November 1, 2003
A free Ezine sent to you monthly by Glen Rediehs, Ph.D.: Personal Coach, Corporate Coach, Organization Development Consultant
Web site: www.SolutionLeader.com
E-mail: Glen@SolutionLeader.comSolution Leader Ezine will give you solutions for your personal life and the people side of your business. Every issue is filled with practical strategies plus a little humor.
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IN THIS ISSUE:How to Discover Your Talent
A Little Humor
Thought for the Day
What's Your Management Style?
In the Next Issue
On a scale of 0 to 10, how satisfying is your life? To what degree are you pleased with your past, eager to get to each day's activities, and looking forward to the future?
Many experts say that the secret to life satisfaction is discovering and fully using the talent that each of us has. I'm not just talking about artistic, athletic, or some other specialized talent. I'm talking about whatever it is that you do best and love to do - a personal capacity that serves you and others well in all the realms of your life.
If you're at a 9 or 10 on life satisfaction, you can skip down to the next article. If you're not quite there yet, read on ...
What is Talent?
Different researchers and authors use different terms and have different descriptions of "talent." Dick Richards calls it "genius" in his book, Setting Your Genius Free. He claims we have only one genius and that it is a unique and special gift.
In Soar With Your Strengths, Donald Clifton and Paula Nelson define strengths on two levels: 1) things you do well, and 2) a pattern of behavior, thoughts and feelings that produces a high degree of satisfaction and pride, psychic and/or financial reward, and progress toward excellence.
Martin Seligman, "father" of the Positive Psychology movement, takes a different approach in Authentic Happiness. He considers strengths to be moral traits.
Each of us is born with unique talents and gifts that are "hard wired" into us according to Bob McDonald and Don Hutcheson in Don't Waste Your Talent. They claim that we don't learn our talents and can't forget them.
You can conclude that:
- Your talent is a special personal capacity.
- You, and everyone else, has a talent.
- Your own talent may be unrecognized - but can be discovered.
- Your talent is at least partially genetic.
- Fully using your talent is basic to your maximum success and life satisfaction.
How Can I Discover My Talent?
Observe how you go about your life. Notice things like these:
- What do you enjoy doing the most? What activities give you the greatest satisfaction?
- What do you notice yourself doing when you enter a physical space or face a new situation?
- What activities did you learn rapidly and continue to improve? These activities come easily and feel natural to you.
- What do you do best? What activities do you do with excellence?
- When you feel drawn to do one activity instead of another, what is it that is attracting you?
- When you feel frustrated, what in you is being thwarted?
These exercises may help you discover your talent:
- Recall several episodes in your life when you were successful, felt good about yourself, and things seemed to flow naturally. What were you doing? (Adapted from Dick Richards)
- Ask acquaintances what they most appreciate about you. What is it you do that they consider a special contribution to their lives?
- Imagine that the Talent Fairy Godmother appears and gives you the power to create the perfect job or career - with just the wave of her magic wand. What job or career will it be? What talents are you expressing in this job? (Adapted from Capacchione and Van Pelt, Putting Your Talent To Work)
- Martin Seligman offers a free on-line inventory, the Values In Action (VIA) Signature Strengths Survey, on his web site: www.authentichappiness.org. This will give you an immediate profile of your Signature Strengths. He also includes a paper and pencil version on pages 140 - 161 of his book, Authentic Happiness.
Observe yourself for a while. Do the exercises. If your talent resists discovery, invite someone to work on it with you. Read the books cited in this article.
Discover your talent. Build on your strengths. Use your gifts in your work, social life, family - every realm of your life. Greater life satisfaction will be yours.
What's the next step in your life? In your business?
What do you want to achieve?
What do you want to change?
Coaching will help you reach your goals!
Let's work on your future together. You can make it happen!
PLEASE CALL ME at 704-788-9184 or Email me at Glen@SolutionLeader.com
A Little Humor
If Airlines Sold Paint
First, how ordinary hardware stores sell paint...
Customer: "Hi. How much is your paint?"
Clerk: "We have regular quality paint for $18 a gallon and premium paint for $25. How many gallons would you like?"
Customer: "Five gallons of regular paint please."
Clerk: "Great. That will be $90 plus tax."****
Now, imagine you are buying paint from your favorite airline...Customer: "Hi. How much is your paint?"
Clerk: "Well, sir, that all depends on quite a lot of things."
Customer: "Can you give me a guess? Is there an average price?"
Clerk: "Our lowest price is $12 a gallon, and we have 60 different prices up to $200 a gallon."
Customer: "What's the difference in the paint?"
Clerk: "Oh, there isn't any difference; it's all the same paint."
Customer: "Well, then I'd like some of that $12 paint."
Clerk: "When do you intend to use the paint?"
Customer: "I want to paint tomorrow. It's my day off."
Clerk: "Sir, the paint for tomorrow is the $200 paint."
Customer: "When would I have to paint to get the $12 paint?"
Clerk: "You would have to start very late at night in about three weeks. But you will have to agree to start painting before Friday of that week and continue painting until at least Sunday."
Customer: "You've got to be kidding!"
Clerk: "I'll check and see if we have any paint available."
Customer: "You have shelves FULL of paint! I can see it!"
Clerk: "But it doesn't mean that we have paint available. We sell only a certain number of gallons on any given weekend. Oh, and by the way, the price per gallon just went to $16. We don't have any more $12 paint."
Customer: "The price went up as we were talking?"
Clerk: "Yes, sir. We change the prices and rules hundreds of times a day, and since you haven't actually walked out of the store with your paint yet, we just decided to change. I suggest you purchase your paint as soon as possible. How many gallons do you want?"
Customer: "Well, maybe five gallons. Make that six, so I'll have enough."
Clerk: "Oh no, sir, you can't do that. If you buy paint and don't use it, there are penalties and possible confiscation of the paint you already have."
Customer: "WHAT?"
Clerk: "We can sell enough paint to do your kitchen, bathroom, hall and north bedroom, but if you stop painting before you do the bedroom, you will lose your remaining gallons of paint."
Customer: "What does it matter whether I use all the paint? I already paid you for it!"
Clerk: "We make plans based upon the idea that all our paint is used, every drop. If you don't, it causes us all sorts of problems."
Customer: "This is crazy!! I suppose something terrible happens if I don't keep painting until after Saturday night!"
Clerk: "Oh yes! Every gallon you bought automatically becomes the $200 paint."
Customer: "But what are all these 'Paint on sale from $10 a gallon' signs?"
Clerk: "Well, that's for our budget paint. It only comes in half gallons. One $5 half gallon will do half a room. The second half gallon to complete the room is $20. None of the cans have labels, some are empty and there are no refunds, even on the empty cans."
Customer: "Forget it! I'll buy what I need somewhere else!"
Clerk: "I don't think so, sir. You may be able to buy paint for your bathroom and bedrooms, and your kitchen and dining room from someone else, but you won't be able to paint your connecting hall and stairway from anyone but us. And I should point out sir, that if you paint in only one direction, it will be $300 a gallon."
Customer: "I thought your most expensive paint was $200!"
Clerk: "That's if you paint around the room to the point at which you started. A hallway is different."
Customer: "And if I buy $200 paint for the hall, but only paint in one direction, you'll confiscate the remaining paint."
Clerk: "No, we'll charge you an extra-use fee plus the difference on your next gallon of paint. But I believe you're getting it now, sir."
Customer: "You're insane!"
Clerk: "But we're only paint supplier for many of the rooms you want to paint! Thanks for painting with us. Next!"
_______________Preacher and Cabbie
After a preacher died and went to heaven, he noticed that a New York cab driver had been awarded a higher place than he.
"I don't understand," the preacher complained to Saint Peter. "I devoted my entire life to my congregation."
"Our policy here in Heaven is to reward results, " Saint Peter explained. "Now, was your congregation well attuned to you whenever you gave a sermon?"
"Well," the minister had to admit, "some in the congregation fell asleep from time to time."
"Exactly," said Saint Peter." And when people rode in this man's taxi, they not only stayed awake, they prayed nonstop."
_______________Older Woman Gets Pulled Over for Speeding
Older Woman: Is there a problem, Officer?
Officer: Ma'am, you were speeding.
Older Woman: Oh, I see.
Officer: Can I see your license please?
Older Woman: I'd give it to you but I don't have one.
Officer: Don't have one?
Older Woman: Lost it, 4 years ago for drunk driving.
Officer: I see...Can I see your vehicle registration papers please.
Older Woman: I can't do that.
Officer: Why not?
Older Woman: I stole this car.
Officer: Stole it?
Older Woman: Yes, and I killed and hacked up the owner.
Officer: You what?
Older Woman: His body parts are in plastic bags in the trunk if you want to see.
The Officer looks at the woman and slowly backs away to his car and calls for back up. Within minutes five police cars circle the car. A senior officer slowly approaches the car, clasping his half drawn gun.
Officer 2: Ma'am, could you step out of your vehicle please! The woman steps out of her vehicle.
Older woman: Is there a problem sir?
Officer 2: One of my officers told me that you have stolen this car and murdered the owner.
Older Woman: Murdered the owner?
Officer 2: Yes, could you please open the trunk of your car? The woman opens the trunk, revealing nothing but an empty trunk.
Officer 2: Is this your car, ma'am?
Older Woman: Yes, here are the registration papers. The officer is quite stunned.
Officer 2: One of my officers claims that you do not have a driving license. The woman digs into her handbag and pulls out a clutch purse and hands it to the officer. The officer examines the license. He looks quite puzzled.
Officer 2: Thank you ma'am, one of my officers told me you didn't have a license, that you stole this car, and that you murdered and hacked up the owner.
Older Woman: Bet the liar told you I was speeding, too.
Thought for the DayThings Aren't Always What They Seem
Two traveling angels stopped to spend the night in the home of a wealthy family. The family was rude and refused to let the angels stay in the mansion's guest room. Instead the angels were given a space in the cold basement. As they made their bed on the hard floor, the older angel saw a hole in the wall and repaired it.
When the younger angel asked why, the older angel replied, "Things aren't always what they seem".
The next night the pair came to rest at the house of a very poor, but very hospitable farmer and his wife. After sharing what little food they had the couple let the angels sleep in their bed where they could have a good night's rest.
When the sun came up the next morning the angels found the farmer and his wife in tears. Their only cow, whose milk had been their sole income, lay dead in the field. The younger angel was infuriated and asked the older angel "how could you have let this happen!? The first man had everything, yet you helped him," she accused. "The second family had little but was willing to share everything, and you let their cow die."
"Things aren't always what they seem," the older angel replied.
"When we stayed in the basement of the mansion, I noticed there was gold stored in that hole in the wall. Since the owner was so obsessed with greed and unwilling to share his good fortune, I sealed the wall so he wouldn't find it. Then last night as we slept in the farmer's bed, the angel of death came for his wife. I told him to take the cow instead. Things aren't always what they seem."
Sometimes this is exactly what happens when things don't turn out the way we think they should. Just trust that every outcome is always to your advantage. You might not realize it until much later.
(Author Unknown)
What's Your Management Style?If I asked the people who work for you to describe your management style, what would they say? Do you think that their opinion of your management style actually makes any difference - in productivity, retention, profits?
In their recent best-seller, First Break All the Rules, Marcus Buckingham and Curt Coffman claim that "managers trump companies." They mean that an employee's performance and loyalty is much more influenced by his or her immediate manager than by any other aspect of the company.
The Gallup organization studied 37,000 employees in 300 stores of a large retailer. Every store had the same product positioning, colors, layout, etc. Every store had the same materials and equipment for operations. But, profit margins were dramatically different from store to store. Gallup discovered that how the local store manager went about managing his or her people made the difference.
Trait Models
Trying to understand your management style and how it affects the bottom line of your organization can be confusing. Over the years, there have been many models and thousands of books.
Older research studied the traits of managers. Robert Blake and Jane Moulton developed the Blake-Moulton Grid. Concern for results and concern for people are the two dimensions on this grid. The ideal manager is one who scores high on both dimensions.
Situational Models
Other researchers concluded that successful management was more than just having certain traits. Effectiveness depended on how those traits were used in different situations.
Following this notion, Paul Hersey and Kenneth Blanchard developed the Situational Leadership model. They identified four styles: 1) Directing or Telling, 2) Coaching or Selling, 3) Supporting or Participating, and 4) Delegating. The styles differed in the amount of direction and support offered to subordinates. Which style a manager used depended on the employee's "readiness" - the person's level of competence for and commitment to a given task or project.
Goleman Model
More recently, Daniel Goleman, in collaboration with the Hay/McBer consulting firm, proposed a management model with six styles. He describes them this way: 1) Coercive leaders demand immediate compliance, 2) Authoritative leaders mobilize people toward a vision, 3) Affiliative leaders create emotional bonds and harmony, 4) Democratic leaders build consensus through participation, 5) Pacesetting leaders expect excellence and self-direction, and 6) Coaching leaders develop people for the future. Each of these styles is appropriate in certain situations.
All six management styles have a measurable effect on company climate, according to Goleman. Furthermore, he reports that climate directly impacts sales, revenue growth, efficiency, and profitability. His research indicates that managers who have mastered four or more styles, especially authoritative, democratic, affiliative, and coaching, have the best climate and business performance. The most effective leaders switch flexibly among the styles as needed, according to Goleman.
What Can You Do?
1. Get an idea of what your dominant management style is. If you have a good relationship with your subordinates, ask them what it is about the way you manage that is most helpful and least helpful. Take a management style inventory. The PAEI, a test of four management styles, can be taken free at www.managementvitality.com/msq/test.php. The Northwest Link offers a free inventory that produces measures on the four dimensions of the Blake and Moulton Grid at www.nwlink.com/~donclark/leader/bm_model.html. An internet search will provide many fee-based management style inventories.
2. Be aware of what management approach you are using with a given person, team, or context. Match your style to the people you are managing and to the situation. You will use different styles with unionized, part time, unskilled, highly skilled, culturally diverse, highly motivated, unwilling, executives, projects that are just starting and/or ending, etc.
3. Develop your repertoire of management styles. Learn to shift among them thoughtfully and seamlessly.
Your management style makes a difference to your subordinates and it makes a difference in your bottom line. Make your management style work for you.
Who do you know that uses management style effectively? How did they learn to do this? Send your stories, quotes, thoughts. As space permits, I will try to publish them. Send them to Glen@SolutionLeader.com.
What's the next step in your life? In your business?
What do you want to achieve?
What do you want to change?
Coaching will help you reach your goals!
Let's work on your future together. You can make it happen!
PLEASE CALL ME at 704-788-9184 or Email me at Glen@SolutionLeader.com.
In the Next Issue:Tips for a Great Holiday Season
A Little Humor
Thought for the Day
How to Manage Transitions in Your Organization
In the Next Issue
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Find out more about me and my services at: www.SolutionLeader.com.2003 © Glen Rediehs. All rights reserved.
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