Genius is 1% inspiration and 99% perspiration. Thomas Edison.
Category: Personal (Page 58 of 63)
What is accountability? Here is a short story…
How many times have you found yourself in a difficult conversation with your superior, with a colleague of yours or more simply with your spouse and friends? Learning how to turn a difficult conversation into a constructive one is key to improving the relationship with your counterpart as well as to achieving the goals and interests underpinning that relationship. This is especially important for diplomats who are confronted on a daily basis with tough negotiations. Here are some tips taken from the book “Difficult Conversations” written by Stone, Patton and Heen.
Their analysis is based on the assumption that each difficult conversation is really three conversations:
1) the “What Happened?” Conversation: most difficult conversations involve disagreement about what has happened or what should happen: instead of persuading your counterpart that you are right, explore each other’s stories since likely there are important things that each of you doesn’t know;
2) the Feelings Conversation: every difficult conversation also asks and answers questions about feelings: instead of avoiding to talk about feelings, address and acknowledge them before problem-solving;
3) the Identity Conversation: every difficult conversation threatens the identity of the parties: instead of protecting your all-or-nothing self-image (e.g.: I’m competent or incompetent, good or bad, lovable or unlovable), understand the identity issues on the line for both of you and build a more complex self-image.
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According to Ron Thomas, Director, Talent and Human resources Solutions at Buck Consultants, in Leadership 101: The Most Powerful Words You Want From Any Leader, managing and being polite, is not a rocket science.
The two words THANK YOU are the most powerful words in your leadership toolkit.
There is a lot we can do by being good examples ourselves.
Just remember good manners!
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In life and business there are two cardinal sins. the first is to act without thought and the second is to not act at all. Carl Icahn
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Sooner or later, those who win are those who think they can. Paul Tournier
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Randy Conley, Director of Client Services and Trust Practice Leader at The Ken Blanchard Companies, is deeply interested in making employees more engaged and interested in their work.
In his article The One Indispensable Ingredient for Employee Engagement published by http://switchandshift.com, Conley observes that there is an epidemic of workers who are uninterested and disengaged from the job they do.
There are many excellent strategies that deals with this challenge, but according to him only one strategy can be good: trust!
The TrustWorks! ABCD Model® provides that framework and illustrates the four elements of trust that leaders need to focus on building high-trust relationships:
- Able – Demonstrate Competence
- Believable – Act with integrity
- Connected – Care about others
- Dependable – Maintain Reliability
Read more on http://goo.gl/FKWlD
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Do not go where the path may lead; go instead where there is no path and leave a trail. ( Anonymous )
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Elizabeth Gilbert in a recent Ted Talk shares the idea that all of us “have” a genius, an artistic flair.
In this surprisingly moving video she describes creativity like a divine attendant spirit that came to human beings from some distant and unknowable source…
The subject of the Diplocalendar 2012 for the month of December is Risk management.
If you don’t manage risk, risk will manage you and the odds are, that risk will win.
“Luck favours the prepared mind” (Louis Pasteur)
More inspiring subjects on Diplocalendar 2012 that explores in both a serious and lighthearted way, some elements of interpersonal relationships and management that can help in daily activities.
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