Saturday, March 7, 2009
Leading with Questions
(Not Domineering with Answers)
Leading with Questions: How Leaders Find the
Right Solutions By Knowing What To Ask
"Do people give you the information you need to perform well? Does everyone in your organization understand your vision for the future? Do you know what your boss is really thinking? In a study from the Center for Creative Leadership it was discovered that the ultimate key to successful leadership was an executive's ability to ask questions and create opportunities for others to ask questions.
"In Leading with Questions, internationally acclaimed management consultant Michael Marquardt shows how you can learn to ask the powerful questions that will generate short-term results and long-term learning and success. Throughout the book, he demonstrates how effective leaders use questions to encourage participation and teamwork, foster outside-the-box thinking, empower others, build relationships with customers, solve problems, and much more. Based on interviews with twenty-two successful leaders who "lead with questions," this important book reveals how to determine which questions will lead to solutions in today's complicated business world.
"Marquardt reveals the stumbling blocks that can get in the way of effective questioning and outlines a variety of strategies for learning to ask questions that will get results. Step-by-step, he walks you through the process of learning the art of questioning and shows how to use the techniques of active listening and follow-up. In addition, he presents guidelines for using questions in myriad situations with individuals, teams, and organizations.
"Leading with Questions is your guide for understanding when, how, why, and where to lead with questions. Questioning leaders from DuPont, Alcoa, Novartis, and Cargill will show by example how to become a great leader who asks great questions." Leading with Questions : How Leaders Find the Right Solutions By Knowing What To Ask - Michael J. Marquardt
Leading with Questions Sampled on Google Books
"In Leading with Questions, Michael Marquardt maps the future of leadership. '"The leader of the past was a person who told,"' Peter Drucker once said. '"The leader of the future will be a person who asks."' Read this book if you want to see the future."'
-- Robert Kramer, director, executive education programs, American University" Leading with Questions on Amazon.com
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Can an Environmentally Pure Business Thrive?
Niman Ranch - Perfect Meat,
Not Profitable Business, Now New Owners;
What's Next?
"Bill Niman built a $65 million empire on a simple idea that revolutionized the food world - that meat could be more than just what's for dinner. It could be raised naturally, humanely and sustainably, better for people and the planet. Niman knew success would take time, but believed his methods would prove profitable.
"But in nearly 30 years of existence, despite becoming the darling of high-end chefs and turning the brand into a household name, Niman Ranch never did turn a profit. In fact, it was broke. To save it from Bankruptcy Court, the East Bay company merged last month with its chief investor, Chicago's Natural Food Holdings LLC, and Niman was officially out." Niman Ranch founder challenges new owners
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Buckminster Fuller, Design Science,
and Bucky's Once-Protege,
My Sometimes Mentor Gil Friend
get blogs here
A designer is an emerging synthesis of artist, inventor, mechanic, objective economist and evolutionary strategist. -Buckminster Fuller (Bucky was a powerful influence on me, and certainly on my notion that the sustainability challenge is fundamentally a conversation about design.)
'If success or failure of this planet and of human beings depended on how I am and what I do, HOW WOULD I BE? WHAT WOULD I DO?' - R. Buckminster Fuller The Buckminster Fuller Intitute reoprts that details for...
Buckminster Fuller has been a major mentor for me, ever since encountering his work in the early 70s and running away from home to spend a month at his intensive World Game Workshop. Bucky's Self-Disciplines offer a useful and powerful...
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Wednesday, March 4, 2009
Six Thinking Hats of Edward De Bono
Edward de Bono on creative thinking
"Dr Edward de Bono was a Rhodes Scholar has an M.D. and 2 Ph.D.’s, (philosophy & psychology). He held faculty appointments at the universities of Oxford, Cambridge, London and Harvard.
"Dr de Bono is considered the world’s leading authority in the field of creative and conceptual thinking and has spent his life traveling the world bringing his “new thinking” tools and methods to governments, organizations and people around the world who have applied his concepts to their specific situations." Professional thinking and learning processes
"The Six Thinking Hats technique of Edward de Bono is a model that can be used for exploring different perspectives towards a complex situation or challenge. Seeing things in various ways is often a good idea in strategy formation or complex decision-making processes.
"The STH technique is designed to help individuals deliberately adopt a variety of perspectives on a subject that may be very different from the one that they might most naturally assume. In wearing a particular thinking hat, people play roles, or "as if" themselves into a particular perspective. For instance, one could play the devil’s advocate, even if only for the sake of generating discussion. The purpose of devil’s advocacy is to deliberately challenge an idea: be critical, look for what is wrong with it.
"Each of the Hats is named for a color that is mnemonically descriptive of the perspective one adopts when wearing the particular hat. For example the devil’s advocacy is what one engages in when wearing the Black Thinking Hat.
"The 6 hats and the perspectives they represent are:
* White (Observer) White paper; Neutral; focus on information available, objective FACTS, what is needed, how it can be obtained
* Red (Self, Other) Fire, warmth; EMOTIONS, FEELINGS, intuition, hunches; present views without explanation, justification
* Black (Self, Other) Stern judge wearing black robe; judgmental; critical; why something is wrong; LOGICAL NEGATIVE view.
* Yellow (Self, Other) Sunshine; optimism; LOGICAL POSITIVE view; looks for benefits, what’s good.
* Green (Self, Other) Vegetation; CREATIVE thinking; possibilities and hypotheses; new ideas
* Blue (Observer) Sky; cool; overview; CONTROL of PROCESS, STEPS, OTHER HATS; chairperson, organizer; thinking about thinking
"De Bono’s hats are indicative of both emotional states as well as frames of mind (i.e., perspective from which an issue is viewed). He noted: 'Emotions are an essential part of our thinking ability and not just something extra that mucks up our thinking' (1985, p27). One thinking style (or hat) is not inherently 'better' than another. A full, balanced team recognizes the need for all hats in order for the team to consider all aspects of whatever issues they are facing.
"Main benefits of Six Thinking Hats method:
1. Allow to say things without risk
2. Create awareness that there are multiple perspectives on the issue at hand
3. Convenient mechanism for 'switching gears'
4. Rules for the game of thinking
5. Focus thinking
6. Lead to more creative thinking
7. Improve communication
8. Improve decision making 6 Thinking Hats - Bono de, Edward
Mind Map® Examples
"Six Thinking Hats is a great process for managing meetings. you will get an equal voice for all participants and con census on the actions.
"A summary of the process, a link to the book, an example of Six Thinking Hats in action and a downloadable MindManager template ave available here http://www.cabre.co.uk/sixthinkinghats.html"
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Friday, February 20, 2009
7 Areas of Work - Job - Career Path Satisfaction
7 Areas of Work - Job - Career Path Satisfaction
by David Glober, CCMC, LBF, CLTMC
Life, Career, Leadership, Business and Organizational Coach
Copyright © 2009
If you can give gradual and complete attention to all of these areas, you can likely arrive at contentment, even happiness, satisfaction and fulfillment, in putting together a great work life - and a life!
1. Compensation: Regular pay, bonus pay, insurance and other benefits, profit sharing, retirement, perks.
2. Work environment: Physical comfort, furniture, lighting, ergonomics, location, commute, privacy to get things done, breathing room to think your own thoughts, social and work space in which to interact with others.
3. The work itself: Skill building, rewarding feelings more than not, not too much to do, not too little to do, enjoyable, intriguing, not intriguing but good for the time being, with acknowledgment, recognition, challenge and stimulation all in a dynamic forward-moving balance.
4. Relationships: Co-worker relationships, supervisory and subordinate relationships, vendor and supplier relationships, customer and client relationships.
5. Belief in the organization's vision, mission, purpose, leadership and team: A sense that you're working for a team or department or agency or firm or company or organization that has a mission and purpose that match your own values and that either has a useful role in some larger field of endeavor or community or both, and if competition is involved, a strong high regard for and use of products or services, ideally realized in clear market share, market differentation, value proposition, and externally perceived value.
6. Room to grow: An attitude is prevalent that is mutually supportive and encourages a commitment to continuous improvement and a realization of each individual's challenges and ongoing progress.
7. Inspiration / aspiration: A generalized organizational belief that most people show up at work to do their best and to give more than they receive, and that it is productive to first identify and then encourage this level of motivation in all individuals that fit the organizational mission and have the skills and enjoyment to continue on in current or other roles within the organization.
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by David Glober, CCMC, LBF, CLTMC
Life, Career, Leadership, Business and Organizational Coach
Copyright © 2009
If you can give gradual and complete attention to all of these areas, you can likely arrive at contentment, even happiness, satisfaction and fulfillment, in putting together a great work life - and a life!
1. Compensation: Regular pay, bonus pay, insurance and other benefits, profit sharing, retirement, perks.
2. Work environment: Physical comfort, furniture, lighting, ergonomics, location, commute, privacy to get things done, breathing room to think your own thoughts, social and work space in which to interact with others.
3. The work itself: Skill building, rewarding feelings more than not, not too much to do, not too little to do, enjoyable, intriguing, not intriguing but good for the time being, with acknowledgment, recognition, challenge and stimulation all in a dynamic forward-moving balance.
4. Relationships: Co-worker relationships, supervisory and subordinate relationships, vendor and supplier relationships, customer and client relationships.
5. Belief in the organization's vision, mission, purpose, leadership and team: A sense that you're working for a team or department or agency or firm or company or organization that has a mission and purpose that match your own values and that either has a useful role in some larger field of endeavor or community or both, and if competition is involved, a strong high regard for and use of products or services, ideally realized in clear market share, market differentation, value proposition, and externally perceived value.
6. Room to grow: An attitude is prevalent that is mutually supportive and encourages a commitment to continuous improvement and a realization of each individual's challenges and ongoing progress.
7. Inspiration / aspiration: A generalized organizational belief that most people show up at work to do their best and to give more than they receive, and that it is productive to first identify and then encourage this level of motivation in all individuals that fit the organizational mission and have the skills and enjoyment to continue on in current or other roles within the organization.
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Erik Erickson's 8 Stages of Life, Personality Development
"Erikson (1982) represents one of the few personality theorist to examine aging as a stage of development. According to Erikson's theory, personality development goes through a series of eight, hierarchically ordered stages. Associated with each stage is a psychosocial crisis that the individual either successfully resolves or fails to resolve. Failure results in incomplete development of the personality, and inhibits further development of the personality." Erikson's Integrity vs. Despair
"(With Scribd's iPaper document reader, anyone can easily upload and immediately share their original works on Scribd.com or any other website.")
Erikson's Eight Stages of Psycho-Social Development by Samantha Taylor
Simplified Chart Reviews the learning at each of Erikson's 8 stages and the difference between what "love supplies" and what "love substitutes" at each period of time. Erikson's wife and son added to the 8 stages after Erik's passing. This chart gives a good at-a-glance overview of his understanding of the work at each stage of life. EIGHT STAGES OF LIFE - Eric Erikson’s Crises of Development
"Like native Americans, other Americans have also lost many of the rituals that once guided us through life. At what point are you an adult? When you go through puberty? Have your confirmation or bar mitzvah? Your first sexual experience? Sweet sixteen party? Your learner's permit? Your driver's license? High school graduation? Voting in your first election? First job? Legal drinking age? College graduation? When exactly is it that everyone treats you like an adult? ... " ERIK ERIKSON, 1902 - 1994, Dr. C. George Boeree
A Different Beginning
"Erik Erikson wasn't trained by Sigmund Freud, nor did he hold a Doctorate a highly respected university. In fact, he was not formally educated like the vast majority of his psychodynamic colleagues. Although his parents pushed for medical school, Erikson saw himself as an artist and spent his youth wandering through Europe living the artist's life. In 1927, he took a job working with children of Freud's patients and friends. The school approached development psychoanalytically and Erikson was soon to master this theory and begin developing his own theories relating to personality development. His two major contributions to psychodynamic thought include a reappraisal of the ego and an extended view of developmental stages.
The New Ego
"Erik Erikson believed that the ego Freud described was far more than just a mediator between the superego and the id. He saw the ego as a positive driving force in human development and personality. As such, he believed the ego's main job was to establish and maintain a sense of identity. A person with a strong sense of identity is one who knows where he is in life, has accepted this positions and has workable goals for change and growth. He has a sense of uniqueness while also having a sense of belonging and wholeness.
"Erikson’s Stages of Psychosocial Development
Like Freud and many others, Erik Erikson maintained that personality develops in a predetermined order. Instead of focusing on sexual development, however, he was interested in how children socialize and how this affects their sense of self. He saw personality as developing throughout the lifetime and looked at identity crises at the focal point for each stage of human development.
Erikson’s Theory of Psychosocial Development has eight distinct stage, each with two possible outcomes. According to the theory, successful completion of each stage results in a healthy personality and successful interactions with others. Failure to successfully complete a stage can result in a reduced ability to complete further stages and therefore a more unhealthy personality and sense of self. These stages, however, can be resolved successfully at a later time.
"Trust Versus Mistrust. From ages birth to one year, children begin to learn the ability to trust others based upon the consistency of their caregiver(s). If trust develops successfully, the child gains confidence and security in the world around him and is able to feel secure even when threatened. Unsuccessful completion of this stage can result in an inability to trust, and therefore an sense of fear about the inconsistent world. It may result in anxiety, heightened insecurities, and an over feeling of mistrust in the world around them.
"Autonomy vs. Shame and Doubt. Between the ages of one and three, children begin to assert their independence, by walking away from their mother, picking which toy to play with, and making choices about what they like to wear, to eat, etc. If children in this stage are encouraged and supported in their increased independence, they become more confident and secure in their own ability to survive in the world. If children are criticized, overly controlled, or not given the opportunity to assert themselves, they begin to feel inadequate in their ability to survive, and may then become overly dependent upon others, lack self-esteem, and feel a sense of shame or doubt in their own abilities.
"Initiative vs. Guilt. Around age three and continuing to age six, children assert themselves more frequently. They begin to plan activities, make up games, and initiate activities with others. If given this opportunity, children develop a sense of initiative, and feel secure in their ability to lead others and make decisions. Conversely, if this tendency is squelched, either through criticism or control, children develop a sense of guilt. They may feel like a nuisance to others and will therefore remain followers, lacking in self-initiative.
"Industry vs. Inferiority. From age six years to puberty, children begin to develop a sense of pride in their accomplishments. They initiate projects, see them through to completion, and feel good about what they have achieved. During this time, teachers play an increased role in the child’s development. If children are encouraged and reinforced for their initiative, they begin to feel industrious and feel confident in their ability to achieve goals. If this initiative is not encouraged, if it is restricted by parents or teacher, then the child begins to feel inferior, doubting his own abilities and therefore may not reach his potential.
"Identity vs. Role Confusion. During adolescence, the transition from childhood to adulthood is most important. Children are becoming more independent, and begin to look at the future in terms of career, relationships, families, housing, etc. During this period, they explore possibilities and begin to form their own identity based upon the outcome of their explorations. This sense of who they are can be hindered, which results in a sense of confusion ('I don’t know what I want to be when I grow up') about themselves and their role in the world.
"Intimacy vs. Isolation. Occurring in Young adulthood, we begin to share ourselves more intimately with others. We explore relationships leading toward longer term commitments with someone other than a family member. Successful completion can lead to comfortable relationships and a sense of commitment, safety, and care within a relationship. Avoiding intimacy, fearing commitment and relationships can lead to isolation, loneliness, and sometimes depression.
"Generativity vs. Stagnation. During middle adulthood, we establish our careers, settle down within a relationship, begin our own families and develop a sense of being a part of the bigger picture. We give back to society through raising our children, being productive at work, and becoming involved in community activities and organizations. By failing to achieve these objectives, we become stagnant and feel unproductive.
"Ego Integrity vs. Despair. As we grow older and become senior citizens, we tend to slow down our productivity, and explore life as a retired person. It is during this time that we contemplate our accomplishments and are able to develop integrity if we see ourselves as leading a successful life. If we see our lives as unproductive, feel guilt about our pasts, or feel that we did not accomplish our life goals, we become dissatisfied with life and develop despair, often leading to depression and hopelessness." Personality Synopsis, Chapter 5: Psychodynamic and Neo-Freudian Theories
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