Lesson 23: Communicate clear performance standards for accountability
"It is more important to know where you are going rather than to get there quickly. Do not mistabke activity for achievement" - Mabel Newcomber
Review KRA's and make sure I'm on track.

Lesson 20: Building cooperation: Establish team member's accountability
Schedule some time with individual team members to go over there goals to make sure there is no mis-communication
The next time you delegate a task, make sure you communicate the accountability requirements

Lesson 14: Monitor the implementation of a Plan
How do I do effective monitoring currently?
Ask co-workers what is working and what is not working
"In the absence of clearly defined goals we become strangely loyal to performing acts of trivia"

Focus on outcome based goals stated as "How will I know I've succeeded...." instead of activity based goals stated as (perform, improve, train, or install).
Effective goals are SMART -- specific, measurable, aggressive, relevant, and time-bound
Goals should excite as well as reward

Lesson 13: Recognize human potential in your organization
Invite coworkers to share their visions and goals
Make a point to teach something new to the coworker

Lesson 10: Motivate your associates by recognizing their efforts
Recognize publicly

Lesson 9: Build effective working relationships with others.

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

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

Lesson 5: Encourage Innovative Thinking

Lesson 4 - Encourage the generation of new ideas
- Solicit different perspectives
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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

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.