Many know what to do without being told. Most of those are not in a formal leadership role, they are followers. We have a weak and incorrect view of followership. Most of the work that gets done, gets done by followers. Every leader is likely following someone and if they are not, it is likely they won't be leaders much longer.
Following is so important, I would go so far to say that little would get accomplished without followers. Yet, few resources and little effort is ever devoted to enhancing followership skills. We are in love with leaders and leadership but I boldly claim that there are no good leaders that were not once followers and most of them were good ones.
Have you ever participated in followership training? I would be curious what impact it had on you and others that accompanied you.
For a better view of what followership looks like check out out new book, "The Target-The Secret to Superior Performance." htttp://target.tatepublishing.net
Saturday, July 24, 2010
Friday, June 26, 2009
Three Things You Can Never Get Back
It occurs to me that there are just three things that we freely give; our opinion, our time and our effort. Unlike other give-aways, when we give our time, opinion or effort we can never get them back, even if we want to.
Time, for instance, we frequently say we spent time here or we gave time there and possibly even passed time somewhere else. Have you ever tried to get that time back? No-can-do!
I gave my opinion the other day and offended a good friend and when I tried to take it back, I couldn’t.
On another occasion, I expended a lot of effort on a certain project that was going to make me a lot of money. It didn’t! When I tried to get it back, I couldn’t.
All three of these give-aways were intended for a purpose they did not achieve. I didn’t intend it that way but that is how it turned out.
The point here is that giving things away is not always a good thing. Once I gave away a valuable piece of art that was ultimately sold at a garage sale for less than $5.00. It is possible that the person who paid for it will realize its value and benefit, but I will likely never know it. I wish I had it back but likely will never see it again.
When I was a child, I never wanted the reputation of “Indian-giver”. I never really knew where that designation came from but I knew it meant that if I gave something away, I shouldn’t try to get it back, even if I wanted to.
The Lesson: The next time you give your opinion, time or effort away, do so carefully, knowing that you will never get any of them back. But, you can take some comfort in knowing that, at least in this case, you will never be called and “Indian-giver.”
Time, for instance, we frequently say we spent time here or we gave time there and possibly even passed time somewhere else. Have you ever tried to get that time back? No-can-do!
I gave my opinion the other day and offended a good friend and when I tried to take it back, I couldn’t.
On another occasion, I expended a lot of effort on a certain project that was going to make me a lot of money. It didn’t! When I tried to get it back, I couldn’t.
All three of these give-aways were intended for a purpose they did not achieve. I didn’t intend it that way but that is how it turned out.
The point here is that giving things away is not always a good thing. Once I gave away a valuable piece of art that was ultimately sold at a garage sale for less than $5.00. It is possible that the person who paid for it will realize its value and benefit, but I will likely never know it. I wish I had it back but likely will never see it again.
When I was a child, I never wanted the reputation of “Indian-giver”. I never really knew where that designation came from but I knew it meant that if I gave something away, I shouldn’t try to get it back, even if I wanted to.
The Lesson: The next time you give your opinion, time or effort away, do so carefully, knowing that you will never get any of them back. But, you can take some comfort in knowing that, at least in this case, you will never be called and “Indian-giver.”
Wednesday, June 24, 2009
Are People Your Most Valuable Assets?
That is the question I ask in my first meeting with company executives. Invariably, I get a yes answer. The questions get progressively more difficult. When I hear, "yes" I always ask to see the evidence. That is usually where the conversation pauses and it may be where the "deer in the headlights" phrase become business meaningful.
Truthfully, most executives do believe people are their organizations most valuable assets, they just don't know what to do about it.
What does your organization do or not do to validate that statement?
Truthfully, most executives do believe people are their organizations most valuable assets, they just don't know what to do about it.
What does your organization do or not do to validate that statement?
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