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Leadership

(Shared by my friend GK)
It’s Tuesday and I’m very tired. Thank God for this joke to get through another morning.  No offense intended.

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Corporate joke from a friend…

A woman in hot air balloon realized she was lost…

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Photos from my trip to Taitung during the Hot Air Balloon Festival.

She reduced altitude & shouted to a man  below “Excuse me, can you help me? I promised a friend to meet him an hour ago but I don’t know where I am.”

Man below replied : You are in hot air balloon 30 feet above the ground. You are at 41 degree North latitude & 59 degree West longitude.

Lady : You must be an engineer.

Man : How do you know?

Lady : Everything you told me is technically correct but useless & the fact is I’m still lost.

Engineer : You must be in Top Management.

Lady : Ya. How do you know?

Engineer : You don’t know where you are or where you’re going, you have no technical knowledge.    You made a promise, which you’ve no idea how to keep & you expect people beneath you to solve your problems..!!

😀😀😀😃😃😃😄😄😄

First, what’s MOJO.

Its that positive spirit toward what we are doing now that starts from the inside and radiates to the outside.

I don’t like acronyms and if you hang around GEN Ys, you get that alot.

FOMO, YOLO

So when I saw a title like MOJO, especially after a colleague used that work, I had to pick up this book.

MOJO by my favourite coach Marshall Goldsmith, whose “What got you here won’t get you there”. Like his previous book, Goldsmith is an executive coach for senior executives and his examples reveal many of such insights with Scorecards and questionnaires and frameworks.

Mind the GAP
There’s a gap between how you see yourself and how others see you.
We sometimes underestimate our great moments and overestimate the impact of our bad moments.

Does anyone ever really change from leadership sessions?
In true Peter Drucker style, Goldsmith answers through a survey of 250,000 respondents.
Very few people achieve positive, lasting change without on-going follow-up.

Unless they know at the end of the day that someone is going to measure if they’re doing what they promised to do, most people fall prey to inertia. (Known as “Hawthorne effect”).

Hence, try the reputation questionnaire

  1. Name six “great” personal moments in the last 12 months at work. (You can consult your calendar and family, but Goldsmith says you can’t ask colleagues. In my opinion, if you can’t even name it, then what’s happened to your personal appraisal.. uh oh.)
  2. What made these moments “great”?
  3. In what way, if any, did these moments resemble one another?
  4. Can you identify the personal quality embodied in that resemblance? Can you give it a name?  For example, if you cite two “great” moments when you went out of your way to help a colleague with advice, you would label that personal quality as “generosity” – which feeds into a reputation for being “generous”
  5. On a scale of 1 to 10, with 10 being the most well known, how well known are these “great” moments to people you work with?
  6. On a scale of 1 to 10, with 10 being the most agreement, how much would the people you work with, agree with the personal qualities described in your answer to question#4.
  7. Name six “bad” personal moments in the last twelve months
  8. What made these moments “bad”?
  9. What did they have in common?
  10. Can you identify the personal quality they had in common? Can you give it a name? For example, if two “bad” moments involve episodes where you lost your temper, the personal quality could be labeled as “hot-headed”
  11. On a scale of 1 to 10, with 10 being the most well known, how well known are these “bad” moments to other people you work with?
  12. On a scale of 1 to 10, with 10 being the most agreement, how much would the people you work with, agree with the personal qualities described in your answer to question #10.
  13. Which answer, to question #4 or #10, is most likely your current reputation, or is it both?

If you work for a corporation, this is a useful guide to prepare for the yearly performance appraisal or performance management. Then compare it with the company values. Are you being effective or just busy.   How much do others appreciate what you’re doing?

Useful too, for interviews to get your next job

For those of us, working for ourselves, i.e. entrepreneurs or creatives. Very effective to think about the Brand or the Reputation you’re creating for #Brand You.

I’ve a rude wake-up call.

Consistency and Discipline though, is necessary.
If you’re known as a sarcastic boss, you have to bite your tongue for a long time.
Ask yourself: “Is it worth it?”

  • How much long-term benefit or meaning did I experience form this activity?
  • How much short-term satisfaction or happiness did I experience form this activity?

Change how you approach the same activity. It does not have to be with inertia.

For instance, if you’re about to attend a one-hour, mandatory meeting, your mindset is that the meeting will be a boring waste of time.

You have two options:

Option A: Attend the meeting and be miserable.
Option B: Make the meeting more meaningful and enjoyable. Observe your colleagues more closely or create a new idea to inspire others.

(Download the MOJO Meter)  http://debisilber.com/mojo-meter/

People don’t care what you know, but they know when you care. – John Maxwell

Recently, I did a mental count on how many young adult students I interact with, in a week, during my intense teaching period. Close to 600. In a year, it comes to 1,000.  Like many leaders, lecturers and people in the customer service business interact with different personalities.

In a book, GEN Y NOW, Millenials and the Evolution of Leadership by Buddy Hobart and Herb Sendek, the authors believe that most organisations are broken down into three types of folks: Teamers (20%), Fence-Sitters (60%), and Lottery Winners (20%).

“Teamers are loyal and dedicated employees who always give their best. They to be positive folks who trust their leaders and strive to do their best. Unfortunately, as they are low maintenance, managers and leaders tend to ignore them and not give them much time or energy.

Fence-sitters make up the majority and tend to be silent, neither overtly negative or positive. Managers also do not spend much time with them either.

The final group “Lottery Ticket winners” are the squeaky wheels. To them, nothing is ever right. They think (and say) they are smarter, more qualified and more talented than their bosses ( or anyone else).Seldom do they offer proactive ideas, but always first to point out the negatives. Usually, they are the most vocal and demanding of attention, and managers spend overwhelming  majority of their time and energy with this group.

Teamers tend to just shrug the lack of attention off, while the fence-sitters quickly learn that in order to be noticed, you need to be negative. Managers convince themselves, that, if they could just win over these negative folks, everyone else will follow.  Therefore, managers waste countless hours and enormous amounts of energy trying to motivate employees who are frequently a lost cause.”

Powerful. Do you have employees, volunteers or students like that?

The authors tell a “Lottery Ticket” Story. [Incidentally, the $13.9 million lottery ticket was claimed last night!]

A husband and wife woke up one Sunday morning, check the newspaper, and discovered that they have just won the lottery, a $45 million jackpot. The paper says there are two other winners, so their take will be $15 million.

The couple was overjoyed.  However, as they reflected further, both were afraid the windfall will change everything. But not for the better. They have read countless stories of how lives were ruined after just such a lottery windfall.  Already, happy and healthy, there’s nothing else they need.

So both decided, after hours of soul searching to give up the ticket. They decided who should bring the ticket to office, flipped a coin, and it was the husband who wins the toss. On Monday, the husband walks into work, and will have to hand the ticket to the first person he sees.

On Monday morning, our generous husband sees Joe, the office naysayer and cynic. True to the agreement, the husband approaches Joe, explains the situation, and hands him the one (of three) winning $45 million lottery ticket.

Joe takes the ticket, puts it in his pocket and says “Tough luck, you give me the ticket, but I have to split it with two other tickets” and walks away.

That’s a “Lottery Ticket Winner.

The authors’ advice is that, for some folks, even being given a winning lottery ticket is not enough. Yet it is just this type of person who demands our time and energy. The regrettable mistake is, we give it to them.  We are ignoring the “Teamers’ and teaching the “Fence-sitters” that inappropriate attitudes are rewarded with time and attention. Your goal for the Lottery Ticket winners is simple. They can:

  • start pretending to be positive
  • Start being positive
  • Shut up altogether or
  • Leave

Are there negative people you interact with?    If you interact with a lot of people, its natural.  Where do you focus your energy?   On the 5% negative ones or the rest?

Focus on the “Teamers”, the authors suggest. They deserve it and you will be teaching the “Fence-sitters” the correct leadership lesson.