Two months and counting. Truthfully, did you believe that the Occupy movement would have lasted this long? Protests happen all the time in this country. Travel to Washington, DC on virtually any day and you will see some group making their presence felt and beliefs known. The freedom to assemble and communicate your opinion is a sacred right in our country that was founded on a protest movement. And yet, we haven’t seen a movement like since … last year if you understand that the Occupy movement – while different in its goals – was born out of a frustration that shares striking similarities to the Tea Party. So what can leaders learn from a movement that has captured the news and proven to be more than just a group of people gathering to share their dissatisfaction? Here are four lessons:
Would you pay two hours of your life for a bus ride? Would you choose to sleep late if you had less than one day to live? Would you work harder to deliver results if [...]
“Culture” is becoming the catch word for virtually every new business book, training program, or speech. There are people out there who want to help you develop a culture of accountability, service, innovation, celebration, learning, listening, sustainability, trust, recognition, teamwork, engagement, and change. The only culture that matters is the one that helps you and your organization achieve your desired results.
The reality of today’s market-driven world is brutal. We are all better at some things than others. Most of us are actually excellent – or at least better than average – at some aspects of our business or personal performance. And, that doesn’t matter unless what we do well adds value to the customer.
What separates the marketplace heroes in every industry from the has-beens and wanna-bes? It can’t be just products, services, or price. Your competitors don’t hire all geniuses and leave you with the dunces. Their computer systems, compensation, and operational processes are not dramatically better than yours. When they discuss strategy, the words on their flip charts are not significantly more insightful than yours. The difference is an intangible. It is a culture where every person at every level is focused on and committed to delivering results that are critical for success.
Timothy Geithner must go for two reasons: (1) he’s expendable: and (2) he has become a distraction. Geithner didn’t vote on a single debt proposal, and yet he played a significant role in the crisis. This is what happens when coaches are fired. The coach isn’t on the field making the plays, and you would think that players would be committed enough to play hard for the common good. But when you can’t fire the team, you often fire the coach. You can’t fire an elected official, and the public and financial markets want someone held accountable. It is unfortunate and perhaps even a little unfair. Sorry Tim, you need to go.
“We don’t trust them!” This phrase has become synonymous with a prevalent, if not majority, response when people are asked about their leader’s ability to affect positive change. Almost continuous rounds of cost-cutting; feelings that [...]
The trials of former Illinois Governor Rod Blagojevich and disgraced self-help guru James Arthur Ray both ended in guilty verdicts. Blagojevich was found guilty on 17 of 20 counts of corruption. Ray was found guilty of three counts of negligent homicide from deaths in a sweat lodge ceremony. And though some would argue that the verdicts in both cases were never in doubt, the results could have gone either way. Here are three lessons leaders can learn from these two seemingly unrelated cases:
Seventeen days can make a tremendous difference. The date was May 25, 2011. The Dallas Mavericks became the National Basketball Association’s Western Conference Champions for only the second time in its thirty-one year history. The 17,000-plus fans were anxious for a celebration. The team held up the trophy, smiled, posed for the obligatory photo-op, and then exited the arena – leaving ESPN reporter Doris Burke looking for someone to interview.
Right now – as you are reading this sentence – 70 percent of your staff are alienating your customers, keeping you from achieving your goals, or costing your company money that could be used for more productive uses. Scary, huh?
Values – every company hangs them on the wall and distributes them on wallet cards. It is the same for individuals. Ask ten of your friends to list their values, and at least eighty percent will use words like respect, integrity, and honesty. So how important are your values? Will you sacrifice them for the results and outcomes you desire? Are they so important that you would lay down your life – figuratively or literally – to protect them?
Donald Trump commented that President Obama needs to spend less time on the basketball court and more time fixing the economy. All the protests you would expect followed along with calls from all sides that we need to change the culture of racism perpetuated through the use of stereotypes and assumptions. It turns out that there are a multitude of culture problems.
The core of every noncommissioned officer’s commitment is articulated in the NCO Creed. It defines how each member of the NCO Corps views his or her responsibility as a leader. And, there is no better model for your success.
There are a lot of factors that could contribute to your lack of results – time, talent, resources – but for most of us the difference between excellence and mediocrity comes down to accountability. Accountability requires courage: Courage to tell and value the truth. Courage to remain keenly focused on results that matter, and courage to be relentless and unwavering as we look at contribution and behavior. The failure to stem a crisis of accountability places us on the path to mediocrity and worse – irrelevance.
Why do certain companies, brands, and even people stand out in a world where everyone is basically saying and doing the same things? For the most part, we all get it wrong. We focus on the tools – like marketing campaigns, social media, and advertising – and ignore the goal – to make customers want to do business with us. Here are three things you can do to define and deliver an experience that sets you apart: