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  • feedwordpress 11:10:04 on 2017/06/27 Permalink
    Tags: , , communication, , , , teams, ,   

    The Story of Everybody, Somebody, Anybody And Nobody 


    Recently I told a group of leadership executives a simple but meaningful story that you may have heard before. It’s the story of four people named Everybody, Somebody, Anybody and Nobody.

    Here’s the story, titled “Whose Job Is It, Anyway?”

    There was an important job to be done. Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that, because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.

    The story may be confusing but the message is clear: no one took responsibility so nothing got accomplished.

    It’s a story that plays out often in organizations and companies and on teams—anywhere there is culture that lacks accountability.

    But how do you get people to take responsibly for their work? Different things work in different situations, but here are some strategies that have proven to be effective:

    Become a role model. You can’t tell people what to do if you yourself aren’t willing to hold yourself to the same level. If you want people to act responsibly, you have to be accountable. Your team and your company look to you for direction.

    Don’t make assumptions. Don’t assume that others know instinctively what to do and when to do it, or even what you expect from them. Before people can take responsibility for their work they require clear communication. The more you communicate, the better the results are likely to be.

    Set the standard. If you expect excellence, it’s up to you to set the standards for results and performance. Make each task or goal measurable and set it on a reasonable timeline so it’s achievable. Give people a clear target and they’ll work to reach it—and maybe even surpass it.

    Get the buy-in to go the distance. You need people to buy in and commit if you want to succeed. Each vision should be compelling; each goal should build toward the whole; each task should be laced with motivation. You need people to feel compelled, inspired and motivated to take responsibility.

    Make regular check-ups. One of the biggest reasons people fall short is a lack of follow-through by leadership. Help people stay focused by setting up regular checkpoints—phone calls or meetings where everyone can communicate and catch up, staying focused on moving forward and being accountable. When people know there will be check-ups, they’re less likely to procrastinate and more likely to hit their targets.

    Provide support and training. Especially with a start-up or a new initiative, people are taking on projects or tasks that they’ve never faced before. Make sure everybody has the training and resources they need to be successful, and provide help in resolving any issues that may arise.

    Encourage candor. One of the worst things that can happen to a team is for people to feel uncomfortable discussing problems and expressing their honest opinions. Build a culture of candor so that people know it’s the norm to tell the truth, even when it’s difficult or awkward.

    Concentrate on solutions and not only problems. If people are having problems or falling behind, expect them to come to you with possible solutions, not just the problems. Create an expectation that the first response to a problem is to start finding solutions.

    Praise performance. Praise people for good results and be specific with your acknowledgment. Let them know what they did well and how their work is affecting others. If they fall short, coach them privately and let them know how they can improve. And if their performance does not improve, also address this with meaningful consequences that have been explained ahead of time.

    To avoid having your team become Everybody, Somebody, Anybody and Nobody, commit to becoming the kind of leader who takes responsibility for your own life and leadership.

    Lead from within: Don’t let Anybody (or Everybody, Somebody or Nobody) stop you from doing what you need to do to create the kind of leadership and life you can be proud of.
    Learn more about running great teams in my National Bestseller book:
    The Leadership Gap: What Gets Between You and Your Greatness

    After decades of coaching powerful executives around the world, Lolly Daskal has observed that leaders rise to their positions relying on a specific set of values and traits. But in time, every executive reaches a point when their performance suffers and failure persists. Very few understand why or how to prevent it.

    buy now


    Additional Reading you might enjoy:

    Photo Credit: Getty Images

    The post The Story of Everybody, Somebody, Anybody And Nobody appeared first on Lolly Daskal.

     
  • feedwordpress 09:05:36 on 2017/05/11 Permalink
    Tags: communication, , , , Story telling   

    Quick Tip #68: Story telling 

    Stories motivate, inspire and drive business outcomes. Even if you don’t realize it, you already know how to do it. Watch this video to position yourself for greater storytelling success.

     
  • feedwordpress 11:52:29 on 2017/05/09 Permalink
    Tags: , , communication, , , , , Truth, Truth Teller,   

    The Remarkable Power of the Truth Teller 

    Truth Teller, Lolly Daskal, Truth, The Leadership GapWe cannot open a newspaper, turn on our computer, or flip through our feeds, before we find that someone has lied about something. Lying is both ubiquitous and consequential—but why do we lie?

    Science says we learn to deceive as toddlers. We rationalize the fabrications that benefit us. We tell little white lies daily that make others feel good.

    In one study, 60 percent of people lied at least once during a 10-minute conversation, saying an average of 2.92 inaccurate things.

    Psychologists say, most lies are tied to self-esteem: as soon as someone feels a little bit threatened, they immediately begin to lie at higher levels.

    I think we lie for a few reasons:

    • We want to both look good when we are in the company of others.
    • We want to maintain a view of ourselves that is consistent with
      the way they would like us to be.
    • We don’t want to hurt people with bad news or information.

    Whatever the reason, a lie today will have major consequences tomorrow.

    If you’re in a powerful position or leadership role in which people look up to you, you’re expected to lead in integrity and truth. If leaders lie, how can they ever be trusted?

    In my leadership coaching, one of the most important things I teach my clients, is the remarkable power of being the truth teller and what it takes to speak with candor:

    A truth teller will communicate and not hold back. Communicate, communicate, communicate. That’s the role of a leader. If you hold back, people will know something’s going on, and they’ll fill the gap with gossip, paranoia, and suspicion—wreaking havoc on the culture of your organization. Be the leader who tells the truth, the whole truth and nothing but the truth.

    A truth teller will create a culture of candor. Instead of blaming others when things go wrong, look for solutions, and create an environment where people feel it’s OK to mess up and make mistakes. Cultivate an environment in which owning up to your mistakes is OK, and it’s safe to fail. the best way you can lead your people is to provide them with the resources they need to do their jobs well.

    A truth teller eliminates barricades. As a leader, you have the power—and the obligation—to get rid of anything that prevents people from performing at their best. Keep processes and policies down to a minimum and make sure they don’t keep people working harder and not smarter. Eliminate any barriers that keep people from telling complicated or unwelcome truths. Celebrate the truth by speaking the truth as their leader.

    A truth teller models high standards. Set the standards high and people will work hard to reach them. That means no bullies, no racism, no intolerance, no deceivers, no cheat—and you keep those standards by meeting them yourself. Make truth a consistent part of our own leadership and business, and others will follow.

    A truth teller gives us reasons to be better than we are. When things are bad or difficult or stressful, our initial reaction is to hide and withhold. But the remarkable power in telling the truth is to let people know they can be part of the solution, and they can be part of something bigger than themselves. As a leader you can provide them with a compelling vision that gives them reason to be better than they are.

    Lead from Within: Great leaders are remarkable truth tellers. They know that honest hearts produce honest actions.

    Learn more about the TRUTH TELLER in my new book:
    The Leadership Gap: What Gets Between You and Your Greatness

    After decades of coaching powerful executives around the world, Lolly Daskal has observed that leaders rise to their positions relying on a specific set of values and traits. But in time, every executive reaches a point when their performance suffers and failure persists. Very few understand why or how to prevent it.

    PRE-ORDER FREE ASSESSMENT


    Additional Reading you might enjoy:


    Photo Credit:
    Getty Images

     

    The post The Remarkable Power of the Truth Teller appeared first on Lolly Daskal.

     
  • feedwordpress 12:26:45 on 2017/05/02 Permalink
    Tags: Archetypes, Business career, communication, , , , ,   

    The Leadership Gap Between You And Your Greatness 

    Chris LoCurto, Lolly Daskal,

     

    Confidence is believing you’re able,
    Competence is knowing you’re able.

     

    CLICK BELOW TO LISTEN

     

    On today’s show we have Lolly Daskal, who is phenomenal at everything she does, and she is helping CEOs and businesses to accomplish. She is the founder and CEO of Lead From Within, her proprietary leadership program engineered to be a catalyst for leaders who want to enhance performance and make a meaningful difference. Lolly was designated a Top-50 Leadership and Management Expert by Inc. magazine, and Huffington Post honored Lolly with the title of The Most Inspiring Woman in the World.

    After sending out proposal after proposal for a new book, one publishing house finally asked Lolly, “What have you been training, teaching, and doing successfully the last 3 decades? That’s what we want to hear.”

    Then came The Leadership Gap: What Gets Between You and Your Greatness, a powerful system about who we choose to be while we’re leading. For every leadership style we have, there is a gap, and it can cost us in our greatness. With each archetype there is the light and the dark, the greatness and the gap. It’s a system you can learn and teach in teams, a shortcut in language to push each leader to greatness.

    Get The Leadership Gap Assessment (a $97 value for FREE) when you pre-order The Leadership Gap Book here: http://bit.ly/2peCLGS

    On this episode, you will discover:

      • The 30 year old leadership system that led Lolly to success in executive coaching and leadership
      • Which archetype Lolly coaches me on personally
      • The Re-think model
      • The 7 different leadership archetypes in your business
      • The greatness and the gap for the 7 types of leaders
      • How to use the 7 archetypes on your team
      • Why it’s important to know your archetype
      • How your archetype can give you purpose and a legacy

    Question: Which archetype do you most relate to, and how do you navigate?

    Resources:

    Get The Leadership Gap Assessment (a $97 value for FREE) when you pre-order The Leadership Gap Book here: http://bit.ly/2peCLGS

    Next-Level Leadership LIVE Event

    Lolly’s Twitter

    The post The Leadership Gap Between You And Your Greatness appeared first on Lolly Daskal.

     
  • feedwordpress 01:47:53 on 2017/04/20 Permalink
    Tags: communication, , ,   

    Poise & humor count: How to recover from embarrassing moments & other near-calamities 

    The Bacon Brothers band had fans on their feet at a concert in Ocean City, New Jersey when the microphone squealed and speakers started blaring high pitched ear-piercing squeals called feedback.

    The audience grimaced, some holding their ears, while the band instantly stopped and started fiddling with the dials on their amplifiers. Yet, what could have turned negative by turning fans off, actually turned positive thanks to the quick thinking and perhaps experience of lead singer Kevin Bacon.

    Instead of making his audience uncomfortable by acting uncomfortable or showing embarrassment over the mishap, Bacon said “typically these things happen during sound check, where only special people are invited. You, my friends, are these special people.”

    The audience roared with laughter. Not only did Bacon turn what could have been an embarrassing moment into a joke, but he made the audience feel important.

    This is an important lesson for speakers of all levels. All of us make mistakes. The slides crash. We forget what we wanted to say. We leave out an important point. Perhaps we trip or stumble in front of a group. However, if we are not embarrassed, our audiences won’t be embarrassed for us. How we react and recover is how we’ll be judged.

    Leading in times of crisis is no different. How an executive or spokesperson reacts under pressure can determine how their company or product will be judged.

    Consider Captain “Sully” Sullenberger, the retired airline pilot who made a successful emergency landing in the Hudson River with 155 passengers on board. A flock of geese flew into the jet during take-off. All passengers survived and no one was hurt.

    In an interview with Parade magazine, he talked about the importance of staying calm when announcing “brace for impact” to passengers just 90 seconds before hitting the water. He said “I wanted to be very direct. I didn’t want to sound agitated or alarmed.”

    Sharp leaders understand that tone and words make a difference if you want to keep others calm during a crisis.

    My father is one of those leaders we can all learn lessons from. Last year, he was diagnosed with a significant health issue. Despite the severity of the disease, endless treatments and infusions, he has stayed calm and upbeat throughout the ordeal and that is what has kept our family calm.

    Those who study stress will tell you it’s natural for people to panic, react emotionally and think about worse case scenarios when something negative occurs. Yet, if you can take a step back and gather the appropriate information before instantly reacting, you will be better positioned to take a more measured and thoughtful approach to the situation. In our own crisis training programs, we encourage people to focus on the opportunity moving forward, not wallow in the crisis.

    For example, if you unexpectedly lose your job, it’s easy to focus on your anger, defeat, or the boss you didn’t like. If it was a job that required a lot of unwanted time away from your family, perhaps there is now an opportunity to re-evaluate your priorities and pursue different avenues.

    The iconic late Steve Jobs is an excellent example of someone who turned crisis into opportunity. When Jobs was fired from Apple, he went to work for an animation company that is now Pixar. When Disney bought Pixar, he became the company’s largest shareholder.

    Whether professional or personal, we will all experience some type of embarrassment or crisis in our lives. The key is to change the conversation you’re having with yourself. When you do that, you will change the conversation you need to have with others.

    My youngest son was 12 years old when he landed a lead role in his camp production of the Greek comedy Lysistrata. Toward the end of a wonderful performance, he forgot his lines. The audience fell silent. For my husband and me, the seconds that followed ticked endlessly as we were nervous for him. Suddenly, a proctor standing off to the side of the stage shouted out the line. He looked off stage and shouted back “what”?

    She yelled it again, this time loud enough for the entire audience to hear. We sunk in our seats as some of the campers in the audience started to snicker. But our boy didn’t let that get to him. He stopped, smiled, looked out into the audience, and then pointing off stage quipped, “Whatever she said!” The crowd laughed loudly and thundered applause as the aspiring actor took an unscripted bow. They were laughing with him, not at him. He changed the conversation.

    I read an article that said “in a crisis, it’s important not to let your emotions hijack you” if you want to manage the fight or flight response. It went on to point out that science has shown the best way to create a cohesive and coherent response is to do so with your head, heart and gut.

    That means balanced breathing to calm down so you can tap into your heart to identify what’s important to you. From there, you can use your head and trust your gut to make solid decisions when you speak and act.

    Whether dealing with something as critical as a life-threatening emergency landing or something far simpler like forgetting your line in a play or having your speakers blare feedback, when it’s happening to you, it feels like a crisis. Yet there is a similarity in all of these situations.

    Like the Bacon Brothers, when we tune ourselves to focus on others, we can often turn something negative into something positive.

     
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