Nine things you can do to bring people
into your circle:
1. Spend time with them. Time is the new money, an investment
whose sincerity no one can mistake.
2. Listen to them. Listening is more than facing people and nodding
your head until it’s your turn to say something. Other people know
things you don’t know. If you pay close attention, you will find things
out that will amaze you.
3. Appreciate differentness. You need people you can trust who aren’t
afraid to disagree with you. Remember, you have no time for pussyfooting—
cut to the chase, even if it means getting trampled emotionally.
You will last a lot longer if you have at least one friend you can
count on for support—not a yes-person, but a you-person.
4. Thank them.We talk about win-win dealmaking. But thanking
does deeper. It means ritually acknowledging that they helped you,
and you are in their debt. If you really want to sweeten the deal, thank
them in front of other people. Genuine gratitude makes people feel
better than heroin. Fewer side effects, too.
5. Keep your ears open. You’ll be surprised at the good things that fly
in. After all, no leader leads alone. You can’t succeed if you spurn the
help and advice that others naturally provide.
6. Team up. Partner with peers, supervisors, and subordinates. Let
people know you are available to them. This induces “interpersonal
reciprocity”—it greases the skids.
7. Be direct. You won’t get help unless you ask for it.
8. Look for human gold in the mine. That is, find people in your
organization who have worked in your department in the past and
can provide input.
9. Join associations. People who do similar work naturally share
information and learn from one another, create bonds, and provide
help when asked.
From India, Nasik
15into your circle:
1. Spend time with them. Time is the new money, an investment
whose sincerity no one can mistake.
2. Listen to them. Listening is more than facing people and nodding
your head until it’s your turn to say something. Other people know
things you don’t know. If you pay close attention, you will find things
out that will amaze you.
3. Appreciate differentness. You need people you can trust who aren’t
afraid to disagree with you. Remember, you have no time for pussyfooting—
cut to the chase, even if it means getting trampled emotionally.
You will last a lot longer if you have at least one friend you can
count on for support—not a yes-person, but a you-person.
4. Thank them.We talk about win-win dealmaking. But thanking
does deeper. It means ritually acknowledging that they helped you,
and you are in their debt. If you really want to sweeten the deal, thank
them in front of other people. Genuine gratitude makes people feel
better than heroin. Fewer side effects, too.
5. Keep your ears open. You’ll be surprised at the good things that fly
in. After all, no leader leads alone. You can’t succeed if you spurn the
help and advice that others naturally provide.
6. Team up. Partner with peers, supervisors, and subordinates. Let
people know you are available to them. This induces “interpersonal
reciprocity”—it greases the skids.
7. Be direct. You won’t get help unless you ask for it.
8. Look for human gold in the mine. That is, find people in your
organization who have worked in your department in the past and
can provide input.
9. Join associations. People who do similar work naturally share
information and learn from one another, create bonds, and provide
help when asked.
From India, Nasik
Seven ways to get out of the box, and stay out:
1. Don’t get trapped behind your desk. Schedule time on your daily
calendar (twice a day minimum) to wander around and talk to people
on their home turf.
2. Ask team members regularly what you can do to help them. Don’t
wait for them to come to you.
3. Question everything. Take nothing for granted, not even the most
conventional wisdom.
4. Meet with other team leaders to see how your team integrates (or
doesn’t) with the organization.
5. Find resources outside your immediate organization. You never
know where you’ll come across something that might help your team
accomplish good outcomes.
6. Let others know what your team is doing. (Go for publicity both
inside and outside the organization.)
7. Use the right metrics, or you’ll get the wrong results.
From India, Nasik
1. Don’t get trapped behind your desk. Schedule time on your daily
calendar (twice a day minimum) to wander around and talk to people
on their home turf.
2. Ask team members regularly what you can do to help them. Don’t
wait for them to come to you.
3. Question everything. Take nothing for granted, not even the most
conventional wisdom.
4. Meet with other team leaders to see how your team integrates (or
doesn’t) with the organization.
5. Find resources outside your immediate organization. You never
know where you’ll come across something that might help your team
accomplish good outcomes.
6. Let others know what your team is doing. (Go for publicity both
inside and outside the organization.)
7. Use the right metrics, or you’ll get the wrong results.
From India, Nasik
Six ways to create a learning environment:
1. Read articles and books about leadership.
2. Attend conferences on leadership.
3. Talk with other leaders about what they find difficult and how they
handle these situations.
4. Seek a mentor—someone in a leadership position who will volunteer
to provide you with guidance and advice.
5. Join associations on management and leadership and attend their
luncheons.
6. Learn from your mistakes and the mistakes of others.
From India, Nasik
1. Read articles and books about leadership.
2. Attend conferences on leadership.
3. Talk with other leaders about what they find difficult and how they
handle these situations.
4. Seek a mentor—someone in a leadership position who will volunteer
to provide you with guidance and advice.
5. Join associations on management and leadership and attend their
luncheons.
6. Learn from your mistakes and the mistakes of others.
From India, Nasik
Five rules for successful succession:
1. Never badmouth your predecessor. Everyone’s got good and bad
behaviors. Speak well of your predecessor’s past accomplishments
and forgive the shortcomings you notice in the hope that others will
forgive yours.
2. Set your own expectations. Make sure your staff all know what you
want.
3. Find out what has worked and what needs fixing. Talk to your staff.
4. Make an agreement to work with your staff to meet your expectations.
5. Never forget:You are in charge.
From India, Nasik
1. Never badmouth your predecessor. Everyone’s got good and bad
behaviors. Speak well of your predecessor’s past accomplishments
and forgive the shortcomings you notice in the hope that others will
forgive yours.
2. Set your own expectations. Make sure your staff all know what you
want.
3. Find out what has worked and what needs fixing. Talk to your staff.
4. Make an agreement to work with your staff to meet your expectations.
5. Never forget:You are in charge.
From India, Nasik
Seven truths about effective team process:
1. Work is not the key process of a team. Deciding is.
2. The method it will use to make decisions is the most important
decision the team will make.
3. Leaders risk losing their teams by imposing important decisions
without first acquiring their members’ consent.
4. Lines of communication don’t work unless they are open.
5. The leader’s job is to organize decisions into action steps.
6. Checkpoints are necessary for monitoring progress toward specific
outcomes.
7. No team run with an iron hand ever came up with a new idea.
From India, Nasik
1. Work is not the key process of a team. Deciding is.
2. The method it will use to make decisions is the most important
decision the team will make.
3. Leaders risk losing their teams by imposing important decisions
without first acquiring their members’ consent.
4. Lines of communication don’t work unless they are open.
5. The leader’s job is to organize decisions into action steps.
6. Checkpoints are necessary for monitoring progress toward specific
outcomes.
7. No team run with an iron hand ever came up with a new idea.
From India, Nasik
Ten el-cheapo ways to motivate people:
1. Celebrate the completion of outcomes. A victory unnoted might
as well not have happened.
2. Keep outcomes short-term. That way you have plenty of opportunities
to celebrate.
3. Show off for the big boss. The more important the audience for a
presentation, the more mileage the team will get from the success.
4. Hand out mugs with the team logo all around. That will keep
reminding people where they belong.
5. Give comp time. Everyone likes comp time.
6. Lunch together (assuming you like to eat with each other).
7. Bring in celebrities. There’s nothing like a show to acknowledge
work well done.
8. Hand out gift certificates. It doesn’t take much to make a great
low-cost reward.
9. Advance via retreat. A weekend in the woods is nice.
10. When all else fails . . . Krispy Kremes.
From India, Nasik
1. Celebrate the completion of outcomes. A victory unnoted might
as well not have happened.
2. Keep outcomes short-term. That way you have plenty of opportunities
to celebrate.
3. Show off for the big boss. The more important the audience for a
presentation, the more mileage the team will get from the success.
4. Hand out mugs with the team logo all around. That will keep
reminding people where they belong.
5. Give comp time. Everyone likes comp time.
6. Lunch together (assuming you like to eat with each other).
7. Bring in celebrities. There’s nothing like a show to acknowledge
work well done.
8. Hand out gift certificates. It doesn’t take much to make a great
low-cost reward.
9. Advance via retreat. A weekend in the woods is nice.
10. When all else fails . . . Krispy Kremes.
From India, Nasik
Hello Shyamali, That was an interesting piece on one of the modern perceptions on leadership- thank you. Often in our working arena we have to 'take charge' of unexpected matters that arise equally unexpectedly. The old saying of 'some have leadership thrust on them' is getting to be an universal truth in todays dynamic world. To be successful as an accidental leader you should have courage and a load of self confidence. Unlike normal leadership activities, if you succeed in the accidental leadership situation, you can become an overnight hero! ( Just remember how during the second innings of India during the final test in south africa, Ganguly had to assume this role since Tendulkar could not come in time, and the result of his successful performance which was more appreciated than anything else)
regards
Rajeev.V
From India
regards
Rajeev.V
From India
Ten el-cheapo ways to motivate people:
1. Celebrate the completion of outcomes. A victory unnoted might
as well not have happened.
2. Keep outcomes short-term. That way you have plenty of opportunities
to celebrate.
3. Show off for the big boss. The more important the audience for a
presentation, the more mileage the team will get from the success.
4. Hand out mugs with the team logo all around. That will keep
reminding people where they belong.
5. Give comp time. Everyone likes comp time.
6. Lunch together (assuming you like to eat with each other).
7. Bring in celebrities. There’s nothing like a show to acknowledge
work well done.
8. Hand out gift certificates. It doesn’t take much to make a great
low-cost reward.
9. Advance via retreat. A weekend in the woods is nice.
10. When all else fails . . . Krispy Kremes.
Five ways to effect change in the face of resistance:
1. People automatically fill in the blanks in their knowledge base with
negative information—worst-case scenarios—for self-protection.
Whenever left in the dark, people imagine monsters.
2. Counter this natural tendency with accurate information. Do not
inflame people’s automatic negative fears.
3. Change happens every day as a natural progression of living. The
trick is to accept this stress and not overreact to it.
4. You have a choice: scaring your people into compliance with the
change, or offering them a picture of a brighter future. One is push,
the other is pull.When possible, choose pull.
5. Lay out a pathway to this brighter future so your people know you
have a destination and a road map for getting them there.
From India, Nasik
1. Celebrate the completion of outcomes. A victory unnoted might
as well not have happened.
2. Keep outcomes short-term. That way you have plenty of opportunities
to celebrate.
3. Show off for the big boss. The more important the audience for a
presentation, the more mileage the team will get from the success.
4. Hand out mugs with the team logo all around. That will keep
reminding people where they belong.
5. Give comp time. Everyone likes comp time.
6. Lunch together (assuming you like to eat with each other).
7. Bring in celebrities. There’s nothing like a show to acknowledge
work well done.
8. Hand out gift certificates. It doesn’t take much to make a great
low-cost reward.
9. Advance via retreat. A weekend in the woods is nice.
10. When all else fails . . . Krispy Kremes.
Five ways to effect change in the face of resistance:
1. People automatically fill in the blanks in their knowledge base with
negative information—worst-case scenarios—for self-protection.
Whenever left in the dark, people imagine monsters.
2. Counter this natural tendency with accurate information. Do not
inflame people’s automatic negative fears.
3. Change happens every day as a natural progression of living. The
trick is to accept this stress and not overreact to it.
4. You have a choice: scaring your people into compliance with the
change, or offering them a picture of a brighter future. One is push,
the other is pull.When possible, choose pull.
5. Lay out a pathway to this brighter future so your people know you
have a destination and a road map for getting them there.
From India, Nasik
Nine ways to break an ice-jam in negotiations:
1. Share information. People struggling to find agreement have reason
to be distrustful. Why not divulge information? It communicates the
idea that mutual gain is a possibility—that I don’t have to succeed by
making you fail.
2. Ask what’s up. Instead of trying to pry information from the other
side, why not just ask for it? The chances of getting good information
are better if you ask than if you don’t ask.
3. Pay attention.When the other side is talking, it’s tempting to sit back
and plan your responses. Look for common interests to negotiate
around. The information in their remarks provides many clues, which
you will miss if you aren’t listening carefully.
4. Give something away. Albert Einstein once said that nothing is ever
yours until you give it away. If you want reciprocity, start by giving
something away. It changes the tone and invites reciprocation.
5. Make lots of offers. Something will intrigue the other side and get
you moving.
6. Frost the cake. Be on the lookout for “post-negotiation negotiations,”
bets and side deals that can extend and broaden the improved
relationship.
7. Barter. People will often trade things, including information, that they
would never sell.
8. Praise cooperation publicly and in print.
9. Suggest rewards for cooperative actions.
From India, Nasik
1. Share information. People struggling to find agreement have reason
to be distrustful. Why not divulge information? It communicates the
idea that mutual gain is a possibility—that I don’t have to succeed by
making you fail.
2. Ask what’s up. Instead of trying to pry information from the other
side, why not just ask for it? The chances of getting good information
are better if you ask than if you don’t ask.
3. Pay attention.When the other side is talking, it’s tempting to sit back
and plan your responses. Look for common interests to negotiate
around. The information in their remarks provides many clues, which
you will miss if you aren’t listening carefully.
4. Give something away. Albert Einstein once said that nothing is ever
yours until you give it away. If you want reciprocity, start by giving
something away. It changes the tone and invites reciprocation.
5. Make lots of offers. Something will intrigue the other side and get
you moving.
6. Frost the cake. Be on the lookout for “post-negotiation negotiations,”
bets and side deals that can extend and broaden the improved
relationship.
7. Barter. People will often trade things, including information, that they
would never sell.
8. Praise cooperation publicly and in print.
9. Suggest rewards for cooperative actions.
From India, Nasik
Four kinds of people, and how to work with each:
1. Doers, people who themselves wish to be leaders, to be in charge
of something. These are people who need the least direction, because
they are already motivated by nature to expend great effort to achieve
things.
2. Thinkers, those who are gifted in reason and able to achieve deep
understanding of issues and facts. For these people, the most important
thing is to be right.
3. Socials, people who like working with other people. They derive
greatest satisfaction from communicating and relating to other
people.
4. Creatives, people who easily generate new ideas and fresh perspectives.
Their great need is to get stuff out of themselves.
From India, Nasik
1. Doers, people who themselves wish to be leaders, to be in charge
of something. These are people who need the least direction, because
they are already motivated by nature to expend great effort to achieve
things.
2. Thinkers, those who are gifted in reason and able to achieve deep
understanding of issues and facts. For these people, the most important
thing is to be right.
3. Socials, people who like working with other people. They derive
greatest satisfaction from communicating and relating to other
people.
4. Creatives, people who easily generate new ideas and fresh perspectives.
Their great need is to get stuff out of themselves.
From India, Nasik
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Absence of Team Leader.doc
Checklist for a Leader.ppt