Boost Your Leadership Skills Simply By Answering The Question, "What Does Your Organization Really Reward?"

Written by Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119426 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 900

Summary: The author contends that most organizations rewardrepparttar 119427 wrong things. He offers a four step process for turning wrong rewards intorepparttar 119428 right results.

Boost Your Leadership Skills Simply By Answering The Question, "What Does Our Organization Really Reward?" By Brent Filson

The difference between leaders is ears. Good leaders not only ask good questions, but they actually listen torepparttar 119429 answers.

Ask people in your organization: "What does our organization REALLY reward?" Listening torepparttar 119430 answer may help you achieve marked increased in results.

Rewards and punishments make uprepparttar 119431 drive shaft of any organization. But my experience of working with thousands of leader duringrepparttar 119432 past 21 years reveals that most of their organizations rewardrepparttar 119433 wrong things.

Such organizations may pay lip service to rewarding people for what is viewed asrepparttar 119434 right things: getting results, gettingrepparttar 119435 right results, gettingrepparttar 119436 right results inrepparttar 119437 right ways. But what they may really reward, often in terms of promotions and job perks, are such things asrepparttar 119438 care and feeding of top leaders' egos, political conniving, tyrannical leadership ....

Here is a way to transform wrong rewards into right results.

(1) Ask people in your organization what your organization REALLY rewards. The answers may surprise you. But don't get caught up in those answers. Don't make value judgments. At this stage, you are just an observer. Simply compilerepparttar 119439 list.

(2) Gauge each item onrepparttar 119440 list against results your organization really needs. Does it help get results? Does it detract from results?

Do it this way: Pick out a single item from your list. Describerepparttar 119441 problem inrepparttar 119442 item and identify who controls its solution. Execute a "stop-start-continue" process. What reward do you stop, what do you start, and what do you continue?

You'll get results, but don't expect overnight success. Not only are many of these wrong rewards ingrained habits but changing them seldom achieves quick results. Still, keep asking, What does my organization really reward? Inrepparttar 119443 long run, when tacklingrepparttar 119444 challenges that comes with listening torepparttar 119445 answers, you'll be getting more results as well as sharpening your leadership skills.

(3) Ask, "What does your leadership really reward?" When your leadership rewardsrepparttar 119446 wrong things, you're getting a fraction ofrepparttar 119447 results you're capable of. However, since we seerepparttar 119448 faults of others more clearly than our own, it may be more difficult identifying and dealing with your own issues rather than your organization's.

Do a 360 degree assessment. Select a single item fromrepparttar 119449 list and applyrepparttar 119450 start-stop-continue process. Don't simply eliminaterepparttar 119451 item. Such items can be grist forrepparttar 119452 results mill. Identifyrepparttar 119453 problem inrepparttar 119454 item then haverepparttar 119455 solution be a tool that gets results.

7 Myths That Make Meetings Miserable

Written by Steve Kaye

Myth 1: Executives belong in meetings. Althoughrepparttar demands of business cause executives to attend more meetings than other professionals, executives need to avoid meetings. Top management is responsible for vision, strategy, plans, and communication. That means executives should spend most of their time thinking, learning, planning, and communicating. Inefficient, ineffective meetings wasterepparttar 119425 time ofrepparttar 119426 company's most valuable employees.

Better: Ask probing questions when invited to make sure that your presence will add value. For example, "What are your goals forrepparttar 119427 meeting?" "How will I contribute to achieving those goals?" and "How can I prepare forrepparttar 119428 meeting?" After all, you want to contribute to an effective meeting if you decide to attend.

Myth 2: Holding a large meeting is impressive. Actually, holding a large meeting is expensive. It can also be impressive if it is conducted properly, which means that it will be as small a possible.

Better: Invite only those who can make meaningful contributions. The likelihood of holding an effective meeting diminishes with groups larger than ten or twelve.

Myth 3: Structure inhibits spontaneity. This is true if your goal is to obtain random outcomes over infinite time. While this may occasionally produce spectacular results, such as winning a lottery, you can achieve predictable results faster by applying structured activities. These help people make methodical progress toward results. Otherwise,repparttar 119429 group is attending a party, instead of working in a meeting.

Better: Use structured activities to keep you in control of your meeting and make progress toward results.

Myth 4: People are too busy to prepare agendas. Since there is always time to repeat a task, fix a problem, or make an apology, there must be time to takerepparttar 119430 steps that avoid such dilemmas. Overall, preparing an agenda saves time and money.

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