Tuesday, October 29, 2002

Lesson 10: Motivate your associates by recognizing their efforts
Recognize publicly
Lesson 9: Build effective working relationships with others.

Tuesday, October 22, 2002

Lesson 8: Improve listening skills to strengthen relationships.
Stop interrupting people.
Pause before responding to allow the other person to share more infor.

Monday, October 21, 2002

Lesson 7: Create opportunities for Feedback
Focus on asking questions and listening rather than issuing directives
Remember, your goal is to get enough information so you can work with the person to resolve problems and increase productivity. A yes/no (or closed) question will only give you a yes or no answer. A question that begins with "why" puts people on the defensive. Think about how you react when asked questions such as, "Why were you late? Why do you act like that? "

Who, what, where, and how questions involve the other person. "What leads you to make that decision? How can we work together on solving this problem? Who else is affected when you're late? When do you think you can start working towards this new goal?" It takes practice to self-edit and reframe your questioning techniques because we're conditioned to accuse and assume, not to accumulate information

Monday, October 14, 2002

Friday, October 11, 2002

Lesson 4 - Encourage the generation of new ideas
- Solicit different perspectives
Lesson 11 - Describe a vision for how things should be
- Practice visualizing the to be state
- How to communicate and reinforce the vision with the team
- How to test that team understands the vision
Lesson 21 - Delegate in order to develop and train others
- Decide what to delegate, delegate entire jobs
- Only accept finished work
- Overcome fear of being invisible, fear of losing authority, fear of lack of perfection
Lesson 6 - Foster innovation among team members: Communicate to lead
- ask team about ideas for improving their creativity.
- adopt a "wacky" mindset
- cultivate an environment that accepts innovation
- engage diverse opinions, skills, and directions

Tuesday, October 01, 2002

Vision Statement: By the end of December, 2002:
I have changed my approach to my career. I view my role from an officer
perspective rather than from an employee perspective. I am demonstrating
leadership for my unit, my division, and my corporation.

I am willing to step outside my comfort zone in addressing the current
cultural change in the organization. I willingly approach confrontational situations
and I look forward to these situations as an opportunity to learn new things.

I am a confident leader, demonstrating innovative and risk-taking actions.
I have changed my focus from being a manager to being a leader.

I am responsive to my customers and managers. Helayne is
speaking positively about my change in approach.