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Add You - Transform Your Organization With Facilitative Leadership
Sylvia Acevedo needed a break from her technology job so she bought an old Victorian house to remodel into a bed and breakfast. "Being an engineer working in technology, I really felt I didn't do a lot of tangible work. But with the bed and breakfast, at the end of the day, I felt like I had actually done something."And, of course, she had—because as she renovated the house, she transformed it into a beautiful B&B. She had no problem communicating with the construction crew, who were mostly Hispanic, because she grew up speaking both Spanish and English. "My mother was from Mexico and all of my grandparents lived there," she says."People would see me talking to a crew of workers and I literally would have contractors stop and hand me the phone, asking me to translate for them," she says. That's how she realized communication between Hispanic
These are just examples of how to explain your intentions when involving direct reports in the decision-making process. The added advantage of this clarity is that it is another critical step in building respect, trust and rapport.
This model is the strategic outgrowth of the changing role of leadership.
Back in the day, and hopefully this does not mean last week for you ... the leader stood in the middle o
A resume is something that advertises you in front of your future boss; think it as a tool that will enhance your qualities and professional appearance. It is very important to know how to create and use that good tool, what mistakes to avoid when creating one and how to make a good impression.Think about it as a business card, if it’s nice and catchy it will attract the client but if it’s not the client will throw it away; the same thing goes with your resume. You need to add some originality if you want to get noticed.Here are a few tips that will help you have a clean and easy to read resume. When writing about your work experience don’t bore the people who will read the resume with a lot of work history; try to insert only the important jobs if they are a lot and limit yourself to a maximum of 15 years work history.Try to be orga
It is not about getting everyone together and asking, "what do you and you think?" Everything cannot be decided via committee! Especially if your work involves things like law enforcement or the military. The front lines are not the place to take a 'straw poll'. Even as I say this, and even in those aforementioned operations, there are times when a leader can, and should get people together to talk about how to improve the operation; by genuinely asking for input from all levels. That is what facilitative leadership is about.
For this process to work, the leader must be successful at creating an atmosphere where people not only feel comfortable contributing ideas and suggestions, but where the leader actually acts on that input.
Acting on input does not mean doing everything the group tells you to do. It does mean making it clear to the group that their input is valued by defining how that input will be used. Many times a leader will give the impression that if the team members give honest input, they will be given their 'marching orders'. This is why the leader must clarify prior to asking for input how that input will be used. For instance, let the group know if you are:
1- Just asking for ideas and you (the leader) will make the final decision
2- Asking for ideas and you (the leader) will discuss options with the group again prior to making the final decision.
3- Requesting input so final decision will be made together as a team
4- Requiring input and the team will make the final decision after reviewing it with you.
5- Giving input to the team and the team will tell you what the final decision is.
These are just examples of how to explain your intentions when involving direct reports in the decision-making process. The added advantage of this clarity is that it is another critical step in building respect, trust and rapport.
This model is the strategic outgrowth of the changing role of leadership.
Back in the day, and hopefully this does not mean last week for you ... the leader stood in the middle of
Well-trained knowledge workers make a choice to work with your organization on a daily basis. But what if one day a large proportion of those employees never returned? Do you have a sense of the cost of the loss of their intellectual capital; the replacement costs of recruiting another workforce with such dependable and driven people; or the impact on your company's productivity of losing highly manageable workers with well-defined work ethics?While companies have been slow to recognize the implications of the shrinking U.S. talent pool, they have been even slower to realize the potential impacts of the loss of thousands of Baby Boomers over the next 10 years. In some cases, companies may even be encouraging the attrition of older workers, assuming they are expensive and less productive segments of their workforce.Those who recognize the impa
For this process to work, the leader must be successful at creating an atmosphere where people not only feel comfortable contributing ideas and suggestions, but where the leader actually acts on that input.
Acting on input does not mean doing everything the group tells you to do. It does mean making it clear to the group that their input is valued by defining how that input will be used. Many times a leader will give the impression that if the team members give honest input, they will be given their 'marching orders'. This is why the leader must clarify prior to asking for input how that input will be used. For instance, let the group know if you are:
1- Just asking for ideas and you (the leader) will make the final decision
2- Asking for ideas and you (the leader) will discuss options with the group again prior to making the final decision.
3- Requesting input so final decision will be made together as a team
4- Requiring input and the team will make the final decision after reviewing it with you.
5- Giving input to the team and the team will tell you what the final decision is.
These are just examples of how to explain your intentions when involving direct reports in the decision-making process. The added advantage of this clarity is that it is another critical step in building respect, trust and rapport.
This model is the strategic outgrowth of the changing role of leadership.
Back in the day, and hopefully this does not mean last week for you ... the leader stood in the middle o
This morning as I walked the two miles around a neighborhood lake, I noticed that the leaves have begun to change and I marveled at the consistency of nature’s changing schedule. I realized that change is constant. There is always something changing in our lives.Some changes have more of a life impact than others: changing a hair style, a career path, a vehicle, a marriage. So if change is constant, what we have to examine is how we respond to change.Two years ago, after almost 18 years with Pearle Vision, I learned that I was no longer needed. I wasn’t alone in this discovery. Over 800 of us learned that we would be unemployed within a few months of the announcement.Luxottica, parent company of Lenscrafters, purchased Cole National, parent of Pearle Vision and moved all the home office functions from a suburb of Cleveland to the
1- Just asking for ideas and you (the leader) will make the final decision
2- Asking for ideas and you (the leader) will discuss options with the group again prior to making the final decision.
3- Requesting input so final decision will be made together as a team
4- Requiring input and the team will make the final decision after reviewing it with you.
5- Giving input to the team and the team will tell you what the final decision is.
These are just examples of how to explain your intentions when involving direct reports in the decision-making process. The added advantage of this clarity is that it is another critical step in building respect, trust and rapport.
This model is the strategic outgrowth of the changing role of leadership.
Back in the day, and hopefully this does not mean last week for you ... the leader stood in the middle o
Custom printed t-shirts have been a fashion staple since the late sixties and early seventies when you could walk into a mall and order yourself a t-shirt printed with your choice of words or t-shirt transfer. Even before that, many companies found that promotional t-shirts could turn them into small-town heroes – when they were worn on the backs of a winning (or losing) youth football team. These days, the promotional t-shirt has come full circle to become a fashion brand statement. It’s become one of the hottest promotional items that a company can give away, and hundreds of promotional t-shirts are given away every week as prizes in contests, incentives for employees and thank your to customers.Promotional clothing is a popular way to solidify a corporate image. Businessmen wear branded polo shirts on the golf course. Young folks sport fleece jac
2- Asking for ideas and you (the leader) will discuss options with the group again prior to making the final decision.
3- Requesting input so final decision will be made together as a team
4- Requiring input and the team will make the final decision after reviewing it with you.
5- Giving input to the team and the team will tell you what the final decision is.
These are just examples of how to explain your intentions when involving direct reports in the decision-making process. The added advantage of this clarity is that it is another critical step in building respect, trust and rapport.
This model is the strategic outgrowth of the changing role of leadership.
Back in the day, and hopefully this does not mean last week for you ... the leader stood in the middle o
In recent years, stand up pouches have taken the packaging world by storm. Available with or without a re-closeable zipper seal, a stand up pouch is a laminated film bag, usually of different types of plastic or a blend of plastic and aluminum foil. Manufacturers rave about the bags because they use so much less material than other traditional packaging methods like cartons or boxes, and because they offer a tremendous opportunity for branding and merchandising.Available in a variety of shapes and sizes, stand up pouches have three fundamental measurements: width, height, and bottom gusset. The bottom gusset is the additional material at the bottom of the bag which gives it its capacity for expansion. Stand up pouches can be made to meet your exact specifications, but typically the bottom gusset of the pouch is one of three different styles: Round B
These are just examples of how to explain your intentions when involving direct reports in the decision-making process. The added advantage of this clarity is that it is another critical step in building respect, trust and rapport.
This model is the strategic outgrowth of the changing role of leadership.
Back in the day, and hopefully this does not mean last week for you ... the leader stood in the middle of everything and directed the team with one-way communication. Essentially that leader would say, "jump" and the followers would need to know how high.
As this leader progresses she/he allows for two-way communication, but the leader is still in the middle directing the activities of the group.
Continuing this progression, the leader steps out of the middle - and becomes a part of the team. This also allows for better communication - actually between team members. The leader is still responsible but does not 'push' her/his people, they tend to 'pull', to get people to follow them - not to push and micro-manage them.
As the leader progresses even further, they can actually step away from the day-to-day aspects of the area. This affords even more communication between the members of the team. Again, you cannot do this until you have helped the team members interact with each other on a 'level playing field'. This is why you should be familiar with the elements in this book that can help you build those essential skills for your subordinates - so you can be free to work on the more strategic elements of your job, instead of the tactical.
The skill required for this process is critical because the typical leader's area of span and control is not retracting, it's expanding! So you will be required to 'run' multiple departments, and that cannot be done effectively if you are 'stuck' in the middle of one trying to direct everything.
Now, keep in mind, when you step away do not disengage! Because you 'cannot expect what you don't inspect'. So, as you have allowed for the skills of your teams to be sufficient enough for you to 'step away' - you must be accessible and continue to coach
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