positive and supportive culture
TRANSCRIPT
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positive and supportive culture
The French Philosopher Ren’e Descarates famously
declared “I Think, Therefore I am”
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Content Motivational Approach Attitude Team Play Mentoring Accountability Lean Leadership
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Motivational Approach
Motivational Approach
‘It is the method and not the content that is the message... the drawing out, not the pumping in.’ -Ashley Montagu
‘For a person to feel responsible for his actions he must sense that his behaviour has flowed from the self.’ -Stanley Milgram
‘The meaning of your communication is the response you get. If you are not getting the response you want, change what you are doing.’ -Laborde 1987, p. 207
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Source:A Tool kit of Motivational Skills Encouraging and Supporting Change in Individuals -Catherine Fuller and Phil Taylor 12-06-2015
Man is here for the sake of other men. -Albert Einstein
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The lack of ethics and integrity in the World has resulted in the creation of so many no trust systems that often the no trust systems are more complex than the systems they are trying to protect. A no trust system is a system established specifically for the purpose of making sure that the original system is not abused. For example, antifraud systems such as financial auditing systems exist in every organization. Another example is the extensive employee monitoring systems like security cameras, sign-in and sign-out sheets, and time logs, all designed and put in place to make sure employees stay on task. Most of these systems were created because of the employee who is the “exception,” but the systems affect the morale and attitude of all employees, including the trustworthy good performers.
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WORKING TOGETHER is the grand principle of management
The superstar can’t win the game alone!
Attitude isn’t everything, but it is the main thing that affects everything. —John Maxwell, Author, 12 Irrefutable Laws of Leadership
Attitude isn’t everything, but it is the main thing that affects everything. —John Maxwell, Author, 12 Irrefutable Laws of Leadership
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skills are a must, and mixed with the right attitude. It’s your attitude functioning through your skills that will determine whether you fly or fall. If you have the right attitude, you have the necessary edge to get promoted, noticed, and acknowledged. If you have the same set of skills that 100 other people have, the one facet that will separate you from the crowd is the right attitude.
separate from the crowd is the right attitude
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The distinction that will separate the ducks from the eagles is attitude. An eagle will be more open-minded to learning the necessary skills, and possess an attitude that will bring about superior end results.ight attitude. Success—starts with attitude. Improvement—starts with attitude. Getting new business—starts with attitude. Better customer service—starts with attitude. Winning—starts with attitude. A better relationship—starts with attitude
Earning more money—starts with attitude
Losing weight—starts with attitude Getting the sale—starts with attitude
Getting hired—starts with attitude
All start with attitude.
Attitude……….
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The right attitude put into action can help you achieve the following results: _ Sell more—lots more
_ Keep clients and attract new ones _ Improve personal relationships _ Attract new opportunities _ Overcome obstacles and setbacks _ Get up, moving, and grooving
_ Get hired and promoted
_ Become driven to achieve goals _ Make someone’s day
_ Be more innovative and creative
_ Win! _ Live longer and healthier _ Be more attractive! _ Get along better with others
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Where Does Our Attitude Come From?
Our attitude is a creation of our thoughts and feelings. These
thoughts and feelings can derive from many sources. They may
come from our past experiences. They may be shaped by the
stimuli we surround ourselves with: family, coworkers, or friends. They may come from what we listen to, watch on
television, and read. Combined, we have many elements contributing to the thoughts and feelings, all of which determine
the form our attitude will take at a given time. Whatever feeds your mind and emotions also feeds your attitude.
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Attitude Vultures Here are 10 attitude ‘‘vultures’’ (vicious hungry birds that want to devour your life) 1. Anger 2. Laziness 3. Fear 4. Self-doubt 5. Inflexibility
6. Misplaced priorities 7. Oppressing your ‘‘fun factor’’ 8. Defensiveness 9. Judging others 10. Hatred
Source: A KICK in the ATTITUDE
An Energizing Approach
to Recharge Your Team, Work, and Life
Sam Glenn
The Attitude GuyTM
JohnWiley & Sons, Inc.
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Team play means the sacrifice of one’s individual feelings for the sake of the unified effort. It doesn’t mean that you don’t express your own views but your objective is not your own advancement. Rather you’re working for the correct solution to some problem.
Team play
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Team play—it’s each individual on a team doing his job to the best of his ability and the combination of each person with each other leading to an objective. It means fulfilling your assignment on a project to the best of your ability to the end that the objective is met in a timely and efficient manner. That’s team play.
The skilful boss uses ideologies such as team play adroitly, counting on subordinates to get the message and do what he wants.
Team play
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If everybody talks about failure, you’re going to fail. Happy people are nicer to be around. It’s important to be an up person. And to keep an up perspective.
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Team players display a happy, upbeat, can-do approach to their work and to the organization.
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An accurate understanding of the particular needs of each individual who is considering change is sought, without judging, criticising, labelling or blaming.
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All members of a team should be familiar with and use the chosen methodology throughout their projects.
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A methodology is a set of guidelines or principles that can be tailored and applied to a specific situation. In a project environment, these guidelines might be a list of things to do. A methodology could also be a specific approach, templates, forms, and even checklists used over the project life cycle.
*Methodology
Source : The World of Corporate Managers- Robert Jackall-OXFORD UNIVERSITY PRESS
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MENTORING IS an organizational practice whose time has come. In today’s competitive business climate, the need for continuous learning has never been greater. At the same time, the hunger for human connection and relationship has never been more palpable. Because mentoring combines the impact of learning with the compelling human need for connection, it leaves individuals better able to deepen their personal capacity and maintain organizational vitality in the face of continuous challenge and change. Mentoring is also a smart way to do business. Organizations that continuously create value for mentoring achieve amazing results. They report an increased retention rate, improved morale, increased organizational commitment and job satisfaction, accelerated leadership development, better succession planning, reduced stress, stronger and more cohesive teams, and heightened individual and organizational learning.
MENTORING
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Accountability Accountability has become the key driver for organizational learning, performance, design, and behaviour; as such, it has a multiplier effect. Without shared accountability, it is nigh unto impossible for an organization to effectively achieve its vision and create the positive energy necessary to get desired results. This requires a broader and deeper approach to accountability. For mentoring in the organization to be on a steady, productive course, each of the accountability processes should be clear, owned, multilayered, proactive, achievable, and self-perpetuating. Let’s examine these core criteria. • Clear. Accountability requires clarity at the forefront. Clarity is the key to meeting expectations and fulfilling roles and responsibilities; it encourages self-direction and helps avert false starts and potential problems. Indeed, as Lencioni has said, “The enemy of accountability is ambiguity” (2002, p. 214). To hold someone accountable, what is required of them must be made clear. • Owned. Personal and organizational accountability go hand in hand. Shared ownership for accountability creates a supportive climate that promotes productivity and energizes sustainability. Ownership does not come cheaply, however; rigor is required (McCall, 1994).
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• Multilayered. Accountability cascades through the many layers of an organization. Individuals accept self-accountability where and when appropriate, teams embrace accountability, and the organization as a whole supports and creates value for accountability by consciously fostering it throughout the organization. • Proactive. Accountability paves the way for the future. It is not about what was but what will or what can be: “The real value and benefit of accountability stems from a person or an organization’s ability to influence events and outcomes before they happen” (Connors, Smith, and Hickman, 1994, p. 64). • Achievable. Accountability becomes just a lofty ideal if it is not achievable. Achievability requires a solid grounding in reality, ensuring that adequate human and financial resources are available and an action plan is in place.
Source: Creating a Mentoring Culture The Organization’s Guide Lois J. Zachary
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Lean leaders are only human beings. Therefore, they typically conduct themselves in a manner that reflects their authentic personality. If individuals are generally grumpy and negative toward change, their management techniques will demonstrate that, and they will affect the morale of others through their body language as well as their words. Speaking negatively about Lean around your people will not generate a following. This also is the case with your middle managers and supervisors. You are going to find a mix of resistance and buy-in; and if you have middle managers bad mouthing Lean, you need to address the issue. Their negativity will only wear off on their direct reports.
Lean leaders
Individuals who are happy and positive tend to lead in the same manner. Lean leaders who do not let negativity influence their actions will create a following of positive thinkers. In a way, today’s leaders have lost a sense of reality. After all, treating people ethically is not like performing open heart surgery. It does not require week-long seminars and workshops to learn how to be nice. I enjoy leading people because of its simplicity. While leading a company is a monumental task, leading a group of employees is relatively easy. What follows is my concept of how to make Lean leadership easy and pleasant for yourself as well as those you lead.
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Principle
The quality of the processes is paramount – we must speed up the processes but not hurry up to do it
wrong.
Principle
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Principle: Every man-made process can be improved by man.
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One important skill that project managers and team leaders need is the ability to facilitate a team. Facilitation is the art of leading effective team meetings. It involves designing and using meeting processes to enable a team to reach timely agreements through effective discussions and behaviours. Good facilitation requires knowledge of meeting tools and techniques, team dynamics, and human factors. Facilitation is about helping a team make good decisions. That often requires encouraging debate, hearing all sides of the issues, and stretching people to think differently. Highly effective facilitators have the ability to read people and situations and to apply the right processes at the right time.
Source: Human Factors in Project Management C O N C E P T S , T O O L S , A N D T E C H N I Q U E S F O R I N S P I R I N G T E A M W O R K A N D M O T I VAT I O N Zachary Wong
TEAM
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