Showing posts with label service. Show all posts
Showing posts with label service. Show all posts

Sunday, June 18, 2023

fans first, right?


It's the end of a game and people are going home. It's pouring. Like, biblically pouring. That happens in the South: sometimes the sky just opens up and dumps buckets without warning.

Since our first rain delay, we've learned a few things. We line up our staff with umbrellas, and they take turns walking fans to their cars in the parking lot. They always hold the umbrella directly over the fans, getting wet in the process. Then, it's a race back to the gate to pick up another fan. 

Laura, an intern just two weeks in, is approached by an older gentleman, and the amble away. After thirty minutes, I suddenly realize she's still gone and think, Whoa, where is she? Just as I'm about to rally the troops, Laura walks up. 

She's drenched.

Where have you been?" I ask, grateful she's okay (if a little wet). 

"I walked a guy all the way home to his doorstep," Laura says. "He told me he lived right down the road and had walked to the game." As it turned out, "right down the road" translated to a mile down the road. Suffice to say, Laura got her steps in for the day. 

I'm speechless, which is rare for me. Then Laura looks up at me. "Fans first, right?"

Right. Now that's going the extra mile to keep Fans First.



Tuesday, April 4, 2023

the business includes IT


When you use the word “customer,” do you mean an internal customer — someone who works for the same company that you do and who uses the technology IT provides? That’s a mistake, many experts believe. “The most significant thing CIOs get wrong about business-IT alignment is servicing other departments’ ‘internal customers,’ instead of the true business customer needs,” says Phil Pettinato, CTO of Versapay. “The CIO should push to transform processes so the internal stakeholders can create better customer experiences for the primary customer.”

Because, of course, external customers are your company’s customers, and that makes them your customers, too. Thinking of internal users as customers creates a division between business and IT that can undermine your efforts to create alignment. “I don’t believe there’s IT and the business,” says James Anderson, a vice president and analyst at Gartner. “The business includes IT. And your product is not IT, it’s the services enabled by IT that are used for business outcomes.”



Monday, March 13, 2023

mirrored reciprocation


Peter Kaufman, editor of Poor Charlie's Almanak, wanted to understand "how everything in the world works." Normally, such a lofty goal would be overwhelming, even laughable. Most of us would give up such a quest before it had even begun. So he found a short-cut. Over a six-month period, he read the condensed interview at the end of every copy of Discover magazine ever published online: 144 interviews in all. Each was a short but high-quality summary of some aspect of science, written for a lay audience, with clear examples, engaging stories, and concise language. 

He soon found he could separate everything he was learning into three buckets of data. bucket one was the oldest and largest data set: the inorganic universe. It was physics and geology, covering the more than thirteen billion years since the dawn of the universe. bucket two was biology, everything alive on planet Earth. That covered about three billion years. Bucket three was the whole of human history: the relatively short period we have been around as a species. 

Then he looked for commonalities: principles that could explain how things worked consistently, across all three buckets. 

In bucket one he found Newton's Third Law of Motion: for every action, there is an equal and opposite reaction. In other words, the more force you exert on something, the more force that thing exerts back. In bucket two he found Mark Twain's example of what happens if you pick up a cat by its tail: it will attack you. In bucket 3 he found something similar: how we treat other people is how they will treat us back. 

The commonality was a principle that he dubbed "mirrored reciprocation," or, in simpler terms, "You get what you give." Just think of all the ways we can apply that principle! Send a thank-you note, and you will get one back. Smile sincerely at someone, and they will smile back at you. Offer information to someone in a conversation, and they will tend to share information with you in return. 

In one experiment investigating the principle of mirrored reciprocation, a researcher sent handwritten Christmas cards to almost six hundred complete strangers. Each card included a not and a photograph of his family. It didn't take long before these complete strangers started sending responses. In all he received close to two hundred cards in reply.



Greg McKeown

Effortless: Make it Easier to do what Matters Most. By Greg McKeownRandom House. 2021. p. 157, 158. See also "The Multidisciplinary Approach to Thinking" by Peter Kaufman. 

Wednesday, May 18, 2022

how we can be more helpful to others


A little knowledge can be a dangerous thing. You can use this material to blame just as well as you can use anything else. Merely knowing the material doesn't get you out of the box. Living it does. And we're not living it if we're using it to diagnose others. Rather, we're living it when we're using it to learn how we can be more helpful to others...

Knowing the material

  • Self-betrayal leads to self-deception and "the box."
  • When you're in the box, you can't focus on results.
  • Your influence and success will depend on being out of the box.
  • You get out of the box as you cease resisting other people.
Living the material
  • Don't try to be perfect. Do try to be better.
  • Don't use the vocabulary - "the box," and so on - with people who don't already know it. Do use the principles in your own life.
  • Don't look for others' boxes. Do look for your own.
  • Don't accuse others of being in the box. Do try to stay out of the box yourself.
  • Don't give up on yourself when you discover you've been in the box. Do keep trying.
  • Don't deny you've been in the box when you have been. Do apologize, then just keep marching forward, trying to be more helpful to others in the future. 
  • Don't focus on what others are doing wrong. Do focus on what you can do right to help.
  • Don't worry whether others are helping you. Do worry whether you are helping others.


Leadership and Self-deception: Getting Out of the Box by Arbinger Institute. Berrett-Koehler. 2002. p.165,166

Monday, March 21, 2022

we are all interdependent


We talk of independence. No man is independent. We are all interdependent; and we shall only rise as we carry others with us, and as we are assisted by others.


James E. Talmage

A Beginner's Guide to Talmage: Excerpts from the Writings of James E. Talmage. Deseret Book. 2013

Sunday, March 20, 2022

he who forgets himself

 


He who lives only unto himself withers and dies, while he who forgets himself in the service of others grows and blossoms in this life and in eternity.


Whosoever Will Save His Life” Ensign. August 1982. 

Thursday, March 18, 2021

he had money as well


No one would remember the Good Samaritan if he'd only had good intentions - he had money as well. 

Margaret Thatcher

Television interview, 6 Jan. 1986. Quoted in: Times (London, 12 Jan. 1986).

Sunday, December 13, 2020

what is humility?

Some suppose that humility is about beating ourselves up. Humility does not mean convincing ourselves that we are worthless, meaningless, or of little value... We don’t discover humility by thinking less of ourselves; we discover humility by thinking less about ourselves. It comes as we go about our work with an attitude of serving...


Dieter F. Uchtdorf

"Pride and the Priesthood," October 2010 General Conference

Friday, February 16, 2018

from success to significance

Many people, as they go through life, focus mainly on success. To them, success is represented by wealth, recognition, and power and status. Now there’s nothing wrong with wanting those things, as long as you don’t think that’s who you are. But I’d like you to focus on the opposite of each of those things as you strive to move from success to significance.

What’s the opposite of accumulating wealth? It’s generosity—of your time, talent, treasure, and touch (reaching out to support others). What’s the opposite of recognition? It’s service. And what’s the opposite of power and status? It’s loving relationships.

If you focus only on success—wealth, recognition, and power and status—you will never reach significance. That’s the problem with self-serving leaders; they have a hard time getting out of their own way. But if you focus on significance—generosity, service, and loving relationships—you’ll be amazed at how much success will come your way. Take Mother Teresa, for example. She couldn’t care less about wealth, recognition, or status. Her whole life was focused on significance. And what happened? Success came her way. Her ministry received tremendous financial backing, she was recognized all over the world, and she was given the highest status wherever she went. Mother Teresa was the ultimate servant leader. If you focus on significance first, your emphasis will be on serving others—and success and results will follow.

Life is all about the choices we make as we interact with others. We can choose to be serving or self-serving. Life constantly presents us with opportunities to choose to love and serve one another.

Someone once said to my wife, Margie, “You’ve lived with Ken for more than 50 years. What do you think leadership is all about?”

Margie said, “Leadership isn’t about love—it is love. It’s loving your mission, loving your customers, loving your people, and loving yourself enough to get out of the way so that other people can be magnificent.”

That’s what servant leadership is all about.


"Moving from Success to Significance". KenBlanchardBooks.com.  January 24, 2018. 

Sunday, October 22, 2017

roots and mission

While the young Springsteen honed his craft every night in bars on the Jersey Shore, he enjoyed his growing popularity but felt that something was missing. “Part of getting there,” the most elusive of all Springsteenian ideals, “is knowing what to do with what you have and knowing what to do with what you DON’T have,” he writes.

That Springsteen’s work never defines there might have helped fans give it the meaning they most wanted. For him, the book suggests, there is a combination of taking a stance, making it last, and having freedom to run. Holding on to what is precious without losing the open road. But if there is vague, one thing is clear: Getting there takes hard work. You can hone your craft and let purpose find you. But you can’t hone your purpose and hope that craft will find you.

And purpose is what he did not have, for many years — the drive that comes from knowing your work is meaningful to you and valuable to others. “By 1977,” he recalls, “in true American fashion, I’d escaped the shackles of birth, personal history and, finally, place, but something wasn’t right…. I sensed there was a great difference between personal license and real freedom…. I felt personal license was to freedom as masturbation was to sex.” It is a good reminder that purpose has a long gestation, and is borne of actions and encounters, not just ambition and doubts.

Within the next few years, a major shift in Springsteen’s relationship to his work occurred. “By the end of the River tour,” he writes, “I thought perhaps mapping…the distance between the American dream and American reality might be my service, one I could provide that would accompany the entertainment and the good times I brought my fans. I hoped it might give roots and mission to our band.”

That is what purpose does. It gives a craft its roots and mission, a story to remember and imagine, a place to go from. Springsteen grasps the distinction between the work his music has to do, getting people turned on in Jersey bars or big arenas around the world, and its purpose — keeping the American dream alive — and never lets it go.

Purpose gives sense and direction to a working life spent on the road but, Springsteen’s story cautions, does not spare you torment. There is plenty throughout his life and work: the torment of depression, a struggle with his inner demons; the torment of talent, a struggle with the sense that he could always do more; the torment of service, a struggle with shouldering others’ pain. If he often fails to make sense of that torment, at least he succeeds in making use of it.


Thursday, October 19, 2017

the necessity of compromise

I've known and admired men and women in the Senate who played much more than a small role in our history, true statesmen, giants of American politics. They came from both parties, and from various backgrounds. Their ambitions were frequently in conflict. They held different views on the issues of the day. And they often had very serious disagreements about how best to serve the national interest.

But they knew that however sharp and heartfelt their disputes, however keen their ambitions, they had an obligation to work collaboratively to ensure the Senate discharged its constitutional responsibilities effectively. Our responsibilities are important, vitally important, to the continued success of our Republic. And our arcane rules and customs are deliberately intended to require broad cooperation to function well at all. The most revered members of this institution accepted the necessity of compromise in order to make incremental progress on solving America's problems and to defend her from her adversaries.

That principled mindset, and the service of our predecessors who possessed it, come to mind when I hear the Senate referred to as the world's greatest deliberative body. I'm not sure we can claim that distinction with a straight face today.


Saturday, July 9, 2016

5 P's of ethical power

One of my favorite books is The Power of Ethical Management, written by Ken Blanchard and Norman Vincent Peale. In their book, Blanchard and Peale discuss the five principles of ethical decision-making which they call the “Five P’s of Ethical Power.”...

Purpose—Your purpose is the road you choose to travel, the meaning and direction of your life. It’s the driving force of why you do what you do. For some it may be rooted in their spiritual faith. Others may find their purpose is something they feel called to do, such as serving those in need, raising responsible children, or leaving the world a better place than they found it. Aligning the activities of your life according to your purpose gives you a clear sense of direction, so when you’re faced with challenging circumstances or difficult decisions, you’re able to filter those occasions through the lens of your purpose and make choices that keep you on track.

Pride—Unlike false pride, which stems from a distorted sense of self-importance that causes people to believe and act like they are better than others, a healthy sense of pride springs from a positive self-image and confidence in one’s abilities. A proper sense of pride mixed with a good dose of humility is the balance you’re seeking. Being driven by false pride causes you to seek the approval and acceptance of others which can overly influence you to take the easy way out when faced with a tough situation.

Patience—Patience is in short supply in our culture. We live in a hyper-connected, instantaneous world where virtually anything we want is just a click away. Blanchard and Peale describe patience as having a faith and belief that things will work out well, as long as we stick to our values and principles. Giving in to instant gratification is one of the biggest temptations we face and it causes us to make decisions that aren’t in alignment with our purpose and values. Enduring the struggles and challenges life throws our way helps develop the strength of our character. Much like prematurely opening a caterpillar cocoon leads to a weakened and under-developed butterfly, choosing the path of expediency leaves us with an under-developed character and weakens our ethical power.

Persistence—This component of ethical power is about staying the course and remaining true to your purpose and values. Persistence is about commitment, not interest. When you have interest in something, you do it when it’s convenient. When you’re committed, you do it no matter what! One of my favorite “Yoda-isms” from the Star Wars movies is “Do or do not. There is no try.” When it comes to making ethical decisions, there is never a right time to do the wrong thing. Persistence keeps us on the straight and narrow path.

Perspective—All the other elements of ethical power emanate from the core of perspective. Perspective is about having the big picture view of situations and understanding what’s truly important. Too often we make snap decisions in the heat of the moment and neglect to step back and examine the situation from a bigger perspective. Maintaining the proper perspective is also about paying attention to our inner-self and not just our task-oriented outer-self. Taking the time to enter each day with prayer, meditation, exercise, or solitude helps foster self-reflection which is needed to help us maintain the right perspective about life.


"Got Ethics? The 5 Principles of Ethical Leaders" Leading with Trust. 6/12/2016
Taken from the book The Power of Ethical Management by by Ken Blanchard and Norman Vincent Peale. Harper Collins, 1988


Thursday, July 7, 2016

heroes actions involve courage

Today the word "hero" has been diminished, confused with "celebrity." But in my father's generation the word meant something.

Celebrities seek fame. The take action to get attention. Most often, the actions they take have no particular moral content. Heroes are heroes because they have risked something to help others. Their actions involve courage.


Flags of Our Fathers: Heroes of Iwo Jima by James Bradley with Ron Powers. May 2000. p.260

Wednesday, January 13, 2016

self-serving leaders

Self-serving leaders give themselves away in two ways. The first is how they receive feedback. Have you ever tried to give feedback to someone up the hierarchy, and that person killed the messenger? If that has ever occurred, you were dealing with a self-serving leader. They hate feedback. Why? Because if you give them any negative feedback, they think you don’t want them to lead anymore. And that’s their worst nightmare, because they are their position. The second giveaway for self-serving leaders is their unwillingness to develop other leaders around them. They fear the potential competition for their leadership position.


Ken Blanchard
Photo by rafa espada

Tuesday, January 12, 2016

from success to significance

Too many leaders today focus only on success. They think success depends only on how much wealth they have accumulated, the amount of recognition they have received, and their power and status. Nothing is inherently wrong with any of those things, as long as you don’t identify those things as who you are. As an alternative, we’d like you to focus on the opposite of each of those as you move from success to significance. What’s the opposite of accumulating wealth? It’s generosity of time, talent, treasure, and touch (reaching out to support others). What’s the opposite of recognition? It’s service. What’s the opposite of power and status? It’s loving relationships.


Ken Blanchard

Monday, January 11, 2016

turning the hierarchy upside down

The traditional hierarchy is good for the visionary aspect of leadership. People look to the leader for vision and direction, and although a leader should involve experienced people in shaping direction, the ultimate responsibility remains with the leader and cannot be delegated to others.

However, the implantation role – living according to the vision – is where most leaders and organizations get into trouble. The traditional hierarchy too often is kept alive and well, leaving the customers neglected at the bottom. All the energy in the organization moves up the hierarchy as workers try to please and be responsive to their bosses. The authoritarian structure too often forces the front-line people, the customer contact people, to say frustrating things like, “It’s our policy,” “I just work here,” or “Do you want to talk to the supervisor?” In this environment, self-serving leaders assume “the sheep are there for the benefit of the shepherd.” All the energy in the organization flows up the hierarchy.

Effective implementation requires turning the hierarchy upside down so the customer contact people are at the top of the organization and are able to respond to customers, while leaders serve the needs of employees, helping them to accomplish the vision and direction of the organization.


Ken Blanchard & Phil Hodges

Wednesday, November 4, 2015

making someone else more happy

The longer I live and the more experience I have of the world, the more I am convinced that, after all, the one thing that is most worth living for—and dying for, if need be—is the opportunity of making someone else more happy and more useful.


Up from Slavery: An Autobiography. Doubleday, Page & Company, 1907
As quoted in "The Wisdom of Booker T. Washington." by Michael McKinney. Leading Blog. 2/14/2011

Wednesday, October 7, 2015

how to build trust

So how can you do this? It requires a few qualities.

  • You’re willing to get experience doing the work of your team. This doesn’t mean giving rousing speeches, putting out strongly worded press releases, or releasing polished promotional videos. This means you actually spend time with the people doing the work.
  • You honor those people by listening and responding in earnest.

When I was at Medtronic, I gowned up and saw between 700 and 1,000 procedures. I’d put on the scrubs, met with the doctor, and watched an open-heart surgery, a brain surgery, or a pacemaker implant. And that’s how I learned the business.

When I was on the board of Target Corporation, the former CEO, Bob Ulrich, explained how he walked about 14 store floors a week. He didn’t tell them he was coming. He just put on a sweatshirt, walk around, and watch the store run.

And take Dan Vasella at Novartis. He’d be down in the labs all the time with the researchers asking, “What are you working on? What are the barriers?”

Instead of being the invisible entity who spends his or her time at black tie CEO events in DC, this is a leader who delves into the real day-to-day functions of the business. And that’s the type of leader who builds trust.

To maintain that trust, you need care about your team, want to be out there with them, and love the business. You really do have to love it! I can’t stress that enough. If you don’t love it, don’t do it.


How Leaders Build Trust. Linkedin Pulse. 8/9/2015

Wednesday, September 30, 2015

that seem less than leaderish

Servant leaders also often do things that seem less than leaderish. Wolfskehl, for example, would clear the snow from employees' cars on wintry days. Other proponents step in for absent staff rather than expecting others to shoulder the burden. At the Ward Group, a $34 million advertising agency in Dallas, founder and CEO Shirley Ward filled a vacant media buyer position for several weeks; she and her son Rob Enright, the agency's president, have been known to man phones in the reception area to give a secretary a break. Similarly, Chris McKee, managing partner of Venturity, a $2 million accounting outsourcing firm in Dallas, has been performing some of the duties of an assistant controller who has been on extended sick leave. Although McKee has 25 employees he can call on, "I don't want the weight of the world on their shoulders during difficult times," he says. 



Tuesday, September 8, 2015

servant-leaders exercise the following traits

Servant-leaders exercise the following traits and practices in their roles. They:
  • Understand the value of every human soul.
  • Have an inborn or developed sense of caring for others.
  • Are quick to volunteer to take pressure off someone else.
  • Rush to the aid of someone who is going through an embarrassing or humiliating experience.
  • Treat all people on a basis of equality.
  • Do not feel that tasks they expect others to do are too demeaning for themselves.
  • Are not offended by disruptions of people who are themselves going through emotional traumas or stress.
  • Expect more from themselves than they do from anyone else.
  • Are quick to compliment, give credit, and build up those who perform a given task.
  • Judge people by their potential, not necessarily by one single negative experience.
  • Do not take credit for someone else’s achievements and love to share credit for any of their own accomplishments.
  • Get the facts before finding fault or criticizing another person.
  • Help all people feel they had a real part in the success of a project.
  • Detest practical jokes or statements that focus humiliation or attention on one soul.
  • Always constructively criticize in private and compliment in public.
  • Are absolutely honest in their work.
  • Are equally fair with all under their direction.
  • Are always willing to listen to both sides of a quarrel, discussion, or issue. They know it is a pretty thin pancake that has only one side. . . .
  • Make themselves accessible to all, not just those with position or power.

True servant-leaders do not need a checklist of these character traits, for they live them daily. . . .


Vaughn J. Featherstone
As quoted in Principles of Leadership Teacher's Manual. The Church of Jesus Christ of Latter-day Saints. Salt Lake City. 2001