Just check on the start arrow. Works for both professional and personal lives:
My Anti-Creativity Checklist from Youngme Moon on Vimeo.
Showing posts with label leadership. Show all posts
Showing posts with label leadership. Show all posts
Tuesday, March 23, 2010
Anti-Creativity Checklist
I can't even take credit for discovering this clever little video. However, I know enough to pass it on.
Just check on the start arrow. Works for both professional and personal lives:
Just check on the start arrow. Works for both professional and personal lives:
Saturday, October 31, 2009
From Dysfunction to Function
After posting Albert J. Bernstein's list of 15 Signs Your Workplace is Dysfunctional, I worried it might leave the impression that most workplaces are so screwed up it doesn't matter where you land -- the workplace is doomed to equal dysfunction.
That why I'm happy I came across a recent column by leadership consultant, coach and speaker John Baldoni. He's author of the book "Lead your Boss: The Subtle Art of Managing Up." In his article for the Washington Post blog on leadership, Baldoni offers his insight on The Upside of a Bad Boss and offered his perspective on the opportunities which may be presented inside the dysfunctional workplace:
"Fortunately most bad bosses are not bullies; they are merely incompetent, promoted into positions based on past performance where perhaps they did a good job. Now they are in roles where they are responsible for others, and so they are hopelessly lost and often they are very afraid.
"Such bosses need (and might even welcome) leadership from below, anything that will help them save their jobs which by rights they should not hold. Such bosses create opportunities for bright, energetic souls of good intention to exert their leadership. Before one can lead up, it is essential to be a capable performer. That is, you need to do your job and do it well. Such competence gives you the credibility you need to act."
Read all of Baldoni's article for his suggestions on "managing up from the middle."
Sometimes the example of one person can be the catalyst for change.You don't have to be the boss in order to show leadership and create an atmosphere for positive change. Or to show the path from dysfunction to function.
That why I'm happy I came across a recent column by leadership consultant, coach and speaker John Baldoni. He's author of the book "Lead your Boss: The Subtle Art of Managing Up." In his article for the Washington Post blog on leadership, Baldoni offers his insight on The Upside of a Bad Boss and offered his perspective on the opportunities which may be presented inside the dysfunctional workplace:
"Fortunately most bad bosses are not bullies; they are merely incompetent, promoted into positions based on past performance where perhaps they did a good job. Now they are in roles where they are responsible for others, and so they are hopelessly lost and often they are very afraid.
"Such bosses need (and might even welcome) leadership from below, anything that will help them save their jobs which by rights they should not hold. Such bosses create opportunities for bright, energetic souls of good intention to exert their leadership. Before one can lead up, it is essential to be a capable performer. That is, you need to do your job and do it well. Such competence gives you the credibility you need to act."
Read all of Baldoni's article for his suggestions on "managing up from the middle."
Sometimes the example of one person can be the catalyst for change.You don't have to be the boss in order to show leadership and create an atmosphere for positive change. Or to show the path from dysfunction to function.
Tuesday, October 27, 2009
Coaching For Everyone
One of the things I most love about coaching is that there are about as many ways of being a coach as there are people to coach.
There are life coaches, dating coaches and parenting coaches; career coaches and executive coaches; coaches who specialize in biotech research, law firms, philanthropic organizations; myriad variations that I could not begin to list here.
I think everyone can benefit from coaching (me included). And the more people who learn about coaching and its benefits, the better for everyone.
That's why I'm so pleased to bring attention to this column by master coach Jill Geisler, who heads the Leadership and Management Group at the Poynter Institute, a training institute for journalists. Fans of this blog know they can find a link to Jill's column, "Leading Lines," on the left rail of this page.
Jill writes about what great bosses know about coaching their employees to higher levels of performance. She explains why it's worth the additional effort to resist "fixing" or doing everything yourself, and encouraging workers to discover their own talents.
Imagine what the workplace would be like if more bosses and supervisors saw themselves as coaches, empowered to support employees in finding their best, most creative and most resourceful selves.
As far as I'm concerned, the more coaches, the merrier.
Enjoy Jill's thoughtful analysis. And be sure to read more of Jill's work through the link on left side of this page.
There are life coaches, dating coaches and parenting coaches; career coaches and executive coaches; coaches who specialize in biotech research, law firms, philanthropic organizations; myriad variations that I could not begin to list here.
I think everyone can benefit from coaching (me included). And the more people who learn about coaching and its benefits, the better for everyone.
That's why I'm so pleased to bring attention to this column by master coach Jill Geisler, who heads the Leadership and Management Group at the Poynter Institute, a training institute for journalists. Fans of this blog know they can find a link to Jill's column, "Leading Lines," on the left rail of this page.
Jill writes about what great bosses know about coaching their employees to higher levels of performance. She explains why it's worth the additional effort to resist "fixing" or doing everything yourself, and encouraging workers to discover their own talents.
Imagine what the workplace would be like if more bosses and supervisors saw themselves as coaches, empowered to support employees in finding their best, most creative and most resourceful selves.
As far as I'm concerned, the more coaches, the merrier.
Enjoy Jill's thoughtful analysis. And be sure to read more of Jill's work through the link on left side of this page.
Thursday, October 15, 2009
"I Suck At This"
The Washington Post website offers a series of of video interviews offering opinions on various qualities of leadership. Today's feature focuses on a personal crusade of mine: the ability to admit mistakes.
Paul Schmitz, CEO of the nonprofit organization Public Allies, tells Washington Post business columnist Steve Pearlstein "why fessing up about your failings strengthens your role as a leader."
One of my favorite "ah-ha" moments in the interview is when Schmitz discusses the "risk" of acknowledging weaknesses.
"It's not like these things are secrets," Schmitz says. "Everyone knows it; everyone sees it. And so I think that a lot of times that we have this denial in ourselves that people recognize...but everyone knows. And if we just say it, it makes it a lot easier to deal with."
Watch the whole interview here:
Paul Schmitz, CEO of the nonprofit organization Public Allies, tells Washington Post business columnist Steve Pearlstein "why fessing up about your failings strengthens your role as a leader."
One of my favorite "ah-ha" moments in the interview is when Schmitz discusses the "risk" of acknowledging weaknesses.
"It's not like these things are secrets," Schmitz says. "Everyone knows it; everyone sees it. And so I think that a lot of times that we have this denial in ourselves that people recognize...but everyone knows. And if we just say it, it makes it a lot easier to deal with."
Watch the whole interview here:
Friday, May 1, 2009
Stand Up
I was on a short Southwest flight last week – not enough time to really do any work of my own, but just enough time to browse through the airline’s well-written inflight magazine, Southwest Spirit. Which offered a tale of unparalleled leadership from an unexpected source.
The April issue’s cover features Cameron Hughes, a rather nondescript middle aged Canadian who makes his living as a fan-for-hire; a cheer-leading hired gun, so to speak.
Hughes commands large sums of money from major and minor league professional sports franchises to, well, cheer. Although that seems to be a poor definition of his unique skill.
Dressed in well-worn denim jeans, a sports shirt and athletic shoes, Hughes takes his seat among the rest of the fans in the arena and watches the first few minutes of the game. Then he stands, and he starts to clap. He turns to encourage others around him to clap. If they don’t join him, his movements get more exaggerated; maybe even manic.
Somehow, in each venue, the same thing happens: the sight of this oh-so-average looking guy throwing himself wildly into enthusiastic, fanatic expression gets the crowd going. No matter how sparse the turn out. No matter how pitiful the team’s record. He dances. He gyrates. He pulls off his outer shirt to reveal layers of team logo shirts, which he then strips off and generously tosses to the now-cheering crowd.
Hughes first discovered his special talent in high school, after failing to win a spot on the basketball team. He devoted his 6’ 3” frame to fan performance, complete with painted face and hand-painted signs.
He continued to hone his act in college, where he evolved into “Mellon Man,” a costumed character adorned by a helmet made from half of a carved-out watermelon.
Hughes began his professional career as a frantic fan for his local hockey team, first getting paid in free tickets and paraphernalia. That evolved into cash payments, and now he earns about $1500 a night for 70 to 80 games a year.
Sports teams hire Hughes because of the value he adds to the ticket buyers’ entertainment experience, whether the home team wins or loses…or loses most of the time. Yet Hughes understands that he’s providing more than entertainment. As writer Mike Darling explains:
When Hughes performs, it’s not just about helping fans cheer a little louder for the home team, but about helping people transcend the moment and feel connected to something bigger. While Hughes works mainly in sports arenas, he also tours the country pumping up crowds of students and businessmen—including his alma mater, eight years running. “Most of all, I talk about the need to stand up,” he says. “It sums up all that I do. You can’t accomplish anything in life unless you’re first willing to stand up. The fact is, I got up at a hockey game all those years ago, I wasn’t afraid to be who I was, and it changed my life forever.”
Cameron Hughes. Superfan. Standup Guy. Leader.
The April issue’s cover features Cameron Hughes, a rather nondescript middle aged Canadian who makes his living as a fan-for-hire; a cheer-leading hired gun, so to speak.
Hughes commands large sums of money from major and minor league professional sports franchises to, well, cheer. Although that seems to be a poor definition of his unique skill.
Dressed in well-worn denim jeans, a sports shirt and athletic shoes, Hughes takes his seat among the rest of the fans in the arena and watches the first few minutes of the game. Then he stands, and he starts to clap. He turns to encourage others around him to clap. If they don’t join him, his movements get more exaggerated; maybe even manic.
Somehow, in each venue, the same thing happens: the sight of this oh-so-average looking guy throwing himself wildly into enthusiastic, fanatic expression gets the crowd going. No matter how sparse the turn out. No matter how pitiful the team’s record. He dances. He gyrates. He pulls off his outer shirt to reveal layers of team logo shirts, which he then strips off and generously tosses to the now-cheering crowd.
Hughes first discovered his special talent in high school, after failing to win a spot on the basketball team. He devoted his 6’ 3” frame to fan performance, complete with painted face and hand-painted signs.
He continued to hone his act in college, where he evolved into “Mellon Man,” a costumed character adorned by a helmet made from half of a carved-out watermelon.
Hughes began his professional career as a frantic fan for his local hockey team, first getting paid in free tickets and paraphernalia. That evolved into cash payments, and now he earns about $1500 a night for 70 to 80 games a year.
Sports teams hire Hughes because of the value he adds to the ticket buyers’ entertainment experience, whether the home team wins or loses…or loses most of the time. Yet Hughes understands that he’s providing more than entertainment. As writer Mike Darling explains:
When Hughes performs, it’s not just about helping fans cheer a little louder for the home team, but about helping people transcend the moment and feel connected to something bigger. While Hughes works mainly in sports arenas, he also tours the country pumping up crowds of students and businessmen—including his alma mater, eight years running. “Most of all, I talk about the need to stand up,” he says. “It sums up all that I do. You can’t accomplish anything in life unless you’re first willing to stand up. The fact is, I got up at a hockey game all those years ago, I wasn’t afraid to be who I was, and it changed my life forever.”
Cameron Hughes. Superfan. Standup Guy. Leader.
Thursday, April 2, 2009
Beautiful Music
Music has been a constant in my life. From the 78 rpm Count Bassie LP's my parents would play, through my siblings' Motown 45's; classical and pop music concerts, vinyl LP's, CD's and music downloads. An eclectic variety of music presented in multiple formats. While the music has been a constant, its variations and its delivery change continuously. I am reminded of that reality by two very different musicians: Benjamin Zander and Ophir “Kutiman” Kutiel.
Benjamin Zander is the conductor of the Boston Philharmonic. Not only is he known around the world as both a guest conductor, he also is a sought-after speaker on leadership. He sees the creation of music and its harmonies as a metaphor for bringing out the best in ourselves and others. He explores these ideas about leadership in the book he co-authored with his wife Rosamund Stone Zander, The Art of Possibility. He also demonstrates his approach in this February 2008 presentation to the T.E.D. (Technology, Entertainment and Design) Conference In Monterrey, California.
"Kutiman" is an Israeli musician and producer who is blowing up in the world of viral videos. His achievement: mashing up hundreds of unrelated musical performances found on YouTube and creating cohesive, tight, unique songs. The result of his work, titled "Thru You," can be heard and viewed here, including snippets of the various videos used in the production.
Both men show way creativity and flexibility are essential for leadership. Kutiman saw the potential in the raw material he found on YouTube, yet had no opportunity to change any of the performances he used. Instead, he painstakingly wove each piece together to produce something beyond the imaginations of any of the individual contributors.
Zander, working in a far different musical medium, recognizes the most important part of his own contribution in presenting orchestral work. "The conductor of an orchestra doesn't make a sound," he says. "He depends, for his power, on his ability to make other people powerful."
He adds: "I realized my job was to awaken possibility in other people"
Something we all should remember. Because by empowering other people, we empower ourselves.
Benjamin Zander is the conductor of the Boston Philharmonic. Not only is he known around the world as both a guest conductor, he also is a sought-after speaker on leadership. He sees the creation of music and its harmonies as a metaphor for bringing out the best in ourselves and others. He explores these ideas about leadership in the book he co-authored with his wife Rosamund Stone Zander, The Art of Possibility. He also demonstrates his approach in this February 2008 presentation to the T.E.D. (Technology, Entertainment and Design) Conference In Monterrey, California.
"Kutiman" is an Israeli musician and producer who is blowing up in the world of viral videos. His achievement: mashing up hundreds of unrelated musical performances found on YouTube and creating cohesive, tight, unique songs. The result of his work, titled "Thru You," can be heard and viewed here, including snippets of the various videos used in the production.
Both men show way creativity and flexibility are essential for leadership. Kutiman saw the potential in the raw material he found on YouTube, yet had no opportunity to change any of the performances he used. Instead, he painstakingly wove each piece together to produce something beyond the imaginations of any of the individual contributors.
Zander, working in a far different musical medium, recognizes the most important part of his own contribution in presenting orchestral work. "The conductor of an orchestra doesn't make a sound," he says. "He depends, for his power, on his ability to make other people powerful."
He adds: "I realized my job was to awaken possibility in other people"
Something we all should remember. Because by empowering other people, we empower ourselves.
Wednesday, November 19, 2008
The Wrong Play
It was one of his first public appearances in his new role. He’d been named to head up the regional office of a national not-for-profit organization, with a focus on social services and urban policy.
His audience was made up of members of a national service organization. He’d been a member since college. Before him was an array of local community, business and political leaders; people who could be critical to his success in his new position.
He decided to start with an ice breaker. He was in a city of rabid sports fans and his speaking engagement came during the overlap between the height of the NFL season and the beginning of the NBA season. And he had a special connection. His first career was in major league sports, including playing for a team that won a division championship.
After the obligatory “It’s so good to be here….I’m excited about my new position…” he reached into his pocket and pulled out his division championship ring. “Thought I’d show you something that folks around here never get to see…an NFL championship ring!”
He laughed heartily as the audience collectively sucked in a deep breath. Then a smattering of “boos” circulated around the ballroom.
Did I mention that the speaker had played for the main NFL team rivals of his hosts?
I wish I could write that the speaker recovered and managed to connect with his audience during the balance of his remarks. Alas, that was not the case. His speech included multiple references to his previous successes, and his vision for his new job. No acknowledgement of any learning curve. No openings for buy-in among the people in the room.
You don’t have to be a coach to see the path to the goalpost just got a lot longer and a lot harder for this leader. And to realize that effective leadership requires more than a vision and a willingness to charge ahead.
His audience was made up of members of a national service organization. He’d been a member since college. Before him was an array of local community, business and political leaders; people who could be critical to his success in his new position.
He decided to start with an ice breaker. He was in a city of rabid sports fans and his speaking engagement came during the overlap between the height of the NFL season and the beginning of the NBA season. And he had a special connection. His first career was in major league sports, including playing for a team that won a division championship.
After the obligatory “It’s so good to be here….I’m excited about my new position…” he reached into his pocket and pulled out his division championship ring. “Thought I’d show you something that folks around here never get to see…an NFL championship ring!”
He laughed heartily as the audience collectively sucked in a deep breath. Then a smattering of “boos” circulated around the ballroom.
Did I mention that the speaker had played for the main NFL team rivals of his hosts?
I wish I could write that the speaker recovered and managed to connect with his audience during the balance of his remarks. Alas, that was not the case. His speech included multiple references to his previous successes, and his vision for his new job. No acknowledgement of any learning curve. No openings for buy-in among the people in the room.
You don’t have to be a coach to see the path to the goalpost just got a lot longer and a lot harder for this leader. And to realize that effective leadership requires more than a vision and a willingness to charge ahead.
Tuesday, August 5, 2008
Great Tips for Great Bosses
I'm doing a hand-off for this post. I know when I can't add to a perfect product. Jill Geisler, who heads up the Leadership and Management Group at the Poynter Institute for Media Studies, nails it with her list of the top ten things great bosses know.
All I can say is Amen.
Here's the link to her column:
http://www.poynter.org/column.asp?id=34&aid=147740
All I can say is Amen.
Here's the link to her column:
http://www.poynter.org/column.asp?id=34&aid=147740
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