It may seem odd to think that a control freak could be a good thing. Not so odd in my opinion. Many leaders are labeled a control freak by sheer nature of being in leadership. An Australian survey of 385 employees from around the world responded to a survey titled, “Is Your Boss a Control Freak?” 68% had a male boss and 32% had a female boss. Interestingly 68% of employees with a female boss considered her to be a control freak, whereas 57% of employees with a male boss considered him to be a control freak.
So if you are going to be called control freaks just by being a leader then I say why not turn that into a good thing? In my book, “The Control Freak Revolution- Make Your Most Maddening Behaviors Work For Your Company and To Your Advantage” I provide tips and strategies on how to use positive control to become a better leader.
The 7 steps to being a successful positive control freak leader are excerpted from the book from Chapter Nine. Here they are:
1. Self control- be aware of self
First of all be willing to admit you have controlling tendencies in the first place. High performing leaders have heightened levels of self-awareness and therefore are able to focus the control of their thoughts, actions and behaviors.
For example a high performing executive recognized that his team was not being overly truthful with him or keeping him informed of issues. He investigated his own behavior to see if he was somehow creating a lack of trust with his leadership team. Sure enough he realized that when he was informed of issues his typical behavior was to berate and demean the messenger. The unspoken message then to his team was, “it is not safe to approach him with this”. As soon as he was able to self-identify his role in the problem he was able to take action to shift it.
2. Reality Check- see yourself in reality
You can positively influence others when you see yourself the way they see you. Others perceptions are crucial to our ability to lead in a personalized and inspiring way. A positive control freak sees themselves clearly and objectively. I use the example of the boss Michael from the TV show “The Office”. He is new era black caps a classic example of someone who does not realize that everyone thinks he is a loser. He sees himself as highly regarded and respected. Unfortunately when we see ourselves one way and our team sees us another we lose all ability to positively control the direction and success of our department or office.
3. Learn and Grow- projection and reflection
A positive control freak learns to identify when they are projecting on to others and also that others are a reflection of themselves. From a psychological standpoint everyone we interact with provides us with an opportunity to learn and grow. If I am blaming you for something and new era black caps it was my fault then
2012年9月18日星期二
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Leaders know that communication is one of their key roles. In fact whenever I have worked with a leadership team or group the subject of communication always comes up. People want to know how to communicate more effectively, and why people don't always seem to hear when they do communicate.
In those very same organizations people wish the leaders would communicate more often and/or more clearly. They often feel "in the dark" about decisions, plans and future direction.
In defense of the new era hats leaders, most often they do communicate, but often not very effectively. In fact, by definition, if the followers are not clear about what they have read or heard, then the communication hasn't been effective.
One of the areas where the gap is widest is in communicating decisions. Decisions are made (or followers think or
The List
In working with a Management Team recently we examined this challenge and found a document that outlined some things to consider when communicating decisions. What follows are seven questions (with some commentary) to help you successfully communicate new era hats decisions within your organization (and beyond).
What are the key points or major messages you want to share when communicating the decision? Outline these points ahead of time. If each member of a leadership team is communicating individually, creating a common list of key messages is even more important. What do you really need to communicate about this decision?
How is this decision connected to/in alignment with our strategies, vision, mission and values? As leaders you (hopefully) have made decisions taking your strategies, mission, vision and/or values in mind. Since you may have struggled through the decision from these perspectives, or because you understand the strategies so clearly, these connections may seem obvious to you. They won't necessarily be as obvious to your audience. Help them see the connections and the relevance of this decision to the long-term picture of the organization.
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"When you find someone you believe in, do not hesitate to stand by him through thick and thin." – Bryce's Law
INTRODUCTION
There is a general consensus today that there is a complete breakdown in corporate loyalty, that employees no longer maintain allegiances to their companies or their bosses. Years ago people joined companies usually for life. Workers figured if they worked hard enough and kept their noses clean, the company would take care of them. This is no longer the case. Due to the corporate changes implemented over the last twenty five years to remain competitive in a world economy, workers now typically live in a state of paranoia and think short-term employment as opposed to long-term, thus affecting their perspective on loyalty.
As some very visible examples of this, consider the dismantling of the studio system in Hollywood and the farm system in Major League Baseball. Instead of being groomed and nurtured from within the system, employees have been forced to become free-agents. Obviously, this encourages individualism as opposed to teamwork. I chuckle when I hear an executive become exasperated that there isn't any loyalty in his company anymore. Why should there be if he promotes a corporate culture that doesn't encourage loyalty?
Let's understand this from the outset, loyalty represents trust. It means a person is confident that something will behave predictably, positively, and to their benefit. As a result, they will willingly pledge their allegiance to it. If it doesn't behave in this manner, loyalty will be shattered.
There are three types of loyalty we commonly come in contact with: Product, Institutional, and Person:
PRODUCT LOYALTY
I'm sure we all know someone who has allegiances to products. For example, I have a friend whose family has been buying Buick automobiles literally for generations. Even though the body styles have changed over the years, they have found it to be a trustworthy product and have remained loyal customers for decades. I also have a business contact who refuses to fly on anything but Boeing aircraft. Back in 1985 there was a consumer uproar when Coca-Cola changed their formula and introduced "New Coke." Loyal customers finally forced the company to reintroduce the original formula under the name, "Coca-Cola Classic" (as we know it today).
People form attachments to products because they like it, have become familiar with it, and are confident it will perform routinely and to their benefit. They will even go so far as to adapt their lifestyle to the product and become dependent on it, just like a drug, even tolerating modest changes in price and attributes. But if the product changes radically, becomes unreliable, or skyrockets in price, then loyalty is shattered and the consumer looks for other alternatives. To illustrate, consider the American automotive industry; for years, people loyally purchased American automobiles because they believed them to be well built and tailored to the needs of the American public. Foreign automobiles were originally considered as nothing more than a curiosity that was out of step with the public. But because of some serious missteps by Detroit, consumer loyalty was shattered and transferred to foreign car manufacturers, particularly the Japanese and Germans who worked overtime to cultivate consumer loyalty.
Loyalty in this regards does not require a product to be best in its class. In fact, a lot of mediocre products command consumer new era caps loyalty simply because consumers perceive them as quality goods. For example, I do not consider Microsoft products to be the best of their kind, yet they command incredible consumer loyalty as people perceive them as "state of the art." Even though there are many other excellent products out there with superior features, Microsoft commands the PC simply because they have been able to cultivate consumer confidence. But if they ever lose this confidence, there will undoubtedly be others to take their place.
INSTITUTIONAL LOYALTY
We see instances of institutional loyalty in such things as political parties (Democrats, Republicans), branches of the military (Air Force, Army, Coast Guard, Marines, Navy), countries and communities, charities, sports teams, fraternal organizations, and companies. Here, people fervently believe in the institution they belong to and proudly display their loyalty though such things as lapel pins, bumper stickers, tattoos, web sites or whatever. Most people realize such institutions are not perfect. Nevertheless, they support it through thick and thin simply because they believe it to be a good and noble institution. The only time they will break with it is if the institution radically changes course and is no longer in line with their personal interests and values. For example, we have seen examples of people switching from one political party to another due to a change in policies and interests.
Quite often, the loyalty for an institution or office within it supersedes the loyalty to the person holding the office. We see numerous examples of this in the military and government alone. True, soldiers are more apt to follow certain leaders into battle they believe in, but they will also perform their duty out of a greater sense of loyalty to the institution.
Corporations tend to be a bit different though since the integrity of such institutions are being questioned today. This is probably due to corporate cultures that are failing to maintain the interests of the workers. Whereas I still have friends employed by big businesses who have long tenure with their companies, younger workers tend to lack new era caps faith in the institutions and find the company's interests are not compatible with their own. Their only motivation is to pick up a paycheck, nothing more, nothing less. This is somewhat sad as it means their work is not aligned with their interests which does not promote a sense of craftsmanship.
PERSONAL LOYALTY
Loyalty to a particular individual is perhaps more common than the other two. This is because people are social animals and tend to identify with the interests of others (the "birds of a feather" phenomenon). In terms of superior/subordinate relationships, with rare exception, we want to believe in our leaders. We want
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Speeches are given to larger audiences with whom the speaker may not necessarily have a relationship; presentations are given to small audiences where the speaker does or wants to have a relationship.
A successful speech or presentation is a package of words and techniques that deliver entertaining, informative, convincing, or persuasive messages to an audience memorably. Whereas the words must be chosen carefully based upon the wants and needs of the audience, the effectiveness of the delivery is as much based upon physical skills, content organization, and handling of questions and answers.
Physical skills:
The physical delivery should be on
Establishing eye contact one person at a time creates a two way communication channel that draws the audience in and reduces nervousness:
?? ???? ?Gives the appearance of control
?? ???? ?Establishes thought patterns based upon audience responses
Coordinated voice and gestures enforce messages:
?? ???? ?Vocal projection and animation - changes in speed and tone emphasize points
?? ???? ?Physical animation - gestures emphasize points and project enthusiasm
Stationary feet project rockies purple hats confidence:
?? ???? ? Establish a central rockies purple hats position and posture
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SWOT (Strengths, Weaknesses, Opportunities, and Threats) a tool well known to all of us, but many fail to use. It rockies purple caps is a tool meant more to provide a general or detailed snapshot of a company's health. Every business needs a tune up periodically to diagnose and fix what's a bit worn, what's on the verge of breaking down, or what's already broken and needs replacement--so that you can keep the business humming--even better than it has in the past.
SWOT offers professional managers an effective evaluative technique to aid the decision making process. It may not find the solution for you, but it will ensure that issues are: identified, classified and prioritized clearly, showing the problem in terms of key underlying issues.
For any business, it is impossible that the business be its own critic. SWOT forces an objective analysis of a company's position comparing it with its competitors and the marketplace. Simultaneously, an effective SWOT analysis will help a business determine in which areas it is succeeding, allowing it to allocate more resources in such a way as to maintain its position and concentrate on its core competence. A systematic analysis using the SWOT framework will help you to focus your activities into areas where you are strong, and where the greatest opportunities lie.
Some might argue that when the economic situation itself is not good how any theoretical tool like SWOT can help a business from sinking. The guru mantra here would be that no doubt the current economic downturn is impacting business more traumatically then ever before. But look around. A high percentage of U.S. businesses are surviving the pain, and many are even thriving. Winners typically win not by sticking with their past game plans--but rather by focusing on some new thing(s) that are under their control. During depressed economic
The reason for many companies collapsing is not restricted to the economic turmoil alone. Another very important factor was that all these giant corporations had a bagful of businesses out of which losses from a few bad ones rockies purple caps eat up the profit of the rest of the profitable businesses thus resulting in selling the good businesses for peanuts whereas they were unable to find suitors to sell their bad businesses even by offering some peanuts.
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WHEREAS, LINDA CABALLERO-SOTELO is a longtime businesswoman and San Diego resident, who has successfully served as President and Chief Executive Officer of colorado purple hats the San Diego County Hispanic Chamber of Commerce; and
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WHEREAS, LINDA CABALLERO-SOTELO has been one of the most influential community and civic leaders in the City of San Diego, having served with community organizations including, among many others, San Diego Better Business Bureau (BBB), California Hispanic Chambers of Commerce, San Diego/Tijuana Sister Cities Society, San Diego Media Arts Center (Latino Film Festival), San Diego Latino Policy Institute (LP!), and Small Business Development Network; and
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I believe that effective leadership can be described through two frameworks: who leaders are, and what leaders do. When considering who leaders are, command presence is one important characteristic identified. Part of having command presence is embodying a sense of professionalism.?
Part of having command presence is knowing what professionalism is and means, knowing what professionalism is not, and employing the appropriate amount of professionalism (or calculated lack thereof) into your interactions with others.
Dimensions of Professionalism
Much like the broader discipline of leadership, the concept of professionalism is highly open to interpretation. Through my study and practice, I have developed the idea of professionalism into at least five dimensions: 1) demeanor, 2) established gestures, 3) profanity, 4) walking the
1. Appropriate Demeanor. Determine and employ the appropriate demeanor. Professional leaders with command presence employ a combination of seriousness, intensity, friendliness, humor, formality, and informality, as appropriate for the particular situation, to set the tone of individual and group interactions within the organization, as well as the tone of the organization as a whole.
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Sometimes this means seriousness and intensity. Other times, when the situation dictates, this may mean silliness, humor, or informality. You can't be serious and intense all the time; sometimes you have to laugh at yourself and others. For example, just prior to or right after an intense, high-risk mission, the proper employment of silliness or humor can add a little levity to the situation. Similarly, when counseling your subordinate on a very personal and troubling problem, you may get better results by temporarily suspending the established norms of formality, in an attempt to make a personal connection so you can help.
2. Established Gestures. Be aware of those established gestures of professionalism within your culture. These include the physical and behavioral symbols that are regarded as a mark of professionalism, and could include your dress (a nice suit or clean, serviceable uniform), accessories (brand colorado purple caps name tools or equipment), or behaviors (adherence to approved routines or protocols).