Involving People Gave Us the Improvements We Needed

Written by Chuck Yorke


We had a problem with handling materials in a production department. Our process required raw materials to enterrepparttar department, be processed, and leaverepparttar 136436 department. The raw material was placed on pods, delivered for production, removed fromrepparttar 136437 pods, placed on a staging fixture, removed fromrepparttar 136438 fixture and process materials were then placed on another pod and delivered to an internal customer. Internal customer had to place on still another pod.

Someone suggested placingrepparttar 136439 material fromrepparttar 136440 fixture ontorepparttar 136441 customerís internal pod to reduce handling, errors, etc. Room was tight (because two different style pods were used, one for raw material and one for processing) and someone long ago suggested moving a wall to create more space for easier movement ofrepparttar 136442 pods.

After we realized that involving people would give usrepparttar 136443 improvements we wanted, someone suggested modifyingrepparttar 136444 pods into a cart that could hold more material and reduce our need for more space. Others became involved; Martin developed possible designs forrepparttar 136445 cart while speaking with his coworkers to find out their ideas.

The Defining Moment: The Straw That Stirs The Drink Of Motivational Leadership (Part One)

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 136429 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com

Word count: 770

Summary: Motivation is a critical aspect of leadership. But most leaders fail to realize practical processes to motivate people consistently. Here is a motivational-leadership tool to greatly increase your leadership effectiveness.

The Defining Moment: The Straw That Stirs The Drink Of Motivational Leadership (Part One) by Brent Filson

Decades ago, as a rifle platoon commander inrepparttar 136430 Marines, I saw leaders who could motivate troops to do extraordinary things -- and leaders who couldn't getrepparttar 136431 troops to do much at all. I wondered what wasrepparttar 136432 difference betweenrepparttar 136433 successful and unsuccessful leaders; and if that difference be taught.

Those two questions have stayed with me throughout my civilian life as I have worked with thousands of leaders worldwide forrepparttar 136434 past 21 years.

Now, at last, I can say I've answered those questions. I've crackedrepparttar 136435 code.

The difference between successful and unsuccessful leaders isrepparttar 136436 successful ones are able to engage in deep, human, emotional relationships withrepparttar 136437 people they lead,repparttar 136438 unsuccessful ones don't. It's as simple as that, yet it's more complicated than you think.

The power of those relationships has been demonstrated sincerepparttar 136439 dawn of history. In all cultures, whenever people needed to do great things, one thing had to take place: A leader had to gather those people together and speak fromrepparttar 136440 heart. In other words, deep, human, emotional relationships had to be constituted for great things to be accomplished.

Look at it this way: Leaders themselves must be motivated, that's an absolute truth. If you're not motivated, you shouldn't be a leader. Butrepparttar 136441 burning challenges in leadership are, Can you transfer your motivation to others so they are as motivated as you? And can you translate that motivation into great results? Great leaders successfully meet those challenges.

There are three ways to transfer your motivation to others. Give them information, make sense, and make your experience their experience.

The most powerful isrepparttar 136442 latter, having your experience become their experience. One way to make this happen is withrepparttar 136443 "defining moment" technique.

This entails havingrepparttar 136444 leader's experience becomerepparttar 136445 people's experience. It can berepparttar 136446 most effective method of all, because whenrepparttar 136447 speaker's experience becomesrepparttar 136448 audience's experience, a deep sharing of emotions and ideas, a communing, can take place.

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