tag:blogger.com,1999:blog-52734968432451010212024-03-12T22:16:58.973-07:00Road Warriors 101Focusing on Leadership in the Construction IndustryDebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.comBlogger109125tag:blogger.com,1999:blog-5273496843245101021.post-59192112417793360472017-10-03T08:01:00.001-07:002017-10-03T08:01:03.704-07:00Developing the Leader Within You - Staff Development <div style="text-align: center;">
<span style="font-family: "open sans"; font-size: small;">This is a summary of the lessons contained in John C. Maxwell's book titled <strong><em><span style="color: red;">Developing the Leader Within you.</span></em></strong></span></div>
<span style="font-family: "open sans"; font-size: small;"><strong><em><span style="color: red;"><br /></span></em></strong></span><br />
<span style="color: black;">As I shared in the first lesson of this book, Maxwell states: <span style="color: #674ea7;"><strong>The key to success in an endeavor is the ability to lead others successfully. </strong><span style="color: black;">And, as we have heard before, <strong><span style="color: #3d85c6;">Everything rises and falls on leadership.</span></strong></span></span></span><br />
<strong><span style="color: #3d85c6;"><br /></span></strong><br />
<span style="color: black;">Fortunately, leadership can be taught. Leadership is not an exclusive club for those who were "born with it." The traits that are the raw materials of leadership can be acquired. Link them up with 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.</span><br />
<br /><br />
There has always been a great deal of confusion over the difference between "leadership" and "management." <span style="color: #674ea7;"><strong>Management </strong>is the process of assuring that the program and objectives of the organization are implemented. <strong>Leadership, </strong>on the other hand, has to do with casting vision and motivating people.</span><br />
<span style="color: #674ea7;"><br /></span><br />
<span style="color: black;">John W. 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" :</span><br />
<ol>
<li>Leader Managers are <span style="color: red;">long-term thinkers <span style="color: black;">who see beyond the day's crisis and the quarterly report.</span></span></li>
<li>Leader Managers' interests in their companies do not stop with the units they head. They want to know how all of the company's departments affect one another, and they are <span style="color: red;">constantly reaching <span style="color: black;">beyond their specific areas of influence.</span></span></li>
<li>Leader Managers put heavy <span style="color: red;">emphasis on vision, values, and motivation.</span></li>
<li><span style="color: black;">Leader Managers have strong political skills to <span style="color: red;">cope with conflicting requirements <span style="color: black;">of multiple constituents. </span></span></span></li>
<li>Leader Managers <span style="color: red;">don't accept the status quo.</span></li>
</ol>
<span style="color: #3d85c6;"><strong>People don't want to be managed. They want to be lead.</strong></span><br />
<strong><span style="color: #3d85c6;"><br /></span></strong><br />
<span style="color: black;">The following is a summary of the ten chapters of the book, and consequently, the ten traits of leadership.</span><br />
<br /><br />
<strong><span style="color: red;">Chapter #1 = Influence: The Definition of Leadership</span></strong><br />
<strong><span style="color: red;">Chapter #2 = Priorities: The Key to Leadership</span></strong><br />
<strong><span style="color: red;">Chapter #3 = Integrity: The Most Important Ingredient of Leadership</span></strong><br />
<strong><span style="color: red;">Chapter #4 = Creating Positive Change: The Ultimate Test of Leadership</span></strong><br />
<strong><span style="color: red;">Chapter #5 = Problem-Solving: The Quickest Way to Gain Leadership</span></strong><br />
<strong><span style="color: red;">Chapter #6 = Attitude: The Extra Plus in Leadership</span></strong><br />
<strong><span style="color: red;">Chapter #7 = People: Developing Your Most Appreciable Asset</span></strong><br />
<strong><span style="color: red;">Chapter #8 = Vision: The Indispensable Quality of Leadership</span></strong><br />
<strong><span style="color: red;">Chapter #9 = Self-Discipline: The Price Tag of Leadership</span></strong><br />
<strong><span style="color: red;">Chapter #10 = Staff Development: The Most Important Lesson of Leadership</span></strong><br />
<span style="color: red;"><br /></span><br />
<div>
</div>
<div style="text-align: center;">
<span style="font-family: "open sans"; font-size: small;"><br />
</span></div>
<br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger
</span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Senior Vice President
</span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Delta Companies Inc</span> <!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-78638595832350583082017-10-02T12:00:00.001-07:002017-10-02T12:02:56.255-07:00Developing the Leader Within You - Staff Development<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong></span><br />
<strong><em><u><br />
</u></em></strong><strong>The Most Important Lesson of Leadership: Staff Development</strong><br />
<strong></strong><strong><br />
</strong>The growth and development of people is the highest calling of leadership.<br />
<br />
Those closest to the leader will determine the level of success for that leader.<br />
<ul>
<li>Leaders who continue to grow personally and bring growth to their organizations will influence many and develop a successful team around them.</li>
<li>The better the players, the better the leader.</li>
<li>Few people are successful unless a lot of people want them to be.</li>
</ul>
<strong><u><span style="color: red;">A Picture of a Winning Teams</span></u></strong><br />
<strong><u><span style="color: red;"><br />
</span></u></strong><span style="color: black;">Winning teams...</span><br />
<ul>
<li>Have great leaders</li>
<li>Pick good people</li>
<li>Play to win</li>
<li>Make other team members more successful</li>
<li>Keep improving</li>
</ul>
Let's explore each of these traits.<br />
<br />
<span style="color: red;"><strong>Winning Teams Have Great Leaders.</strong></span><br />
<ul>
<li><span style="color: black;">Everything rises and falls on leadership. There are two ways you can get others to do what you want: You can compel them to do it or you can persuade them.</span></li>
<li>Persuading requires an understanding of what makes people tick and what motivates them; that is, a knowledge of human nature.</li>
<li>If you understand what motivates people, you have at your command the most powerful tool for dealing with people.</li>
</ul>
<span style="color: red;">Excellent leaders create the right environment.</span><br />
<ul>
<li><span style="color: black;">They believe in their team. This creates an environment for success.</span></li>
<li>The best way to gain and hold loyalty of your personnel is to show interest in and care for them by your words and actions.</li>
</ul>
<span style="color: red;">Excellent leaders know basic human needs.</span><br />
<span style="color: red;"><br />
</span><span style="color: red;">Excellent leaders keep control of the "Big 3."</span><br />
<ul>
<li><span style="color: black;">Three areas are crucial to the leader's authority and success:</span></li>
<ol>
<li><strong>Finance: </strong>because the finance staff is a prime means of exercising executive control in any organization.</li>
<li><strong>Personnel: </strong>because the selection of people will determine the organization.</li>
<li><strong>Planning: </strong>because this area determines the future of the organization.</li>
</ol>
</ul>
<span style="color: red;">Excellent leaders avoid the "Seven Deadly Sins."</span><br />
<ol>
<li><span style="color: black;">Trying to be liked rather than respected.</span></li>
<li>Not asking team members for advice and help.</li>
<li>Thwarting personal talent by emphasizing rules rather than skills.</li>
<li>Not keeping criticism constructive.</li>
<li>Not developing a sense of responsibility in team members.</li>
<li>Treating everyone the same.</li>
<li>Failing to keep people informed.</li>
</ol>
<strong><span style="color: red;">Winning Teams Pick Good People.</span></strong><br />
<ul>
<li><span style="color: #3d85c6;">"Eagles don't flock. You have to find them one at a time." <span style="color: black;">H. Ross Perot</span></span></li>
<li>There are five principles for picking people that will help you get the best candidates on your team.</li>
<ol>
<li>The smaller the organization, the more important the hiring.</li>
<li>Know what kind of person you need (personal requirements). </li>
<li>Know what the job requires.</li>
<li>Know what the potential staff members wants.</li>
<li>When you cannot afford to hire the best, hire the young who are going to be the best.</li>
</ol>
</ul>
<strong><span style="color: red;">Winning Teams Play to Win.</span></strong><br />
<ul>
<li><span style="color: black;">The difference between playing to win and playing to not lose is the difference between success and mediocrity.</span></li>
<li>Winning teams are seldom more talented than losing teams. But they are always more committed. They want to win. They pay the price, and go after victory.</li>
</ul>
<strong><span style="color: red;">Winning Teams Make Their Team Member Successful.</span></strong><br />
<ul>
<li><span style="color: black;">There are significant ways to engage in better team-building.</span></li>
<ul>
<li>Know the key to each player.</li>
<li>Map out a team mission.</li>
<li>Define the role of each player.</li>
<li>Create a group identity.</li>
<li>Use liberal doses of "we" and "our."</li>
<li>Communicate with everyone.</li>
</ul>
</ul>
<strong><span style="color: red;">Winning Teams Keep Improving.</span></strong><br />
<ul>
<li><span style="color: #3d85c6;">Whenever an organization is through improving, it's through!</span></li>
<li><span style="color: #8e7cc3;">Continued success is a result of continued improvement.</span></li>
<li><span style="color: black;">The first objective of the leader is to develop people, not to dismiss them.</span></li>
<ul>
<li>Studies have shown that day-to-day coaching, rather than comprehensive annual appraisals, is most effective for improving performance.</li>
<li>This coaching process has two crucial components: setting specific objectives and holding frequent progressive reviews.</li>
<li>Objectives should specify end results, the exact extent of achievement the manager expects, and should be tied to a timetable.</li>
<li>It is critical that the manager make clear that certain outcomes are expected and the subordinate will be held accountable for them.</li>
<li>Remember: performance, not just effort, is the yardstick for meeting objectives.</li>
<li>Frequent progress reviews accomplish three things:</li>
<ul>
<li>First, they serve as a continual reminder that reaching the objectives is important to the person's career.</li>
<li>Second, reviews give the manager a chance to recognize positive movement towards objectives.</li>
<li>Third, if progress is not forthcoming, the manager can listen to the reasons for lack of performance and attempt to get the subordinate on track. The review becomes a problem-solving session.</li>
</ul>
</ul>
<li>Obviously, the optimum scenario is to interview well, hire well, and then begin to develop your staff to reach their - and you - greatest potential.</li>
</ul>
This is the last chapter of Maxwell's book. Next time, we will review the ten chapters of his book.<br />
<span style="font-family: "open sans"; font-size: small;"><br />
</span><br />
<br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger</span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;"> Senior Vice President </span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Delta Companies Inc</span> <!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-85669538985419314212017-09-29T14:00:00.002-07:002017-09-29T14:02:33.069-07:00Developing the Leader Within You - Self-Discipline<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
The Price Tag of Leadership: Self-Discipline.<br />
<br />
All great leaders have understood that their number one responsibility was for their own discipline and personal growth. If they could not lead themselves, they could not lead others.</span><br />
<span style="font-family: "open sans"; font-size: small;"><br />
</span><br />
Leaders can never take others farther than they have gone themselves, for no one can travel without until he or she has first traveled within. A great person will lead a great organization, but growth is only possible when the leader is willing to "pay the price" for it.<br />
<br />
<strong><u><span style="color: red;">The Process for Developing Personal Discipline</span></u></strong><br />
<ul><li><span style="color: #3d85c6;">Start with yourself</span></li>
<ul><li><span style="color: black;">Maxwell observes that more potential leaders fail because of inner issues than outer issues.</span></li>
<li>Most of us can relate to a sign Maxwell once saw: "if you could kick the person responsible for most of your troubles, you wouldn't be able to sit down for weeks."</li>
<li>When we are foolish we want to conquer the world. When we are wise we want to conquer ourselves.</li>
</ul><li><span style="color: #3d85c6;">Start early.</span></li>
<ul><li><span style="color: black;">Perhaps the most valuable result of all education is the ability to make yourself do the things you have to do, when it ought to be done, whether you like it or not; it is the first lesson that ought to be learned and, however early a man's training begins, it is probably the last lesson that he learns thoroughly. </span></li>
<li>Hard work is the accumulation of easy things you didn't do when you should have.</li>
</ul><li><span style="color: #3d85c6;">Start small.</span></li>
<ul><li><span style="color: black;">What you are going to be tomorrow, you are becoming today.</span></li>
<li>It is essential to begin developing self-discipline in a small way today in order to be disciplined in a big way tomorrow.</li>
<li>Remember, having it all doesn't mean having it all at once. It takes time. Start small and concentrate on today.</li>
</ul><li><span style="color: #3d85c6;">Start now.</span></li>
<ul><li><span style="color: black;">Great leaders never set themselves above their followers except in carrying out responsibilities.</span></li>
<li>"<span style="color: red;">The will to succeed is important, but i'll tell you what's more important: it's the will to prepare. It's the will to go out there every day training and building those muscles and sharpening those skills.<span style="color: black;">" Bobby Knight, Indiana University Basketball Coach</span></span></li>
<li>"<span style="color: red;">I will get ready and then perhaps my chance will come.<span style="color: black;">" Abraham Lincoln</span></span></li>
</ul><li><span style="color: #3d85c6;">Organize your life.</span></li>
<ul><li><span style="color: black;">"<span style="color: red;">Organizing is what you do before you do something, so that when you do it, it's not all mixed up.<span style="color: black;">" Christopher Robin in <em>Winnie the Pooh</em></span></span></span></li>
<li>Top ten list for personal organization</li>
<ol><li>Set your priorities</li>
<li>Place your priorities in your calendar.</li>
<li>Allow a little time for the unexpected.</li>
<li>Do projects one at a time.</li>
<li>Organize your work space.</li>
<li>Work according to your temperament.</li>
<li>Use your driving time for light work and growth.</li>
<li>Develop systems that work for you.</li>
<li>Always have a plan for those minutes between meetings.</li>
<li>Focus on results, not the activity.</li>
</ol></ul><li><span style="color: #3d85c6;">Welcome responsibility.</span></li>
<ul><li><span style="color: black;">Be responsible for who you are.</span></li>
<li>Be responsible for what you do.</li>
<li>Be responsible for what you have received.</li>
<li>Be responsible to those you lead.</li>
</ul><li><span style="color: #3d85c6;">Accept accountability.</span></li>
<ul><li><span style="color: black;">Human nature cannot handle unchecked power.</span></li>
<ul><li><span style="color: red;">"Nearly all men can stand adversity, but if you want to test a man's character, give him power." <span style="color: black;">Abraham Lincoln</span></span></li>
</ul><li>Leaders can easily be separated from their people.</li>
<li>Develop integrity.</li>
<ul><li>I will live what I teach.</li>
<li>I will do what I say.</li>
<li>I will be honest with others.</li>
<li>I will put what is best for others ahead of what is best for me.</li>
<li>I will be transparent and vulnerable.</li>
</ul></ul><li><span style="color: #3d85c6;">Pay now, play later.</span></li>
<ul><li><span style="color: black;">There are two paths that people can take. They can either play now and pay later or pay now and play later. Regardless of the choices, one thing is certain - life will demand a payment.</span></li>
<li><span style="color: red;">"I've never known a man worth his salt who in the long run, deep down in his heart, didn't appreciate the grind, the discipline. I firmly believe that any man's finest hour - this greatest fulfillment to all he holds dear - is that moment when he has worked his heart out in a good cause and lies exhausted on the field of battle - victorious." <span style="color: black;">Vince Lombardi, Green Bay Packers Football Coach</span></span></li>
</ul><li><span style="color: #3d85c6;">Become character driven instead of emotion driven.</span></li>
<ul><li><span style="color: black;">It is not doing the things we like to do, but doing the things we have to do that causes growth and makes us successful.</span></li>
<li>Success depends not merely on how well you do the things you enjoy, but how conscientiously you perform those duties you don't.</li>
<li>Successful people are willing to do things unsuccessful people will not do.</li>
<li>Good character is not given to us. We have to build it piece by piece - by thought, choice, courage, and determination. This will only be accomplished with a disciplined life-style.</li>
</ul></ul>Next time, we will look into the most important lesson of leadership: STAFF DEVELOPMENT.<br />
<span style="font-family: "open sans"; font-size: small;"><br />
</span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger </span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Senior Vice President</span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Delta Companies Inc</span> <!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-71634474159821234202017-09-29T12:55:00.000-07:002017-09-29T12:59:30.496-07:00Developing the Leader Within You - Vision : Part 2 <span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
All great leaders possess two things: They know where they are going. They are able to persuade others to follow. <br />
<br />
This chapters of Maxwell's book discusses the power of a strong clear vision. Last time, we discusses Vision Statements. This time, we will explore the two kinds of vision ownership. </span><br />
<span style="font-family: "open sans"; font-size: small;"><br />
</span><br />
<strong><span style="color: red;"><u>Personal Ownership Of A Vision</u></span></strong> <br />
<ul>
<li>The focus must be on the leader - like leader, like people. <ul></ul>
</li>
<li>Followers find the leader and then the vision. Leaders find the vision and then the people. </li>
</ul>
<div square="">
<span style="color: #3d85c6;"><strong><span style="color: red;">Look Within You : What do you feel?</span></strong></span></div>
<ul>
<li><div square="">
<span style="color: #3d85c6;">"The very essence of leadership is that you have a vision. It's got to be a vision you can articulate clearly and forcefully on every occasion. You can't blow an uncertain trumpet." <span style="color: black;">Theodore Hesburgh</span></span></div>
</li>
<li><div square="">
A person with a vision talks little but does much.</div>
</li>
<li><div square="">
A person with a vision finds strength from inner convictions. A person with a vision continues when problems arise.</div>
</li>
<strong> </strong> </ul>
<strong><span style="color: red;">Look Ahead of You: What is the big picture?</span></strong><br />
<strong><span style="color: red;"></span></strong><br />
<ul>
<li><span style="color: black;">Leaders are concerned with the organization's basic purpose - why it exists and what it should achieve.<br />
</span></li>
</ul>
<span style="color: red;"><strong>Look Beside You: What resources are available to you?</strong></span> <br />
<ul><span style="color: black;">
<li>A vision should be greater than the person who has it. Its accomplishment must be the result of many people bringing many resources to the job.</li>
<ul><ul><ul>
</ul>
</ul>
</ul>
<li>The experienced leader is always looking for others to make the dream come true.</li>
<ul><ul><ul>
</ul>
</ul>
</ul>
<li><span style="color: red;">The leader continually passes on the vision to those who come around, knowing that dreams, if presented right, are contagious.</span></li>
<ul><ul><ul>
</ul>
</ul>
</ul>
</span><ul><br /></ul>
<span style="color: black;"> </span></ul>
<span style="color: black;"> <span style="color: red;"><strong><u>Corporate Ownership Of A Vision</u></strong></span><br />
<span style="color: red;"><strong><u></u></strong></span></span><br />
<ul><span style="color: black;">
<li><span style="color: red;"><span style="color: black;">One fact is true: leaders who effectively communicate goals to their followers achieve far more than those who don't.</span></span></li>
<li><span style="color: red;"><span style="color: black;">Successful leaders see on three levels:</span></span></li>
<ul>
<li><span style="color: black;">Level 1 Perception: Seeing what is now with the eyes of reality.</span></li>
<li>Level 2 Probability: Seeing what will be with the eyes of discernment.</li>
<li>Level 3 Possibility: Seeing what can be with the eyes of vision.</li>
</ul>
</span></ul>
<span style="color: black;"> <strong><span style="color: red;">Understanding What Hinders A Vision - Level 1</span></strong><br />
<br />
We see things, not as they are, but as we are.<br />
<br />
There are ten types of people who usually hinder the vision of the organization.<br />
</span><br />
<ol>
<li><span style="color: black;">Limited Leaders</span></li>
<span style="color: black;">
<li>Concrete Thinkers</li>
<li>Dogmatic Talkers</li>
<li>Continual Losers</li>
<li>Satisfied Sitters</li>
<li>Tradition Lovers</li>
<li>Census Takers</li>
<li>Problem Perceivers</li>
<li>Self-Seekers</li>
<li>Failure Forecasters</li>
</span></ol>
<span style="color: black;"><strong><span style="color: red;">Setting The Proper Environment - Level 2</span></strong><br />
<br />
<span style="color: black;">Knowing people and the keys to their lives will allow the leader to go to the "next picture" in Level 2. It is essential that the leader begin to influence what will be seen by the people.</span><br />
<br />
Come alongside of them.<br />
</span><ul><span style="color: black;">
<li>People don't care how much you see until they see how much you care.</li>
<li>People don't buy into the leader before they buy into that leader's vision.</li>
<li>Remember, when you help people get what they want, they will help you get what you want. This can only be accomplished by building strong relationships with people.</li>
</span></ul>
<span style="color: black;">
Paint the picture for them.<br />
<ul>
<li>Every great vision has certain ingredients, and the great leader makes the people understand, appreciate, and "see" them.</li>
<li><span style="color: red;">If the picture is painted clearly and shown continually, soon others will begin to see how it fits into everything they do. They will have a vision mind-set.</span></li>
</ul>
<span style="color: black;">Put the things they love in the picture.</span><br />
<ul>
<li>People carry pictures of other people and things they love. Put what is important to the people within the frame of the vision and you will have transferred the vision to the people.</li>
</ul>
<strong><span style="color: red;">Opening Eyes To Possibilities - Level 3</span></strong><br />
<br />
<span style="color: black;">On this level we need to ask ourselves how to grow people to the size of the vision. This represents the one thing the leader must continually do ... grow people to the vision once they see it.</span><br />
<br />
Vision is empowering to the leader who has it.<br />
<br />
<span style="color: red;">The leader with vision believe not only that what he envisions can be done, but that it must be done.</span><br />
<br />
<span style="color: black;">Next time, we will look into the price tag of leadership - SELF-DISCIPLINE.</span><br />
<ul><ul><strong> </strong></ul>
</ul>
<br />
</span><span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger </span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Senior Vice President</span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Delta Companies Inc</span> <!--END SIGNATURE--><br />
<br />DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-32584039677926749592017-08-16T09:55:00.000-07:002017-08-16T09:58:10.134-07:00Developing the Leader Within You - Vision : Part 1<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
All great leaders possess two things: They know where they are going, and, They are able to persuade others to follow.</span><br />
<br />
This chapter of Maxwell's book discusses the power of a strong clear vision.<br />
<br />
<strong><u><span style="color: #3d85c6;">Vision Statements</span></u></strong><br />
<span style="color: black;"><br />
<span style="color: black;">People do what people see.</span><br />
<br />
In other words, people depend on visual stimulation for growth. Couple a vision with a leader willing to implement that dream and a movement begins. People do not follow a dream in itself. They follow the leader who has that dream and the ability to communicate it effectively.<br />
<br />
<strong><span style="color: #3d85c6;">Four Vision-Levels of People.</span></strong><br />
</span><br />
<ol>
<li><span style="color: black;"><span style="color: black;">Some people never see it. <span style="color: #cc0000;">(They are wanderers.) </span></span></span></li>
<span style="color: black;">
<li><span style="color: black;">Some people see it but never pursue it on their own. <span style="color: #cc0000;">(They are followers.)</span></span></li>
<li><span style="color: black;">Some people see it and pursue it. <span style="color: #cc0000;">(They are achievers.)</span></span></li>
<li><span style="color: black;">Some people see it and pursue it and help others see it. <span style="color: #cc0000;">(They are leaders.)</span></span></li>
</span></ol>
<span style="color: black;"><span style="color: #3d85c6;"><strong>You See What You Are Prepared To See.</strong></span><br />
<br />
<span style="color: black;">Leaders can never take their people farther than they have traveled. Like leader, like people.</span><br />
<br />
We see what we are prepared to see, not what is. Every successful leader understands this about people and ask three questions:<br />
</span><ul><span style="color: black;">
<li>What do others see?</li>
<li>Why do they see it that way?</li>
<li>How can I change their perception?</li>
</span></ul>
<span style="color: black;"><strong><span style="color: #3d85c6;"><br /></span></strong><br />
<strong><span style="color: #3d85c6;">What You See Is What You Get.</span></strong><span style="color: black;"><br />
</span><br />
Bobbi Biehl, in his book Increasing Your Leadership Confidence, says, "<span style="color: #3d85c6;">Keep in mind the difference between a winner's and a loser's mentality. Winners focus on winning big - not just how to win, but how to win big. Losers, however, don't focus on losing; they just focus on getting by!"</span><br />
<br />
<span style="color: black;">Keep asking yourself, "<span style="color: #cc0000;">Survival, success, or significance?" <span style="color: black;">are you striving to simply survive, are you dreaming about success, or are you really out to make a truly significant difference?</span></span></span><br />
<br />
Next time, we will explore the two kinds of "ownership" of a vision.<br />
<br />
<div>
</div>
<br />
<br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger </span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Senior Vice President </span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Delta Companies Inc</span> <!--END SIGNATURE--></span><br />DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-73234586736398912172017-08-14T09:19:00.001-07:002017-08-14T09:19:31.461-07:00Developing the Leader Within You - People : Part 3<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
The more people you develop, the greater the extent of your vision.
<br />
<br />
This chapter of Maxwell's book will focus on the importance of developing people to share in and assist you with implementation of your vision as a leader.<br />
<br />
In the last two lessors, we discussed the three traits of Successful People Developers. In this lessor, we will discuss <span style="background-color: white; color: #a64d79;">People Development Principles.</span>
</span><br />
<br /><br />
<strong><u><span style="color: #a64d79;">People Development Principles</span></u></strong><br />
<strong><u><span style="color: #a64d79;"></span></u></strong><ol>
<li><span style="color: black;"><span style="color: #cc0000;">People development takes time</span><span style="color: #3d85c6;">.</span></span></li>
<ul>
<li><span style="color: black;"><span style="color: #3d85c6;">"There is something that is much more scarce, something raver than ability. It is the ability to recognize ability." - Robert Half</span></span></li>
</ul>
<li><span style="color: black;"><span style="color: #cc0000;">People skills are essential for success.</span></span></li>
<ul>
<li><span style="color: black;"><span style="color: black;">The center for Creative Leadership studied successful executives and found the following</span></span></li>
<ol>
<li>They admitted their mistakes and accepted the consequences, rather than trying to blame others.</li>
<li>They were able to get along with a wide variety of people.</li>
<li>They had strong interpersonal skills, sensitivity to others, and tact.</li>
<li>They were calm and confident, rather than moody and volatile. </li>
</ol>
<li><span style="color: #3d85c6;">"The most important single ingredient to the formula of success is knowing how to get along with people." - Teddy Roosevelt</span></li>
</ul>
<li><span style="color: #cc0000;">Be a model that others can follow.</span></li>
<ul>
<li><span style="color: black;">The number one motivational principle in the world is: People do what people see.</span></li>
<li>The speed of the leader determines the speed of the followers.</li>
<li>People's mind are changed more through observation than through arguments.</li>
</ul>
<li><span style="color: #cc0000;">Lead others by looking through their eyes</span><span style="background-color: white; color: #3d85c6;">.</span></li>
<ul>
<li><span style="background-color: white; color: #3d85c6;">"We judge ourselves by what we feel capable of doing; while others judge us by what we have already done." - Henry Wadsworth Longfellow</span></li>
</ul>
<li><span style="color: #cc0000;">Leaders must care for people before they can develop them.</span></li>
<ul>
<li><span style="color: black;">Too often leaders request commitment from people without showing them proper care.</span></li>
<li>High achievers view subordinates optimistically, while low achievers showed a basic distrust of subordinates' abilities.</li>
<li>High achievers seek advice from their subordinates; low achievers don't.</li>
<li>High achievers are listeners; moderate achievers listen only to superiors; low achievers avoid communication and rely on policy manuals.</li>
</ul>
<li><span style="color: #cc0000;">People developers look for opportunities to build up people.</span></li>
<ul>
<li><span style="color: black;">The following are actions that good leaders avoid:</span></li>
<ol>
<li>Failure to give credit for suggestions.</li>
<li>Failure to correct grievances.</li>
<li>Failure to encourage.</li>
<li>Criticizing employees in front of other people.</li>
<li>Failure to ask employees their opinion.</li>
<li>Failure to ask employees of their progress.</li>
<li>Favoritism.</li>
</ol>
</ul>
<li><span style="color: #cc0000;">The greatest potential for growth of a company is growth of its people.</span></li>
<ul>
<li><span style="color: black;">According to William J.H. Boetcker, people divide themselves into four classes:</span></li>
<ol>
<li>Those who always do less than they are told.</li>
<li>Those who will do what they are told, but no more.</li>
<li>Those who will do things without being told.</li>
<li>Those who will inspire others to do things.</li>
</ol>
<li><span style="color: #3d85c6;">"Trust men and they will be true to you; treat them greatly and they will show themselves great." - Ralph Waldo Emerson</span></li>
</ul>
</ol>
<span style="color: black;">Next time, we will look into the indispensable quality of leadership - VISION.</span><br /><br />
<br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger</span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">
Senior Vice President</span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">
Delta Companies Inc</span> <!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-87412259528930642592017-08-14T08:29:00.000-07:002017-08-14T08:31:13.707-07:00Developing the Leader Within You - People : Part 2<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
The more people you develop, the greater the extent of your vision. </span><br />
<br />
This chapter of Maxwell's book will focus on the importance of developing people to share in and assist you with implementation of your vision as a leader. <span style="font-family: "open sans"; font-size: small;"><br />
<br />
Last time we discussed the first trait of Successful People Developers ... Make the Right Assumptions About People. In this lesson, we will discuss the remaining two traits. </span><br />
<br />
<br />
<strong><u><span style="color: #3d85c6;">Successful People Developers ... Ask the Right Questions About People</span></u></strong><br />
<ul>
<li><span style="font-family: "open sans"; font-size: small;"> <span style="color: #3d85c6;">Am I building people or am I building my dream and using people to do it?</span></span></li>
<ul>
<li><span style="color: black;"><u>Manipulation </u>is moving together for <u>my </u>advantage.</span></li>
<li><u>Motivation</u> is moving together for <u>mutual</u> advantage.</li>
</ul>
<li><span style="color: #3d85c6;">Do I care enough to confront people when it will make a difference?</span></li>
<ul>
<li><span style="color: black;">Clarify the issue instead of confronting the person.</span></li>
<li>The Ten Commandments of Confrontation:</li>
<ol>
<li><span style="color: #a64d79;">Do it privately, not publicly.</span></li>
<li><span style="color: #a64d79;">Do it as soon as possible.</span></li>
<li><span style="color: #a64d79;">Speak to one issue at a time.</span></li>
<li><span style="color: #a64d79;">Once you've made a appoint don't keep repeating it.</span></li>
<li><span style="color: #a64d79;">Deal only with actions the person can change.</span></li>
<li><span style="color: #a64d79;">Avoid sarcasm.</span></li>
<li><span style="color: #a64d79;">Avoid works like <em>always</em> and<em> never.</em></span></li>
<li><span style="color: #a64d79;">Present criticisms as suggestions or questions if possible.</span></li>
<li><span style="color: #a64d79;">Don't apologize for the confrontational meeting.</span></li>
<li><span style="color: #a64d79;">Don't forget the compliments.</span></li>
</ol>
</ul>
<li><span style="color: #3d85c6;">Am I listening to people with more than my ears; am I hearing more than words?</span></li>
<ul>
<li><span style="color: black;">What most people really want is to be listened to, respected, and understood.</span></li>
<li>The moment people see that they are being understood, they become more motivated to understand your point of view.</li>
</ul>
<li><span style="color: #3d85c6;">What are the major strengths of this individual?</span></li>
<ul>
<li><span style="color: black;">Anyone who continually has to work in areas of personal weakness instead of personal strength will not stay motivated.</span></li>
</ul>
<li><span style="color: #3d85c6;">Have I placed a high priority on the job?</span></li>
<ul>
<li><span style="color: black;">People tend to stay motivated when they see the importance of the things they are asked to do.</span></li>
<li>The five most encouraging words in an organization are: "<strong>It will make a difference</strong>."</li>
</ul>
<li><span style="color: #3d85c6;">Have I shown the value the person will receive from this relationship?</span></li>
<ul>
<li><span style="color: black;">People tend to stay motivated when they see the value to them of the things they are asked to do.</span></li>
<li>"What's in it for me?"</li>
</ul>
</ul>
<span style="color: black;"><strong><u><span style="color: #3d85c6;">Successful People Developers ... Give the Right Assistance to People</span></u></strong></span><br />
<span style="color: black;"><strong><u><span style="color: #3d85c6;"></span></u></strong></span><br />
<ul>
<li><span style="color: black;"><span style="color: #3d85c6;">I need to work out their strengths and work on their weaknesses.</span></span></li>
<ul>
<li><span style="color: black;"><span style="color: black;">Some of the most capable people in an organization never utilize their greatest strengths. But they may never get an opportunity to do what they can do best. When this happens, everybody loses. </span></span></li>
</ul>
<li><span style="color: black;"><span style="color: #3d85c6;">I must give them myself.</span></span></li>
<ul>
<li><span style="color: black;"><span style="color: black;">You can <em>impress </em>people at a distance but you can only <em>impact</em> them up close.</span></span></li>
<li><span style="color: black;">Encourage the many; mentor the few.</span></li>
<li><span style="color: black;">Be transparent with them.</span></li>
<li><span style="color: black;">Develop a plan for their growth.</span></li>
<li><span style="color: black;">Become a team.</span></li>
</ul>
<li><span style="color: black;"><span style="color: #3d85c6;">I must give them ownership.</span></span></li>
<ul>
<li><span style="color: black;"><span style="color: black;">People want to be appreciated, not impressed.</span></span></li>
</ul>
<li><span style="color: black;"><span style="color: #3d85c6;">I must give them every chance for success.</span></span></li>
<ul>
<li><span style="color: black;"><span style="color: black;">An excellent atmosphere to work in.</span></span></li>
<li><span style="color: black;">The right tools to work with.</span></li>
<li><span style="color: black;">A continual training program to work under.</span></li>
<li><span style="color: black;">Excellent people to work for. Develop a team.</span></li>
<li><span style="color: black;">A compelling vision to work toward.</span></li>
</ul>
</ul>
<span style="color: black;">Next time, we will explore the remaining levels of leadership.</span> <br />
<br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger </span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Senior Vice President </span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Delta Companies Inc</span> <!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-41505672379203255592017-06-01T08:15:00.003-07:002017-06-01T08:21:45.741-07:00Developing the Leader Within You - People : Part 1<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
The more people you develop, the greater the extent of your vision. <br />
<br />
This chapter of Maxwell's book will focus on the importance of developing people to share in and assist you with implementation of your vision as a leader.<br />
<br />
Maxwell observes that there are three levels of people/work skills: </span><br />
<br />
<div style="text-align: center;">
<strong><span style="color: #cc0000;">Level 1</span>: The person who works better with people is a follower.</strong><br />
<strong><br />
</strong></div>
<div style="text-align: center;">
<strong><span style="color: #cc0000;">Level 2</span>: The person who helps people work better is a manager.</strong><br />
<strong></strong><strong><br />
</strong></div>
<div style="text-align: center;">
<strong><span style="color: #cc0000;">Level 3</span>: The person who develops better people to work is a leader.</strong></div>
<ul></ul>
<br />
<span style="color: #3d85c6;"><strong><u>Principles for People Development</u></strong></span> <br />
<br />
Your success in developing others will depend on how well you accomplish each of the following:<br />
<ul>
<li><!--END SIGNATURE--><span style="color: #3d85c6;">Value of people.</span></li>
<ul>
<li>This is an issue of your attitude.</li>
</ul>
<li><span style="color: #3d85c6;">Commitment to people.</span></li>
<ul>
<li>This is an issue of your time.</li>
</ul>
<li><span style="color: #3d85c6;">Integrity with people.</span></li>
<ul>
<li>This is an issue of your character.</li>
</ul>
<li><span style="color: #3d85c6;">Standard for people.</span></li>
<ul>
<li>This is an issue of your vision.</li>
</ul>
<li><span style="color: #3d85c6;">Influence over people.</span></li>
<ul>
<li>This is an issue of your leadership.</li>
</ul>
</ul>
<strong><span style="color: #cc0000;">Successful people-developers:</span></strong><br />
<ol>
<li><span style="color: black;">Make the right assumptions about people.</span></li>
<li>Ask the right questions about people.</li>
<li>Give the right assistance to people.</li>
</ol>
<strong><u><span style="color: #3d85c6;">Successful People Developers ... Make the Right Assumptions About People</span></u></strong><strong><u><span style="color: #3d85c6;"><br />
</span></u></strong><br />
<ul>
<li><span style="color: black;">Your assumptions about people are what allows you to continually motivate and develop them. In fact, a leader having the right assumptions about people is the key factor in their continual development.</span></li>
<li>Your assumptions about people largely determine how you treat them. Why? What you assume about people is what you look for. What you look for is what you find. What you find influences your response.</li>
</ul>
<strong><span style="color: #cc0000;">Assumptions:</span></strong><br />
<ul>
<li><span style="color: #3d85c6;">Everyone wants to feel worthwhile.</span></li>
<ul>
<li>People want to feel important!</li>
<li>Always help people increase their own self-esteem.</li>
<li>Develop your skills in making other people feel important.</li>
</ul>
<li><span style="color: #3d85c6;">Everyone needs and responds to encouragement.</span></li>
<ul>
<li>"<em>If you treat people to a vision of themselves, if you apparently overrate them, you make them become what they are capable of becoming</em>.." - Victor Frankl</li>
<li>We do it through encouragement and belief in the,. People tend to become what the most important people in their lives think they will become.</li>
</ul>
<li><span style="color: #3d85c6;">People "buy into" the leader before they "buy into" his or her leadership.</span></li>
<ul>
<li>People do not care how much you know until they know how much you care.</li>
<li>You've got to give loyalty down before you receive loyalty up.</li>
<li>If people do not believe in their leader, anything will hinder them from following. If people believe in their leader, nothing will stop them.</li>
</ul>
<li><span style="color: #3d85c6;">Most people do not know how to be successful.</span></li>
<ul>
<li>Success is really the result of planning. It happens where preparation and opportunity meet.</li>
<li>Success is really a process. It is growth and development. It is achieving one thing and using that as a stepping stone to achieve something else. It is a journey.</li>
<li>Success is learning from failure. Failure is the opportunity to begin again more intelligently. </li>
</ul>
</ul>
<span style="color: #3d85c6;"><strong>What De-Motivates People?</strong></span><br />
<ul>
<li><span style="color: #cc0000;">Don't belittle anyone.</span></li>
<ul>
<li>If you have to give criticism, remember that it takes nine positive comments to balance one negative correction.</li>
</ul>
<li><span style="color: #cc0000;">Don't manipulate anyone.</span></li>
<ul>
<li>Build people up through affirmation and recognition, and they'll be motivated and loyal.</li>
</ul>
<li><span style="color: #cc0000;">Don't be insensitive.</span></li>
<ul>
<li>Make people your priority.</li>
<li>Your interest in even insignificant matters will demonstrate your sensitivity.</li>
</ul>
<li><span style="color: #cc0000;">Don't discourage personal growth.</span></li>
<ul>
<li>Allow your staff to succeed and fail.</li>
<li>Build the team spirit approach that says, "if you grow, we all benefit."</li>
</ul>
</ul>
<strong><span style="color: #cc0000;">What Motivates People?</span></strong><br />
<ul>
<li><span style="color: black;"><span style="color: #3d85c6;">Significant contributions</span>.</span></li>
<ul>
<li>People must see value in what they are doing.</li>
<li>Motivation comes not by activity alone, but by the desire to reach the end result.</li>
</ul>
<li><span style="color: #3d85c6;">Goal participation.</span></li>
<ul>
<li>When people have given input, they have a stake in the issue.</li>
<li>Goal participation builds team spirit, enhances moral, and helps everyone feel important.</li>
</ul>
<li><span style="color: #3d85c6;">Positive dissatisfaction.</span></li>
<ul>
<li>Dissatisfied people are highly motivated people, for they see the need for immediate change.</li>
<li>The key is harnessing this energy toward effective change.</li>
</ul>
<li><span style="color: #3d85c6;">Recognition.</span></li>
<ul>
<li>People want credit for personal achievements and appreciation for their contributions.</li>
</ul>
<li><span style="color: #3d85c6;">Clear expectations.</span></li>
<ul>
<li>People are motivated when they know exactly what they are to do and have the confidence that they can do it successfully.</li>
<li>Motivation rises in a job when the goals, expectations, and responsibilities are clearly understood.</li>
</ul>
</ul>
Next time, we will explore the other two traits of <strong>Success People-Developers</strong>: Ask the right questions about people and Give the right assistance to people.<br />
<br /><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE--><strong><span style="color: #cc0000;"><br />
</span></strong>DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-9867399489529970452017-05-30T13:27:00.001-07:002017-05-30T13:30:03.915-07:00Developing the Leader Within You - Attitude : Part 2<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
Great leaders understand that the right attitude will set the right atmosphere, which enables the right responses from others. <br />
<br />
This chapter of Maxwell's book deals with attitude. </span><br />
<span style="font-family: "open sans"; font-size: small;"><br />
<span style="font-family: "open sans"; font-size: small;">This session we will discuss ways to change your attitude. <br />
<br />
The following sections will help you to help yourself in changing your attitude.& </span><span style="font-family: "open sans"; font-size: small;"><br />
</span><br />
<strong><span style="color: #3d85c6;">Review</span></strong><br />
</span><br />
<ul>
<li><span style="font-family: "open sans"; font-size: small;"><span style="color: black;">The Six Stages of Attitude Change</span></span></li>
<span style="font-family: "open sans"; font-size: small;">
<ol>
<li>Identify Problem Feelings</li>
<li>Identify Problem Behavior</li>
<ul>
<li>What triggers wrong feelings?</li>
</ul>
<li>Identify Problem Thinking</li>
<ul>
<li>"<em>That which holds our attention determines our action</em>" - William James</li>
</ul>
<li>Identify Right Thinking</li>
<ul>
<li>Because your feelings come from your thoughts, you can control your feelings by changing one thing - your thoughts!</li>
</ul>
<li>Make a Public Commitment to Right Thinking</li>
<ul>
<li>Public commitment becomes powerful commitment.</li>
</ul>
<li>Develop a Plan for Right Thinking</li>
<ul>
<li>A written definition of desired right thinking.</li>
<li>A way to measure progress.</li>
<li>A daily measuring of progress.</li>
<li>A person to whom you are accountable.</li>
<li>A daily diet of self-help materials.</li>
<li>Associating with right thinking people.</li>
</ul>
</ol>
</span></ul>
<span style="font-family: "open sans"; font-size: small;"><span style="color: #3d85c6;"><strong>Resolve</strong></span><br />
<ul>
<li><span style="color: black;">Whenever a leader needs to ask others to make a commitment of time, two questions must always be answered: "Can they?" (this deals with ability) and "Will they?" (this deals with attitude).</span></li>
<li>Two other questions usually answer the "Will they?" issue.</li>
<ol>
<li>The first is, "is the timing right?" In other words, are the conditions right to enable change?</li>
<li>The second question is, "Is their temperature hot?" Are right conditions accompanied with a red-hot desire to pay the price necessary for needed change?</li>
</ol>
<li>When both questions can be answered with a resounding Yes!, then the resolve is strong and success is possible.</li>
</ul>
<strong><span style="color: #3d85c6;">Reframe</span></strong><br />
<ul>
<li>Dennis Waitley says that the winners in life think constantly in terms of I can, I will, and I am.</li>
<li>Reframing your attitude means:</li>
<ul>
<li>I may not be able to change the world I see around me, </li>
<li>But, I can change the way I see the world around me.</li>
</ul>
</ul>
<strong><span style="color: #3d85c6;">Re-center</span></strong><br />
<ul>
<li><span style="color: black;">As you begin changing your thinking, start immediately to change your behavior. Begin to act the part of the person you would like to become.</span></li>
<li>Take action on the behavior you admire by making it your behavior.</li>
<li>As Harvard psychologist Jerome Bruner says, you're more like to act yourself into feeling that feel yourself into action. So act! whatever it is you know you should do, do it.</li>
</ul>
<strong><span style="color: #3d85c6;">Repeat</span></strong><br />
<ul>
<li><span style="color: black;">"<em>Attitudes are nothing more than habits of thought. and can be acquired. An action repeated becomes an attitude realized." </em>- Paul Meier</span></li>
<li>First:</li>
<ul>
<li>Say the right words</li>
<li>Read the right books</li>
<li>Listen to the right tapes</li>
<li>Be with the right people</li>
<li>Do the right things</li>
<li>Pray the right prayer</li>
</ul>
<li>Second:</li>
<ul>
<li>Do the "first" actions every day, not just once or only when you feel like it, and watch your life change for the better.</li>
</ul>
</ul>
<strong><span style="color: #3d85c6;">Renewal</span></strong><br />
<ul>
<li><span style="color: black;">Fortunately, over a period of time a positive attitude can replace a negative one.</span></li>
<li>The more that negative thoughts are weeded out and replaced by positive ones, the more personal renewals will be experienced. </li>
</ul>
<div>
</div>
<span style="color: black;"><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE--><strong><span style="color: #cc0000;"><br />
</span></strong></span></span><br />DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-55242484376149557772017-05-30T12:18:00.001-07:002017-05-30T12:21:22.025-07:00Developing the Leader Within You - Attitude : Part 1<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
Great leaders understand that the right attitude will set the right atmosphere, which enables the right responses from others.<br />
<br />
This chapter of Maxwell's book deals with <u><strong>attitude</strong></u>. <br />
<br />
Just as our attitudes are the extra pluses in like, they also make the difference in leading others. Leadership has less to do with position than it does disposition. The disposition of a leader is important because it will influence the way followers think and feel.</span><br />
<span style="font-family: "open sans"; font-size: small;"><br />
<strong><span style="color: #cc0000;">O</span></strong><strong><span style="color: #cc0000;">ur attitudes are Our Most Important Assets:</span></strong><br />
</span><br />
<ul>
<li><span style="font-family: "open sans"; font-size: small;">Our attitude may not be the asset that makes us great leaders, but without good ones we will never reach our full potential.<ul></ul>
</span></li>
<span style="font-family: "open sans"; font-size: small;">
<li>Our attitudes are the "and then some" that allows us the little extra edge over those whose thinking is wrong.</li>
<ul></ul>
<li>Our attitudes determine what we see and how we handle our feelings. Those two factors greatly determine our success.</li>
<ul>
<li>What we see:</li>
<ul>
<li>Life is 10% what happens to me and 90% how I react to it.</li>
<li>Our expectations have a great deal to do with our attitudes. And these expectations may be totally false, but they will determine our attitudes.</li>
</ul>
<li>How we handle our feelings.</li>
<ul>
<li>There is a great difference between how we feel and how we handle our feelings.</li>
<li>Everyone has times when they feel bad.</li>
<li>Our attitudes cannot stop our feelings, but they can keep our feelings from stopping us.</li>
</ul>
</ul>
</span></ul>
<span style="font-family: "open sans"; font-size: small;"><strong><span style="color: #cc0000;">It is Improbable that a Person with a Bad Attitude can Continuously be a Success.</span></strong><br />
</span><ul><span style="font-family: "open sans"; font-size: small;">
<li><span style="color: black;">We cannot continue to function in a manner that we do not truly believe about ourselves. </span></li>
<li>A leader's attitude is caught by his or her followers more quickly than his or her actions.</li>
</span></ul>
<span style="font-family: "open sans"; font-size: small;">
<span style="color: #cc0000;"><strong>We are Responsible for Our Attitudes<em>.</em></strong></span><br />
<ul>
<li><span style="color: black;"><em>"I have to keep working on my thought life. I am responsible to have a great attitude and to maintain it. My attitude does not run on automatic."</em> - Melvin Maxwell</span></li>
<li>The greatest day in your life and mine is when we take total responsibility for our attitudes. That's the day we truly grow up.</li>
</ul>
<strong><span style="color: #cc0000;">It's Not What Happens to Me that Matters BUT What Happens in Me.</span></strong><br />
<ul>
<li><span style="color: black;"><em>"Every time you make a choice you are turning the control part of you, the part that chooses, into something a little different from what it was before. And taking your life as a whole, with all your innumerable choices, you are slowing turning this control thing either into a heavenly creature or into a hellish one." </em>- C.S. Lewis</span></li>
</ul>
<strong><span style="color: #cc0000;">The Leader's Attitude Helps Determine the Attitudes of the Followers.</span></strong><br />
<ul>
<li><span style="color: black;">Leadership is influence. People catch our attitudes just like they catch our colds - by getting close to us.</span></li>
<li>It is important to possess a great attitude, not only for your personal success, but also for the benefit of others.</li>
<li>Your responsibilities as a leader must always be viewed in light of the many, not just yourself. </li>
<li>A leader's attitude is caught by his follower more quickly than his actions. An attitude is reflected by others even when they don't follow the action. An attitude can be expressed without a word being spoken.</li>
</ul>
Next time, we will learn how to change our attitude. <br /><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE--><strong><span style="color: #cc0000;"><br />
</span></strong></span><br />
<br />DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-783494617947836032017-04-06T12:39:00.001-07:002017-04-06T12:39:35.823-07:00Developing the Leader Within You - Problem Solving : Part 3<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
The size of the person is more important than the size of the problem.<br />
<br />
This chapter of Maxwell's book deals with the two things needed to effectively solve problems: the right attitude and the right action plan.</span><br />
<span style="font-family: "open sans"; font-size: small;"> <br />
The two previous installments discussed Maxwell's observations regarding problems and problem-solving. Today, we will explore <span style="color: #9fc5e8;"><strong><span style="color: #6fa8dc;">The Problem Solving Process.</span> </strong></span><span style="color: #6fa8dc;"> <br />
<strong><u><span style="color: #6fa8dc;">The Problem Solving Process</span></u></strong></span></span><br />
<ol><li><span style="color: #cc0000;">Identify the Problem.</span> </li>
<ul><li square="">Too many times we attack the symptoms, not the cause.</li>
</ul><li><span style="color: #cc0000;">Prioritize the Problem.</span> <ul><li square="">Whether you face three problems, thirty, or three hundred, "make them stand in single file so you face only one at a time."</li>
<li square="">Approach these problems, not with a view of finding what you hope will be there, but to get the truth and the realities that must be grappled with.</li>
</ul></li>
<li><span style="color: #cc0000;">Define the Problem. </span> <ul><li square="">In a single sentence, answer the question, "What is the problem?"</li>
<li square="">Defining the problem in a single sentence is a four step-process:</li>
<ol><li square="">Ask the right questions.</li>
<ul><li square="">Ask process-related questions.</li>
<li square="">Two words that always govern Maxwell's questions are trends and timing.</li>
<li square="">Most problem trails can be sniffed out if specific questions are asked in these two areas.</li>
</ul><li square="">Talk to the right people.</li>
<ul><li square="">Beware of authorities with a "we-know-better" attitude.</li>
<li square="">These people have blind spots and are resistant to change.</li>
<li square="">Creativity is essential for problem-solving.</li>
</ul><li square="">Get the hard facts.</li>
<ul><li square="">"Once the facts are clear, the decisions jump out at you." - Peter Drucker</li>
<li square="">Listen to what is not being said and gather the important data.</li>
</ul><li square="">Get involved in the process.</li>
<ul><li square="">Get involved in the process by doing the actual jobs of the people concerned and see what problems arise.</li>
<li square="">Problems should be solved at the lowest level possible because that is where they appear. That is also the level where they are most clearly defined.</li>
</ul></ol></ul><div></div><ul></ul></li>
<li><span style="color: #cc0000;">Select People to Help You in the Problem-Solving Process.</span></li>
<ul><li square="">Before inviting people to attend a problem-solving meeting, ask these questions:</li>
<ol><li square="">Is it a real problem?</li>
<li square="">Is it urgent?</li>
<li square="">Is the true nature of the problem known?</li>
<li square="">Is it specific?</li>
<li square="">Has the group most competent to discuss the problem been invited and is each participant concerned about solving this issue?</li>
</ol></ul><li square=""><span style="color: #cc0000;">Collect Problem Causes.</span></li>
<ul><li square=""><span style="color: black;">List all the possible causes of the problem by asking what caused the problem and how the problem can be avoided in the future.</span></li>
</ul><li square=""><span style="color: #cc0000;">Collect Problem-Solving Solutions.</span></li>
<ul><li square=""><span style="color: black;">List as many solutions to a problem as possible.</span></li>
<li square="">Options are essential because a problem continually shifts and changes.</li>
</ul><li square=""><span style="color: #cc0000;">Prioritize and Select the "Best" Solution.</span></li>
<ul><li square=""><span style="color: black;">Weigh all the possible solutions before deciding by asking the following questions:</span></li>
<ol><li square="">Which solution has the greatest potential to be right?</li>
<li square="">Which solution is in the best interest of the organization?</li>
<li square="">Which solution has momentum and timing on it's side?</li>
<li square="">Which solution has the greatest chance for success?</li>
</ol></ul><li square=""><span style="color: #cc0000;">Implement the Best Solution.</span></li>
<li square=""><span style="color: #cc0000;">Evaluate the Solution.</span></li>
<ul><li square=""><span style="color: black;">Ask these questions to evaluate the responses:</span></li>
<ol><li square="">Were we able to identify the real causes of the problem?</li>
<li square="">Did we make the right decision?</li>
<li square="">Has the problem been resolved?</li>
<li square="">Have the key people accepted this solution?</li>
<li square="">Did I help people to develop problem-solving skills to manage conflict in the future?</li>
</ol></ul><li square=""><span style="color: #cc0000;">Set Up Principles or Policies to Keep Problems from Recurring.</span></li>
<ul><li square=""><span style="color: black;">Whereas policies are set up for a particular function in a specific area, principles are guidelines for everyone and are more general. Policies change when their use is no longer essential. Principles do not change.</span></li>
<li square="">To teach principles effectively, you must:</li>
<ol><li square="">Model them.</li>
<li square="">Relate them by answering the questions, "How can I use this in my life?"</li>
<li square="">Applaud when you see the principles being applied in another's life.</li>
</ol></ul></ol>Wow! That's a lot of questions to have to ask ourselves and others to solve a problem. I guess a few more questions to ask is "How big is the problem?" and "How much do I want to solve it?" If it's big enough and you want to solve it bad enough, then Maxwell's recipe for problem-solving will help you get the job done.<br />
<br />
<br />
On another thought ... does this Problem-Solving Process remind you of the Rapid Improvement Workshop utilized by our Continuous Improvement Team in the <strong><span style="color: #e69138;">Colas Goal Zero Process</span></strong>? Or, is it just me?<br />
<br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-36301148477894492082017-04-06T11:26:00.002-07:002017-04-06T11:28:51.559-07:00Developing the Leader Within You - Problem Solving : Part 2<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
The size of the person is more important than the size of the problem.<br />
<br />
This chapter of Maxwell's book deals with the two things needed to effectively solve problems: the right attitude and the right action plan<strong>.</strong> <br />
<br />
Last time, we ended with five of Maxwell's observations regarding problem-solving. Today, we will review five more:<br />
</span><br />
<ul><li>A test of a leader is the ability to recognize a problem before it becomes an emergency. <ul><li square="">Under excellent leadership a problem seldom reaches gigantic proportions because it is recognized and fixed in its early stages.</li>
<li square="">Great leaders usually recognize a problem in the following sequence:</li>
<ol><li>They sense it before they see it (intuition).</li>
<li>They begin looking for it and ask questions (curiosity).</li>
<li>They gather data (processing). </li>
<li>They share their feelings and findings to a few trusted colleagues (communicating).</li>
<li>They define the problem (writing).</li>
<li>They check their resources (evaluating).</li>
<li>They make a good decision (leading).</li>
</ol><li square="">Great leaders are seldom blind-sided.</li>
</ul></li>
<li>You can judge leaders by the size of the problem they tackle. <ul><li square="">The size of the person is more important than the size of the problem.</li>
<li square="">Problems look larger or smaller according to whether the person is small or large.</li>
<li square="">Our focus as a leader should be to build big people. Big people will handle big issues effectively.</li>
</ul></li>
<li>Solve task-problems quickly; people-problems will take longer. <ul><li square="">Problems never stop but people can stop problems. </li>
<li square="">Suggestions for producing "problem-solvers:"</li>
<ol><li square="">Make a commitment to people.</li>
<ul><li square="">Those who never take time to develop people are forced to take time to solve their problems.</li>
</ul><li square="">Never solve a problem for a person; solve it with that person.</li>
<ul><li square="">Take that individual through the sequence that has already been given for recognizing a problem.</li>
</ul></ol><li square="">Climbing the ladder of leadership means that fewer but more important decisions will be made.</li>
<li square="">The problem-solving skills of a leader must be sharpened because every decision becomes a major decision.</li>
</ul></li>
<li>The right attitude.</li>
<ul><li>Norman Vincent Peale was right when he said that positive thinking is how you <em>think </em>about a problem. Enthusiasm is how you <em>feel</em> about a problem. The two together determine what you <em>do</em> about a problem.</li>
<li>If I could so anything for people, I would help them change their perspectives, not their problems.</li>
<li>Positive thinking does not always change our circumstances, but it will always change us.</li>
</ul><li>The right action plan</li>
<ul><li> Some people assume that a defect-free system can be developed for their lives.</li>
<li>Some people assume that something will do wrong and they need a backup system.</li>
<li>Too many times when a problem arises, we want to blame someone else and take the easy way out.</li>
<li>So .....</li>
</ul></ul>So, ... next time, we will learn about "The problem-Solving Process."<br />
<br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-8463775254596081642017-03-20T07:13:00.004-07:002017-03-20T07:31:48.509-07:00Developing the Leader Within You - Problem Solving : Part 1<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
The Quickest Way to Gain Leadership: Problem-Solving : Part 1<br />
<br />
The size of the person is more important than the size of the problem.<br />
<br />
This chapter of Maxwell's book deals with the two things needed to effectively solve problems: the right attitude and the right action plan.</span><br />
<br />
<br />
<div>
According to F.F. Fournies, there are four common reasons why people do not perform the way they should:</div>
<ol>
<li>They do not know what they are supposed to do.</li>
<li>They do not know how to do it.</li>
<li>They do not know why they should.</li>
<li>There are obstacles beyond their control.</li>
</ol>
<div>
</div>
<ul></ul>
<br />
<span style="color: black;">These four reasons why people fail to perform at their potential are <strong><span style="color: #cc0000;">responsibilities of leadership</span></strong>. The first three reasons deal with starting a job correctly. A training program, job description, proper tools, and vision, along with good communication skills, will go a long way in effectively meeting the first three issues.<br />
<br /><strong><span style="color: #6fa8dc;">
The following are five characteristics from Maxwell's life:</span></strong></span><br />
<ul><span style="color: black;">
<li><strong><span style="color: #cc0000;">We all have problems</span></strong>. <div>
- We should remember the words of Paul Harvey who said that in times like these it is always helpful to remember that there have always been times like these.</div>
</li>
<li><strong><span style="color: #cc0000;">Problems give meaning to life</span></strong>.<br />
- People need to change their perspectives, not their problems.<br />
- A life free of all obstacles and difficulties would reduce all possibilities and powers to zero.<br />
- Eliminate problems and life loses its creative tension.</li>
<li><strong><span style="color: #cc0000;">Many outstanding people have overcome problems in their lives</span></strong>.<br />
- Policies are many; principles are few. Policies will change; principles never do.<br />
- Dolly Parton sums it all up with these words: "The way I see it, if you want the rainbow you gotta put up with the rain."</li>
<li><strong><span style="color: #cc0000;">My problem is not my problem</span></strong>.<br />
- There is world of differences between a person who has a big problem and a person who makes a problem big.<br />
- Their "problems" are not their real problems. The problem is they react wrongly to "problems" and therefore make their "problems" real problems.<br />
- What really counts is not what happens to me but what happens in me.<br />
- Why do achievers overcome problems while thousands are overwhelmed by theirs? They refused to hold on to the common excuses for failure.<br />
- They turned their stumbling blocks into stepping stones. They realized they could not determine every circumstance in life but they could determine their choice of attitude in every circumstance.</li>
<li><strong><span style="color: #cc0000;">A problem is something I can do something about</span></strong><br />
- If I can't do something about a problem, it's not my problem, it's a fact of life.<br />
- Be careful in resigning yourself to the position that there is no answer to a problem. Someone else may come along with a solution.</li>
</span></ul>
<span style="color: black;"> Next time, we will explore more of Maxwell's observations about problem-solving.</span> <br />
<br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-24043898893832483172017-02-20T09:13:00.001-08:002017-02-20T09:16:52.558-08:00Developing the Leader Within You - Creating Positive Change : Part 4<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
The first order of things to be changed is me, the leader. After I consider how hard it is to change myself, then I will understand the challenge of trying to change others. This is the ultimate test of leadership.<br />
<br />
Last time we looked at ten strategies for creating a climate for change. Strategy #10 was <span style="color: #cc0000;"><strong>"Give the People Ownership of the Change." </strong><span style="color: black;">We will explore methods of doing that in this lesson as we wrap up this chapter.</span></span><br />
<span style="color: white;"><br />
</span><br />
<span style="color: #3d85c6;"><strong>How to Offer Ownership of Change to Others</strong></span><br />
<ol><li><span style="color: #cc0000;">Inform <span style="color: black;">people in advance so they'll have time to think about the implications of the change and how it will affect them.</span></span></li>
<li><span style="color: #cc0000;">Explain</span> the overall objective of the change - the reasons for it and how and when it will occur.</li>
<li><span style="color: #cc0000;">Show</span> people how the change will benefit them. Be honest with the employees who may lose out as a result of the change. Alert them early and provide assistance to help them find another job, if necessary.</li>
<li><span style="color: #cc0000;">Ask</span> those who will be affected by the change to participate in all stages of the change process.</li>
<li><span style="color: #cc0000;">Keep communication channels open.</span> Provide opportunities for employees to discuss the change. Encourage questions, comments, and other feedback.</li>
<li><span style="color: #cc0000;">Be flexible and adaptable</span> throughout the change process. Admit mistakes and make changes where appropriate.</li>
<li><span style="color: #cc0000;">Constantly demonstrate</span> your belief in and commitment to the change. Indicate your confidence in their ability to implement the change.</li>
<li><span style="color: #cc0000;">Provide enthusiasm, assistance, appreciation, and recognition</span> to those implementing the change. </li>
</ol>Change will happen. The question should not be "Will we ever change?" but "When and how much will we change?"<br />
<br />
Not all change is improvement, but without change there can be no improvement.<br />
</span><br />
<div style="text-align: center;"><span style="color: #3d85c6;"><strong>"In the end, it is important to remember that we cannot become what we need to be by remaining what you are." </strong><span style="color: black;"><strong>- Max Dupree</strong> </span></span></div><div style="text-align: center;"><br />
</div><div style="text-align: left;">It's a fact that when you're through changing, you're through!</div><div style="text-align: left;"><br />
</div><div style="text-align: left;"></div><div style="text-align: left;">It is never too late to change.</div><div style="text-align: left;"></div><div style="text-align: left;"><br />
Make a choice today to change. And when change is successful, you will look back at it and call it growth.</div><span style="font-family: "open sans"; font-size: small;"><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-45927021578320990032017-01-24T12:39:00.001-08:002017-01-24T12:40:54.954-08:00Developing the Leader Within You - Creating Positive Change : Part 3<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong></span><br />
<span style="font-family: "open sans"; font-size: small;"><strong><em><u><br />
</u></em></strong></span><br />
The first order of things to be changed is me, the leader. After I consider how hard it is to change myself, then I will understand the challenge of trying to change others. This is the ultimate test of leadership.<br />
<br />
Last time, we talked about the various forms of resistance the change agent may encounter. Today, we will discuss how to create a climate for change.<br />
<br />
Human behavior studies show that people do not basically resist change; they resist "being changed."<br />
<br />
As you read the following, remember: you do not have to be the "boss" or have a title to be a leader. <br />
We are all leaders or future leaders. So, when you read the word "leader," think of yourself in that context.<span style="font-family: "open sans"; font-size: small;"><br />
</span><br />
<ol>
<li><span style="color: red;">The Leader Must Develop a Trust with People.</span><ul>
<li square="">First question to a leader who wants to make changes within an organization is always: "What is your relationship with your people?"</li>
<li square="">If the relationship is positive, then the leader is ready to take the next step.</li>
</ul>
<div>
</div>
<ul></ul>
</li>
<li><span style="color: red;">The Leader Must Make Personal Changes Before Asking Others to Change.</span></li>
<ul>
<li square="">"As I grow older, I pay less attention to what men say. I just watch what they do." - Andrew Carnegie.</li>
<li square="">Great leaders not only say what should be done, they show it!</li>
</ul>
<li><span style="color: red;">Good Leaders Understand the History of the Organization.</span></li>
<ul>
<li square="">"Don't take the fence down until you know the reason it was put up." - G.K. Chesterton </li>
<li square="">It is important to know what happened in the past before making changes for the future.</li>
<ul></ul>
</ul>
<li><span style="color: red;">Place Influence in the Leadership Positions.</span></li>
<ul>
<li square="">Leaders have two characteristics. First, they are going somewhere; and second, they are able to persuade other people to go with them.</li>
</ul>
<li square=""><span style="color: red;">Check the "Change in Your Pocket."</span></li>
<ul>
<li square="">Every leader is given a certain amount of "change" (emotional support in the form of bargaining chips) at the beginning of a relationship. If the relationship weakens, the leader gives up "change" until it is possible for him to become bankrupt with the organization. If the relationship strengthens, the leader receives "change" until it is possible for him to become rich with the organization.</li>
<li square="">Always remember: It takes "change" to make change.</li>
<li square="">The more "change" in the pocket of the leader, the more changes that can be made in the lives of the people.</li>
</ul>
<li square=""> <span style="color: red;">Good Leaders Solicit the Support of Influencers Before the Change is Made Public.</span></li>
<ul>
<li square="">This ten-item checklist includes all the steps a good leader will go through in soliciting support for a change from a major influencer in the organization: <br />
</li>
<ul>
<li square="">List the major influencer(s) of the major groups within your organization.</li>
<li square="">How many will be affected directly by this change? (These people are the most important group.)</li>
<li square="">How many will be affected indirectly by this change?</li>
<li square="">How many will be positive?</li>
<li square="">How many will be negative?</li>
<li square="">Which group is the majority?</li>
<li square="">Which group is the more influential?</li>
<li square="">If the positive group is stronger, bring the influencers together for discussion.</li>
<li square="">If the negative group is stronger, meet with the influencers individually.</li>
<li square="">Know the "key" to each influencer.</li>
</ul>
</ul>
<li><span style="color: red;">Develop a Meeting Agenda that Will Assist Change.</span></li>
<ul>
<li square="">Every new idea goes through three phases: It will not work; it will cost too much; and, I thought it was a good idea all along.</li>
<li square="">A wise leader, understanding that people change through a process, will develop a meeting agenda to enhance this process.</li>
</ul>
<li><span style="color: red;">Encourage the Influencers to Influence Others Informally.</span></li>
<ul>
<li square="">Major changes should not surprise people.</li>
<li square="">A "leadership leak" done properly will prepare the people for the formal meeting.</li>
</ul>
<li><span style="color: red;">Show the People How the Change Will Benefit Them.</span></li>
<ul>
<li square="">The proposed change is what is best for the people, not the leader. The people must be first.</li>
</ul>
<li><span style="color: red;">Give the People Ownership of the Change.</span><br />
<ul>
<li square="">Openness by the leader paves the way for ownership by the people.</li>
<li square="">Without ownership, changes will be short-term.<br />
</li>
</ul>
<div square="">
</div>
<ul></ul>
</li>
</ol>
<ul></ul>
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-35140574027350152512017-01-09T12:27:00.001-08:002017-01-09T12:31:46.671-08:00Developing the Leader Within You - Creating Positive Change : Part 2<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
The first order of things to be changed is me, the leader. After I consider how hard it is to change myself, then I will understand the challenge of trying to change others. This is the ultimate test of leadership.</span><br />
<br />
<br />
Last time, we talked about the Leader as a Change Agent. Today, we will discuss the various forms of resistance the change agent may encounter.<br />
<span style="font-family: "open sans"; font-size: small;"><br />
</span><br />
<br />
<strong><span style="color: #3d85c6;">Why People Resist Change:</span></strong><br />
<ul>
<li><span style="color: #cc0000;">The change isn't self-initiated.</span><br />
-When people lack ownership of an idea, they usually resist it, even when it is in their best interest.<br />
- Wise leaders allow followers to give input and be a part of the process of change.<br /><br />
<li><span style="color: #cc0000;">Routine is disrupted.</span><br />
- Habits allow us to do things without much thought, which is why most of us have so many of them.<br />
- Habits are not instincts. They are acquired reactions. They don't just happen; they are caused.<br />
- First we form habits, but then our habits form us. </li>
<br />
<li><span style="color: #cc0000;">Change creates fear of the unknown.</span><br />
- Change means traveling in uncharted waters, and this causes our insecurities to rise.<br />
- Therefore, many people are more comfortable with old problems than with new solutions.</li>
<br />
<li><span style="color: black;"><span style="color: #cc0000;">The purpose of change is unclear.<br />
<span style="color: black;">- That's why decisions should be made at the lowest level possible. The decision-maker, because of close proximity to the issue, will make a better decision, and those most affected by the decision will know it quickly by hearing it from a source close to them and to the problem.</span></span></span></li>
<br />
<li><span style="color: #cc0000;">Change creates fear of failure.<br />
<span style="color: black;">- Elbert Hubbard said that the greatest mistake a person can make is to be afraid of making one.</span></span></li>
<br />
<li><span style="color: #cc0000;">The rewards for change don't match the effort change requires.<br />
<span style="color: black;">- What leaders sometimes fail to recognize is that the followers will always weigh the advantage/disadvantage issue in light of personal gain/loss, not organization gain/loss.</span></span></li>
<br />
<li><span style="color: #cc0000;">People are too satisfied with the way things are.<br />
<span style="color: black;">- We choose to die rather than choose to change.</span></span></li>
<br />
<li><span style="color: #cc0000;">Change won't happen when people engage in negative thinking.<br />
<span style="color: black;">- Regardless of his state in the present, the negative thinker finds disappointment in the future.</span></span></li>
<br />
<li><span style="color: #cc0000;">The followers lack respect for the leader.<br />
<span style="color: black;">- People will view the change according to the way they view the change-agent.<br />
- When you love your followers genuinely and correctly, they'll respect you and follow you through many changes.</span></span></li>
<br />
<li><span style="color: #cc0000;">The leader is susceptible to feelings of personal criticism.<br />
<span style="color: black;">- For growth and continual effectiveness, every organization must go through a continuous four-stage cycle of create, conserve, criticize, and change.<br />
- Either the creators handle criticism positively and begin to make changes or they will be replaced by those who will embrace change and, therefore, create. </span></span></li>
<br />
<li><span style="color: #cc0000;">Change may mean personal loss.<br />
<span style="color: black;">- "How will this affect me?"<div>
- Usually there are three groups of people within the organization:<br />
1. Those who will lose,<br />
2. Those who are neutral, and<br />
3. Those who will benefit.<br />
- Each group is different and must be handled with sensitivity, but also with straightforwardness.</div>
</span></span></li>
<br />
<li><span style="color: #cc0000;"><span style="color: black;"><span style="color: #cc0000;">Change requires additional commitment.<br />
<span style="color: black;">- Time is the most precious commodity for many people.<br />
- Whenever change is about to happen, we all look to see how it will affect our time.</span></span></span></span></li>
<br />
<li><span style="color: #cc0000;"><span style="color: black;"><span style="color: #cc0000;">Narrow-mindedness thwarts acceptance of new ideas.</span></span></span></li>
<br />
<li><span style="color: #cc0000;"><span style="color: black;"><span style="color: #cc0000;">Tradition resists change.</span> </span></span><div>
<br /></div>
</li>
</li>
</ul>
<br />
Next time, we will discover how to create a climate for change.<br />
<br />
<br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-65071930753975172802017-01-05T10:12:00.001-08:002017-01-05T10:14:32.870-08:00Developing the Leader Within You - Creating Positive Change : Part 1<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
The first order of things to be changed is me, the leader. After I consider how hard it is to change myself, then I will understand the challenge of trying to change others. This is the ultimate test of leadership.<br />
<br />
Change the leader, change the organization. Everything rises and falls on leadership.</span><br />
<br />
Unchanged leaders equals unchanged organizations. People do what people see. <br />
<br />
<div style="text-align: center;"><strong><em><span style="color: #e06666;">"</span></em><span style="color: #cc0000;"><em>There is nothing more difficult to take in hand, more perilous to conduct or more uncertain in its success, than to take the lead in the introduction of a new order of things." </em><span style="color: black;">Nicolo Machiavelli</span></span></strong></div><div style="text-align: center;"><br />
</div><div style="text-align: center;"><strong><span style="color: #cc0000;"><em>"You see, effective teaching comes only through a change person. The more you change, the more you become an instrument of change in the lives of others. If you want to become a change agent, you also must change." </em><span style="color: black;">Howard Hendricks </span></span></strong></div><div style="text-align: center;"><span style="font-family: "open sans"; font-size: small;"><br />
</span></div><br />
<strong><span style="color: #3d85c6;">The Leader As Change Agent</span></strong> <br />
<ul><li>Once the leader has personally changed and discerned the difference between novel change and needed change, then that leader must become a change agent. <ul></ul><div square=""><br />
</div><ul></ul></li>
<li>He must first understand the two important requisites to bringing about change: knowing the technical requirements of the change, and understanding the attitude and motivational demands for bringing it about. <ul></ul><div square=""><br />
</div><ul></ul></li>
<li>Both requisites are critically necessary. More often than not, though, when failure to change results, it is because of inadequate or inappropriate motivation, not from lack of technical smarts. <ul></ul><div square=""><br />
</div><ul></ul></li>
<li>A manager usually will be more skilled in the technical requirements of change, whereas the leader will have a better understanding of the attitudinal and motivational demands that the followers need. Note the difference in the beginning the skills of a leader are essential. No change will ever occur if the psychological needs are unmet. Once the change has begun, the skills of a manager are needed to maintain needed change.<span style="color: black;"><br />
</span></li>
</ul><br />
Next time, we will learn why people resist change.<br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE--></div>DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-49427496223398248512016-11-14T08:41:00.002-08:002016-11-14T08:44:09.215-08:00Developing the Leader Within You - Priorities : Part 3<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
There are two things that are most difficult to get people to do: to think and to do things in order of importance.<br />
<br />
Maxwell lays out eight <span style="color: #cc0000;"><strong><span style="color: red;">Priority Principles</span></strong> <span style="color: black;">to close this chapter.</span></span><br />
</span><br />
<ol>
<li><span style="color: red;">Priorities Never "Stay Put."</span> <ul>
<li square="">Priorities continually shift and demand attention.</li>
<li square="">Well-placed priorities always sit on "the edge."</li>
<li square=""><div style="text-align: justify;">
To keep priorities in place:<br />
<ul>
<li square="">Evaluate: Every month review the 3R/s (Requirements/Return/Reward) </li>
<li square="">Eliminate: Ask yourself, "What am I doing that can be done by someone else?"</li>
<li square="">Estimate: What are the top projects I am doing this month and how long will they take?<br />
</li>
</ul>
</div>
</li>
</ul>
<div>
</div>
<ul></ul>
</li>
<li><span style="color: red;">You Cannot Overestimate the Unimportance of Practically Everything.</span></li>
<ul>
<li square="">"The art of being wise is the art of knowing what to overlook." - William James</li>
</ul>
<li><span style="color: red;">The Good is the Enemy of the Best.</span> <ul>
<li square="">Most people can prioritize when faced with a right or wrong issue. The challenge comes when we are faced with two good choices.</li>
<li square="">How to Break the Tie Between Two Good Options:<br />
<ul>
<li square="">Ask your overseer or coworkers their preference.</li>
<li square="">Can one of the options be handled by someone else? If so, pass it on and work on the one only you can handle.</li>
<li square="">Which option would be of more benefit to the customer?</li>
<li square="">Make your decision based on the purpose of the organization.</li>
</ul>
</li>
</ul>
<li><span style="color: red;">You Can't Have It All.</span></li>
<ul>
<li square="">Ninety-five percent of achieving is knowing what you want.</li>
</ul>
<li square=""><span style="color: red;">Too Many Priorities Paralyze Us.</span></li>
<ul>
<li square="">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.</li>
<li square="">All true leaders have learned to say 'NO' to the good in order to say 'YES' to the best.</li>
</ul>
<li square=""><span style="color: red;">When Little Priorities Demand Too Much of Us, Big Problems Arise.</span></li>
<ul>
<li square="">"The reason most major goals are not achieved is that we spend our time doing second things first." - Robert J. McKain</li>
<li square="">Often the little things in life us up.</li>
</ul>
<li square=""><span style="color: red;">Time Deadlines and Emergencies Force Us to Prioritize.</span></li>
<ul>
<li square="">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.</li>
<li square="">When is our most efficient time in our work? The week before vacation!<br />
</li>
<ul>
<li square="">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?</li>
<li square="">Under normal conditions, we are efficient (doing things right).</li>
<li square="">When time pressure mounts or emergencies arise, we become effective (doing the right things). </li>
</ul>
<li square=""><div square="">
Efficiency is the foundation for survival.</div>
</li>
<li square=""><div square="">
Effectiveness is the foundation of success.<br />
<br /></div>
</li>
</ul>
<li><span style="color: red;">Too Often We Learn Too Late What is Really Important.</span><br />
</li>
<ul>
<li square="">"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</li>
</ul>
</li>
</ol>
<div square="">
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE--></div>
DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-2965433224738063122016-11-02T13:01:00.002-07:002016-11-02T13:05:41.403-07:00Developing the Leader Within You - Priorities : Part 2<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
There are two things that are most difficult to get people to do: to think and to do things in order of importance.<br />
<br />
Last time, we leaned about T<span style="color: #674ea7;"><strong>he Pareto Principle, </strong><span style="color: black;">which states 20% of your priorities will give you 80% of your production. Let's see what else Maxwell can tell us about it.</span></span><br />
<br />
<span style="color: #3d85c6;"><strong> It's Not How Hard You Work; It's How Smart You Work</strong>.</span> Working hard only helps if you are working hard on your priorities.</span><br />
<span style="color: #3d85c6;"></span><br />
<span style="color: #3d85c6;"><strong>Organize or Agonize. </strong><span style="color: black;">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.<br />
<br />
<strong><u>Prioritize Assignments</u></strong>:</span></span><br />
<ul><li><span style="color: #3d85c6;">High Importance/High Urgency:</span> Tackle these projects first. <ul></ul></li>
<li><span style="color: #3d85c6;">High Importance/Low Urgency:</span> Set deadlines for completion and get these projects worked into your daily routine.<ul></ul></li>
<li><span style="color: #3d85c6;">Low Importance/High </span><span style="color: #3d85c6;">Urgency:</span> Find quick, efficient ways to get this work done without much personal involvement. If possible, delegate it to a "can do" assistant. <ul></ul></li>
<li><span style="color: #3d85c6;">Low Importance/Low Urgency</span>: 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. <ul></ul></li>
</ul><br />
<span style="color: #3d85c6;"><strong>Chose or Lose. </strong><span style="color: black;">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.</span></span> <br />
<br />
<strong><u>Leaders:</u></strong><br />
<ul><li>Initiate</li>
<li>Lead; pick up phone and make contact</li>
<li>Spend time planning; anticipate problems</li>
<li>Invest time with people</li>
<li>Fill the calendar by priorities</li>
</ul><strong><u>Followers:</u></strong><br />
<ul><li>React</li>
<li>Listen; wait for phone to ring</li>
<li>Spend time living day-to-day; react to problems</li>
<li>Spend time with people</li>
<li>Fill the calendar by requests</li>
</ul><br />
<span style="color: #3d85c6;"><strong>Evaluate or Stalemate. </strong><span style="color: black;">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.</span></span><br />
<ul></ul><span style="color: black;"></span><br />
<ul><li><span style="color: black;"><strong>What is required of me?</strong><br />
</span>-A leader can give up anything except final responsibility.<br />
-Distinguish between what you have to do and what can be delegated to someone else.<span style="color: black;"> </span></li>
<li><span style="color: black;"><strong>What gives me the greatest return?</strong><br />
-The effort expended should approximate the results expected.<br />
-A question you must continually ask yourself is, "Am I doing what I do best and receiving a good return for the organization?"</span><span style="color: black;"><br />
</span><span style="color: black;"></span></li>
<li><span style="color: black;"><strong>What is most rewarding?</strong> <br />
-Life is too short not to be fun. Our best work takes place when we enjoy it.<br />
-Take This Job and Love it.<br />
-Success in your work will be greatly increased if the 3 R's (Requirements/Return/Reward) are similar.</span></li>
</ul><span style="color: black;"><br />
</span> <span style="color: black;">Next time, we will take a look at the Priority Principles. </span><br />
<ul></ul><span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE--></span>DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-3708182459724058252016-10-05T07:36:00.000-07:002016-10-05T07:36:02.951-07:00Developing the Leader Within You - Priorities : Part 1<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
</span><br />
The Key to Leadership: <strong><span style="color: #3d85c6;">Priorities : Part 1</span></strong><br />
<span style="color: #3d85c6;"><br />
<strong> </strong><span style="color: black;">There are two things that are most difficult to get people to do: <span style="color: #cc0000;">to think <span style="color: black;">and</span> to do things in order of importance<span style="color: black;">. </span></span></span><br />
<br />
<span style="color: black;"> Success can be defined as the</span> <span style="color: #3d85c6;"><em>progressive realization of a predetermined goal</em><span style="color: black;">. 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.</span></span><br />
<br />
</span><br />
<div align="center">
<span style="color: #3d85c6;"><span style="color: #674ea7;"><strong>The Pareto Principle</strong></span></span></div>
<div align="center">
<br /></div>
<div align="center">
<span style="color: #3d85c6;"><span style="color: black;">20% of your priorities will give you 80% of your production.</span></span></div>
<div align="center">
<span style="color: black;"><strong>IF</strong></span></div>
<div align="center">
<span style="color: #3d85c6;"><span style="color: black;">you spend your time, energy, money, and personnel on the top 20% of your priorities</span>.</span></div>
<div align="center">
<br /></div>
<div align="center">
<span style="color: #3d85c6;"> </span></div>
<div class="separator" style="clear: both; text-align: center;">
<span style="color: #3d85c6;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiMOwBexA8ERFTCp0UNxG36V0gs4q7lS97RNe-SMNzvhhZRBy60BBLZc7dfmoXt4aCX1wUWlVhlSQe76dQAJtplIywXzNbCeG7gbAUCmzFdS2qx_GtvOUPm6ELyuZ2XqBceqHe5LnacIRS8/s1600/graph.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiMOwBexA8ERFTCp0UNxG36V0gs4q7lS97RNe-SMNzvhhZRBy60BBLZc7dfmoXt4aCX1wUWlVhlSQe76dQAJtplIywXzNbCeG7gbAUCmzFdS2qx_GtvOUPm6ELyuZ2XqBceqHe5LnacIRS8/s1600/graph.png" /></a></span></div>
<span style="color: #3d85c6;"><span style="color: black;">The solid lines on the <span style="background-color: white; color: #674ea7;"><strong>20/80 Principle</strong></span> 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.</span></span><br />
<span style="color: #3d85c6;"><span style="color: black;"><br />
Every leader needs to understand the <strong><span style="color: #674ea7;">Pareto Principle</span></strong> in the area of people oversight and leadership. For example, 20% of the people will be responsible for 80% of the company's success.<br />
<br />
The following strategy will enable a leader to increase the productivity of an organization. <br />
</span></span><ol>
<li><span style="color: #3d85c6;"><span style="color: black;">Determine which people are the top 20% producers.</span></span></li>
<span style="color: #3d85c6;"><span style="color: black;">
<li>Invest 80% of your "people time" with the top 20%.</li>
<li>Invest 80% of your personnel development dollars on the top 20%.</li>
<li>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.</li>
<li>Ask the top 20% to do on-the-job training for the next 20%.</li>
</span></span></ol>
<span style="color: #3d85c6;"><span style="color: black;">Remember, we teach what we know; we reproduce what we are.<br />
<div>
</div>
<span style="color: #3d85c6;"><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE--></span><br />
<br />
</span></span><br />DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-77180788336463673072016-10-04T07:28:00.000-07:002016-10-04T07:28:06.567-07:00Developing the Leader Within You - Influence : Part 3<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
Leadership is influence. That's it. Nothing more. Nothing less. <br />
<br />
In the introduction of the book, Maxwell states: <strong>The key to success in an endeavor is the ability to lead others successfully. </strong>And, as we have heard before, <strong>Everything rises and falls on leadership.</strong><br />
</span><br />
<span style="color: #3d85c6;"><strong>The Five Levels of Leadership</strong></span> <br />
<br />
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. <br />
<br />
<strong><span style="color: red;">The Five Levels of Leadership are:</span></strong><br />
<ol>
<li><span style="color: black;">Level 1: Position</span></li>
<li>Level 2: Permission</li>
<li>Level 3: Production</li>
<li>Level 4: People Development</li>
<li>Level 5: Personhood</li>
</ol>
<br />
<span style="color: black;">Maxwell's model indicates that in order to get to the top, you must do two things:</span><br />
<span style="color: black;"></span><br />
<ul>
<li><span style="color: black;">Know what level you are on at this moment.</span></li>
<ul>
<li square="">You will be on different levels with different people, so you need to know which people are on which level.</li>
</ul>
<li>Know and apply the qualities needed to be successful at each level.<br />
</li>
<ul>
<li square="">Below is a partial listing of the characteristics that you must exhibit with excellence before you can move to the next level. <br />
<br />
<strong><span style="color: #3d85c6;"><u>Level 1: Position / Rights</u></span></strong></li>
<li square=""><span style="color: black;">Know your job description thoroughly.</span></li>
<li square="">Be aware of the history of the organization.</li>
<li square="">Accept responsibility.</li>
<li square="">Be a team player.</li>
<li square="">Do your job with consistence excellence.</li>
<li square="">Do more than expected.<br />
<br />
<span style="color: #3d85c6;"><strong><u>Level 2: Permission / Relationship</u></strong></span></li>
<li square=""><span style="color: #444444;">Make those who work with you more successful.</span></li>
<li square=""><span style="color: #444444;">See through other people's eyes.</span></li>
<li square=""><strong><u><span style="color: #3d85c6;"></span></u></strong>Do "win-win" or don't do it.</li>
<li square="">Include others in your journey.</li>
<li square="">Deal wisely with difficult people.<br />
<br />
<strong><span style="color: #3d85c6;"><u>Level 3: Production / Results</u></span></strong></li>
<li square=""><span style="color: black;">Initiate and accept responsibility for growth.</span></li>
<li square="">Develop and follow a statement of purpose.</li>
<li square="">Develop accountability for results, beginning with yourself.</li>
<li square="">Know and do the things that give a high return.</li>
<li square="">Become a change-agent and understand timing.</li>
<li square="">Make the difficult decisions that will make a difference.<br />
<br />
<span style="color: #3d85c6;"><strong><u>Level 4: People Development / Reproduction</u></strong></span></li>
<li square=""><span style="color: black;">Realize that people are your most valuable asset.</span></li>
<li square="">Place a priority on developing people.</li>
<li square="">Be a model for others to follow.</li>
<li square="">Expose key leaders to growth opportunities.</li>
<li square="">Be able to attract other winners to the common goal.</li>
<li square="">Surround yourself with an inner core that complements your leadership.<br />
<br />
<strong><span style="color: #3d85c6;"><u>Level 5: Personhood / Respect</u></span></strong></li>
<li square=""><strong><u><span style="color: black;"></span></u></strong>Your followers are loyal.</li>
<li square="">You have invested years mentoring and molding leaders.</li>
<li square="">Your greatest joy comes from watching others grow and develop.</li>
<li square="">You transcend the organization.</li>
</ul>
</ul>
<div square="">
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.</div>
<div square="">
<br /></div>
<div square="">
Next time, we will explore the key to leadership - priorities.</div>
<div square="">
</div>
<div square="">
<strong><u> </u></strong></div>
<ul><ul><strong><u> </u></strong></ul>
</ul>
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger</span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Senior Vice President</span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Delta Companies Inc</span> <!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-1562519953674963592016-09-19T09:36:00.002-07:002016-09-19T10:52:17.095-07:00Developing the Leader Within You - Influence : Part 2<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
Leadership is influence. That's it. Nothing more. Nothing less. <br />
<br />
<span style="color: #3d85c6;"><strong>The Five Levels of Leadership</strong></span> <br />
<br />
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. <br />
<br />
<strong><span style="color: red;">Level 1: Position</span></strong> <br />
<br />
<span style="color: black;">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.<br />
<br />
We will take a brief look at the next four levels of leadership ....</span><br />
<br />
<strong><span style="color: red;">Level 2: Permission</span></strong><br />
<br />
<span style="color: black;">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.</span><br />
<br />
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.<br />
<br />
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. <br />
<br />
<strong><span style="color: red;">Level 3: Production</span></strong><br />
<br />
<span style="color: black;">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. </span><br />
<br />
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.</span><br />
<br />
<strong><span style="color: red;">Level 4: People Development</span></strong><br />
<br />
<span style="color: black;">How do you spot a leader?</span><br />
<br />
There is a clue: Since some people are mediocre, the true leader can be recognized because somehow his people consistently demonstrate superior performances.<br />
<br />
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.<br />
<br />
Loyalty to the leader reaches its highest peak when the follower has personally grown through the mentorship of the leader.<br />
<br />
The core of leaders who surround you should all be people you have personally mentored or helped to develop in some way.<br />
<br />
The following suggestions will help you become a people developer:<br />
<ul><li>Walk slowly through the crowd.<br />
<ul><li square="">Learn names.</li>
<li square="">Make yourself available for communication and conversation.</li>
<li square="">Visit member of your crew during the shift.</li>
</ul></li>
</ul><ul><li>Develop key leaders.</li>
<ul><li square="">Communicate with the influencers within your crew.</li>
<li square="">They will pass on to the others what you have given them.</li>
</ul></ul><strong><span style="color: red;">Level 5: Personhood</span></strong> <br />
<br />
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 <strong>steps of leadership: </strong> <br />
<ul><li>The higher you go, the longer it takes.</li>
<li>The higher you go, the higher the level of commitment.</li>
<li>The higher you go, the easier it is to lead.</li>
<li>The higher you go, the greater the growth.</li>
<li>You never leave the base level.</li>
<li>If you are leading a group of people, you will not be on the same level with everyone.</li>
<li>For your leadership to remain effective, it is essential that you take the other influencers within the group with you to the higher levels.</li>
</ul>Next time, we will review the conclusions of this chapter of the book and the key characteristics of each of <span style="color: #3d85c6;"><strong>The Five Levels of Leadership</strong><span style="color: black;">.</span></span><br />
<br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger</span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Senior Vice President</span><br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Delta Companies Inc</span> <!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-13260075899841674382016-08-31T09:26:00.003-07:002016-08-31T10:30:08.878-07:00Developing the Leader Within You - Influence<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br />
<br />
Leadership is influence. That's it. Nothing more. Nothing less.<br />
<br />
In the introduction of the book, Maxwell states: <strong>The key to success in an endeavor is the ability to lead others successfully. </strong>And, as we have heard before, <strong>Everything rises and falls on leadership.</strong><br />
<br />
A leadership proverb: <em>He who thinketh he leadeth and hath no one following him is only taking a walk.</em><br />
<br />
Leadership is the ability to obtain followers.</span><br />
<br />
<strong><span style="color: red;">Insights about influence:</span></strong><br />
<ul><li>Everyone influences someone.<br />
<ul><li type: "square">No one is excluded from being a leader or a follower.</li></ul></li>
<li>We never know who or how much we influence.<br />
<ul><li type: "square">Big events leave marks on all our lives and memories.</li>
<li type: "square">Think also of the little things or people who influenced you in a powerful way.</li></ul></li>
<li>The best investment in the future is a proper influence today.<br />
<ul><li type: "square">The issue is not whether you influence someone. What needs to be settled is what kind of an influencer you will be!</li></ul></li>
<li>Influence is a skill that can be developed.<br />
<ul><li type: "square">Robert Dilenschneider, CEO of Hill and Knowlton, discusses the idea of the "power triangle" in his book, <strong><em>Power and Influence</em></strong>. "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."</li></ul></li>
</ul><br />
<span style="color: #3d85c6;"><strong>The Five Levels of Leadership</strong></span> <br />
<br />
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.<br />
<br />
<strong><span style="color: red;">Level 1: Position</span></strong><br />
<br />
<span style="color: black;">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.<br />
<br />
Real leadership is being the person others will gladly and confidently follow.</span><br />
<br />
<span style="color: red;"><strong>Characteristics of a "Positional Leaver."</strong></span> <br />
<ul><span style="color: black;">
<li>Security is based on title, not talent.</li>
<li>This level is often gained by appointment,</li>
<li>People will not follow a positional leader beyond his stated authority.</li>
<li>Positional leaders have more difficulty working with volunteers, white-collar workers, and younger people.</li>
</span></ul><br />
<span style="color: black;">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 <strong>levels of leadership</strong>. <br />
<br />
Next time, we will explore the remaining levels of leadership.</span><br />
<br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span> <!--END SIGNATURE--><br />
DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-1193931480621403012016-08-11T12:56:00.003-07:002016-08-11T13:05:21.495-07:00Developing the Leader Within You - Introduction<br />
<br />
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgfltvEqIQtoIO1Gkr5cyrTLvFrRIR-PhmtCN6YVerwZUska_lGmcJ_x3eAJfnhqHislMRko8EPBZLop5Cuj8B-wek594pb_7QlZA5HlYvDXpWiJ_zjMpewb67D-K1KUwI8ZtZJMmglv3Q7/s1600/13389-leadership-quote-john-maxwell.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="184" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgfltvEqIQtoIO1Gkr5cyrTLvFrRIR-PhmtCN6YVerwZUska_lGmcJ_x3eAJfnhqHislMRko8EPBZLop5Cuj8B-wek594pb_7QlZA5HlYvDXpWiJ_zjMpewb67D-K1KUwI8ZtZJMmglv3Q7/s320/13389-leadership-quote-john-maxwell.jpg" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><a href="http://quoteaddicts.com/topic/john-maxwell-leadership-quote/" target="_blank">Source</a></td></tr>
</tbody></table>
<div style="border-image: none;">
<span style="font-family: "open sans"; font-size: small;">We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book <strong><em><u>Developing the Leader Within You.</u></em></strong><br /><br />In the introduction of the book, Maxwell states: <strong>The key to success in an endeavor is the ability to lead others successfully. </strong>And, as we have heard before, <strong>Everything rises and falls on leadership</strong>.<br />
<br />
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. <br />
<br />
There has always been a great deal of confusion over the difference between "<strong>leadership</strong>" and "<strong>management.</strong>" <strong><em>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.</em></strong><br />
<br />
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.":<br />
</span></div>
<ol style="border-image: none;"><span style="font-family: "open sans"; font-size: small;">
<li><span style="color: #cc0000;">Leader Managers are long-term thinkers who see beyond the day's crisis and the quarterly report.</span></li>
<li><span style="color: #cc0000;">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.</span></li>
<li><span style="color: #cc0000;">Leader Managers put heavy emphasis on vision, values, and motivation.</span></li>
<li><span style="color: #cc0000;">Leader Managers have strong political skills to cope with conflicting requirements of multiple constituents. </span></li>
<li><span style="color: #cc0000;">Leader Managers don't accept the status quo</span></li>
</span></ol>
<span style="font-family: "open sans"; font-size: small;">
<span style="color: #cc0000;"><span style="color: black; font-size: large;"><strong>People don't want to be managed. They want to be lead.</strong></span></span><br />
<br />
During the coming months, we will be reviewing the following Maxwell leadership principles:<br />
</span><ul><span style="font-family: "open sans"; font-size: small;">
<li><strong>Influence</strong></li>
<li><strong>Priorities</strong></li>
<li><strong> Integrity</strong></li>
<li><strong>Creating Positive Change</strong></li>
<li><strong>Problem-Solving</strong></li>
<li><strong>Attitude</strong></li>
<li><strong>People</strong></li>
<li><strong>Vision</strong></li>
<li><strong>Self-Discipline</strong></li>
<li><strong>Staff Development</strong></li>
</span></ul>
<span style="font-family: "open sans"; font-size: small;">
</span><br />
<br />
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span>
<!--END SIGNATURE-->DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0tag:blogger.com,1999:blog-5273496843245101021.post-74785082990327067312016-07-21T06:38:00.002-07:002016-07-21T06:48:03.539-07:00HOT HOT HOT<!--BEGIN INTRODUCTION-->
<br />
<br />
<div style="margin: 0in 0in 0pt;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;"><span style="font-family: Arial, Helvetica, sans-serif;">Folks,<strong> </strong></span></span></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-family: Arial, Helvetica, sans-serif;">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....<br /><br />HEAT ILLNESS CAN BE DEADLY</span></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-family: Arial, Helvetica, sans-serif;">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.</span></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-family: "arial"; font-size: xx-small;"><br /></span></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-family: "arial"; font-size: xx-small;"><span style="font-size: x-small;"><span style="font-size: small;">In 2014 alone, <strong>2,630 </strong>workers suffered from heat illness and <strong>18 died </strong>from heat stroke and related causes on the job. <strong>Heat illnesses and deaths are preventable.</strong></span></span> </span></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-family: "arial"; font-size: xx-small;"><br /></span></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-family: "arial"; font-size: x-small;"><span style="font-size: small;">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</span>.</span></div>
<ul style="direction: ltr; list-style-type: disc;">
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 15pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l4 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Provide
workers with water, rest and shade.</span></div>
</li>
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 15pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l4 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">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.</span></div>
</li>
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 15pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l4 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Plan for
emergencies and train workers on prevention.</span></div>
</li>
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l4 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Monitor
workers for signs of illness:</span></div>
<div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 18pt; margin-bottom: 7.5pt; margin-top: 7.5pt;">
<b><span style="color: red; font-family: "arial" , "sans-serif"; font-size: 12pt;">Heat
Exhaustion</span></b></div>
</li>
</ul>
<ul style="direction: ltr; list-style-type: disc;">
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l1 level1 lfo2;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Dizziness </span></div>
</li>
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l1 level1 lfo2;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Headache </span></div>
</li>
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l1 level1 lfo2;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Sweaty Skin </span></div>
</li>
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l1 level1 lfo2;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Weakness </span></div>
</li>
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l1 level1 lfo2;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Cramps </span></div>
</li>
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l1 level1 lfo2;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Nausea, vomiting </span></div>
</li>
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l1 level1 lfo2;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Fast heart beat </span></div>
</li>
</ul>
<b><span style="color: red; font-family: "arial" , "sans-serif"; font-size: 12pt;"> Heat Stroke</span></b><br />
<ul style="direction: ltr; list-style-type: disc;">
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l0 level1 lfo3;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Red, hot, dry skin </span></div>
</li>
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l0 level1 lfo3;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">High temperature </span></div>
</li>
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l0 level1 lfo3;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Confusion </span></div>
</li>
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l0 level1 lfo3;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Convulsions </span></div>
</li>
<li style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: normal;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l0 level1 lfo3;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">Fainting </span></div>
</li>
</ul>
<b><span style="color: #ff6600; font-family: "arial" , "sans-serif"; font-size: 12pt;">To
prevent heat related illness and fatalities:</span></b><br />
<ul style="direction: ltr; list-style-type: square;">
<li style="color: #ff6600; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: bold;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 15pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l2 level1 lfo4; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;">
<b><span style="color: #ff6600; font-family: "arial" , "sans-serif"; font-size: 10pt;">Drink
water every 15 minutes, even if you are not thirsty. </span></b></div>
</li>
<li style="color: #ff6600; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: bold;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 15pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l2 level1 lfo4; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;">
<b><span style="color: #ff6600; font-family: "arial" , "sans-serif"; font-size: 10pt;">Rest in
the shade to cool down.</span></b></div>
</li>
<li style="color: #ff6600; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: bold;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 15pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l2 level1 lfo4; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;">
<b><span style="color: #ff6600; font-family: "arial" , "sans-serif"; font-size: 10pt;">Wear a
hat and light-colored clothing.</span></b></div>
</li>
<li style="color: #ff6600; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: bold;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 15pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l2 level1 lfo4; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;">
<b><span style="color: #ff6600; font-family: "arial" , "sans-serif"; font-size: 10pt;">Learn
the signs of heat illness and what to do in an emergency.</span></b></div>
</li>
<li style="color: #ff6600; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: bold;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 15pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l2 level1 lfo4; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;">
<b><span style="color: #ff6600; font-family: "arial" , "sans-serif"; font-size: 10pt;">Keep an
eye on fellow workers.</span></b></div>
</li>
<li style="color: #ff6600; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: bold;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 15pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l2 level1 lfo4; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;">
<b><span style="color: #ff6600; font-family: "arial" , "sans-serif"; font-size: 10pt;">"</span></b><b><span style="color: #ff6600; font-family: "arial" , "sans-serif"; font-size: 10pt;">Easy
does it" on your first days of work in the heat. You need to get used to
it.</span></b></div>
</li>
</ul>
<div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 7.5pt; margin-top: 0in;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;"><br /><strong><span style="font-size: small;"><u>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.</u></span></strong></span></div>
<div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 15pt; margin-bottom: 7.5pt; margin-top: 3.75pt;">
<b><span style="color: black; font-family: "arial" , "sans-serif"; font-size: 12pt;">Who is
affected?</span></b></div>
<div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 14.25pt; margin-bottom: 7.5pt; margin-top: 0in;">
<span style="color: black; font-family: "arial" , "sans-serif"; font-size: 10pt;">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, <b><i>including new
workers, temporary workers, or those returning to work after a week or more off</i></b>.
All workers are at risk during a heat wave.</span></div>
<div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 15pt; margin-bottom: 7.5pt; margin-top: 3.75pt;">
<b><span style="color: #00b050; font-family: "arial" , "sans-serif"; font-size: 12pt;">What to
do if a worker becomes ill?</span></b></div>
<ul style="direction: ltr; list-style-type: square;">
<li style="color: #00b050; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: bold;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 15pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l3 level1 lfo5; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;">
<b><span style="color: #00b050; font-family: "arial" , "sans-serif"; font-size: 10pt;">Call a
supervisor for help. If a supervisor is not available, call 911.</span></b></div>
</li>
<li style="color: #00b050; font-family: "Arial","sans-serif"; font-size: 10pt; font-style: normal; font-weight: bold;"><div style="background: white; color: black; font-family: "Calibri","sans-serif"; font-size: 11pt; font-style: normal; font-weight: normal; line-height: 15pt; margin-bottom: 0pt; margin-top: 0in; mso-list: l3 level1 lfo5; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;">
<b><span style="color: #00b050; font-family: "arial" , "sans-serif"; font-size: 10pt;">Have
someone stay with the worker until help arrives.</span></b></div>
</li>
</ul>
<ol>
</ol>
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<!--BEGIN SIGNATURE-->
<span style="color: #1093b7; font-family: "permanent marker"; font-size: small;">Donald G Rosenbarger<br />
Senior Vice President<br />
Delta Companies Inc</span>
<!--END SIGNATURE-->
DebbiRobinsonhttp://www.blogger.com/profile/09263641583704874790noreply@blogger.com0