"I think that the best training a top manager can be engaged in is management by example. I want to make sure there is no discrepancy between what we say and what we do. If you preach accountability and then promote somebody with bad results, it doesn't work. I personally believe the best training is management by example. Don't believe what I say. Believe what I do."
- Carlos Ghosn, CEO of Renault-Nissan
Monday, March 29, 2010
Thursday, March 18, 2010
Bucket Filling
Leaders have a wonderful "bucket filling" technique at their fingertips that costs nothing except a couple moments of your time. It's about a few sincere words of recognition or praise.
A recent Gallup poll found that 65% of Americans received NO recognition in the workplace last year. No wonder low employee engagement is an issue in corporate America, since one of the key indicators of employee engagement is recognition. A question in Gallup's Q12 engagement survey asks: In the last seven days, have you received recognition or praise for doing good work? Notice the timeframe is the last seven days!
Let me be clear - recognition does not necessarily mean a bonus or pay increase. It is primarily about words of acknowledgement, praise, thanks or congratulations. Unfortunately, words of praise are very rare in most workplaces, yet they can be a powerful motivator. And it can be as simple as a sincere "thank you."
Have you said "thank you" in the last week? Have you acknowledged a job well done? extra hours or effort? improvement in performance? high quality output? the closed sale? an instance of superior customer service?
In Rath's book "How Full Is Your Bucket," he states that bucket-filling drops (words of praise and recognition) must be individual, specific and deserved. "Good job" is better than nothing, but it's not specific. "Brian - Good job in getting that proposal out so quickly. Thank you!" is even better.
Who do you need to recognize or praise? I think we all have the opportunity to do more bucket filling than we have in the past. And when we do, we'll see a positive impact on those who work with us and for us. I guarantee it!
Pamela Canning, CSC
A recent Gallup poll found that 65% of Americans received NO recognition in the workplace last year. No wonder low employee engagement is an issue in corporate America, since one of the key indicators of employee engagement is recognition. A question in Gallup's Q12 engagement survey asks: In the last seven days, have you received recognition or praise for doing good work? Notice the timeframe is the last seven days!
Let me be clear - recognition does not necessarily mean a bonus or pay increase. It is primarily about words of acknowledgement, praise, thanks or congratulations. Unfortunately, words of praise are very rare in most workplaces, yet they can be a powerful motivator. And it can be as simple as a sincere "thank you."
Have you said "thank you" in the last week? Have you acknowledged a job well done? extra hours or effort? improvement in performance? high quality output? the closed sale? an instance of superior customer service?
In Rath's book "How Full Is Your Bucket," he states that bucket-filling drops (words of praise and recognition) must be individual, specific and deserved. "Good job" is better than nothing, but it's not specific. "Brian - Good job in getting that proposal out so quickly. Thank you!" is even better.
Who do you need to recognize or praise? I think we all have the opportunity to do more bucket filling than we have in the past. And when we do, we'll see a positive impact on those who work with us and for us. I guarantee it!
Pamela Canning, CSC
Monday, March 15, 2010
How Full Is Your Bucket?
"How Full Is Your Bucket?" by Tom Rath and Donald O. Clifton is the title of a book that I recently pulled off of my bookshelf and skimmed once again. This is a powerful little book that I suggest you read.
The "bucket" theory stems from studies of POW's during the Korean War. These studies revealed that "relentless negativity resulted in a 38% POW death rate - the highest in U.S. military history." Apply that theory to the workplace, and you get a similar finding - negativity kills. Negativity kills employee engagement, morale, productivity, spirit, motivation - the list goes on and on.
The theory of the dipper and the bucket states that "each of us has an invisible bucket. It is constantly emptied or filled, depending on what others say or do to us. When our bucket is full, we feel great. When it's empty, we feel awful.
Each of us also has an invisible dipper. When we use that dipper to fill other people's buckets -- by saying or doing things to increase their positive emotions -- we also fill our own bucket. But when we use that dipper to dip from others' buckets -- by saying or doing things that decrease their positive emotions -- we diminish ourselves.
Like the cup that runneth over, a full bucket gives us a positive outlook and renewed energy. Every drop in that bucket makes us stronger and more optimistic.
But an empty bucket poisons our outlook, saps our energy, and undermines our will. That's why every time someone dips from our bucket, it hurts us.
So we face a choice every moment of every day: We can fill one another's buckets, or we can dip from them. It's an important choice -- one that profoundly influences our relationships, productivity, health, and happiness."
I'll have more insights to share from this book in upcoming posts to Straight Talk From the Coach.
Pamela Canning, CSC
The "bucket" theory stems from studies of POW's during the Korean War. These studies revealed that "relentless negativity resulted in a 38% POW death rate - the highest in U.S. military history." Apply that theory to the workplace, and you get a similar finding - negativity kills. Negativity kills employee engagement, morale, productivity, spirit, motivation - the list goes on and on.
The theory of the dipper and the bucket states that "each of us has an invisible bucket. It is constantly emptied or filled, depending on what others say or do to us. When our bucket is full, we feel great. When it's empty, we feel awful.
Each of us also has an invisible dipper. When we use that dipper to fill other people's buckets -- by saying or doing things to increase their positive emotions -- we also fill our own bucket. But when we use that dipper to dip from others' buckets -- by saying or doing things that decrease their positive emotions -- we diminish ourselves.
Like the cup that runneth over, a full bucket gives us a positive outlook and renewed energy. Every drop in that bucket makes us stronger and more optimistic.
But an empty bucket poisons our outlook, saps our energy, and undermines our will. That's why every time someone dips from our bucket, it hurts us.
So we face a choice every moment of every day: We can fill one another's buckets, or we can dip from them. It's an important choice -- one that profoundly influences our relationships, productivity, health, and happiness."
I'll have more insights to share from this book in upcoming posts to Straight Talk From the Coach.
Pamela Canning, CSC
Wednesday, March 10, 2010
Tuesday, March 9, 2010
"Berating"
I was facilitating a leadership class a few weeks ago, and at some point one of the participants mentioned that he had been “berated” by his senior manager. BERATED. I don’t know what circumstances precipitated this encounter with his senior manager. It really doesn’t matter.
What vision comes to your mind when you hear the word “BERATED?” Raised voice, shaking finger in your face, inappropriate language, emotions out of control, humiliation. Doesn’t sound like the actions of a leader to me.
Does it bring back memories?
If you have been on the receiving end of a "berating", I feel for you. Hopefully that experience has taught you what NOT to do as a leader.
For the employee, the end result of a berating tirade is often anger, fear, humiliation, trust-busting, and creates an environment of blame and CYA. Long term, employees are afraid to tell you the truth. Why? Because they don't want to be on the receiving end of your tirade. Odds are, they probably won't be telling you much of anything in the days or weeks to come.
Next time you think about “berating” someone who works for you, STOP! THINK! What do you want to communicate? What’s the best way to do it? How can you communicate your message and be respectful to your employee? How does this become a learning experience, and not an opportunity to verbally beat someone up?
Pamela Canning, CSC
What vision comes to your mind when you hear the word “BERATED?” Raised voice, shaking finger in your face, inappropriate language, emotions out of control, humiliation. Doesn’t sound like the actions of a leader to me.
Does it bring back memories?
If you have been on the receiving end of a "berating", I feel for you. Hopefully that experience has taught you what NOT to do as a leader.
For the employee, the end result of a berating tirade is often anger, fear, humiliation, trust-busting, and creates an environment of blame and CYA. Long term, employees are afraid to tell you the truth. Why? Because they don't want to be on the receiving end of your tirade. Odds are, they probably won't be telling you much of anything in the days or weeks to come.
Next time you think about “berating” someone who works for you, STOP! THINK! What do you want to communicate? What’s the best way to do it? How can you communicate your message and be respectful to your employee? How does this become a learning experience, and not an opportunity to verbally beat someone up?
Pamela Canning, CSC
Friday, March 5, 2010
Welcome to Straight Talk from the Coach
Thank you for visiting "Straight Talk from the Coach," a blog authored by the executive coaches at the RC Taylor Group. We blog about leaders and leadership: performance, issues, behaviors, practices and observations relevant to senior managers and executives. If you are a leader who wants to excel with your team and in your business, then stay tuned!
Take a moment to explore our site - meet our coaches, hear testimonials from our clients, and see how executive coaching can take leaders to the next level in their professional life. To learn more about the RC Taylor Group and our other professional services, please visit our website at http://www.rctaylor.com/.
Take a moment to explore our site - meet our coaches, hear testimonials from our clients, and see how executive coaching can take leaders to the next level in their professional life. To learn more about the RC Taylor Group and our other professional services, please visit our website at http://www.rctaylor.com/.
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