Leadership Development And Jumping Out of Airships

Written by Brent Filson

Continued from page 1

1. Define results. Forget about training results. Forget about training objectives. They're dispensable gear. Throw them overboard. What arerepparttar business results ofrepparttar 119497 leaders you are developing? If you are dealing with people in manufacturing, then focus on having your development programs help improve operating efficiencies. If you have sales people in those programs, focus on their getting increased sales results within a certain time after they complete your program. Whoever has signed up for your programs, challenge them to userepparttar 119498 tools you give them to get results short and long term. For instance, atrepparttar 119499 beginning of your programs, ask participants, "What results do you have to get? And what arerepparttar 119500 most important challenges you have in getting them?" Then bring themrepparttar 119501 tools to help them get those results. What they learn is worthless unless it is tied to what is most valuable in their jobs and careers. It's worse than worthless, it's a downright stumbling block since that learning demands that they spend their time away from pursuing their real job objectives. 2. Measure those results. There is no value in business without measurements. Trainers who ignore this truth are put inrepparttar 119502 line beforerepparttar 119503 open hatch whenrepparttar 119504 company starts going down. Those trainers typically show their value by demonstratingrepparttar 119505 cost-effectiveness of their programs. Cost-effective, baloney! I don't know of any organization where "cost-effective" ultimately doesn't mean "cheap." Cost-effectiveness isrepparttar 119506 worst way to position leadership development programs. Cost-effective programs arerepparttar 119507 least valuable programs of all. Once we start defining our programs by how cheap they are, we show that we don't understand leadership or development -- and so cheapen our value torepparttar 119508 company. Don't make leadership programs inexpensive. Make them expensive! -- expensive torepparttar 119509 company if those programs are not instituted. We can only show their true importance by demonstratingrepparttar 119510 hard, measured, business-focused results participants achieve after takingrepparttar 119511 programs. Atrepparttar 119512 end of your sessions, have participants write a "value received" letter in which they detailrepparttar 119513 hard measured results that they intend to get when they use your leadership tools. Follow up 35-days later to insure they have gotten those results or are about to get them. If participants in a leadership course don't receive an R.O. I. that is at least five to ten times greater thanrepparttar 119514 investment they made in that course, give them their money back. And why not? If they can't get big increases in their hard, measured results, it'srepparttar 119515 course's fault. It hasn't helped them develop as leaders. Without results, leadership has no meaning. Leadership development is too important to be demeaned by having it fulfill training objectives. Enhance its importance by having it fulfill business objectives. In doing so, we will changerepparttar 119516 scenario on our metaphorical airship. Instead of orderingrepparttar 119517 crew out,repparttar 119518 captain will say, "We can't afford to lose this crew member. Stay here! First mate, jump!"

============================= 2004 © The Filson Leadership Group, Inc. All rights reserved. =============================

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has worked with thousands of leaders worldwide during the past 20 years helping them achieve sizable increases in hard, measured results. Sign up for his free leadership ezine and get a free guide, "49 Ways To Turn Action Into Results," at www.actionleadership.com

Workplace Violence: The Bullying Factor

Written by Felix P. Nater

Continued from page 1

Bullying behavior can range from subtle to more obvious behaviors. Here are some I’ve uncovered duringrepparttar investigative process: name calling, innuendos, insults, offensive language, racial and sexual jokes, yelling and screaming, inappropriate comments about an individual’s dress, life style, medical condition or general appearances, picking on family members, slander and belittling criticism, intentional isolation of an employee byrepparttar 119496 supervisor from normal interaction, training and career enhancement opportunities, overwork, unnecessary pressures, establishing impossible deadlines, makingrepparttar 119497 person feel in adequate by reducingrepparttar 119498 workload, creating a feeling of uselessness and even hopelessness, underminesrepparttar 119499 work performance or effort, deliberately denying essential work-related information and data or even giving incorrect information, unexplained job changes, meaningless assignments or tasks beyond your skill level or ability, failure to give adequate acknowledgement or to recognize when due, tampering with your work products, reports, tools and equipment, teasing or regularly making yourepparttar 119500 brunt of pranks and practical jokes, intentional/unreasonable delays in processing requests for leave or vacation, requests for assignments, training or resolution of pay issues are but a few “root cause” or “contributing factors” which lead otherwise innocent victims to assault or threaten another in response torepparttar 119501 Bullying (harassment, intimidation and abuse) Tactic.


Managingrepparttar 119502 workplace environment is an ongoing process, which goes beyondrepparttar 119503 production and services responsibility of supervisors and managers. I found that supervisors who failed to control hostile behavior contributed to safety hazards, increased injury compensation claims, lost workdays due to increased absenteeism, poor morale and potential civil actions againstrepparttar 119504 business and individual for creating a hostile environment.

Onrepparttar 119505 other hand, I found thatrepparttar 119506 victim employee includingrepparttar 119507 supervisors suffer from increased stress levels, anxiety and panic attacks, complaints of loss of sleep, bad health, impaired ability to make decisions, an incapacity to work, loss of confidence and self-esteem, reduced production, performance and efficiency, become accident prone and creates unsafe conditions as a result. In many casesrepparttar 119508 employee lost self-confidence and ability to cope inrepparttar 119509 workplace. Proper assessment and intervention is necessary if employees are to believe they will not become victims.


- Documentrepparttar 119510 activity when it happens if you are not willing to report or confrontrepparttar 119511 individual at this point. - Keep a record ofrepparttar 119512 details ofrepparttar 119513 type of activity and any potential witnesses for future reference. - Reportrepparttar 119514 behaviors to management at some point. - Confrontrepparttar 119515 Bully. Tell him/her you resent and object torepparttar 119516 behavior. - Askrepparttar 119517 Bully to stop or you will report him. - If you feel uncomfortable initiating contact go to your shop steward, supervisor or some other intermediary. - Never internalizerepparttar 119518 behavior otherwise festering will occur causing you to retaliate in frustration or even worst, become ill as a result.


- If you don’t have a Workplace Violence Crime Prevention Policy start working on one as soon as possible. - If you have a Workplace Violence Crime Prevention Policy insure it addressesrepparttar 119519 Bullying Tactics andrepparttar 119520 Bully. - Your policy should contain a caution statement on whatrepparttar 119521 Bullying behavior is. - Employees should receive periodic Workplace Violence Prevention Awareness Training. - Supervisors should be trained in issues relating to managingrepparttar 119522 workplace environment and conflict resolution. - Employees should be encouraged to report all incidents without attribution or retaliation. - Employees should be encouraged to pursue alternative means shop steward/intermediary) to confrontrepparttar 119523 Bully. - Provide for conflict mediation and intervention by EAP and/orrepparttar 119524 Security Director. - Conduct comprehensive Threat Assessments of each situation to prevent further escalation. - Institute progressive disciplinary procedures to addressrepparttar 119525 repeat or ongoing Bully. - Create an environment where such behavior is not tolerated and will not be condoned.

When in doubt pick uprepparttar 119526 phone and call an expert or visit his website at www.naterassociates.com.

President of Nater Associates as security management consulting firm specialzing in workplace security & workplace violence prevention. Felix retired as a postal inspector with 30 years experience.

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