An Appreciative inquiry Conversation is the catalyst for strengths based innovation.
When you don’t know what true for you, everyone else has unusual influence.
You don’t have to fear your own company being perceived as human. You want it. People don’t trust companies; they trust people.
Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers.
Do you think your people struggle with being true to themselves? Do their values match up with their work?
The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.
Writers are a product of where we come from but by looking at alternatives to the culture in which we live, we can find ways to change and hopefully improve it.
Get one Manager Commitment as a result of the other Manager Commitment and you have a powerful equation for Earnings: E=MC2.
There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.
Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.
Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?
Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.
The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?
Most managers have plenty of emotional commitment to give to their jobs. If they can be convinced it’s safe and sensible to give it.
The myth of management is that your personal values are irrelevant or inappropriate at work.
Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.
Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.
When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.
You can’t sell it outside if you can’t sell it inside.
Your company really has to work for you before you’ll really work for your company.
Your company is its own competition and can deliver itself debilitating blows the competition only dreams of.
Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.
Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.
Try not to take this the wrong way, but your brain is smarter than you are.
Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.
Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.
Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.
Your values are your essence: an undistorted mirror showing you at your pure, attractive best.
Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.
The ‘fear of change’ excuse is something you see trotted out by organizations or management that believe customers are old, stupid, ignorant, and stubborn.
When you’re not on your own agenda, you’re prey to the agenda of others.
When you’re a manager, you work for your company. When you’re a leader, your company works for you.
Your dreams and the dreams of your company may be different, but they are in no way incompatible.
The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.
Let’s get right on top of the bottom line: You must live your personal values at work.
To integrate one’s experiences around a coherent and enduring sense of self lies at the core of creating a user’s guide to life.
Success comes from the inside out. In order to change what is on the outside, you must first change what is on the inside.
Values are the individual biases that allow you to decide which actions are true for you alone.
You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.
Emotional commitment is a personal choice. Managers understand this even if their companies don’t.
Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.
Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.
Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.
A poor attitude does not do the body any favours. Smile and the world will smile back at you.
A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.
The economy is in ruins! Bottom line? Good management will defeat a bad economy.
This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.
What first separates a leader from a normal human being? A leader knows who they are as a human being.
Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.
There’s a moment in everybody’s life when you’re hopeless, just hopeless with hope and trust. And then something happens, something too big to understand, and then everything changes
Do Not Sell My Personal Information
Turning this off will opt you out of personalized advertisements delivered from Google on this website.