Adonis Diaries

Posts Tagged ‘Jim Kouzes

Why are you so scared for asking feedback on your actions?

The statement that consistently receives the lowest rating is, “Asks for feedback on how his/her actions affect other people’s performance.” (pg. 85)

By Dan Rockwell?

“Leaders are reluctant to want to know
how we impact others.” Jim Kouzes

This thought woke me up about 3:00 a.m. this morning:

Authenticity leaves a thin line between
who I am and what I do.

Authentic leaders act authentically. The problem with negative feedback is it’s about us, it’s personal.

Dealing with negative feedback:

First, feedback must be so regular it’s expected and normal.

Second, the frequency of positive feedback must outweigh negative. Positive environments are established and maintained with positive talk. Work at being affirming and encouraging.

Third, make the authentic you a person who pursues excellence. It’s impossible to achieve excellence without feedback. Choosing to pursue excellence opens the door for leaders to frequently ask, “How am I doing?”

Bonus benefit: Constant feedback may prevent the bubble of negative feedback that builds up and festers in organizations. Many small doses may be easier and healthier that one large dose.

What other suggestions would help leaders more frequently ask, “How am I doing?”

Leadership Freak Alert: I’m heading to the Global Leadership Summit and it’s likely you’ll receive at least one more Freak-post today. If you’re at the Lancaster, PA site, look me up.

What High Engagement Does For You? A list of 10 benefits…

Are the arctic dogs, coordinating their efforts, an example of high engagement?

Drake Baer posted “The 10 Things High Engagement Does For You”

“Highly engaged employees have happier, more fulfilling lives. They do better work, too.

What do we mean when we talk about engagement? Writing for HBR, leadership consultant John Baldoni has a to-the-point definition. Engagement happens, he says, when “people want to come to work, understand their jobs, and know how their work contributes to the success of the organization.”

Power to the X! </p><br /> <p>During our final speaker curation meeting yesterday, we selected our speakers and final line-up! We're now working on finalizing all the necessary documents and everyone will be informed soon!! </p><br /> <p>Stay tuned! September 7 is only a few weeks away!

We’ve talked before about how a sense of engagement is a symptom of doing meaningful work–to the point that the people most satisfied with their careers have the hardest jobs.

But, as a new Gallup meta-analysis suggests, the benefits of high engagement don’t end with meaningful, hard-toiling feel-goodery, but extend into the products that people create.

Beyond what a workplace Jedi has already taught us, there are further takeaways from the 1.4 million employee study:

  • Organizations with high engagement have 22% high productivity
  • Highly engaged organizations have double the success rate of lowly engaged ones
  • Companies in the top quarter of engagement report lower absenteeism and turnover
  • Highly engaged business units report 48% fewer safety incidents
  • Highly engaged business units report 41% fewer defects (in designed product)

But it doesn’t end there. Jim Harter, a chief scientist at Gallup Research, added some texture to those numbers, saying that:

  • Engaged employees are more attentive and vigilant. (the main cause for less defect and less safety accidents?)
  • They look out for the needs of their coworkers and the overall enterprise
  • They personally “own” the result of their work and that of the organization
  • (They) re-create jobs so that each person has a chance to do what they do best
  • (They) help people see the connection between their everyday work and the larger purpose or mission of the organization

That is a lot from one little metric. So why do so many companies have problems with engagement? Harter observes that many (organizations) don’t make engagement a part of their overall strategy, leaving its role unclear and hard to execute on.

Clarity is the quickest first step to getting the positive benefits of engagement. Harter tells Baldoni that engagement arises from when employees clearly know their roles, have what they need to fulfill their roles, and can see the connection between their individual role and the purpose of the organization.

This confirms a point made by Jim Kouzes, the Leadership Challenge co-author who we had the privileged of talking to last year. He distilled his decades of research into leadership into a few choice turns of phrase, including this one:

People want to feel like every day they’re making meaningful progress toward some meaningful course. Leaders have to be mindful of always addressing a challenge in a way that creates that meaning and purpose

Note 1: Drake was once a backpacker, now a journalist. Longs for Kyoto, lives in Brooklyn, writes about business for Fast Company and other stuff for other places. Pitch him at first initial last name at fast company dot com.

Note 2:

What else can I be but myself? Business card read: “Adonis-Himself”

Almost every behavior and physical characteristics are unique to the individual.  If the person is alive, you don’t need a DNA test to identify the person: any record left by the individual such as voice, handwriting, fingers,…is good enough to discriminate him from the billion of other living people.

Individual personality signature such as “fist”, “giss”, finger prints, speech recognition…are unique and define us.

Names are just shortcuts, and yet every one of us think that it is the name that bestow dignity and personality…

During WWII, before mathematicians could manage to decry pt the coded messages of the enemies, the interceptors were able to identify the enemy operators and locate their whereabouts and their units…The British labelled this signature “fist” of the operator

In sport, the habit of physical movements are labelled “giss” of the athlete, such as thinking of using the wrist in tennis while the videos prove the usage of the shoulder joints…

What else can we do but navigate within our signature, our capabilities and limitation? What can we do but improve what can be altered, persistently hard-working on our self-improvement?

Jim Kouzes, prior President, CEO, and Chairman of the Tom Peters Company (1988 to 1999) recalled meeting Regis McKenna, first marketing consultant hired by Steve Jobs.

McKenna’s business card read, “Regis McKenna – Himself.” Jim said, “I want to be that.” Jim Kouzes decided to sing his own song.

Along with his inner search, life tipped in early 2000. Jim’s first wife died. “It was a time to ask what’s next.” The search for self-development started in 2000

Jim said, “When I was young, I wanted to change the world so I joined the Peace Corps. After two years, I realized it was too big a bite. I set out to change the country (USA). I joined the war on poverty. After a while, I realized that was too big a bite so I got into organizational development. But, that was too big, too. Eventually, I started working with leaders. Ultimately, I decided to just be me and work on myself.” 

Dan Rockwell laughed at Jim’s narrowing progression and said, “It seems like you’re changing the world, now.” and Jim to retort: “In the end we realized that leadership development is self-development.” 




March 2023

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