giving. In many cases, your first positive responses will follow right after redirecting. You observe their new efforts, and see how quickly you can accentuate the positive and catch them making progress in the new direction... When they didn't do something they were supposed to do, rather than spending a lot of time on that, we'd go back to the goals we'd agreed upon and get them refocused on them... Redirecting and giving 'approximately right' WHALE DONEs are the keys to turning poor behavior around... Humans naturally want approval from others. When you're dealing with your kids or with the people at work, and you consistently call attention to what they do right, it's like you're responding to the best that's in them. After a while, they begin to enjoy all the positive recognition. They find out it's more fun to succeed and achieve and be praised for it."
 
Wes is certainly glad he circled back to talk with the Trainer. It's all starting to come together for him. Next time, we'll see if Wes can piece it all together.
 
(I really like the following phrases spoken by the Trainer: "When you're dealing with your kids or with the people at work, and you consistently call attention to what they do right, it's like you're responding to the best that's in them." Wow, that's good stuff right there!)

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Whale Done! 7

Today, we will continue to learn with Wes Kingsley in Ken Blanchard's book entitled Whale Done! It carries the subtitle "The Power of Positive Relationships." The message and the "to do" items meld nicely with our journey to culture excellence in safety, quality, ethics, production, in fact, with all we do.

In our last lesson, the Consultant had just concluded her presentation on the "Whale Done" philosophy. Wes and the Consultant meet for a cup of coffee. Wes is full of questions.

Wes: "But aren't you asked if the WHALE DONE Response isn't manipulation?..."
 
Consultant: "I'm very glad you brought that up. There are two points about manipulation. First of all, the only people who don't need to be motivated by others are entrepreneurs - people who either own their own businesses or are individuals working for themselves.  They are self-motivated and their goals are aligned with the organizational goals. In fact, their personal goals and the organizational goals are usually the same... Secondly; you don't want people to become dependent solely on your noticing and commenting, so they do well only when you're around. The point of good management is to influence people to do the right thing when you're not around... The ultimate goals of the WHALE DONE Response is to help people become self-motivating."
 
Wes: "You means, so that the WHALE DONEs are coming from inside themselves?"
 
Consultant: "After giving lots of WHALE DONEs, you start to make comments like 'I bet it felt good when you finished that project before the deadline' or 'You must be proud of what you did on that report.' Or when you know that they must be feeling good about their performance, you can say, 'Tell me how that feels,' or, 'What's it like, to have done such a good job?' Then really listen to them and reinforce their pride and feeling of accomplishment."
 
Wes and the Consultant begin talking about business and business models. Why some are successful and others aren't.
 
Consultant: "Any new business improvement today, whether it's a technology or a service innovation or a pricing strategy, becomes instantly known and copied by the competition. That means that your only real competitive edge is your relationship with your people. If they trust and respect you and believe in your goals, they will want to please your customers. When that happens, provided you've got other factors like product quality, pricing, and marketing, and delivery in place, no one can beat you. The one thing your competition can never steal from you is the relationship you have with your people, and the relationship they have with your customers."
 
(Interesting! I sure thought the Consultant was going to say the only real competitive edge is your people! However, she said your relationship with your people.  That goes back to lesson #1 - trust and time.)
 
Wes leaves the coffee shop with a briefcase full of notes and a head boiling over with ideas.
 
Next time, Wes returns to SeaWorld to continue his learning with the Trainer.

 
Donald G Rosenbarger
Senior Vice President
Delta Companies Inc