A Lesson Learned
Daily Inspiration
By John H. Sklare, Ed.D, Lifescript Personal Coach
Published December 27, 2010
I said something to a friend that seemed to jump out of my mouth without any conscious thought. He was telling me about his failure on a project he was working on, and said that he learned a lot in the process, but it turned out to be a big waste of his time. My response: “A lesson learned is never time wasted.”
That phrase is also applicable to you. Often, when people come up short of reaching their goal, they feel like a failure. In my opinion, nothing could be further from the truth, particularly if you’ve learned something important along the way. When you find yourself feeling disappointed or emotionally devastated because you didn’t reach a targeted goal, don’t just feel the pain and disappointment from it… learn from it! Failure is often the precursor of success, and as I told my friend, a lesson learned is never time wasted.
Wishing You Great Health,
Dr. John H. Sklare
www.innerdiet.com
MY THOUGHTS
that could be the hardest part about failing. sometimes we avoid the lessons. because learning means changing. it means going against your grain. it means doing something you've never done before. we don't want to learn because it's so much easier to be "just the way we are".
Showing posts with label leadership. Show all posts
Showing posts with label leadership. Show all posts
Tuesday, December 28, 2010
Monday, December 20, 2010
Managers Should Behave Like Adults
Aspiring Managers: Learn to Behave Like Adults
By Steve Tobak | September 11, 2009
It’s relatively easy to be a successful child. All you’ve got to do is learn how to be cute, get attention, and cry when you’re hurt or hungry. Learning how to be a teenager is much harder; I’m not sure anybody’s good at it. I certainly wasn’t. As for becoming an adult, I’ve been working on that for decades and making very, very slow progress.
Everything gets harder as you get older, and becoming a good manager is no exception.
In fact, becoming a good manager is harder than all of those other phases combined. Why? Because, it not only depends on how much of an adult you’ve become, but how adult your employees are. Not to mention all the management and leadership skills that so-called experts and gurus aren’t even sure about - they debate this stuff all the time.
So, for all you relatively new, aspiring managers, and for those supposedly seasoned veterans who are honest enough with themselves to admit that they’re still trying to figure it out, here are three relatively critical but not necessarily intuitive tips I’ve learned by trial and lots of error along the way.
Try to act like a mature adult. As I alluded to above, the best managers are those rare individuals who actually behave like mature adults. What does that mean? It means being as honest, comfortable, and empathetic with your own issues and shortcomings as you are with your strengths and skills. Only then can you do the same for others, and that’s what good managers do.
Do the work - hands on. Work your tail off learning the basics of your trade and industry, whatever that is, while you still can - before you get promoted and lose the opportunity. Why? No matter how smart you are, that’s the only way to get hands-on experience that will engender respect from employees and help you to make effective management decisions down the road.
Become adept at 5 things: finance, selling, presenting, negotiating, and business communications.
Finance. I don’t care if you manage engineering, HR, IT, sales, whatever, you need to learn about finance. Why? Because that’s how companies are run and how business works. Period.
Selling. To sell your own programs internally you have to learn how to open doors, help constituents and peers to make informed decisions, and close deals.
Presenting. It’s hard to imagine your career going anywhere unless you can deliver an effective presentation. Unfortunately, most of us aren’t born with the presentation gene.
Negotiating. Negotiation skills are critical to resolving conflicts, driving consensus among peers and other key constituents, and developing your own career.
Communicating. Great managers are also great communicators; it’s a critical success skill. Unfortunately, they don’t teach you about business communications in school.
MY THOUGHTS
finance and selling? 2 of my most disliked areas of management. i don;t mind selling ideas. and i don;t why i cringe at the thought of selling commodities. and finance? i just can't get my finger on all those figures. one would think after working for a financial and a retail company, i would be over this issue by now! the problem is me of course. i have to want to at least like finance and selling. and the best way for this is to educate myself. i promise to brush up on these before the year ends.
By Steve Tobak | September 11, 2009
It’s relatively easy to be a successful child. All you’ve got to do is learn how to be cute, get attention, and cry when you’re hurt or hungry. Learning how to be a teenager is much harder; I’m not sure anybody’s good at it. I certainly wasn’t. As for becoming an adult, I’ve been working on that for decades and making very, very slow progress.
Everything gets harder as you get older, and becoming a good manager is no exception.
In fact, becoming a good manager is harder than all of those other phases combined. Why? Because, it not only depends on how much of an adult you’ve become, but how adult your employees are. Not to mention all the management and leadership skills that so-called experts and gurus aren’t even sure about - they debate this stuff all the time.
So, for all you relatively new, aspiring managers, and for those supposedly seasoned veterans who are honest enough with themselves to admit that they’re still trying to figure it out, here are three relatively critical but not necessarily intuitive tips I’ve learned by trial and lots of error along the way.
Try to act like a mature adult. As I alluded to above, the best managers are those rare individuals who actually behave like mature adults. What does that mean? It means being as honest, comfortable, and empathetic with your own issues and shortcomings as you are with your strengths and skills. Only then can you do the same for others, and that’s what good managers do.
Do the work - hands on. Work your tail off learning the basics of your trade and industry, whatever that is, while you still can - before you get promoted and lose the opportunity. Why? No matter how smart you are, that’s the only way to get hands-on experience that will engender respect from employees and help you to make effective management decisions down the road.
Become adept at 5 things: finance, selling, presenting, negotiating, and business communications.
Finance. I don’t care if you manage engineering, HR, IT, sales, whatever, you need to learn about finance. Why? Because that’s how companies are run and how business works. Period.
Selling. To sell your own programs internally you have to learn how to open doors, help constituents and peers to make informed decisions, and close deals.
Presenting. It’s hard to imagine your career going anywhere unless you can deliver an effective presentation. Unfortunately, most of us aren’t born with the presentation gene.
Negotiating. Negotiation skills are critical to resolving conflicts, driving consensus among peers and other key constituents, and developing your own career.
Communicating. Great managers are also great communicators; it’s a critical success skill. Unfortunately, they don’t teach you about business communications in school.
MY THOUGHTS
finance and selling? 2 of my most disliked areas of management. i don;t mind selling ideas. and i don;t why i cringe at the thought of selling commodities. and finance? i just can't get my finger on all those figures. one would think after working for a financial and a retail company, i would be over this issue by now! the problem is me of course. i have to want to at least like finance and selling. and the best way for this is to educate myself. i promise to brush up on these before the year ends.
Saturday, July 24, 2010
are you a manager or a leader?
From Manager to Leader
From Leslie L. Kossoff
Ask anyone and they'll tell you. There's a difference between managers and leaders.
Ask them what that difference is and they may have a bit more difficulty. Suddenly the words become amorphous and undefined. Somehow leadership is an intangible - a charismatic component that some people have and others simply don't. That's why, according to the ubiquitous "they", it is such a rarity.
Wrong.
The difference between being a manager and being a leader is simple. Management is a career. Leadership is a calling.
You don't have to be tall, well-spoken and good looking to be a successful leader. You don't have to have that "special something" to fulfill the leadership role.
What you have to have is clearly defined convictions - and, more importantly, the courage of your convictions to see them manifest into reality. Only when you understand your role as guide and steward based on your own most deeply held truths can you move from manager to leader.
Whether the group you oversee is called employees, associates, co-workers, teammates or anything else, what they are looking for is someone in whom they can place their trust. Someone they know is working for the greater good - for them and for the organization. They're looking for someone not only that they can - but that they want to - follow.
Because it is only when you have followers -people who have placed their trust in you - that you know you have moved into that leadership role. And the way you see it is that your organization is transcending all previous quality, productivity, innovation and revenue achievements. You're operating at such a high level of efficiency that you're giving budget back to the corporation - and you're still beating your goals.
You're achieving what you always dreamed could be achieved. And not only that, but it's actually easier than you thought.
Because you're a leader. Because the classic command and control management model - which, contrary to popular belief still applies even in our most progressive 21st century companies - is no longer in play. Sure, controls are in place. Sure, you're solving problems that arise.
But it's not just you alone. You have the people in whom you've put your trust - and who have happily and safely reciprocated - to help you create organizational success.
MY THOUGHTS
the toughest questions surely have the simplest answers. "management is a career. leadership is a calling". being a manager is something that you can give up easily. it's just a career. but leadership is something you are destined to do. how can you run away from what you were called to do? especially if you're certain as to who called you? bringing this to a different level is answering a different question. are you driven or are you called? are you there for the perks or are you there to make a difference? are you there for the "now"? or are you making sure the "now" will leave a "legacy"? did you make an impact while you were there? is the impact still there long after you were gone? tough questions! and only tough leaders can give you the answers.
From Leslie L. Kossoff
Ask anyone and they'll tell you. There's a difference between managers and leaders.
Ask them what that difference is and they may have a bit more difficulty. Suddenly the words become amorphous and undefined. Somehow leadership is an intangible - a charismatic component that some people have and others simply don't. That's why, according to the ubiquitous "they", it is such a rarity.
Wrong.
The difference between being a manager and being a leader is simple. Management is a career. Leadership is a calling.
You don't have to be tall, well-spoken and good looking to be a successful leader. You don't have to have that "special something" to fulfill the leadership role.
What you have to have is clearly defined convictions - and, more importantly, the courage of your convictions to see them manifest into reality. Only when you understand your role as guide and steward based on your own most deeply held truths can you move from manager to leader.
Whether the group you oversee is called employees, associates, co-workers, teammates or anything else, what they are looking for is someone in whom they can place their trust. Someone they know is working for the greater good - for them and for the organization. They're looking for someone not only that they can - but that they want to - follow.
Because it is only when you have followers -people who have placed their trust in you - that you know you have moved into that leadership role. And the way you see it is that your organization is transcending all previous quality, productivity, innovation and revenue achievements. You're operating at such a high level of efficiency that you're giving budget back to the corporation - and you're still beating your goals.
You're achieving what you always dreamed could be achieved. And not only that, but it's actually easier than you thought.
Because you're a leader. Because the classic command and control management model - which, contrary to popular belief still applies even in our most progressive 21st century companies - is no longer in play. Sure, controls are in place. Sure, you're solving problems that arise.
But it's not just you alone. You have the people in whom you've put your trust - and who have happily and safely reciprocated - to help you create organizational success.
MY THOUGHTS
the toughest questions surely have the simplest answers. "management is a career. leadership is a calling". being a manager is something that you can give up easily. it's just a career. but leadership is something you are destined to do. how can you run away from what you were called to do? especially if you're certain as to who called you? bringing this to a different level is answering a different question. are you driven or are you called? are you there for the perks or are you there to make a difference? are you there for the "now"? or are you making sure the "now" will leave a "legacy"? did you make an impact while you were there? is the impact still there long after you were gone? tough questions! and only tough leaders can give you the answers.
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