Friday, August 05, 2005

[article] Alphabets for Success

Menurut pakarnya, manusia sukses tidak cuma dari IQ saja. Peran EQ Emotional Intelligence) pada kesuksesan bahkan melebihi porsi IQ. Seorang pakar EQ bernama Patricia Patton memberikan tips bagaimana kita menemukan dan memupuk harga diri, yang disebutnya alfabet keberhasilan pribadi.


Terimalah diri anda sebagaimana adanya.


Percayalah terhadap kemampuan anda untuk meraih apa yang anda inginkan dalam hidup


Pedulilah pada kemampuan anda meraih apa yang anda inginkan dalam hidup


Arahkan pikiran pada hal-hal positif yang meningkatkan kepercayaan diri


Terimalah penghargaan yang diberi orang lain dengan tetap berusaha menjadi yang terbaik


Hadapi masalah dengan benar dan yakin

G : GO

Berangkatlah dari kebenaran


Pekerjaan rumah adalah langkah penting untuk pengumpulan informasi


Abaikan celaan orang yang menghalangi jalan anda mencapai tujuan


Rasa iri dapat membuat anda tidak menghargai kelebihan anda sendiri


Terus berusaha walaupun beberapa kali gagal


Belajar dari kesalahan dan berusaha untuk tidak mengulanginya


Perhatikan urusan sendiri dan tidak menyebar gosip tentang orang lain


Jangan terlibat skandal seks, obat terlarang, dan alkohol


Amatilah segala hal di sekeliling anda. Perhatikan, dengarkan, dan belajar dari orang lain


Sabar adalah kekuatan tak ternilai yang membuat anda terus berusaha


Pertanyaan perlu untuk mencari jawaban yang benar dan menambah ilmu


Hargai diri sendiri dan juga orang lain


Percaya diri, harga diri, citra diri, penghormatan diri membebaskan kita dari saat-saat tegang


Bertanggung jawab pada setiap tindakan anda


Pahami bahwa hidup itu naik turun, namun tak ada yang dapat mengalahkan anda


Nilai diri sendiri dan orang lain, berusahalah melakukan yang terbaik


Bekerja dengan giat, jangan lupa berdo'a


Usaha lebih keras membawa keberhasilan


Anda dapat membuat suatu yang berbeda


Usaha nol membawa hasil nol pula

Tuesday, August 02, 2005

Handling Difficult Coworkers

From’s Article Library

Like any social situation, a professional environment is bound to have its good and bad apples. There is no rule that says that once you find a job, you will enjoy working with each of your coworkers. In fact, you are bound to run into a colleague who irritates or even offends you. In these situations, it often becomes your responsibility to maintain a professional attitude. Here are some common types of “nightmare coworkers” and tips on how to keep your reputation intact, no matter what.

1. The Office Gossip – Most offices have one person with a direct connection to the company grapevine. This person has the “scoop” all the time and is not afraid to share it. While it can be fun to be in on the office news for a while, it is best to be cautious when presented with office gossip. The majority of gossip is false and hurtful. If you keep information to yourself instead of passing it on, your coworkers will come to see you as reliable and trustworthy. In addition, deciding not to spread gossip is one of the best ways to keep yourself from eventually becoming the subject.

2. The Constant Complainer – Misery loves company, and some individuals are just not happy in any situation. These employees are not afraid to complain, and do it often and vocally. But in an office environment, negativity often means lower productivity and company morale. Complainers typically seek out others who will share their grief. Your best bet is to listen respectfully if someone approaches you to vent, but not to join in. Sooner or later, the complainer will stop using you as a sounding board and you will not have to risk being labeled a negative employee.

3. The Nosey Neighbor – Many workplaces are set up in an open environment, with employees situated in cubes rather than in offices. This layout is great for employees who love to learn as much as possible about coworkers’ professional and personal lives. If you are faced with a colleague who always knows what is going on in your life, you might want to be more discreet at work. This means keeping personal calls to a minimum, or utilizing a conference room to handle personal business. If your nosey neighbor has truly crossed the line, talk to your manager about the situation. The company may be able to make adjustments in the office layout to provide you with more privacy.

4. The Office Thief – The office thief typically is not known for stealing pens and pencils, but for stealing credit and ideas. You may find that an idea you brought up casually is later presented formally by this individual, with no reference to your input. Unfortunately, you won’t do yourself much good by yelling “that was my idea!” Steer clear of this person, particularly when it comes to brainstorming or sharing ideas and materials. Be professional, but also be guarded in your interactions with the office thief.

5. The All-Around Unpleasant Coworker – While some individuals in the office cause problems without being blatantly offensive, this individual is downright nasty. He or she is rude, arrogant, condescending, and just not enjoyable to be around. There are a couple of tips for dealing with this coworker. The first is realizing that you never know the whole story. This person might have something going on in his or her life that is causing the negativity. Try having an open conversation – privately, of course – to discuss the interactions between the two of you, but be careful about how you approach the conversation. You want to be seen as supportive and open, rather than accusing. Next, talk to your manager or human resources rep about the situation. It never hurts to document issues, and you may be able to decrease the amount of interaction you have with this individual.

Bottom line: If you keep out of the negative situations that arise, you will save yourself a great deal of heartache in the future. Remember that the workplace is an environment that mixes a wide variety of personality types. The trick is staying true to yourself, getting your job done and doing what you can to ensure you are happy at the end of each day, even if it means biting your tongue from time to time.

Monday, August 01, 2005

[interview] A Brief Q&A with John Kotter

Leadership: Facing Your Fears… and the Internet

Link&Learn: What is necessary for true leadership?

John Kotter: One, leaders must understand that leadership is not just a job of the person above them in hierarchy. Two, they need to understand what leadership means in their position. Three, they need to draw on their own self-confidence to actually lead. And four, they need to constantly learn from their own experiences what works and what doesn't, and grow as leaders. You can have people in executive positions who know nothing about leadership and do not behave as leaders. Certainly, people in executive positions who do not listen to people below them in the hierarchy-the ones who are closely connected to customers-are increasingly getting themselves into trouble. Good leaders listen very carefully to everything that's happening around them. They never lock themselves in their offices, where they're removed from people and where they just rely on reports and small meetings to know what the heck is going on.

L&L: Tell me more about the characteristics that are necessary for true leadership.

JK: The most common sort of leadership that you see today that is useful are people who challenge the status quo, vacuum up information from all directions, establish-by themselves or with others-a sense of direction, vision, for their little piece of the action, and then create some strategies for making the vision a reality. They communicate that strategy relentlessly to the relevant people around them, both with words and, maybe more importantly, with deeds. They make sure that enough people understand the vision, but more importantly, that they buy into it. Then they do whatever possible to create conditions that will motivate folks to act on that vision. That can be a long list of things, from helping people see the connection between their own aspirations and the vision, to getting rid of things that block action in the organization, etc. That is the most common form of very good leadership that you see today.

L&L: What are the first steps leaders can take to overcome their own natural fears so that they can then create the conditions that encourage the people they're leading to do the same?

JK: That's an excellent question. Let's see. In a funny way, what gets in our way is what Roosevelt said, in the early 1930s: "The only said we really have to fear is fear itself." What that means is, what really scares us is the fear. We fear the fear. And I think, once you get that insight, it helps a lot. A second thought is: I think the more that you get in touch with your own hopes and dreams and ideals, the more that you see the difference or the gap between your dreams and the current reality, the more you're propelled, regardless of fear, to do something.

L&L: That's a tough leap.

JK: Yes. But the bigger the gap, the more people want to do something. It's uncomfortable, not to do something about it. I think a third way you deal with your fears is by testing them against reality. That is to say, looking around, in your own history and others, to see how realistic they really are, and how much you're just conjuring them up, based on a few cases that were very difficult, versus what's rational. And a fourth is, the more that you can see how letting fears run your life does not lead to the life you want, the more you're able to face them and do something about them.

L&L: Has there been a time in your life that you've had to overcome a fear in order to get to where you wanted to go?

JK: Oh, yeah! Not only one time. Good heavens! At one point, I had an extraordinarily difficult boss, who could literally drive you into tears. And it was easy to convince yourself to allow the fear that naturally arose to, if not paralyze you, certainly greatly restrict what you did, and the risks you were willing to take. And I think coming to grips with that was not an easy one.

L&L: Were you able to face your fear?

JK: I decided life was too short to hide in the corner and worry about this guy. And I also decided that I was right, and he wasn't.

L&L: Did you tell him that?

JK: Did I ever tell him that? I may not have. I may have just done what was right. I don't think he would ever admit that he intimidated in a bad way, but he respects me now.

L&L: The arrival of the Internet has greatly accelerated what was an already accelerated rate of change. How can leaders keep up with the change?

JK: Well, you've got to rely increasingly on people other than yourself, and the challenge then is to help everybody collectively move fast enough--and if the organization is larger-- be maneuverable enough. If the organization has more than about 100 employees, much less 50,000, getting the speed and maneuverability is tough. And I think the most fundamental challenge is unleashing the energy potential in enough people to create the power, if you will, to make organizations leap and dodge. We've said for years that the average company gets about 10 to 20% out of its people. Well, that's fine, if you've got 50% of the market and things are moving at 20 miles an hour. It's no good when competition increases, the barriers to entry are smaller, and you're trying to move at 150 miles an hour. Drawing that out of people--or maybe a better way to say it is, helping them to draw it out of themselves--and using that to help organizations leap and maneuver, I think is going to be the critical leadership challenge.


Sunday, July 31, 2005

[article] It's Hard to Argue with Success

Jack Welch, in my not so humble opinion, is the hands down most successful business leader of the 20th Century. Before I lose any of you entrepreneurs out there who think leading GE is all that different from leading your computer business, construction company or even your hospital, please bear with me for a bit. As you might know, my work covers the gamut of business. Over the years I have come to realize that leadership is leadership no matter the size. Of course there are differences and many of those differences should not be ignored. For the most part, however, if you apply great leadership principles to a small business or even a single department, you are going to get big results, just like Jack did. Each of those big companies and institutions break down into smaller departments and units that need to be managed and led. I consistently preach leadership, management and communication fundamentals to my clients. The reason is that, if the fundamentals are not solid and do not offer a solid foundation, then the house will blow over sooner or later (remember the dot com bust?).

There is not a great leader in business that does not have an eye on the basics of financial management. If you have your eye on the financial ball you can get away with a lot in violating the fundamentals of managing “Human Capital,” but you will not grow like you could and I can guarantee you that your stress level will be in the stratosphere. This is simply because you just cannot control people, nor can you do it all by yourself. Those who try to do so stand in the way of their company’s growth. Holding people accountable goes a long way, but holding them accountable with love and care will really take your business where you want it to be. That is why leadership has room for so many different styles. You can be boisterous, funny, quiet, crazy, hands on, hands off, there, not there or any other way but there is one thing you cannot be and still be a great leader. You cannot be non-caring. Let me remind you we are talking about greatness, we are talking about Jack Welch. Yes, I know Jack was known as Neutron Jack at one point, but if you have ever tried to turn a failing business around then you know that blowing it up is a sure fire way to get on track. When the money has dried up that often is the best solution. If you follow Jack Welch you cannot help but come to the conclusion that he truly cared about people. Tough love might occasionally appear to be non-caring, but if you look closely you will see that there is a truth behind the toughness that is very loving.

Jack has eight principles that are terrific. I will list them here with a brief comment and if you want to read Jack’s commentary pick up his latest book “Winning.”

1. Leaders Relentlessly Upgrade Their Team, Using Every Encounter as An Opportunity to Evaluate, Coach And Build Self Confidence.

Allen – “You have to Coach”- This is only possible by meeting with people on a regular basis. That is what the research tells us the greatest mangers in the world do. If Jack had used my system God knows what he could have accomplished.

2. Leaders Make Sure People Not only See The Vision, They Live And Breathe It.

Allen – Every department should have their own vision and mission that supports the corporate vision and spells out just what you want that department to look like down the road.

3. Leaders Get Into Everyone’s Skin, Exuding Positive Energy And Optimism.

Allen – If you are negative, changing that is not easy, but it can happen with some help. Get a coach and begin the process if you want to experience the difference being positive will make. I am a realist and you can be both. I’ll show you how.

4. Leaders Establish Trust With Candor, Transparency And Credit.

Allen – Well said and let’s not forget to follow up until your direct report proves it is not necessary. You do not need to micro manage, but simply communicate – both ways.

5. Leaders Have The Courage To Make Unpopular Decisions And Gut Calls.

Allen – Get out of your head and learn how to feel. And know that intuition without information can be dangerous. “Fine line” stuff this leadership is.

6. Leaders Probe And Push With A Curiosity That Borders On Skepticism, Making Sure Their Questions Are Answered with Action.

Allen – This is the Coach Approach to Leadership and Management.

7. Leaders Inspire Risk Taking and Learning By Setting The Example.

Allen – The fruit is always out on the limb.

8. Leaders Celebrate

Allen – You should celebrate little wins too. Many leaders are such workaholics that they forget how to have some fun with their employees.

Well there you have it. If you want to get on track with changing your behavior and implementing great Leadership principles into your organization then call or Email me for a free one hour consultation.

Allen Hatton
Principal, Executive Development Group