I recently tweeted a link to an article on leadership by Jeff Haden at the Inc.com website. He makes points well worth remembering, so I thought I’d mention it again.
Good reading … in the meantime, I think I’ll finish my taxes. It’s Tax Day!
December 21, 2013
Keeping Your Cool
You know how work can be sometimes, whether it’s your own business or whether you work for someone else. Once in awhile you just have it up to here. And because you figure it doesn’t happen often, you’re entitled to blow off steam in some loud or nasty way to try to make a point. Or maybe you didn’t even have a point to make.
I have to admit, early in my career while I was still learning, I lost my cool once or twice in a professional setting. Hey, I was young. Subconsciously, I probably thought I’d create more impact by losing my cool. By the second time I did it, I started to realize that the reverse was probably more true. And that’s why I remember those instances after all these years, because I didn’t want to do that again.
Don’t do it. Don’t lose your cool. Even if someone loses their cool with you first. If you lose your cool, you put yourself on a level from which you have to raise yourself afterward. People who lose their cool, contrary to their beliefs, do not get respect. They do get attention, at least temporarily, but they don’t get respect. That’s why you sometimes hear people say, after another person blows up suddenly, that they “lost a lot of respect” for that person.
Be cool! And have a great holiday season…
October 7, 2013
The FORE Leadership Cycle
In my second book, Let It Fly! Defy the Laws of Business Gravity and Keep Your Company Soaring, I introduced the FORE cycle of leadership. FORE is an acronym which stands for focus-offload-review-encourage. I’ll let you read the book and learn the details of each stage of the 4-stage cycle, but in this post, I want to point out that FORE is a complete cycle. You can’t just do some of the 4 stages, you have to do all of them. Here’s what happens if you leave out a stage while doing the others.
If you leave out the “F” or focus, you might still offload, review, and encourage your team, but they’re all over the place because you supplied no focus. Lots of unfocused work just passes the time.
If you leave out the “O” or offload, you never trust your team enough to offload the responsibility to them. Then you become a micro-manager, even though you review and encourage, because all you’re doing is reviewing and encouraging them on exactly what you told them to do.
If you leave out the “R” or review, you’ve focused your team, offloaded responsibility to them, and encourage them, but never check on whether they’re executing properly. Things that break could be broken for awhile until you finally discover them. Plus, if you’ve been encouraging them all along, they might be reluctant to bring you bad news.
And finally, if you leave out the “E” or encourage, you have a good team that’s focused, takes responsibility, fulfills your reviews of them, but never gets thanked or encouraged about what they do. That could become a thankless job for many of the team members.
See how focus-offload-review-encourage, or FORE, is a complete cycle of stages? Those of you with leadership responsibilities, please take note.
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