Montag, 27. April 2009
The key to training someone to do a new task is, in the beginning, to catch them doing sth approximately right until they eventually learn to do it ex
actly right. Guide people. Show direction.
The One Minute Reprimand works well when you: The first part of the repremand: 5. Stop for a few seconds of uncomfortable silence to let them _feel_ h
ow you feel.
'Each parent is taught to physically touch their child by putting their hand on the child's shoulder, touching his arm or, if he is young, actually sitting the child on their lap. Then the parent tells the child exactly what he did wrong and how valuable and important the parent feels about it - and in no uncertain terms. Finally, the parent takes a deep breath, and allows for a few seconds of silence - so the child can feelwhatever the parent is feeling. Then the parent tells the youngster how valuable and important the child is to the parent.'
'Each parent is taught to physically touch their child by putting their hand on the child's shoulder, touching his arm or, if he is young, actually sitting the child on their lap. Then the parent tells the child exactly what he did wrong and how valuable and important the parent feels about it - and in no uncertain terms. Finally, the parent takes a deep breath, and allows for a few seconds of silence - so the child can feelwhatever the parent is feeling. Then the parent tells the youngster how valuable and important the child is to the parent.'
"Since he doesn't attack me as a person - only my behavior - it's easier for me not to become defensive. I don't try to rationalize my mistake by fixi
ng blame on him or somebody else. I know he is being fair." Furthermore, he is consistent.
One Minute Goal Setting is simply: 1) Agree on your goals; 2) See what your behaviour looks like; 3) Write on each of your goals on a single sheet of
paper using less than 250 words.
4. Read and re-read each goal, which requires only a minute or so each time you do it.
5. Take a minute every once in a while out of your day to look at your performance, and
6. See whether or not your behaviour matches your goal.
(Kenneth Blanchard and Spencer Johnson, The one minute manager, p34)
4. Read and re-read each goal, which requires only a minute or so each time you do it.
5. Take a minute every once in a while out of your day to look at your performance, and
6. See whether or not your behaviour matches your goal.
(Kenneth Blanchard and Spencer Johnson, The one minute manager, p34)
Sonntag, 26. April 2009
"I do not want to hear about attitudes and feelings. Tell me what is happening in observable, measurable terms."
'I described the problem as best as I could.'
'He said, That's good, Trenell! Now tell me what you would like to be happening in behavioural terms.
'I don't know, I said.
'Then don't waste my time, he snapped.
... 'If you can't tell me what you'd like to be happening, you don't have a problem yet. You're just complaining. A problem exists only if there is difference between what is actuallyhappening and what you desireto be happening.
(Kenneth Blanchard and Spencer Johnson, The one minute manager, p31)
'I described the problem as best as I could.'
'He said, That's good, Trenell! Now tell me what you would like to be happening in behavioural terms.
'I don't know, I said.
'Then don't waste my time, he snapped.
... 'If you can't tell me what you'd like to be happening, you don't have a problem yet. You're just complaining. A problem exists only if there is difference between what is actuallyhappening and what you desireto be happening.
(Kenneth Blanchard and Spencer Johnson, The one minute manager, p31)
A goal, and its performance standard, should take no more than 250 words to express. Anyoune should be able to read it in a minute.
(Kenneth Blanchard and Spencer Johnson, The one minute manager, p28)
Mittwoch, 22. April 2009
"When man comes into the world his hands are closed as if to say, "The whole world is mine, I want to posess it." When he lives the world his hands ar
e spread wide as if to say, "I possessed nothing of what is in the present world." (Midrash Rabba, Ecclesiastes)
It happened that a certain heathen came before Shammai and said to him, "Make me a proselyte, on condition that you teach me the whole Torah while I s
tand on one foot." Thereupon he repulsed him with a builder's cubit which was in his hand. When he went before Hillel, he said to him, "What is hateful to you, do not to your neighbor: that is the whole Torah, while the rest is the commentary thereof; go and learn it."
(Talmud, Tractate Shabbah 31a)
(Talmud, Tractate Shabbah 31a)
Dienstag, 21. April 2009
Free will is offered to all men. If they wish to follow tha path of goodness and become rightous, the will to do so in their hands, and if they wish t
o follow the path of evil and become wicked. the will to do so is also in their hands. (Maimonides)
Ben Zoma said, "Who is wise? He, who learns from all men. ... Who is mighty? One, who subdues his passions.... Who is rich? He, who rejoices in the p
ortion...
Who is honored? One that honors his fellow men." (Talmud, Tractate Avoth (4.1)
Who is honored? One that honors his fellow men." (Talmud, Tractate Avoth (4.1)
Just as a hand held before your eyes hides the highest mountain, so our petty day-to-day life hinders us from seing the fantastic lights and secrets..
that will fill the world. He, who is able to put his life from his eyes shall see the intense brilliance of the inner world. --Nahman of Bratslav
Man should always have two pockets. In one he shall write, "I am but dust and dashes." In the other, "The world was created for me alone."-B.Przysucha
Bunem Przysucha (from "The wisdoms of judaism")
"The straight path is the most exact middle course through man's inclinations: courage lies between temerity and cowardice; dignity, between haughti..
ss and vulgarity; humility, between arrogance and servility; modesty, between impudence and timidity." --Moses Maimonides
"Wisdom is to know that within all men lies the possibility of redeeming themselves, that nothing is ever lost, and that self-control is needed in a..
ll spheres of life. (Victor Milka, The wisdom of judaism)
Montag, 20. April 2009
Review your goals every Friday afternoon (remember, you documented them and posted them where you would see them), and ask yourself if your weekly a..
ccomplishment have helped you move towards those goals.
Making mistakes, getting it almost right, and experimenting to see what happens are all part of the process of eventually getting it right. ..
"As you begin to take action toward fulfillment of your goals and dreams, you must realize that not every action will be perfect. Not every action will produce the desired result. Not every action will work. --Jack Canfield, author of Chicken Soup for the Soul
"I absolutely believe in the power of giving back. My own experience about all the blessings I've had in my life is that the more I give away, the mor
e that comes back. That is the way life works, and that is the way energy works. --Ken Blanchard, leadership author
People can tell the difference between desperation and an earnest attempt to create a relationship. Networking is about cultivating relationships.
"When someone comes to me for advice on how to build a network because they need a job now, I tell them it's useless. People can tell the difference between desperation and an earnest attempt to create a relationship. (Keith Ferrazzi, author of the Never eat alone
Networking is not about making superficial contacts just to meet your immediate need. It's about cultivating relationships. (William Arruda and Kirsten Dixson, Career Distinction, p174)
Networking is not about making superficial contacts just to meet your immediate need. It's about cultivating relationships. (William Arruda and Kirsten Dixson, Career Distinction, p174)
If you are creative, quick-witted, and dynamic, your appearence must reflect these qualities, for example, by dressing more colorfully or always wea..
ring a different signature accessoiry. Likewise, if you are conservative, fastidious, and methodical, your clothes and body language need to communicate those attributes. Your apparel, gestures, posture, and movements all communicate something about you.
(William Arruda and Kirsten Dixson, Career Distinction, p149)
(William Arruda and Kirsten Dixson, Career Distinction, p149)
Constancy: Get comfortable with repeating yourself. It takes a while for anyone to connect with your message. After all, that message lives among all
other communications that are being thrown at people each day. (William Arruda and Kirsten Dixson, Career Distinction)
Another way to express your brand is to take an active and visible role in a professional or philantropic organization. Choose a role that enables y..
ou to express your brand through speaking, writing, designing programs and so forth. You'll generate much more of an impact by selecting a few organizations and leadership role in them than by spreading yourself too thing across many organizations. Serving on the board will especially help you forge strong connections with the organization's membership.
IT is not about technology. It's about understanding a business's information needs and providing tools to get the right information to the right peop
le. (Ian, IT executive -- from Career Distinction by William Arruda and Kirsten Dixson)
Begin each bullet point with the strongest action verb that accurately conveys your contribution. Verbs like initiated, spearheaded, solved, created,
and led pack much more of a punch than managed, contributed, worked with, and handled.
The single most important consideration in resume writing is to create an accurate picture of how you want to be perceived _now_ (not in the past). (W
illiam Arruda and Kirsten Dixson, Career Distinction, p89)
"The key to a great resume is positioning yourself for a _specifiic_ kind of opportunity and communicating _only_ the information that will be relevan
"The key to a great resume is positioning yourself for a _specific_ kind of opportunity and communicating _only_ the information that will be relevant to the people who can give you access to that target opportunity - your target audience.
(William Arruda and Kirsten Dixson, Career Distinction, p87)
(William Arruda and Kirsten Dixson, Career Distinction, p87)
Personal branding is not about being famous. It's about being selectively famous. ..
Just like Volvo does not waste resources communicating about safety to 16y.o. boys (who are more interested in speed), you must be clear who you are going to communicate with.
(William Arruda and Kirsten Dixson, Career Distinction, p66)
(William Arruda and Kirsten Dixson, Career Distinction, p66)
Brand: You must ensure that what you do - and how you do it - are constantly visible to those around you. Instead of just being the hardest worker, th
e caller should have built a reputation for being the hardest worker - by regurlarly communicating her brand around her.
(William Arruda and Kirsten Dixson, Career Distinction, p64)
(William Arruda and Kirsten Dixson, Career Distinction, p64)
"We are all born with wonderful gifts. We use these gifts to express ourselves, to amuse, to strengthen, and to communicate. We begin as children to e
xplore and develop our talents, often unaware that we are unique, that not everyone can do what we're doing! -Lynn Johnston, Canadian cartoonist.
Only be concerned with those weaknesses that will get in the way of your success. Otherwise you should expend your efforts on enhancing your strengths
(William Arruda and Kirsten Dixson, Career Distinction, p55)
We all have this mistaken belief that to be more successful we must eliminate our weaknesses rather than maximize our strengths.
Only be concerned with those weaknesses that will get in the way of your success. Otherwise you should expend your efforts on enhancing your strengths and making them more visible to those around you.
(William Arruda and Kirsten Dixson, Career Distinction, p55)
(William Arruda and Kirsten Dixson, Career Distinction, p55)
What are you doing at work when you feel the happiest? What skills would you relish employing even if you weren't paid to use them? Focus on them.
Focus on motivated skills. Doing so enables you to derive the _most_ satisfaction from your career while differentiating you from your peers. As you go about your days, you can identify these skills by paying attention to how you feel as your day progresses. What are you doing at work when you feel the happiest? What skills would you relish employing even if you weren't paid to use them?
(William Arruda and Kirsten Dixson, Career Distinction, p53)
In other words, focus on your stregths.
(William Arruda and Kirsten Dixson, Career Distinction, p53)
In other words, focus on your stregths.
Sonntag, 19. April 2009
People's consumer choices provide clues about their own _personal_ brands. Think about it: What your car, home, watch, wadrobe, eyeglasses, favorite r
estaurant - every brand you've chosen - say about you? (William Arruda and Kirsten Dixson, Career Distinction)
People have more than one dimension to their lives. Will my company allow people the freedom to express themselves in more than one way? Does my compa
ny help me find and use gifts?
(Max De Pree, Leadership jazz, p195)
(Max De Pree, Leadership jazz, p195)
Samstag, 18. April 2009
Amateurs often contribute more when they don't join. ..
Far too many people are so addicted to organizations that they seldom question anything. (Max De Pree, Leadership jazz, p190)
One characheristic of amateurs is their curiosity. They like nothing better than learning something new. ,,
They are generally smart enough to recognize the limits of their knowledge and are constantly on the lookout to expand those limits.
(Max De Pree, Leadership jazz, p189)
(Max De Pree, Leadership jazz, p189)
"Everyone relies on amateurs from time to time. When the official, professional channels clog up with bureaucratic sediment, people turn to amateurs f
or results. You go underground to get something done quickly and effectively. More often than not, if you go to the right amateur with the right problem, the action will be not only quich, but effective.
We must beware that wealth not supplant richness or faith, that administration not replarce leadership, that presenters not take presenters over produ
cers. (Max De Pree, Leadership jazz, p182)
Practice leadership without power. ..
Serving on a school board or coaching tee-ball or volunteering in a hospice is an effective way to polish gifts.
Delegation: Clear instruction, confidence expressed as a high expectation, and an obvious trust in the ability to do the job.
(Max De Pree, Leadersidp jazz, p152)
A leader's action incarnate an organization's beliefs and values. Remember that a truism gets to be that way because it is true: Actions do speak loud
er than words. Manuals don't count. Leadership is good work, not simply good talk.
(Max De Pree, Leadership jazz, p147)
(Max De Pree, Leadership jazz, p147)
When unusual people and ideas are welcome, there is an ethos for change. To persuade their organizations to be open and vulnerable to unexpected resul
ts, leaders first open themselves.
(Max De Pree, Leadership jazz, p142-143)
(Max De Pree, Leadership jazz, p142-143)
Leaders aspire to sook like small boys in August. ..
Leaders aspire to sook like small boys in August. If you raise children or grandchildren, you know that by the end of August, they've been running around all sommer in their shorts, sneakers, and T-shorts. You also know that their knees ani their elbows are always skinned, their shins always black and blue, and that they have the marks of the summer's fracases on their faces. A six-year-old boy at the end of August is my picture of a leader.
I got that picture from David Hubbard, president of Fuller Theological Seminary in Pasadena. Many years ago he told me that leaders need to learn not to inflict pain, but to bear pain. It seems to me that if you're bearing pain properly as a leader, whether you're preacher, a college professor, a parent, or a teacher, you ought to have the marks of the struggle. One ought to have bruised shins aand skinned knees. "
(Max De Pree, Leadership jazz, p138-139)
I got that picture from David Hubbard, president of Fuller Theological Seminary in Pasadena. Many years ago he told me that leaders need to learn not to inflict pain, but to bear pain. It seems to me that if you're bearing pain properly as a leader, whether you're preacher, a college professor, a parent, or a teacher, you ought to have the marks of the struggle. One ought to have bruised shins aand skinned knees. "
(Max De Pree, Leadership jazz, p138-139)
What effect does time have on what I measure? Is what I measure today different from what I would measure when I'm seventy? Would the light of mortali
ty affect my vision? (Max De Pree, Leadership jazz, p120)
The lore of life, the way of one's voice, comes more from mistakes than achievements, more from listening than talking, more from these teachers and e
nablers than from one's own understanding. (Max De Pree, Leadership jazz, p112)
"We can choose to be hospitable to unusual persans and ideas or we can shun them. We can choose, each of us, to accept authenticity of every person in
an organization or to deny people the chance to be included.
All these choices have to do with a larger question: Are we ready to trust each other atd ho give each other the space to reach our potential? The entire well-being of a family or an institution or a corporation depends on a confident answer of "Yes, we are ready to help each other reach our personal potential." (Max De Pree, Leadership jazz, p91)
All these choices have to do with a larger question: Are we ready to trust each other atd ho give each other the space to reach our potential? The entire well-being of a family or an institution or a corporation depends on a confident answer of "Yes, we are ready to help each other reach our personal potential." (Max De Pree, Leadership jazz, p91)
In a society and a world that have serious problems and suffer to often and far too painfully from heartbreak, each of us neads a haven, Part of the t
ouch of leadership is to create such a haven. (Max De Pree, Leadership jazz, p64)
control expectations. Создавай предвкушение, напряжение. ..
Madonna is the chameleon of entertainment. No one know what to expect from her next.
She reinvents herself with each CD she produces. Only she could produce a sex book and then follow it up with a children's book. Thanks to her consistent changing, Madonna has her public perched on the edge of their seats waiting what she'll come up with next.
She reinvents herself with each CD she produces. Only she could produce a sex book and then follow it up with a children's book. Thanks to her consistent changing, Madonna has her public perched on the edge of their seats waiting what she'll come up with next.
moving up in the hierarchy does not confer competence. But it gives opportunity. Leaders also know that t (Max De Pree, Leadership jazz, p43, p170) ..
The entire metaphor of hierarchy, of moving up the ladder, lures many people into the trap of believing that position equals ability. (Max De Pree, Leadership jazz, p43)
Good leaders know that moving up in the hierarchy does not magically confer upon them competence. They know that being elected president, for instance, gives them the opportunity to become president. Leaders also know that their real security lies in their personal capabilities, not in their power or position. (Max De Pree, Leadership jazz, p170)
Good leaders know that moving up in the hierarchy does not magically confer upon them competence. They know that being elected president, for instance, gives them the opportunity to become president. Leaders also know that their real security lies in their personal capabilities, not in their power or position. (Max De Pree, Leadership jazz, p170)
"The best leaders I know are always anxious to get to the job at hand, to do what they are there to do. ..
You'd never want to go to sea with a captain with a captain who would rather be in port." (Max De Pree, Leadership jazz, p41)
The goals of the organization are best met when the goals of the people in the organization are met at the same time. ..
These two sets of goals are seldom the same. (Max Depree, Leadership jazz)
Freitag, 17. April 2009
Mittwoch, 15. April 2009
The feeling of being important.
'Susan, the waitress, didn't bring over the bill until Larry motioned for it, as is the custom in Europe. The message is: No rush, take your time. You're important here.
But instead of a bill, Susan presented us with a comment card with a dollar paper-clipped to it. "I want to thank you in advance for filling out this card, "she said to me. "And when you're done, please accept this crisp new one dollar bill as our thank you!"
(Subir Chowdhury, The power of six sigma,p112-113)
But instead of a bill, Susan presented us with a comment card with a dollar paper-clipped to it. "I want to thank you in advance for filling out this card, "she said to me. "And when you're done, please accept this crisp new one dollar bill as our thank you!"
(Subir Chowdhury, The power of six sigma,p112-113)
"Stick a date to everything you do. Without deadlines, it just doesn't get done. If the IRS said, 'Hey, just get your taxes in when it's convenient fo
r you', what do you think would happen?" (Subir Chowdhury, The power of six sigma, p93)
Most comranien measure the number of _errors_, not the number of _opportunities_, so they don't know what's possible, and how far they are falling sho
rt. (Subir Chowdhury, The power of six sigma, p84)
"She told me that they were going to give me a four-week training program, spread out over four months, at a cost of about $15,000 to the division. Bu
"She told me that they were going to give me a four-week training program, spread out over four months, at a cost of about $15,000 to the division. But in exchge for all that, she expected me to help American Pizza save $250,000. Now, all that got my attention.
(Subir Chowdhury, The power of six sigma, p.78)
(Subir Chowdhury, The power of six sigma, p.78)
"You know, in all my years at American Foods, the biggest complain I've had from dissatisfied employees is nat low pay, long hours, or a hectic schedu
"You know, in all my years at American Foods, the biggest complain I've had from dissatisfied employees is nat low pay, long hours, or a hectic schedule. It's this: 'I don't know what my boss wants,' and 'No one appreciates what I do.'"
It's amazing, how much money we spend to attract customers, and how little we do to keep them after we've got them. (Subir Chowdhury, The power of six
(Subir Chowdhury, The power of six sigma, p35)
Quality saves money, because there are fewer throwouts, fewer warranty payouts, and fewer refunds. And doing all that, in turn, increases profits.
(Subir Chowdhury, The power of six sigma, p34)
Numbers bring clarity. When you define the goal in anything but numbers, the goal quickly becomes subjective and fuzzy. (Subir Chowdhury)
When you want to improve something you have to know where you stand and where you want to go, or else it isn't going to happen. But when you define the goal in anything but numbers, the goal quickly becomes subjective and fuzzy.
Numbers bring clarity. (Subir Chowdhury, The power of six sigma, p31)
Numbers bring clarity. (Subir Chowdhury, The power of six sigma, p31)
The competent and intelligent are loath to waste their time. Eventually the ablle are replaced by the available.
In far too many associations meetings are carried out in such a way that there is a high wastage of competent committee members and their replacement by those with high tolerance to ideocy. The competent and intelligent are loath to waste their time month after month attending hours of meetings that achieve very little. Eventually the able are replaced by the available. (John Milligan, 'The Penguin guide to chairing meetings', p12)
With your right finger you touch the right side of your nose. , then you take the same right index finger and touch the outer corner of your right eye
With your right finger you touch the right side of your nose. If the other person responds by doing the same, then you take the same right index finger and touch the outer corner of your right eye. (Edward de Bono)
The ritual is a visual signal to yourself and others that you belong, in some way, to a group. (E. de Bono,H+,p.75)
Each time you carry out a ritual you are saying to yourself, 'I belong'.
Dienstag, 14. April 2009
Montag, 13. April 2009
X: X-plore - find information from as many different sources as possible.
X: X-plore - find information from as many different sources as possible. Sometimes what you are looking for in the text you can get more quickly from a phonecall to an expert or a friend
V: Vocabulary. Work on expanding your vocabulary. Its like with a foreign language - the more words you know the better you understand. Take notes of
the words you don't know and look them up later.
S: Stretch - When you read for any length of time your body might become stiff. Stretch whenever you take a break.
S: Stretch - Your body is involved in your reading as well as your mind. Reading can be a passive activity. When you read for any length of time your body might become stiff. Stretch whenever you take a break.
When you are under pressure to read:
- make a realistic statement of the available time
- Decide what you have to know
- Decide where the best and fastest source of information is
- speak to someone who already knows something on the subject - Find out exactly why you have such a tight deadline and find out whether it can be changed
- Take plenty of breaks. When you are under pressure it is more important to sit back and take stock than when you have all the time in the world. If you are under pressure and not taking care of oneself, stress will counteract all the work you are doing.
80% of the enjoyment is in the sensory appreciation of the meal: the taste, smell, texture, and presentation of the food.
network: "Read actively using a pacer... The more senses you use, the more alert you are likely to remain. Imagine eating a meal all you could do was see it. You couldn't smell it, taste it, feel the texture of the food or hear the sounds of cutting and slicing a juicy fish. All you could do was see it and eat it. How much do you think you would enjoy your meal? 80% of the enjoyment is in the sensory appreciation of the meal: the taste, smell, texture, and presentation of the food.
The same applies to reading. Unfortunately we are taught at a very early stage to appreciate reading only through one sense. When you start building mind-maps, taking notes, thinking, discussing and actively reading, you will find that reading becomes more like a meal you can see, taste, hear and feel. You always always remember a good meal when the company is good and the surrounding is pleasand. Treat reading like a good meal - you'll be surprised."
(Tina Konstant "Speed reading in a week", Thursday, p.63)
The same applies to reading. Unfortunately we are taught at a very early stage to appreciate reading only through one sense. When you start building mind-maps, taking notes, thinking, discussing and actively reading, you will find that reading becomes more like a meal you can see, taste, hear and feel. You always always remember a good meal when the company is good and the surrounding is pleasand. Treat reading like a good meal - you'll be surprised."
(Tina Konstant "Speed reading in a week", Thursday, p.63)
network: If you can re-create the whole experience as you remembered it, you will be able to recall more easily.
When we try to retrieve information we often use only one access point. If you can re-create the whole experience as you remembered it, you will be able to recall more easily.
Learn something new every day. No matter how small, learn something new. You will surprised how fast your general knowledge grows.
Learn something new every day. No matter how small, learn something new. Keep a notebook of what you have learnt in the day and you will surprised how
Teach someone else
When you can teach someone else what you have learnt, you have learnt it well. If you have children, teach them - any time is a good time for them to learn.
Keep your purpose clear.
If you do not have a purpose, you will quickly lose interest. Keep in mind why you are doing this. What else do you want to do with the time you have? What will it give to you?
keep practicing even when you seem to be getting nowhere.
But while doing so - and this is an exorable fact of the journey - you also have to be willing to spend most of your time on the plateau, to keep practicing even when you seem to be getting nowhere.
(George Leonard "Mastery. The keys to success and long-term fulfillment", Ch.5 page 15)
(George Leonard "Mastery. The keys to success and long-term fulfillment", Ch.5 page 15)
any significant learning is measured not in a straight line, but in stages: brief spurts of progress separated by periods during which you seemed to b
any significant learning is measured not in a straight line, but in stages: brief spurts of progress separated by periods during which you seemed to be getting nowhere. (George Leonard "Mastery. The keys to success and long-term fulfillment", Introduction, page 4)
Sonntag, 12. April 2009
Samstag, 11. April 2009
Freitag, 10. April 2009
Montag, 6. April 2009
Donnerstag, 2. April 2009
Mittwoch, 1. April 2009
“A leader is best when people barely know he exists…when his work is done and his aim fulfilled, they will say, we did it ourselves.” Lao-tze
“A leader is best when people barely know he exists…Not so good when people obey and acclaim him, Worse when they despise him. But of a good leader who talks little, when his work is done and his aim fulfilled, they will say, we did it ourselves.”
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