November 20th, 2008
What could be worse?
Hating your job and needing to keep it.
It’s a worst case scenario, sure. But in these tough economic times, we may consider it wiser to tough out a nasty, soul-sucking, sanity-stripping job for a season of necessity.
Should you find yourself in such a situation, is there anything you can do to redeem the experience? Anything that can help you survive? Maybe even get something beneficial out of the nightmare?
This week’s podcast conversation has some hope for you. Join Claudia and I as we explore making the most of a horrible situation. Come back after you’ve listened and let us know about the situation you’re facing.
Listen in.
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November 18th, 2008
“Always learning. Always learning how to learn.” Two key personal commitments of mine.
I came across the concept of “Action Learning” over on Marshall Goldsmith’s blog. Check it out. He provides a very articulate summary of how to take what you are currently doing and turning those “actions” into learning opportunities.
At first blush it comes across pretty simple and obvious. If you think, though, about how difficult it is for many leaders to acknowledge there is anything they need to learn at all, establishing such a pattern of reflection and adjustment into your project cycle would be a near miracle. Unless, of course, you are that leader.
What kind of leader are you? In the spirit of No Excuses Leadership™, we are intent on starting any change with ourself. Here is a practical idea you can start experimenting with. Check it out.
On your side,
- Karl
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November 17th, 2008
This is going to be a great week.
This is going to be a great week because you are going to start it off by doing something for yourself.
While buying show tickets, game tickets or indulging in a high speed traffic ticket may be what first comes to mind when you think of doing something for yourself, I’m looking for something that will enthuse us about going into work this morning.
My suspicion is that there is a “neglected baby” somewhere in your office. A neglected baby that has been crying for some time, but can’t get your attention because you’ve been so busy with everything else.
Your neglected baby might be a messy workspace that keeps you from working effectively. Do something for yourself. This is the week you will commit to getting it organized.
Your neglected baby may be a pet project that no one else believes in… yet. Do something for yourself. This is the week you will take one specific and concrete step toward its implementation.
Your neglected baby may be a key relationship with an old friend, colleague or mentor. Do something for yourself. This is the week you arrange an uninterruptible telephone conversation.
Neglected babies don’t do well on their own. And we don’t do well with them screaming bloody murder in the background. Do something for yourself. Make this a great week by attending to one of your neglected babies.
Leave a comment and let us know what you’ve decided to do!
On your side,
- Karl
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November 15th, 2008
How might fear of a supervisor’s response be keeping you from making an important decision that would benefit the team?
The Question of the Week is offered to increase awareness of one’s personal leadership practices and encourage experimentation with creative alternatives.
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November 14th, 2008
Conflict can be the most difficult situation to tough out.
Let’s remind ourselves we’re discussing conflict in the context of having chosen to stay in our current job. We’re choosing to tough it out because there are more reasons to stay than leave.
Given that, the most difficult realization may be that these problems are not going to go away. We can’t simply wait them out and hope they’ll disappear. We can’t run from them or hide somewhere.
Our best bet is to shift our focus.
Instead of winning, our goal should be understanding. Changing the topic from getting my way to working alongside some awfully difficult characteristics.
If I can understand where a difficult person is coming from, I can engage more strategically.
What do they want? What are they trying to accomplish? What is so important to them?
If I can affirm what is important to them, much of the tension in the relationship gets released and frees both of us to get back on a work-based issue.
What might be going on with that under-performing co-worker who is attacking your motives for working hard? What are reasons your boss might be second-guessing your decisions that are related to his or her needs, priorities or pressures instead of you? What pressures might someone be facing which result in competitive tactics?
What can you affirm about someone you don’t get along with? How might you use that as a basis for getting back to work?
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November 12th, 2008
Carrows doesn’t get it.
I‘ve been taking each of my three daughters to weekly one-on-one breakfasts at Carrows for over seven years now.
We know everyone on staff by name and many of the other regular customers as well. I don’t even want to think about what we’ve spent on meals there through the years.
For the first time one of my daughters asks the local manager to place an ad in her middle school’s yearbook. The price is nominal and gives Carrows positive exposure to the local families they serve.
Carrows doesn’t get it, though.
That the local manager said, “No,” to sponsoring an ad is not the problem.
What’s troubling is that he didn’t even have
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November 12th, 2008
While boredom sucks the life out of you and workload may overwhelm you, conflict diminishes and demeans you.
In this week’s podcast conversation, Claudia and I look at toughing out a job when conflict is rife.
Are there alternatives to engaging in childish office politics or needing to win petty arguments? Do significant disagreements have to end with manipulative power plays or wither in spineless surrender?
Listen in.
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