Audio Tidbits

Do you know someone who is proud of being his or her own person? By that, they mean that the social rules and customs that apply to most of us just don’t apply to them. They think that conforming and predictability are for everyone else but not for them. They are their own person and others will just have to deal with it. Let’s think about how that might work out over time. Press play and join me.

Do you know someone who is proud of being his or her own person? By that, they mean that the social rules and customs that apply to most of us just don’t apply to them. They think that conforming and predictability are for everyone else but not for them. They are their own person and others will just have to deal with it. Let’s think about how that might work out over time. Press play and join me.

Do you see a committed relationship in your future or perhaps a renewed commitment to an ongoing relationship? If so, you may do well to listen and consider if you are actually ready to commit.

Do you see a committed relationship in your future or perhaps a renewed commitment to an ongoing relationship? If so, you may do well to listen and consider if you are actually ready to commit.

ockerell, Lee. Creating Magic: 10 Common Sense Leadership Strategies From a Life at Disney. New York: Doubleday, 2008.

Each of the fifty-nine thousand Cast Members is trained to treat each and every Guest with the utmost care and respect. And they do this consistently because they are treated exactly the same way by the Disney leadership: with the utmost care and respect.

...they fail to appreciate the critical difference between managing and leading. I learned the hard way that managerial skills are absolutely essential for getting results, but they are not enough to drive excellence. Excellence requires common sense leadership.

...all everyone wants is to feel special, to be treated with respect, and to be seen as an individual.

...leaders have to set the proper tone by staying cool, calm, and collected under pressure. No matter what's going on, they have to focus single-mindedly on doing the best they can with what they have instead of blaming, whining, or wishing that things would change.

Just as great parents pay attention to everyone in their family, so great leaders pay attention to everyone in their organizations, bolstering his or her self-esteem and self-confidence at every step. If everyone feels recognized, appreciated, and listened to, everyone will want to take every opportunity to learn and grow.

Make me feel special. Treat me as an individual. Respect me. Make me knowledgeable.

Every individual in your organization should clearly and completely understand what he or she is responsible for, what level of authority he or she has, and how he or she will be held accountable.

Each layer through which information is filtered multiplies the inaccuracies and distortions, making it much more likely that something minor will snowball into a serious problem.

...The better your direct reports, the more of them you can have. Why? Because they need very little supervision.

...People don't always recognize the merits of change right off the bat. But if you persist, they'll soon come to see why breaking the mold is not only in the best interest of the company but in their best interest as well, and they may even follow your example by initiating changes themselves.

Whether they're called rules, procedures, policies, or operating guidelines, processes define how employees should interact with other people--coworkers, customers, and external business contacts--as well as with the physical environment and technology in order to accomplish specific tasks in the best and most efficient way. Effective processes make the routine things run smoothly and consistently, freeing employees to do the extra things that can turn a good business into a great business.

...You ignore the details at your peril.

..."We've always done it that way" could mean that you've been doing it wrong all along.

As a leader you have to keep your ear to the ground and listen for the sound of complaints from your staff. It helps to have a process in place to root out process problems and then follow up to make sure they're resolved.

Being poorly organized is one of the biggest problems leaders run into, and they don't always recognize it. Crises keep erupting around them, and they don't realize that many could have been averted if they'd been better organized in the first place. And the more fires they have to put out, the more they resist getting organized, because they can't stop long enough to take stock of their routines.

When a problem arises, seek out the process failure; don't just look for someone to blame.

If you don't appreciate, respect, and encourage those you lead, they'll give you only halfhearted effort or, worse, sabotage you or leave you high and dry. Great leaders know that, and they look for opportunities to give out the free fuel of ARE in an authentic, specific, and timely manner.

Be conscious of the impact of your presence and your interactions with people.

ockerell, Lee. Creating Magic: 10 Common Sense Leadership Strategies From a Life at Disney. New York: Doubleday, 2008.

Each of the fifty-nine thousand Cast Members is trained to treat each and every Guest with the utmost care and respect. And they do this consistently because they are treated exactly the same way by the Disney leadership: with the utmost care and respect.

...they fail to appreciate the critical difference between managing and leading. I learned the hard way that managerial skills are absolutely essential for getting results, but they are not enough to drive excellence. Excellence requires common sense leadership.

...all everyone wants is to feel special, to be treated with respect, and to be seen as an individual.

...leaders have to set the proper tone by staying cool, calm, and collected under pressure. No matter what's going on, they have to focus single-mindedly on doing the best they can with what they have instead of blaming, whining, or wishing that things would change.

Just as great parents pay attention to everyone in their family, so great leaders pay attention to everyone in their organizations, bolstering his or her self-esteem and self-confidence at every step. If everyone feels recognized, appreciated, and listened to, everyone will want to take every opportunity to learn and grow.

Make me feel special. Treat me as an individual. Respect me. Make me knowledgeable.

Every individual in your organization should clearly and completely understand what he or she is responsible for, what level of authority he or she has, and how he or she will be held accountable.

Each layer through which information is filtered multiplies the inaccuracies and distortions, making it much more likely that something minor will snowball into a serious problem.

...The better your direct reports, the more of them you can have. Why? Because they need very little supervision.

...People don't always recognize the merits of change right off the bat. But if you persist, they'll soon come to see why breaking the mold is not only in the best interest of the company but in their best interest as well, and they may even follow your example by initiating changes themselves.

Whether they're called rules, procedures, policies, or operating guidelines, processes define how employees should interact with other people--coworkers, customers, and external business contacts--as well as with the physical environment and technology in order to accomplish specific tasks in the best and most efficient way. Effective processes make the routine things run smoothly and consistently, freeing employees to do the extra things that can turn a good business into a great business.

...You ignore the details at your peril.

..."We've always done it that way" could mean that you've been doing it wrong all along.

As a leader you have to keep your ear to the ground and listen for the sound of complaints from your staff. It helps to have a process in place to root out process problems and then follow up to make sure they're resolved.

Being poorly organized is one of the biggest problems leaders run into, and they don't always recognize it. Crises keep erupting around them, and they don't realize that many could have been averted if they'd been better organized in the first place. And the more fires they have to put out, the more they resist getting organized, because they can't stop long enough to take stock of their routines.

When a problem arises, seek out the process failure; don't just look for someone to blame.

If you don't appreciate, respect, and encourage those you lead, they'll give you only halfhearted effort or, worse, sabotage you or leave you high and dry. Great leaders know that, and they look for opportunities to give out the free fuel of ARE in an authentic, specific, and timely manner.

Be conscious of the impact of your presence and your interactions with people.

iseman, Liz and Greg McKeown. Multipliers: How the Best Leaders Make Everyone Smarter. New York: HarperCollins Publishers, Inc., 2010.

It isn't how much you know that matters. What matters is how much access you have to what other people know. It isn't just how intelligent your team members are; it is how much of that intelligence you can draw out and put to use.

The Diminisher is an Empire Builder. The Multiplier is a Talent Magnet.

The Diminisher is a Tyrant. The Multiplier is a Liberator.

The Diminisher is a Know-It-All. The Multiplier is a Challenger.

The Diminisher is a Decision Maker. The Multiplier is a Debate Maker.

The Diminisher is a Micromanager. The Multiplier is an Investor.

Would your people describe you as someone who recognizes talented people, draws them in, and utilizes them at their fullest? Would they say they have grown more around you than any other manager they have worked for? Or would they describe you as someone who pulled them into your organization not as a talent to be developed, but more as a resource to be deployed and then left to languish?

What people do easily, they do without conscious effort. They do it better than anything else they do, but they don't need to apply extraordinary effort to the task. They get results that are head-and-shoulders above others but they do it without breaking a sweat.

"Ignore me as needed to get your job done."

Leaders most often know who the blockers are. The most common mistake they make is waiting too long to remove them.

While a Tyrant creates stress that causes people to hold back, a Liberator creates space for people to step up. While a Tyrant swings between positions that create whiplash in the organization, a Liberator builds stability that generates forward momentum.

One way he elicits the best thinking from people is that he knows what people are actually capable of producing. He knows everyone's job intimately, but he doesn't do it for them. generate rapid learning cycles.

Liberators don't just listen the majority of time. They massively shift the ratio, listening most of the time. This creates space for others to share what they know.

Diminishers give answers. Good leaders ask questions. Multipliers ask the really hard questions. They ask the questions that challenge people not only to think but to rethink. They ask questions so immense that people can't answer them based on their current knowledge or where they currently stand.

There are times when a leader is so knowledgeable and personally brilliant that it seems tempting for them to provide directives centered in what they know. However, in the end, Know-It-Alls limit what their organization can achieve to what they themselves know how to do.

The nature of the executive role makes it easy to stay rooted in answer mode and to be the boss. The first step in this journey is to stop answering questions and begin asking them.

Our research has shown that Diminishers tend to make decisions solo or with a small inner circle. As a result, they not only underutilize the intelligence around them, but they also leave the organization spinning instead of executing.

In preparation for the meeting itself, Debate Makers define what needs to be addressed, why it is important, and how the final decision is expected to be made.

At first glance, it appears that Diminishers make efficient decisions. However, because their approach only utilizes the intelligence of a small number of people and ignores the rigor of debate, the broader organization is left in the dark, not understanding the decision, nor the assumptions and facts upon which it is based. With this lack of clarity, people turn to debating the soundness of a decision rather than executing it.

Multipliers enable others to operate independently by giving other people ownership for results and investing in their success. Multipliers can't always be present to perform emergency rescues,

iseman, Liz and Greg McKeown. Multipliers: How the Best Leaders Make Everyone Smarter. New York: HarperCollins Publishers, Inc., 2010.

It isn't how much you know that matters. What matters is how much access you have to what other people know. It isn't just how intelligent your team members are; it is how much of that intelligence you can draw out and put to use.

The Diminisher is an Empire Builder. The Multiplier is a Talent Magnet.

The Diminisher is a Tyrant. The Multiplier is a Liberator.

The Diminisher is a Know-It-All. The Multiplier is a Challenger.

The Diminisher is a Decision Maker. The Multiplier is a Debate Maker.

The Diminisher is a Micromanager. The Multiplier is an Investor.

Would your people describe you as someone who recognizes talented people, draws them in, and utilizes them at their fullest? Would they say they have grown more around you than any other manager they have worked for? Or would they describe you as someone who pulled them into your organization not as a talent to be developed, but more as a resource to be deployed and then left to languish?

What people do easily, they do without conscious effort. They do it better than anything else they do, but they don't need to apply extraordinary effort to the task. They get results that are head-and-shoulders above others but they do it without breaking a sweat.

"Ignore me as needed to get your job done."

Leaders most often know who the blockers are. The most common mistake they make is waiting too long to remove them.

While a Tyrant creates stress that causes people to hold back, a Liberator creates space for people to step up. While a Tyrant swings between positions that create whiplash in the organization, a Liberator builds stability that generates forward momentum.

One way he elicits the best thinking from people is that he knows what people are actually capable of producing. He knows everyone's job intimately, but he doesn't do it for them. generate rapid learning cycles.

Liberators don't just listen the majority of time. They massively shift the ratio, listening most of the time. This creates space for others to share what they know.

Diminishers give answers. Good leaders ask questions. Multipliers ask the really hard questions. They ask the questions that challenge people not only to think but to rethink. They ask questions so immense that people can't answer them based on their current knowledge or where they currently stand.

There are times when a leader is so knowledgeable and personally brilliant that it seems tempting for them to provide directives centered in what they know. However, in the end, Know-It-Alls limit what their organization can achieve to what they themselves know how to do.

The nature of the executive role makes it easy to stay rooted in answer mode and to be the boss. The first step in this journey is to stop answering questions and begin asking them.

Our research has shown that Diminishers tend to make decisions solo or with a small inner circle. As a result, they not only underutilize the intelligence around them, but they also leave the organization spinning instead of executing.

In preparation for the meeting itself, Debate Makers define what needs to be addressed, why it is important, and how the final decision is expected to be made.

At first glance, it appears that Diminishers make efficient decisions. However, because their approach only utilizes the intelligence of a small number of people and ignores the rigor of debate, the broader organization is left in the dark, not understanding the decision, nor the assumptions and facts upon which it is based. With this lack of clarity, people turn to debating the soundness of a decision rather than executing it.

Multipliers enable others to operate independently by giving other people ownership for results and investing in their success. Multipliers can't always be present to perform emergency rescues,

This one is just for listening. Kevin does his magic to brighten up our day, especially if it is still Monday where you are.

This one is just for listening. Kevin does his magic to brighten up our day, especially if it is still Monday where you are.