tag:blogger.com,1999:blog-65691446602432239682024-02-19T23:31:58.699-06:00Evolution - The Docent's BlogEvolution of self and others is directly impacted by leadership, growth, relationship, and engagement.
Evolution impacts category creation, mindset, learning, teaching, organizational improvement, sales, service, marketing, quality, product and so much more...
The Docent's Blog will feature many topics as they relate to the broadband understanding of evolution, both and individual and group journey.
Please visit frequently, comment often, and share regularly!morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.comBlogger33125tag:blogger.com,1999:blog-6569144660243223968.post-67540151003625514332018-02-09T08:03:00.000-06:002018-02-09T08:03:13.999-06:00Friday with Friends - "Relationships Matter"<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg-hgdqlru2yE04AX0xTb4gl2J-c2eYsdrA6dQq8FG_r8CBlYxPxMCpsotOdof-hZy6OmZmNxt2TRBN3d0QFmI5tjAimdr227G8NfNu2_dmz0GEt9NZNpCXxz1ufJhKUAkx1MrgXRHtKLQ/s1600/Create+a+Relationship.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="386" data-original-width="740" height="166" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg-hgdqlru2yE04AX0xTb4gl2J-c2eYsdrA6dQq8FG_r8CBlYxPxMCpsotOdof-hZy6OmZmNxt2TRBN3d0QFmI5tjAimdr227G8NfNu2_dmz0GEt9NZNpCXxz1ufJhKUAkx1MrgXRHtKLQ/s320/Create+a+Relationship.jpg" width="320" /></a></div>
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As humans we crave relationships. We are relational beings. Need proof? Next time you go on a plane pay attention to how many people who are seemingly strangers will talk to each other for the duration of your trip.<br />
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<span style="color: red;">Relationships matter not only to us in society, they matter to us as educators.</span></div>
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When I was in college, my education professors always put an emphasis on student relationships. Making sure we interact well with students.</div>
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I wish that I could provide a silver bullet to developing relationships with students or a simple ten point checklist to follow to create better relationships with students, but the fact of the matter is that I would then be lying to you.</div>
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It's funny. At points I have heard stories of some students who misbehave for some teachers. Those same students are like angels in my class; I love working with them. Sometimes I have students who challenge me but don't challenge their other teachers.</div>
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<span style="color: red;">Relationships depend entirely on the person</span>. </div>
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They are different for anyone. What I can provide are some things that I do to try to build these relationships with my students. Truthfully, I have not always been successful with this. Last year, I had a student who I continued to try to build a relationship with. Every time I felt like I was getting close, something would happen that would put a rift between us. However, this loss is far exceeded by the many wins that I have had.</div>
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<span style="color: red;">The Index Card</span></div>
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At the start of every school year, I give my students an index card. On this card I have students put down different things they are interested in on different lines. I ask about their favorite books, movies, tv shows, ice cream flavors (mine is vanilla, which I already know is boring), and I also ask them if there is anything they would like to share that would help me know them better.</div>
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<span style="color: red;">If I am struggling to connect with a particular student, I look back at that notecard and try to find something to connect with them on. I start a conversation with that student about one of those items. The point though is that it is an authentic conversation. I genuinely want to speak to and relate with this student.</span></div>
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However, I also do not always have trouble developing relationships with students. I think students sense my desire to create authentic relationships with them. I think they know that I want to help them grow. </div>
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Grace is a major part of my life, so I apply it in my classroom. I have told students that I will never hold a bad day against them. If a student tries and fails I will give them another chance. If they mess up 1000 times then 1001 times I will work with them. </div>
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Humor is another thing I try to apply in my classroom. I can definitely be silly in the classroom, I make jokes, when the students praise something I do sometimes I will "dab," and the reason I do these things is because laughter is a wonderful medicine. </div>
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<span style="color: red;">When my students and I can laugh together we can build relationships together. </span></div>
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<span style="color: red;"> Relevancy is another method I use to build relationships with students. </span></div>
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When I am out in the hallways greeting students (another great way to build relationships) I like to strike up conversations about the game this past weekend with students. In my classroom on my desk you will see bobbleheads of characters from shows and movies that I enjoy, you'll also see behind my desk some Steelers, Star Wars, and Doctor Who posters. These help give students some natural conversation starters with me, because sometimes they are a bit nervous to start a more serious conversation with me.</div>
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But it is not only what I like, I also try to be relevant by doing things that students enjoy! I love seeing them at the games or events in the community. My wife and I like to go on dates at restaurants in the community that they recommend sometimes (students always have great suggestions for food options!). </div>
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<span style="color: red;"> When students see you as an active member of the community they know you are invested in them.</span></div>
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These are not checklist items. These are what work for me to build relationships with students, but it does not work for everyone. I certainly have had teachers that I have enjoyed that did make jokes. I certainly have had teachers who I never saw attend a sports event or play or concert that I attended. But I still loved these teachers, because of something they did to try to build relationships with me.</div>
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That's the point though, and I am sorry that I cannot provide you a list to build the greatest relationships with students. <span style="text-align: center;">Let me just offer this counsel:</span></div>
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<span style="color: red;">Relationships with students are worth your weight in gold. </span></div>
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<span style="text-align: left;"><span style="color: red;">Students will do grand things for teachers they love.</span></span></div>
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<span style="text-align: left;">Relationships are vital and they are uniquely crafted between the individuals engaged in them. Their purpose should not be to get something from the other, but rather to give something to the other. Use your relationships to give your students the best possible opportunity to enter the next phase of their life triumphantly.</span></div>
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<span style="color: red;">Relationships matter.</span></div>
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<i><b>“Phil is a 7th grade US History from Northern Virginia.</b></i></div>
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<i><b>He is the founder of <a href="https://twitter.com/hashtag/waledchat?src=hash">#waledchat</a> and host of Wins And Losses which you can find at <a href="https://t.co/mwtJaoCqYB">http://mrpstrunkstrunk.blogspot.com </a> or follow him on Twitter <a href="https://twitter.com/mrpstrunk">@mrpstrunk</a>.”</b></i></div>
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morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-80182936741444580882018-02-05T18:18:00.000-06:002018-02-09T15:38:38.043-06:00The 2 Basic Drivers of Engagement<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg6iDlsRipf6kbHmfziRs9dYs_9USKoXMMiWBf3jKVB1SLhc9URFfgwUp8hmwwiYeyXUvUBk-pFwum-rnzVDnoDvHZbJPAwdUbq7CQofTu4F6THsQ_5vYVAWL08H4f7TpO5nB6HluSH4jI/s1600/Checklist+-+Meaningful+Engagement.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="800" data-original-width="800" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg6iDlsRipf6kbHmfziRs9dYs_9USKoXMMiWBf3jKVB1SLhc9URFfgwUp8hmwwiYeyXUvUBk-pFwum-rnzVDnoDvHZbJPAwdUbq7CQofTu4F6THsQ_5vYVAWL08H4f7TpO5nB6HluSH4jI/s320/Checklist+-+Meaningful+Engagement.png" width="320" /></a></div>
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<span style="color: red;">The understanding of “how to" effectively and meaningfully
engage others is critical to virtually every profession and organization on the
planet.<span style="mso-spacerun: yes;"> </span></span></div>
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This understanding is also
critical to social interactions.<span style="mso-spacerun: yes;">
</span>Further, it can have a tremendous positive impact on personal, professional
and organizational goals toward success and achievement. A few examples that come to mind:</div>
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<li>Engagement between a sales person and a consumer (new or
returning) can “make or break” potential, current, or future
transaction(s).<span style="mso-spacerun: yes;"> </span>Thus, failure to
understand engagement at the most basic level can impact a sales person’s
financial goals, a business’s brand, and consumer satisfaction.</li>
<li>Engagement between a student and a teacher can make a vast
difference in the educational process as well as the growth of individual
learners.<span style="mso-spacerun: yes;"> </span>Copious amounts of research
point to the “growth benefit” of safe student-teacher relationship(s) and the
positive impact they have in the learning process.<span style="mso-spacerun: yes;"> </span>All of which result from engagement.</li>
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Effective and meaningful engagement between a leader and those who follow - or - a teacher and a student - or - a consumer and a business sets the
stage for organizational success or failure.<span style="mso-spacerun: yes;"> </span></div>
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<span style="color: red;">Effective, authentic and meaningful engagement leads to growth,
reduces the fear of risk taking, and serves to create opportunities that lead to success.</span></div>
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It also allows leaders the opportunity to forge a
path to excellence that can ensure success for the entire organization. Regardless of what you may have been taught or what you may
believe, at the end of the day, there are ONLY two drivers that
move people either toward or away from engagement; 1) individual behavior and 2) organizational behavior.<span style="mso-spacerun: yes;"> </span></div>
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<span style="color: red;">Organizational and individual
behavior are the only two drivers that can consistently provide opportunities to
create, enter, develop, maintain and achieve success within the “engagement
zone” - the<span style="mso-bidi-font-style: normal;"> unseen, yet powerful arena, in which an emotionally driven encounter occurs resulting in a transaction of value between parties or their respective representatives.</span></span></div>
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<span style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><br /></i></span>
<span style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-style: normal;">These two drivers “set the stage” for the continual possibilities of effective, authentic, and meaningful engagement and, at the most basic level, determine whether engagement will or will not occur.</span></i></span><br />
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<i><span style="color: red; font-weight: normal;">Failing to understand the value of these drivers on "what" you do and "how" it is done, may slow personal and organizational success and growth.</span></i></h3>
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<i><span style="color: red; font-weight: normal;"><br />As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by!</span></i></h3>
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morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-70976274327704111882018-01-20T11:47:00.000-06:002018-01-20T12:17:31.335-06:004 Leadership Lessons from the Pace Car<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhr7TILFW03XCwkVDviVGmDQoAE0gXImC-YanXYqNRcBLGBCVpTO5pZ4pyDkphhouRPkpUjNjGxdB9v4P__vxBYsCxf9XlQCg1ADgvX1GZMbFWdTEEYpFKLmp1BoB1p_5HTD_hhQPVlP20/s1600/INDY500.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="" border="0" data-original-height="344" data-original-width="612" height="179" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhr7TILFW03XCwkVDviVGmDQoAE0gXImC-YanXYqNRcBLGBCVpTO5pZ4pyDkphhouRPkpUjNjGxdB9v4P__vxBYsCxf9XlQCg1ADgvX1GZMbFWdTEEYpFKLmp1BoB1p_5HTD_hhQPVlP20/s320/INDY500.jpg" title="Setting the Pace" width="320" /></a></div>
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I can remember the first Indy 500 I watched. Specifically, I can recall my captivation with the “pace car.”<br />
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The very first pace car I watched "set the pace" was a Chevy Corvette driven by Jim Rathmann. I remember asking my friends in the room “what exactly does a 'pace' car do and why is it needed?” Without any hesitation someone in the room replied “it paces the drivers to ensure they are up to speed and ready to start the race.”<br />
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<span style="color: red;"><b>I now realize that the “pace car” is actually a “pace setter" and it does more than just "set" the speed. </b></span></div>
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When I think of coaching, teaching, mentoring etc., it is evident that "pace setting" is a quality of effective leaders. <br />
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Pace setting creates opportunities to grow success by setting expectations.</div>
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<b>4 Leadership Lessons from the Pace Car</b></h2>
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#1 - The pace car ensures that the track is safe.</h3>
Effective leaders ensure that organizational culture is both physically and emotionally safe. Yes, the "pace setter" may be circling the track with cars following like ducklings, but, at the end of the day the "pace setter" is monitoring the track for surface safety, unseen obstacles and anything that may pose a safety risk to those in the race. Effective leaders do this for the teams they lead.<br />
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#2 - The pace car confirms all participants are on the track and engaged.</h3>
Effective leaders "take roll" (figuratively). They ensure those they lead are active participants with an understanding of purpose. Further, they ensure those they lead in the correct place and mentally engaged into what is being done. At the onset of projects they ensure an even, priority-based safe start (literally).<br />
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#3 - The pace car establishes a manageable and starting speed.</h3>
Effective leaders establish expectations. Like the pace car, they set the speed and ensure that "starting speeds" are clearly established and manageable. <br />
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#4 - The pace car exits the track and monitors the race.</h3>
Effective leaders allow the "racers" to race (figuratively). They do this by stepping back and avoiding "micromanagement" at all costs (literally.) Further, effective leaders monitor "what" is happening and when they are needed, they, like a pace car on the track under a caution flag, step back into the role of pace setting.<br />
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<span style="font-weight: 400;"><i>Your</i></span><span style="font-weight: normal;"><i> "track" may be a classroom, an amusement park, or a hospital. Regardless, if you are a leader, you set the pace.</i></span></h3>
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<span style="font-weight: normal;"><i><br /></i><i>Failing to understand the value of "setting the pace" on "what" you do may slow personal and organizational success and growth.</i></span></h3>
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<span style="color: red;"><i style="font-weight: normal;"><br /></i><i>As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by!</i></span></h3>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-42063467378817426342018-01-09T12:06:00.002-06:002018-01-21T09:18:24.855-06:00Belated - 3 Ideals for Goals and Resolutions<div style="text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgaWJT6TQzZ7LumI5kccN9h0dXXeVx3fK8FW8gZaExTipAUKUZZRARCmYIY9-A2PRlUeAXllyA2N4HELBx7DKZnHZItvoIYPbwsdbazVFaHIkPiqjI5DVRhPhHt4RWpnmI6Wh79TJGdUkw/s1600-h/It%252520is%252520mine%25255B6%25255D.jpg" style="text-align: start;"><img alt="It is mine" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEigmBq0DBWNNwjju_dy9Yh0D8RVreKZiZrSPzcLV5uJUTcDvZzbkafazR3f7f2207NdvQS0mgO7M2F88saBDbzEdAc6ZQMhy_zrv_2x5ebPJtPhR3NUu9KG48QuhNt6wqS2WMGodeiDoZU/?imgmax=800" height="209" style="background-image: none; border-width: 0px; display: block; float: none; margin: 0px auto 10px; padding-left: 0px; padding-right: 0px; padding-top: 0px;" title="It is mine" width="249" /></a></div>
It is 2018 and the New Year if off and running!<br />
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Many people and organizations will craft "resolutions" or "goals" for the new year. However, by this time of the new year many of those same people may have lost sight of their goals or may have given up on achievement. <b><span style="color: red;">It is estimated that only about 12% of those who set new years related goals will maintain the pursuit of those goals past January 15th of the year.</span></b> In fact, Allstate has spoofed this thought through their well known "mayhem" commercials. They, like Farmers, "have seen a thing or two and know a thing are two."</div>
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At the beginning of this post I placed "The Toddler Laws of Property." <span style="color: red;"><b>I believe these "toddler laws" best exemplify the mindset, passion and behavior needed to effectively set and achieve new goals and resolutions!</b></span></div>
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Considering that, I want to share with you "3 Ideals for Goals and Resolution" that I have learned to apply over the last few decades. Obviously, these can be applied at anytime, not just the new year.</div>
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<span style="font-size: small;"><u>To achieve a goal:</u></span></h2>
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#1 - It must be your goal. </h3>
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In other words, you cannot achieve someone else's goal. If it is a "joint" goal, all parties must have significant input into its' formation! This allows for true accountability and measurement.<br />
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#2 - It must effect change. </h3>
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The foundation of a goal, any goal, rests in the known need or desire for change. Consequently, effective goals must create a change in mindset, a change in passion, and a change in behavior. </div>
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#3 - It must allow for assessment and reactivation. </h3>
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If you both define and own a goal, and that goal creates change, it becomes necessary to assess progress. Further, if the goal derails, it must allow for reactivation or recreation when and/or if necessary. </div>
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Summary: <span style="color: red;"><b>A goal must be yours, it must effect change, and it must be assessed and reactivated as needed.</b></span><br />
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I conclude this post by pointing to one of the best books on goal setting and achievement that I have ever read- "Goals: Setting And Achieving Them On Schedule" by Zig Ziglar. I have provided a link below!<br />
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Happy New Year and Happy Belated Goal Setting!</div>
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<i><span style="font-family: "lora" , serif;"><span style="font-weight: normal;">Failing to understand the value of a goals and goal setting may impact on "what" you do and may slow personal growth and organizational success.</span></span></i></div>
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<span style="color: red;"><i>As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by!</i></span></div>
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morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-71710659779347372112017-12-10T19:44:00.000-06:002017-12-11T06:28:51.653-06:00Understanding the "Engagement Zone"<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi2mUGJlrcFSOHnaXwpqsC71CaE8YtQJguqyPG4w4TP775JVGv7QiwHxk42K9Twfd0b67kwE0WxPj8lOljjaog8iVB6dXIJUAuCYoHXCfIro2GaGGVSocFhqP0cV44rvmX8sQZAGYyre3s/s1600/The+Enagement+Zone.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="800" data-original-width="800" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi2mUGJlrcFSOHnaXwpqsC71CaE8YtQJguqyPG4w4TP775JVGv7QiwHxk42K9Twfd0b67kwE0WxPj8lOljjaog8iVB6dXIJUAuCYoHXCfIro2GaGGVSocFhqP0cV44rvmX8sQZAGYyre3s/s320/The+Enagement+Zone.png" width="320" /></a></div>
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<div>
The “engagement zone” is an unseen, yet powerful arena, in which an emotionally driven encounter occurs that results in a transaction between parties or their respective representatives.</div>
<div>
<br />
These transactions may be:<br />
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</div>
<ul>
<li>Between two individuals</li>
<li>Amongst or between a group or groups of individuals</li>
<li>Amongst or between an individual and a representation (website, app, etc.) of an individual or organization.</li>
</ul>
Transactions in the engagement zone <b><i>may or may not:</i></b><br />
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</div>
<ul>
<li>Be authentic</li>
<li>Be effective</li>
<li>Be meaningful.</li>
</ul>
Within the “engagement zone” a wide variety of transactions can occur. These transactions range from moments that “last a lifetime” to moments that “drive us to rage.”<br />
<br />
Make no mistake, the “engagement zone” is powerful and it is packed with endless possibilities.<br />
<br />
When people enter “the zone,” they typically enter with a purpose. They may enter to buy or sell, teach or learn, improve or grow, lead or follow, etc. The goal, most often, is “success” within the zone.<br />
<h2 style="text-align: center;">
<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="https://ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=0743226755&asins=0743226755&linkId=e4e20b7c9fab95cd73b905f158fa6ef7&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="background-color: white; color: #3e3f3c; font-family: Lora, serif; font-size: 20px; font-weight: 400; height: 240px; max-width: 100%; width: 120px;"></iframe></h2>
<h2>
Two Factors</h2>
There are only two factors that lead either into or away from the engagement zone. They are:<br />
<ul>
<li>Individual behavior, and</li>
<li>Organizational behavior. </li>
</ul>
Make no mistake, individual and organizational behavior will either provide continual and ongoing opportunities to create, enter, develop, maintain and achieve success in the “engagement zone” – or not.</div>
<div>
<br /></div>
<div>
As you contemplate the value of what it means to engage, consider that your behavior, as well as those around you, as well as that of your organization may either propel you directly into effective and meaningful engagement or may cause your opportunity for such to cease.</div>
<div>
<br /></div>
<div>
Behavior matters.<br />
<br />
<div style="font-weight: bold; text-align: center;">
<b><i>Failing to understand the engagement zone, its value and overall impact on "what" you do may slow personal and organizational success and growth.</i></b></div>
<i></i><br />
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<i><span style="font-weight: bold;"><i>As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by!</i></span></i></div>
<i><span style="font-weight: bold;">
</span></i></div>
morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-72047044498718540072017-12-03T10:44:00.000-06:002017-12-10T08:24:04.745-06:003 Indicators of a “Culture of Engagement”<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEig9Hg8EVHoF1lXf2A-D399Me_zWCSQEOghvOf0EK4cx1H2mN5wG9hdGxAq2Gu0JMiUB4pOOFZ23SZxClo0G-M095ChrPbu6463BPraJbXLJvcoCZJSbymysWzhZlWoT-3l_Fyqex_PGK8/s1600/3+Indicators+of+a+Culture+of+Engagement.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="512" data-original-width="1024" height="160" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEig9Hg8EVHoF1lXf2A-D399Me_zWCSQEOghvOf0EK4cx1H2mN5wG9hdGxAq2Gu0JMiUB4pOOFZ23SZxClo0G-M095ChrPbu6463BPraJbXLJvcoCZJSbymysWzhZlWoT-3l_Fyqex_PGK8/s320/3+Indicators+of+a+Culture+of+Engagement.png" width="320" /></a></div>
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Many organizations work hard to have the “appearance of” an engaged culture. On the other hand, few organizations work diligently at crafting and creating a true “culture of engagement.”<br />
<br />
The latter and the former are very different.<br />
<br />
A “culture of engagement” is an organizational “state of being.” This state does not occur randomly, rather it is the result of diligent and persistent leadership, from leaders at all organizational tiers, who remain focused on creating, crafting and managing the culture.<br />
<h2>
When it Starts</h2>
A “culture of engagement” is built on a firm understanding of “why” the organization exists. This is accompanied by a thorough understanding of “what” the organization does. Further, is grounded in behaviors that communicate a complete understanding of "how" the organization's “why” acts in tandem the organization's “what” (and vice versa).</div>
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A “culture of engagement” begins when an organization has a clear and meaningful vision, an action-based mission that is congruent to the vision, and set of comprehensive core values providing guidance and expectations specific to organizational behavior. This all functions as an internal ethos or organizational compass.</div>
<h2 style="text-align: center;">
<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="https://ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=B007RXCXDK&asins=B007RXCXDK&linkId=cca0c15d813b3e87162406165fc5a865&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="background-color: white; color: #3e3f3c; font-family: Lora, serif; font-size: 20px; font-weight: 400; height: 240px; max-width: 100%; width: 120px;"></iframe></h2>
<h2>
When is Stalls</h2>
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For most organizations, it stalls immediately after the parameters (why, what, vision, mission, core values etc.) are defined. Unless the ideals are carefully tended to and continually developed, they eventually become statements that are just hanging on a wall or occupy the front page of the employee handbook. They may be frequently mentioned but are rarely, if ever, used in organizational decision making and developing strategy for organizational trajectory. Further, they are seldom tied to organizational behavior.</div>
<h2>
When it Happens</h2>
<div class="MsoNormal">
A culture of engagement moves beyond the "buzzwords" of why, what, vision, mission, core values etc. when the organization's "high ideals" are truly utilized as a road map for all aspects of the organization. These "high ideals" and behaviors are talked about, acted upon, and continuously tied in to the goals, objectives and trajectory of the organization. This is "when and where" organizational leadership is the most the critical. Leaders must remain focused on keeping organizational participants “engaged” with the baseline values of the organization. Further, leaders must ensure organizational behavior matches the organization's values and beliefs.</div>
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<br /></div>
<div class="MsoNormal">
You will know if you are in a “culture of engagement” as the organizational participants (employees, volunteers, executives, consumers, students, teachers, etc.) have been effectively led to personally and professionally “engage” with the organization’s "high ideals" and expectations.<br />
<br />
When a true “culture of engagement” is established, the following three outcomes are grossly evident:</div>
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<br /></div>
<h2>
1. Understanding of Core Values</h2>
<div class="MsoNormal">
Organizational participants possess a deep understanding of the organization's core values. Further, they confirm their individual understanding by behaving with clear alignment to the organization's values.</div>
<h2>
2. Articulation of High Ideals</h2>
<div class="MsoNormal">
Organizational participants can easily, clearly and meaningfully articulate their personal understanding of the organization’s high ideals. Further, they apply their understandings directly to their job performance, engagement with their peers, and to engagement of the organization’s consumers or end users. All of this occurs while maintaining - not sacrificing - the organization’s values and high ideals. It is articulated through actions and behaviors.</div>
<h2>
3. Behavior Aligns to High Ideas and Core Values</h2>
<div class="MsoNormal">
Organizational participants know the “why and what” of the organization. Further, they behave in alignment with the “greater purpose" and the “greater action" of the organization. They clearly communicate the organization's "story” in both word and deed with pinpoint precision.</div>
<h2 style="text-align: center;">
<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="https://ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=B007RXCXDK&asins=B007RXCXDK&linkId=cca0c15d813b3e87162406165fc5a865&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="background-color: white; color: #3e3f3c; font-family: Lora, serif; font-size: 20px; font-weight: 400; height: 240px; max-width: 100%; width: 120px;"></iframe></h2>
<h2>
Take Away</h2>
These three indicators are outcomes of a well-defined, tactically-executed, and behavior-based leadership strategy centered on the “mindset” of engaging organizational participants with organizational philosophy. The result is an organizational mindset which transforms into organizational behavior resulting in effective, authentic and meaningful engagement within all aspects of the organization.<br />
<br />
<h3 style="background-color: white; color: #3e3f3c; font-family: Lora, serif; margin: 1em 0px;">
<div style="text-align: center;">
<i><span style="font-family: "lora" , serif;"><span style="font-weight: normal;">Failing to understand the value of a "culture of engagement" and its overall impact on "what" you do may slow personal and organizational success and growth.</span></span></i></div>
<div style="text-align: center;">
<span style="font-weight: normal;"><i><br /></i></span></div>
<div style="text-align: center;">
<div style="font-family: lora, serif;">
<span style="font-weight: normal;"><i>As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by!</i></span></div>
</div>
</h3>
morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-62553317445232298692017-11-23T18:59:00.003-06:002017-12-10T19:36:30.140-06:003 Values of Encouragement<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhOZ7dmu8_6ndC-Hm7O3WpWJpzCy1lzXpaxTa7lzxQiqD-foDJBfYdsrebiJgxZmeM_Xrt1Jg1-9uzVPAMMPnIHJ7QIX20ary7YbgqhUdD_T603hyphenhyphenxVYLFtG8G-c9zDrkZJ4dz_7vM2lvg/s1600/3+values+of+encouragement.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="800" data-original-width="800" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhOZ7dmu8_6ndC-Hm7O3WpWJpzCy1lzXpaxTa7lzxQiqD-foDJBfYdsrebiJgxZmeM_Xrt1Jg1-9uzVPAMMPnIHJ7QIX20ary7YbgqhUdD_T603hyphenhyphenxVYLFtG8G-c9zDrkZJ4dz_7vM2lvg/s320/3+values+of+encouragement.png" width="320" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<br />
Effective and meaningful engagement has a positive impact on both personal and organizational growth. One of the key drivers to effective and meaningful engagement is encouragement. Simply put, encouragement and engagement go hand-in-hand.<br />
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<div>
When encouragement is offered in an authentic manner, it produces three specific values that lead to improved engagement.</div>
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<br /></div>
<div>
These values include:</div>
<h3>
Self-Esteem.</h3>
<div>
Encouragement lessens self-doubt. When self-doubt is high, engagement is inhibited. This is typically a result of the false belief that a person’s value is limited. Encouragement provide the opportunity for a person's self-esteem to improve by offering them a perspective of value. The value of high self-esteem needs to be never underestimated. When a person is encouraged, and when self doubt is lessened, the opportunity to create effective and meaningful engagement increases.<br />
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<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="https://ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=0743226755&asins=0743226755&linkId=e4e20b7c9fab95cd73b905f158fa6ef7&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="height: 240px; width: 120px;"></iframe></div>
</div>
<h3>
Performance.</h3>
<div>
When performance is in a slump, engagement lags. In a nutshell, encouragement drives performance improvement. When authentic and meaningful encouragement is given, the desire to improve performance grows proportionally. As a result, the opportunity to create effective and meaningful engagement increases organically. "What" gets recognized gets repeated - and - when "what" is repeated creates improvement - everyone wins.</div>
<h3 style="text-align: center;">
<i style="background-color: white; color: #3e3f3c; font-family: lora, serif; font-size: 18.72px; font-weight: 400;"><iframe border="0" frameborder="0" height="60" marginwidth="0" scrolling="no" src="https://rcm-na.amazon-adsystem.com/e/cm?o=1&p=13&l=ur1&category=gift_certificates&banner=180TQ0K9X17QCCZQS4R2&f=ifr&linkID=436afdbfb3c29da71dcffd152eccd125&t=thedocgro-20&tracking_id=thedocgro-20" style="border-style: none; border-width: initial; max-width: 100%;" width="468"></iframe></i></h3>
<h3>
Productivity.</h3>
<div>
When self-esteem is high and performance is improving, productivity necessarily increases. In multiple writings Ken Blanchard (book link below) captures this sentiment when he writes, "people who feel good about themselves produce good results." Consequently, the result of these three acting in tandem is consistently delivered "effective and meaningful" engagement.<br />
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<div style="text-align: center;">
<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="//ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=0781445434&asins=0781445434&linkId=336dd215b0c8fa782ec6ecb77a984f35&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="height: 240px; width: 120px;"></p>
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<br /></div>
<h3 style="background-color: white; color: #3e3f3c; font-family: Lora, serif; margin: 1em 0px;">
<div style="text-align: center;">
<i><span style="font-family: "lora" , serif;"><span style="font-weight: normal;">Failing to understand the values of encouragement and their overall impact on "what" you do may slow both personal and organizational success and growth.</span></span></i></div>
<div style="text-align: center;">
<span style="font-weight: normal;"><i><br /></i></span></div>
<div style="text-align: center;">
<div style="font-family: lora, serif;">
<span style="font-weight: normal;"><i>As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by!</i></span></div>
</div>
</h3>
</div>
morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-10627172484591720352017-11-13T19:22:00.001-06:002017-11-13T19:44:48.086-06:003 Keys to Meaningful and Effective Praise<h2>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiw17uzViG5Dfq5ReCj9e61jhocQiwsI9oPBvmSyPEI39HE1CiPXjTWGGpEqQ0mWpK7WWlOhRyJ0Zj7BkNY8XZOMiTmVLWTAzKNp1hs6la6yU8tMIn0CXo632YTxRFeFm65XyZCg-7zXbk/s1600/Keys+to+Praise+Based+Feedback.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="800" data-original-width="800" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiw17uzViG5Dfq5ReCj9e61jhocQiwsI9oPBvmSyPEI39HE1CiPXjTWGGpEqQ0mWpK7WWlOhRyJ0Zj7BkNY8XZOMiTmVLWTAzKNp1hs6la6yU8tMIn0CXo632YTxRFeFm65XyZCg-7zXbk/s320/Keys+to+Praise+Based+Feedback.png" width="320" /></a></div>
</h2>
<h2>
Praise-based feedback is a "tremendous and significant" driver in the engagement process.</h2>
Praise-based feedback, when meaningfully and effectively delivered, can open the doors to engagement that might otherwise be closed or remain closed.<br />
<br />
Delivering meaningful and effective praise based feedback communicates "value" to the person receiving recognition, "awareness" of the positive attributes of their actions, and "gratitude" for what is being done.<br />
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<br /></div>
<div>
The result of meaningful and effective praise based feedback is encouragement that opens the doors<br />
to engagement.<br />
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<i style="background-color: white; color: #3e3f3c; font-family: lora, serif; font-size: 18.72px;"><iframe border="0" frameborder="0" height="60" marginwidth="0" scrolling="no" src="https://rcm-na.amazon-adsystem.com/e/cm?o=1&p=13&l=ur1&category=gift_certificates&banner=180TQ0K9X17QCCZQS4R2&f=ifr&linkID=436afdbfb3c29da71dcffd152eccd125&t=thedocgro-20&tracking_id=thedocgro-20" style="border-style: none; border-width: initial; max-width: 100%;" width="468"></iframe></i></div>
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<div>
<h4>
<i>In order to meaningfully and effectively deliver encouraging praise based feedback, the following three keys must be in place:</i></h4>
<h3>
Observation.</h3>
Effective and meaningful praise is built strictly from observation. When praise is delivered, cite a specific example or series of examples that have been observed. (Example: "I appreciate how kind you are to our guests. Specifically, I saw you ....... and for that, I am grateful.")<br />
<br />
Further, if a person is praise worthy, provide praise. Do so regardless of a person’s station or situation. Praise is a gift that has an immeasurable value. (This is true for all parties in the praise transaction.)<br />
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<i style="background-color: white; color: #3e3f3c; font-family: lora, serif; font-size: 18.72px;"><iframe border="0" frameborder="0" height="60" marginwidth="0" scrolling="no" src="https://rcm-na.amazon-adsystem.com/e/cm?o=1&p=13&l=ur1&category=gift_certificates&banner=180TQ0K9X17QCCZQS4R2&f=ifr&linkID=436afdbfb3c29da71dcffd152eccd125&t=thedocgro-20&tracking_id=thedocgro-20" style="border-style: none; border-width: initial; max-width: 100%;" width="468"></iframe></i></div>
<h3>
Authenticity.</h3>
When delivering praise, authenticity of expression is critical to acceptance. Be present, honest, real and trustworthy. Maintain the proper attention on the person receiving the praise.<br />
<br />
<div style="text-align: center;">
<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="https://ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=0781445434&asins=0781445434&linkId=d9593aed4020882cd49b27fb93ea338d&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="height: 240px; width: 120px;"></iframe></div>
<div>
<h3>
Positivity.</h3>
<div>
<div>
Focus on the positive. Ignore, put aside, surrender, and cancel all desire to point out or correct any other items. Focus on the positive. Consider the impact for the organization, people in the organization, stakeholders, shareholders, customers guests, etc. (When praiseworthy behavior is observed, there are plenty of "positive impacts" to consider in most, if not all organizations.)</div>
<div>
<br />
Praise and encouragement, when offered in an effective and meaningful way, can have a tremendous impact or individual as well as organizational engagement.<br />
<br />
<div style="text-align: center;">
<i style="background-color: white; color: #3e3f3c; font-family: lora, serif; font-size: 18.72px;"><iframe border="0" frameborder="0" height="60" marginwidth="0" scrolling="no" src="https://rcm-na.amazon-adsystem.com/e/cm?o=1&p=13&l=ur1&category=gift_certificates&banner=180TQ0K9X17QCCZQS4R2&f=ifr&linkID=436afdbfb3c29da71dcffd152eccd125&t=thedocgro-20&tracking_id=thedocgro-20" style="border-style: none; border-width: initial; max-width: 100%;" width="468"></iframe></i></div>
<h3 style="background-color: white; color: #3e3f3c; font-family: Lora, serif; margin: 1em 0px;">
<div style="text-align: center;">
<i><span style="font-family: "lora" , serif;"><span style="font-weight: normal;">Failing to understand the value of praise-based feedback and its overall impact on "what" you do may slow both personal and organizational success and growth.</span></span></i></div>
<div style="text-align: center;">
<span style="font-weight: normal;"><i><br /></i></span></div>
<div style="text-align: center;">
<div style="font-family: lora, serif;">
<span style="font-weight: normal;"><i>As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by!</i></span></div>
</div>
</h3>
</div>
</div>
</div>
</div>
morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-69459875462825299352017-11-07T12:02:00.001-06:002017-11-07T14:14:26.714-06:00Praise-Based Feedback<div class="separator" style="clear: both; text-align: center;">
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<h2>
Types of feedback on performance.</h2>
There are two types of feedback on performance. First is "opportunity-based feedback" and the other is "praise-based feedback." Both, when effectively and authentically delivered, can drive the engagement process to more meaningful levels.<br />
<div>
<h4>
Effectively and authentically delivering "praise-based feedback" communicates the following:</h4>
</div>
<div>
<div>
<h3>
Value.</h3>
</div>
<div>
When praise-based feedback is offered it communicates a message of value to the person receiving recognition. The primary message delivered is that others are "valuable and worth recognition."</div>
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<div style="background-color: white; font-size: 18.72px; text-align: center;">
<span style="color: #3e3f3c; font-family: "lora" , serif; font-weight: normal;"><i><iframe border="0" frameborder="0" height="60" marginwidth="0" scrolling="no" src="https://rcm-na.amazon-adsystem.com/e/cm?o=1&p=13&l=ur1&category=gift_certificates&banner=180TQ0K9X17QCCZQS4R2&f=ifr&linkID=436afdbfb3c29da71dcffd152eccd125&t=thedocgro-20&tracking_id=thedocgro-20" style="border-style: none; border-width: initial;" width="468"></iframe></i></span></div>
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<h3>
Awareness.</h3>
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<div>
When praise-based feedback is offered it communicates awareness to the actions and behaviors of the person receiving recognition. The primary message delivered is that "what is being done" is being noticed and it is not going unrecognized.</div>
<div>
<h3>
Gratitude.</h3>
</div>
<div>
When praise-based feedback is offered it communicates gratitude to the person receiving recognition. The primary message delivered is gratefulness for others and their contributions, actions, and behaviors.</div>
<div>
<br />
When effective and authentic "praised-back feedback" is an ongoing cultural expectation, engagement has an opportunity to soar.<br />
<br />
As Ken Blanchard states in his book The Heart of a Leader, "people who feel good about what they are doing produce good results!"<br />
<br />
Great engagers give effective and authentic praise-based feedback.<br />
<br />
<div style="text-align: center;">
<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="//ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=0781445434&asins=0781445434&linkId=d9593aed4020882cd49b27fb93ea338d&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="height: 240px; width: 120px;"></p>
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</iframe><br /></div>
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<h3 style="background-color: white; margin: 1em 0px;">
<div style="text-align: center;">
<i><span style="color: #3e3f3c; font-family: "lora" , serif;"><span style="font-weight: normal;">Failing to understand the value of praise-based feedback and its overall impact on "what" you do may slow both personal and organizational success and growth.</span></span></i></div>
<div style="color: #3e3f3c; font-family: Lora, serif; text-align: center;">
<span style="font-weight: normal;"><i><br /></i></span></div>
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<span style="font-weight: normal;"><i>As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by!</i></span></div>
<div style="color: #3e3f3c; font-family: lora, serif;">
<span style="font-weight: normal;"><i><br /></i></span></div>
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</h3>
</div>
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morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-18814060523876917592017-11-01T15:06:00.003-05:002017-11-01T15:20:39.157-05:004 Results of Encouragement <div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiDJDq7q9-wuJUbU7H_ImzIwWTES-kjpV9kmXFYltUl0F1aOuNnzoAh4mm3stIAzG6Mo73-1xk2_og0oGzo2sjCXO4vCmr2n-X5r-BaRnH0YC-fgvvTPBLJrAioBXd1iqwAK1U_bbIQ5iA/s1600/4+results+of+encouragement.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="800" data-original-width="800" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiDJDq7q9-wuJUbU7H_ImzIwWTES-kjpV9kmXFYltUl0F1aOuNnzoAh4mm3stIAzG6Mo73-1xk2_og0oGzo2sjCXO4vCmr2n-X5r-BaRnH0YC-fgvvTPBLJrAioBXd1iqwAK1U_bbIQ5iA/s320/4+results+of+encouragement.png" width="320" /></a></div>
<div>
<br /></div>
<h2>
Encouragement and engagement go hand in hand.</h2>
<div>
Encouragement creates the opportunity to engage. While encouragement may begin as a “one-way” or “outbound” affirmation of another person, it has an unseen, yet powerful transformative ability.<br />
<div>
<br /></div>
<div>
Encouragement can tear down well built and emotionally rationalized, invisible walls. It can also open tightly sealed and emotionally rationalized, invisible doors. What often begins as one way affirmation can quickly lead to a two-way relationship building transaction of significant value.<br />
<h3 style="text-align: center;">
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<h3>
The unseen force.</h3>
Encouragement, when genuinely offered to another:<br />
<ul>
<li>Serves as an affirmation that raises self-awareness.</li>
<li>Creates an opportunity to accept increased risk taking.</li>
<li>Communicates a strong sense of value.</li>
<li>Creates and allows for emotional connectivity.</li>
</ul>
When people are affirmed, and they believe they have value, the likelihood of increased emotionally connectivity and meaningful engagement grows exponentially.</div>
<div>
<br /></div>
<div>
Simply put, encouragement leads to engagement as it opens the door for connectivity.</div>
</div>
<div>
<br /></div>
<div style="text-align: center;">
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<br />
<h3>
<div style="text-align: center;">
<span style="font-weight: normal;"><i>Failing to understand the value of encouragement and its overall impact on "what" you do may slow both personal and organizational success and growth.</i></span></div>
<div style="text-align: center;">
<span style="font-weight: normal;"><i><br /></i></span></div>
<div style="text-align: center;">
<span style="font-weight: normal;"><i>As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by!</i></span></div>
</h3>
morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-81416992100515715702017-10-29T20:15:00.002-05:002017-10-29T22:29:50.888-05:003 Behaviors of "Great Engagers" That You Can Also Do<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjZSOlOVuU0BJtb00IHiNLjtmmprnzj8EJB5ynHFLw0XsXuv5o6P1JUthWAL48CpPZt44vLPoRuSHGCparzltg_-OKEdSuJ0z2BgEHLXdmqknTs3ViE9Noz7ikSDmcDv4262DsoSoU2Wgs/s1600/3+Behaviors+of+Great+Engagers.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" data-original-height="800" data-original-width="800" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjZSOlOVuU0BJtb00IHiNLjtmmprnzj8EJB5ynHFLw0XsXuv5o6P1JUthWAL48CpPZt44vLPoRuSHGCparzltg_-OKEdSuJ0z2BgEHLXdmqknTs3ViE9Noz7ikSDmcDv4262DsoSoU2Wgs/s320/3+Behaviors+of+Great+Engagers.png" width="320" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div class="separator" style="clear: both; text-align: left;">
I am frequently asked to identify common behaviors of great engagers. Considering the frequency of that request, I have composed a list of behaviors that are easily accessible to all of us!</div>
<div class="separator" style="clear: both; text-align: left;">
<br /></div>
<h4 style="clear: both;">
<i>Below are 3 behaviors of great engagers. These 3 behaviors can be employed by anyone to improve their personal engagement ability.</i><span style="font-weight: normal;"><br /></span></h4>
<h2>
<span style="font-weight: normal;">Be Present.</span></h2>
<span style="font-weight: normal;">Being present sets you apart from most people. The key to being present is to truly focus your undivided attention to the human directly in front of you. If multiple humans are present, share the attention. Again, being present sets you apart from most people. Be different by being present.</span><br />
<h2>
<span style="font-weight: normal;">Be Polite.</span></h2>
<span style="font-weight: normal;">Being polite is a lost art. This, like being present, will set you apart from most people. The challenge for many is to be genuinely polite. While I realize that in challenging engagements, this may be problematic. Even in the most challenging engagement, there is not substitute for being polite. Being polite communicates respect.</span><br />
<span style="font-weight: normal;"><br /></span>
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<div style="text-align: center;">
<span style="font-weight: normal;"><iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="https://ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=0071771328&asins=0071771328&linkId=ceb70453b8fd1f8d1ca7584d3a69fcb9&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="height: 240px; width: 120px;"></iframe></span></div>
<h2>
<span style="font-weight: normal;">Be Personable.</span></h2>
<span style="font-weight: normal;">Being personable is also a lost art. This, like being present and polite, will set you apart from most people. Being personable takes on variety of sizes and shapes. For me, it is about sharing commonalities with the person I am engaging. For instance, I might hear a comment and then say “that reminds me of a time…” – or – “I had a similar experience.” Again, there are countless way to be personable, but, it centers on shared commonalities and the comfort to discuss them.</span><br />
<h2>
<span style="font-weight: normal;">Final Thoughts: </span></h2>
<span style="font-weight: normal;">These behaviors may be challenging to embrace, act upon, and maintain, but know this, they are worth it in the end!</span><br />
<br />
<ol>
<li>It is up to me, as the person desiring "engagement" to model and maintain these behaviors. </li>
<li>It costs me nothing to be present, polite, and personable. The benefits are immeasurable.</li>
<li>Click, order and read the book above or the book below!</li>
</ol>
<div style="text-align: center;">
<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="https://ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=0071771328&asins=0071771328&linkId=ceb70453b8fd1f8d1ca7584d3a69fcb9&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="height: 240px; width: 120px;"></iframe></div>
<div>
<br /></div>
Failing to understand the behaviors of “great engagers” - and - their overall impact on "what" you do and "why" you do it - may slow both personal and organizational growth and development.<br />
<div>
<br /></div>
<div>
As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by!<style>
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Friday with Friends - Matt Heller, author.</h2>
I have known Matt for many years and have had the opportunity to see the results of his work as a facilitator, speaker, consultant and author!<br />
<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjRI_T7E_A_IZ042tzNTGRxGij2VvlZjQ_Kwm37r-Rg2LoF0QnokbVLlXl1b0B9s4OafgO4fW6S9jiiF9e5h8TPL1N_XXbeU0WiCt7aPp545ceKfC2V0tNgvTUmRuVD1zOKWAFkIuKBEeE/s1600/Myth+of+Employee+Burnout.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="800" data-original-width="800" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjRI_T7E_A_IZ042tzNTGRxGij2VvlZjQ_Kwm37r-Rg2LoF0QnokbVLlXl1b0B9s4OafgO4fW6S9jiiF9e5h8TPL1N_XXbeU0WiCt7aPp545ceKfC2V0tNgvTUmRuVD1zOKWAFkIuKBEeE/s320/Myth+of+Employee+Burnout.png" width="320" /></a></div>
<br />
His book "The Myth of Employee Burnout" is a great read for any organizational leader. Burnout, causes many issues, the least of which is poor engagement.<br />
<h4>
Without further ado: Matt and his thoughts on "The Myth of Employee Burnout."</h4>
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<h4>
</h4>
People have asked me how long it took for me to write “The Myth of Employee Burnout?" My answer? 25 years!<br />
<br />
In many ways, it’s a culmination of the lessons I learned both as an employee and a leader. The book outlines my quest to find the "truth" behind why people “burnout" - or - lose motivation. I have seen so many people start off strong, enthused, eager, and engaged - but then somewhere along the line -fizz out. They turned into the "lackadaisical employees" many leaders complain about.<br />
<br />
Being in the amusement park industry I attributed it to the long hours, the heat of working outdoors, and the constant barrage of craziness from the guests. Surely that would "burnout" anyone. But it wasn’t until I stepped away from operational management that I realized my "assumptions" were incorrect.<br />
<br />
And this is why I call this the "MYTH" of employee burnout. A myth is a false, popular belief. Not only did I think that people were burning out because of the hours, the heat, and the guests, but a majority of my colleagues did as well.<br />
<h4>
<i>We all couldn’t be wrong, right?</i></h4>
<h4>
<i>Turns out, we were. We completely overlooked our own influence as leaders. We totally discounted the fact that we had a HUGE role in the engagement levels (i.e. burnout) of our staff. The bad news is that we were the cause. But that also meant we were the solution.</i></h4>
<div>
As I work with leaders around this concept, it’s fun to watch the “aha” moments as we talk about the true cause of burnout. Often they are frustrated with the fact that nothing they have tried has really worked, but, they often haven’t tried changing their own behavior. It’s incredibly empowering when someone realizes that the issues they have been dealing with have not been caused by some sort of outside factor, and, they hold the key to the solution.<br />
<h4>
Often, burnout is caused when people lose sight of "why" they do what they do. They lose their purpose. </h4>
As human beings, we can overcome incredible physical odds if we believe in what we are doing. That’s where leadership comes in; through communication, coaching, encouragement and guidance, we can help people remain focused on the “why," instead of just the “what!"<br />
<br />
To truly overcome burnout, we must couple appropriate leadership with an understanding of the process of the ‘employee lifecycle’. This is the concept that every process or experience an employee goes through should be connected. For example, hiring, training, recognition, discipline, termination… all should be considered as different points on the same continuum, not as separate and individual processes.<br />
<br />
<div style="text-align: center;">
<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="https://ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=1614932042&asins=1614932042&linkId=6cba26ceb4b0f943b3975b67e3c24ee3&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="height: 240px; width: 120px;"></iframe></div>
<br />
The way we generally connect these processes is through a set of values or guiding principles that most companies have. So if your company values include, for example, great guest service, then you infuse that concept into each one of those processes.<br />
<ul>
<li>When you hire, you hire for fit regarding great guest service.</li>
<li>When you train, you train people on your standards of great guest service.</li>
<li>When employees provide great guest service, you recognize them.</li>
<li>When an employee falls below your guest service standard, you discipline or coach them.</li>
<li>If an employee shows a lack of capacity or desire to meet your guest service standards on a consistent basis, you can terminate them.</li>
</ul>
By doing these things you are communicating the same standards throughout the entire process. If someone can be hired because they have the potential to be a great guest service provider, then they should be able to be terminated if they can’t continually meet the standard.<br />
<br />
Looking at the ‘lifecycle’ this way creates more consistent messages to employees, which keeps the values of the company front-of-mind. This helps communicate their “why” on a more regular basis so they don’t lose purpose or motivation.<br />
<br />
In other words, so they don’t burnout.<br />
<h3>
<div style="text-align: center;">
To learn more about Matt and what he has to offer visit <a href="http://www.performanceoptimist.com/">http://www.performanceoptimist.com</a>.</div>
<div style="text-align: center;">
<br /></div>
<div style="text-align: center;">
Follow Matt Heller on Twitter: @PrfrmnceOptmst</div>
</h3>
</div>
morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-54446406085789403602017-10-24T13:53:00.000-05:002017-10-24T19:43:19.714-05:003 Impacts of Low Expectations on Engagement<h3>
Low expectations yield poor performance. </h3>
<br />Further, continually setting low expectations continually yields poor performance. In fact, setting low expectations - intentionally or not - grants permission for poor performance.<div>
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiwxiuusRfw-WUfWkkcbN-au-ZLmq5yrDQA33h5cFjmloFbyTxJ9pu0q1i3hf3PbYq2DhNWXMWfTODCD8dmF0lASsKQpYyauAsBOGO0ntGtbjBJVPkrdYCxraQNmOY9faRT7RhTVlYSYZw/s1600/3+impacts+of+low+expectations+on+engagment.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="800" data-original-width="800" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiwxiuusRfw-WUfWkkcbN-au-ZLmq5yrDQA33h5cFjmloFbyTxJ9pu0q1i3hf3PbYq2DhNWXMWfTODCD8dmF0lASsKQpYyauAsBOGO0ntGtbjBJVPkrdYCxraQNmOY9faRT7RhTVlYSYZw/s320/3+impacts+of+low+expectations+on+engagment.png" width="320" /></a></div>
<br />
<br /></div>
<div>
Over time, the setting of low expectations becomes inherent to “what” we do. It results in continual and ongoing interference to both effective and meaningful engagement.</div>
<div>
<br /></div>
<div>
Why?</div>
<div>
<br /></div>
<div>
Because the mindset of “low expectations” crafts "matching behavior." When these occur, we may blame others for poor performance, when in reality, they are responding to the “low expectations” that have been set by us.</div>
<div>
<br /></div>
<div>
You may recall that I identified the <a href="http://www.theengagementguru.com/2017/10/3-mental-roadblocks-to-engagement.html">"3 Mental Roadblocks to Engagement"</a> and the <a href="http://www.theengagementguru.com/2017/10/3-steps-to-overcoming-mental-roadblocks.html">"3 Steps to Overcoming them." </a> Of those 3 roadblocks, today’s focus is on the impact of “low expectations” as they relate to effective and meaningful engagement.</div>
<div>
<br /></div>
<div>
Failure to effectively address "low expectations" and their impact on the engagement process can have a long-term negative impact on “what” we do. When “low expectations” are prevalent, the results are underachievement, blame, and self-doubt.</div>
<div>
<div style="text-align: center;">
<div style="background-color: white; color: #3e3f3c; font-family: times;">
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<b>___________________________________________________</b></div>
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<div style="margin: 0px;">
<b><br /></b><iframe border="0" frameborder="0" height="50" marginwidth="0" scrolling="no" src="https://rcm-na.amazon-adsystem.com/e/cm?o=1&p=288&l=ur1&category=books&banner=1Q1EX20Z2R7864E3D582&f=ifr&linkID=10e5d756a20a304917609619f9e0e394&t=thedocgro-20&tracking_id=thedocgro-20" style="border-style: none; border-width: initial; max-width: 100%;" width="320"></iframe><b><br /></b></div>
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<div style="background-color: white; color: #3e3f3c; font-family: times;">
<div style="margin: 0px;">
<b>__________________________________________________</b></div>
</div>
</div>
<h3>
Underachievement.</h3>
</div>
<div>
Low expectations create underachievement. Holding low expectations for others is the result of a belief that our presence does not offer value to those around us. When we believe that “what we do” or “how we do it” will not make a difference, we craft low expectations. Inevitably, low expectations become a self-fulfilling prophecy. Consequently, our "engagement level" in these situations will be minimal at best.</div>
<div>
<br /></div>
<div>
What we believe matters - it drives our behavior.</div>
<div>
<br /></div>
<div>
<div style="text-align: center;">
<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="https://ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=0966583213&asins=0966583213&linkId=3fd6896207c23b14d68e7220699883a7&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="background-color: white; color: #3e3f3c; font-family: Lora, serif; font-size: 20px; height: 240px; max-width: 100%; width: 120px;"></iframe></div>
<h3>
Blame.</h3>
Low expectations lead to placing blame. When “low expectations” are the norm, poor performance will also be the norm. If low expectations remain unchecked or unchallenged, performance will suffer and we will eventually point to the failure(s) of those involved. The next logical step is outright blame for “their” inabilities with a blatant disregard of “our” contribution(s) of low expectations. It may even sound like this; those students can’t…, those employees won’t…, that customer isn’t…, etc. Thus, when engaging we deploy limited effort as we believe that our engagement will not make a difference, so why bother.<br />
<br />
Subpar results leads to seeking, finding, and placing blame. All the while, the root of those subpar results may be our own low expectations.<br />
<h3>
Self-doubt. </h3>
Low expectations cause self-doubt. When our "low expectations" lead to results around us which are continually poor, we may begin to doubt ourselves. This doubt creates a belief system. If our beliefs remain unaltered we will become more and more accepting of "low expectations and poor performance." Consequently, we end up doubting our own abilities when in reality, we have created the belief system of low expectations that may be driving low performance.</div>
<div>
<h3 style="text-align: center;">
<div style="background-color: white; color: #3e3f3c; font-family: times; font-size: medium; font-weight: normal;">
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<b>___________________________________________________</b></div>
</div>
<div style="background-color: white; color: #3e3f3c; font-family: times; font-size: medium; font-weight: normal;">
<div style="margin: 0px;">
<b><br /></b><iframe border="0" frameborder="0" height="50" marginwidth="0" scrolling="no" src="https://rcm-na.amazon-adsystem.com/e/cm?o=1&p=288&l=ur1&category=books&banner=1Q1EX20Z2R7864E3D582&f=ifr&linkID=10e5d756a20a304917609619f9e0e394&t=thedocgro-20&tracking_id=thedocgro-20" style="border-style: none; border-width: initial; max-width: 100%;" width="320"></iframe><b><br /></b></div>
</div>
<div style="background-color: white; color: #3e3f3c; font-family: times; font-size: medium; font-weight: normal;">
<div style="margin: 0px;">
<b>__________________________________________________</b></div>
</div>
</h3>
<h3>
Final thoughts. </h3>
Interference to engagement can occur during a one-on-one transaction, in a one-to-many transaction, during a single isolated event, or over an extended period of time.</div>
<div>
<br /></div>
<div>
What you believe about another person’s ability to participate - with you - in the engagement transaction is critical. Failing to understand the impact of low expectations on engagement and how to address them may slow both personal and organizational success and growth.<br />
<h4 style="text-align: center;">
<b><i>As always – if you would like to learn more about this topic - or - book me to speak with your organization - or - discuss coaching opportunities, operators are standing by! </i></b></h4>
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-->morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-56098463999039811272017-10-17T17:51:00.001-05:002017-10-19T05:46:58.681-05:003 Results on Engagement from Lack of Accountability<h2>
Personal Accountability : Powerful and Practical Ideas for You and Your Organization</h2>
<h3>
Three results on effective engagement from the lack of personal and organizational accountability:</h3>
<ul>
<li>Placing blame</li>
<li>Victim thinking</li>
<li>Procrastination</li>
</ul>
Each person and organization needs a practical approach to eliminating blame, victim thinking, and procrastination.<br />
<br />
<div>
By walking the high road - the path to personal and organizational accountability - we can achieve greater levels of excellence and leadership in our lives, both at work and at home.<br />
<br />
If you or your organization is searching to improve personal accountability, I suggest this book!<br />
<br />
The ideas presented in this book are pragmatic and readily applied.<br />
<div>
<div style="text-align: center;">
<span style="background-color: white; color: #333333; font-family: "arial" , sans-serif; font-size: 14px;"><br /></span></div>
<div style="text-align: center;">
<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="https://ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=0966583213&asins=0966583213&linkId=3fd6896207c23b14d68e7220699883a7&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="height: 240px; width: 120px;"></iframe><br />
<br />
<div style="background-color: white; color: #3e3f3c; font-family: lora, serif; font-size: 20px;">
<i style="background-color: transparent;">Failing to understand the results on engagement from lack of accountability and how to overcome it may slow both personal and organizational success and growth.</i></div>
<div style="background-color: white; color: #3e3f3c; font-family: lora, serif; font-size: 20px;">
<i style="background-color: transparent;"><br /></i><i style="background-color: transparent;"><span style="color: red;">As always – if you would like to learn more about this topic - or - book me to speak with your organization - or - discuss coaching opportunities, </span></i><br />
<i style="background-color: transparent;"><span style="color: red;">operators are standing by!</span></i></div>
</div>
</div>
</div>
morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-67049334885460522522017-10-15T18:51:00.001-05:002017-10-15T20:09:41.642-05:003 Impacts of Bias on Engagement<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
In my last two posts I have addressed the <a href="http://www.theengagementguru.com/2017/10/3-mental-roadblocks-to-engagement.html" target="_blank">"3 Mental Roadblocks to Engagement"</a> and the <a href="http://www.theengagementguru.com/2017/10/3-steps-to-overcoming-mental-roadblocks.html" target="_blank">"3 Steps to Overcoming the Mental Roadblocks to Engagement." </a> Of those 3 roadblocks, today I want to focus on personal bias.<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiqZvndwXh38o6Xs1qyMPR33Z45H-8P9fakMg0zNOChVSpVlF8MAky09Ysc79Vew9hKnfEOtEnlz2hwga0x088SjlNLMzJlmZjBU2vMyoSmQROHANXJwgPYDZtSARoV9n1dP4iVq-XRUBA/s1600/Impact+of+Bias.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="800" data-original-width="800" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiqZvndwXh38o6Xs1qyMPR33Z45H-8P9fakMg0zNOChVSpVlF8MAky09Ysc79Vew9hKnfEOtEnlz2hwga0x088SjlNLMzJlmZjBU2vMyoSmQROHANXJwgPYDZtSARoV9n1dP4iVq-XRUBA/s320/Impact+of+Bias.png" width="320" /></a></div>
<br />
<br />
"Interference" to engagement is often a result of personal bias. Failure to overcome, address, work through, or own your "personal bias" can have a damaging and long lasting impact on your ability to engage.<br />
<h3>
<div style="font-family: times; font-size: medium; font-weight: normal; text-align: center;">
<div style="margin: 0px;">
<b>___________________________________________________</b></div>
</div>
<div style="font-family: times; font-size: medium; font-weight: normal; text-align: center;">
<div style="margin: 0px;">
<b><br /></b><iframe border="0" frameborder="0" height="50" marginwidth="0" scrolling="no" src="https://rcm-na.amazon-adsystem.com/e/cm?o=1&p=288&l=ur1&category=books&banner=1Q1EX20Z2R7864E3D582&f=ifr&linkID=10e5d756a20a304917609619f9e0e394&t=thedocgro-20&tracking_id=thedocgro-20" style="border-style: none; border-width: initial;" width="320"></iframe><b><br /></b></div>
</div>
<div style="font-family: times; font-size: medium; font-weight: normal; text-align: center;">
<div style="margin: 0px;">
<b>___________________________________________________</b></div>
</div>
</h3>
<h3>
Filters form.</h3>
Your personal bias impacts all you do. It is a "filter" that is present in every "engagement transaction" in which you participate. While our biases are based on our personal experiences, they are only "our perceptions" of what we believe to be true. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Failure to own, acknowledge, or address these perceptions grants our mind permission to create "filters." We naturally place these filters between us and those with whom we are attempting to engage. Consequently, these perceptions - turned filters - become boundaries. Most often, they are based on the "myths of our mind" which are based on the "stories" we tell ourselves.</div>
<h3>
Blind spots grow.</h3>
<div class="MsoNormal">
As your bias grows, it does so slowly. As it becomes more and more invasive, it will begin to take over much of your thought process. As it continues to grow, the filter of - not good enough - for whatever reason you can contrive - may eventually stand between you and many others. Consequently, your ability to "listen and see" will be diminished. The ultimate result is that the feedback you desperately need to be successful, will be filtered. Your personal "blind spots" will not only grow, they will do so in an unadulterated and unchecked fashion.</div>
<h3>
Blame is placed.</h3>
<div class="MsoNormal">
As your bias grows, and, as it begins to impact your willingness to receive feedback, you will begin to place blame on others. Typically, it will be to cover for your own inadequacies. This growing and invasive bias - accompanied with unchecked blind spots - will eventually convince you that you are "never" the problem and the blame belongs to others. "Those students are the reason... those customers are the reason... those managers are the reason... those parents are the reason... etc. etc. etc."<br />
<br />
<div style="text-align: center;">
<b>This is a great book about personal accountability.</b></div>
<div style="text-align: center;">
<b>(Click it to get it!)</b></div>
</div>
<h3 style="text-align: center;">
<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="//ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=0966583213&asins=0966583213&linkId=3fd6896207c23b14d68e7220699883a7&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="height: 240px; width: 120px;"></h3>
<h3>
</iframe></h3>
<h3>
Engagement matters!</h3>
<div class="MsoNormal">
The ability to engage others leads to countless possibilities and opportunities. Whether those opportunities are in the classroom, the teacher's lounge, or the CEO's office - engagement matters!</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Acknowledging, addressing, and owning your personal bias is critical to ensuring that your filters do not stand in the way of your own success!<br />
<br />
<div style="color: #3e3f3c; font-family: lora, serif; font-size: 20px; text-align: center;">
<i style="background-color: transparent;">Failing to understand the impact of bias on engagement and how to overcome it may slow both personal and organizational success and growth.</i></div>
<div style="font-family: lora, serif; font-size: 20px; text-align: center;">
<i style="background-color: transparent; color: #3e3f3c;"><br /></i><i style="background-color: transparent;"><span style="color: red;">As always – if you would like to learn more about this topic - or - book me to speak with your organization - or - discuss coaching opportunities, </span></i><br />
<i style="background-color: transparent;"><span style="color: red;">operators are standing by!</span></i></div>
</div>
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<br /></div>
<div class="MsoNormal">
<o:p></o:p></div>
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morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-63506042179441336462017-10-12T19:51:00.001-05:002017-10-15T20:02:26.972-05:003 Steps to Overcoming the Mental Roadblocks to EngagementIn my last post - <a href="http://www.theengagementguru.com/2017/10/3-mental-roadblocks-to-engagement.html" target="_blank">"3 Mental Roadblocks to Engagement"</a> - I introduced you to the thoughts of "interference" to engagement as a result of personal bias, low expectations, and selfish ambitions.<br />
<br />
The ability to engage others leads to countless possibilities and opportunities. Whether those opportunities are in the classroom, the teacher's lounge, or the CEO's office - engagement matters!<br />
<div class="MsoNormal">
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<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgFFCPLG9wZrlvTy4WsFbOd8RGI6dQrLY2KPTZ1zZr5n63DmeWTefT1TPLVbNOBQLGeatn7DFCHvss1VeKht3SqO0Z_QhmFVYQ5aA7QrgNHwoBuI9Qgl9AR7fBrUpJoiiYmzLWaLt31pFg/s1600/3+steps+to+overcoming.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="800" data-original-width="800" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgFFCPLG9wZrlvTy4WsFbOd8RGI6dQrLY2KPTZ1zZr5n63DmeWTefT1TPLVbNOBQLGeatn7DFCHvss1VeKht3SqO0Z_QhmFVYQ5aA7QrgNHwoBuI9Qgl9AR7fBrUpJoiiYmzLWaLt31pFg/s320/3+steps+to+overcoming.png" width="320" /></a></div>
<h2>
3 Steps to Overcoming the Mental Roadblocks to Engagement</h2>
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<h3>
Acknowledge your bias.</h3>
Your personal filters and lenses are present in every transaction. Before you begin, be honest with yourself and acknowledge that your view(s) may be biased and your perspectives clouded. Acknowledging bias is critical to engagement. Acknowledging bias creates an opportunity for substantial personal growth and reflection.<br />
<div>
<h3>
Set high expectations. </h3>
Never doubt the possibilities. Never.<br />
<br />
When you start an engagement transaction, set the bar high. If you believe your presence will not matter, it won't. Setting high expectations is challenging as it may result in disappointment, and, that is acceptable.</div>
<div>
<h3>
Embrace your ambition.</h3>
If no one has ever given you permission to embrace your selfish ambitions, I do! We are wired to protect and grow ourselves. One of the top safety protocols in an airplane is to "place the mask on yourself before you assist others." <br />
<br />
Zig Ziglar said it best, "if you help enough other people get what they want, you will get what you want."<br />
<br />
I agree, and, it is okay.<br />
<h4 style="text-align: center;">
<i>Acknowledging your bias will allow you to set high expectations. Embracing your ambition will allow you to help both yourself and others!</i></h4>
<div style="text-align: center;">
<i>_____________________________________________</i></div>
<div style="text-align: center;">
<i><br /></i></div>
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<div style="text-align: center;">
<b><i>Social Intelligence: </i></b><br />
<b><i>The New Science of Human Relationships by Daniel Goleman</i></b></div>
<h3 style="text-align: center;">
<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="https://ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=055338449X&asins=055338449X&linkId=5574c9620334a6b1044d0a69ae52ad07&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="height: 240px; width: 120px;"></iframe></h3>
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<iframe border="0" frameborder="0" height="50" marginwidth="0" scrolling="no" src="https://rcm-na.amazon-adsystem.com/e/cm?o=1&p=288&l=ur1&category=books&banner=1Q1EX20Z2R7864E3D582&f=ifr&linkID=e57281cf61f4575b61b256b967eb5400&t=thedocgro-20&tracking_id=thedocgro-20" style="background-color: white; border-style: none; color: red; font-family: Lora, serif; font-size: 20px; max-width: 100%;" width="320"></iframe></div>
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<div style="background-color: white; color: #3e3f3c; font-family: Lora, serif; font-size: 20px; text-align: center;">
<i style="background-color: transparent;"><br /></i>
<i style="background-color: transparent;">Failing to understand the "3 Mental Roadblocks to Engagement" and how to overcome them may slow both personal and organizational success and growth.</i><br />
<i style="background-color: transparent;"><br /></i>
<i style="background-color: transparent;">As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by!</i></div>
</div>
</div>
</div>
morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-31810891317920043052017-10-11T18:36:00.003-05:002017-10-12T14:07:03.210-05:003 Mental Roadblocks to EngagementThe ability to engage in conversation(s) leads to countless possibilities and opportunities. Whether those opportunities are in the classroom, the teacher's lounge, the CEO's office, the workspace, the coffee station, or on the sales floor - engaged conversations are important. Engagement matters!<br />
<div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhEsruDsCgLQFGNUJ-6gfLPJSB-t6mTHGvIn_j10qe8HJE0yY8KwxWVNzRTYHSifYrJzsz2TPsbq15xBCHfCiX-e7VFvfndWgRiS-mk_U7tXQ4iIwqsArmttgvcnV9OPUthyphenhyphenqK-IqwDIhg/s1600/3+mental+roadblocks.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="192" data-original-width="336" height="182" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhEsruDsCgLQFGNUJ-6gfLPJSB-t6mTHGvIn_j10qe8HJE0yY8KwxWVNzRTYHSifYrJzsz2TPsbq15xBCHfCiX-e7VFvfndWgRiS-mk_U7tXQ4iIwqsArmttgvcnV9OPUthyphenhyphenqK-IqwDIhg/s320/3+mental+roadblocks.png" width="320" /></a></div>
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<h2>
The Benefits of Engagement</h2>
<div>
When it comes to effective and meaningful engagement, I have often been my own worst enemy. My experiences have taught me that I am not alone in creating “mental roadblocks” to my own success with "effective and meaningful" engagement.<br />
<br />
Many people I have coached and consulted have the same issue. Below are a few of the “mental road blocks” that may need to be addressed in the engagement processes. Identifying and “owning” these roadblocks may allow us to seize more opportunities for creating "effective and meaningful" engagement.<br />
<br />
<div style="text-align: center;">
Social Intelligence: The New Science of Human Relationships by Daniel Goleman</div>
<h3 style="text-align: center;">
<iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="//ws-na.amazon-adsystem.com/widgets/q?ServiceVersion=20070822&OneJS=1&Operation=GetAdHtml&MarketPlace=US&source=ac&ref=tf_til&ad_type=product_link&tracking_id=thedocgro-20&marketplace=amazon&region=US&placement=055338449X&asins=055338449X&linkId=5574c9620334a6b1044d0a69ae52ad07&show_border=true&link_opens_in_new_window=true&price_color=333333&title_color=0066c0&bg_color=ffffff" style="height: 240px; width: 120px;"></h3>
<h3>
</iframe></h3>
<h2>
3 Roadblocks to Engagment</h2>
<h3>
Personal bias. </h3>
Our personal filters, like it or not, are present in every engagement transaction we encounter. These biases cause us to assign value, or lack of value, to others in the during the engagement process. Our bias, when not addressed or taken into account, can be detrimental to the engagement process. Our perspectives can become clouded with “what” we believe to be true when in reality it may not be true at all.<br />
<h3>
Low expectations. </h3>
Personal bias and low expectation go hand in hand. For instance, if you enter an engagement transaction with the belief that your presence will not make a difference in the outcome, then more likely than not, you will be correct and the transaction will be a waste of time for you and everyone else involved.</div>
<div>
<h3>
Selfish ambitions.</h3>
This is more than likely the most challenging mental road block to effective and meaningful engagement. As a former sales person, teacher, and executive, I can tell you, selfish ambition is alive and well in many people you encounter. It is also alive and well deep within you. Like it or not, it is there.<br />
<br />
As you reflect on these road blocks, consider that they can be overcome. We are not trapped by our personal bias, expectations for others, or our own ambitions. In fact, we can learn to capitalize on them in effective and meaningful ways.<br />
<div style="text-align: center;">
<br /></div>
<div style="text-align: center;">
<iframe border="0" frameborder="0" height="50" marginwidth="0" scrolling="no" src="https://rcm-na.amazon-adsystem.com/e/cm?o=1&p=288&l=ur1&category=books&banner=1Q1EX20Z2R7864E3D582&f=ifr&linkID=e57281cf61f4575b61b256b967eb5400&t=thedocgro-20&tracking_id=thedocgro-20" style="background-color: white; border-style: none; color: red; font-family: Lora, serif; font-size: 20px; max-width: 100%;" width="320"></iframe></div>
<h4 style="text-align: center;">
<span style="text-align: left;"><i>Failing to understand these "3 Mental Roadblocks to Engagement" and their overall impact on "what" you do and "why" you do it, may slow both personal and organizational success and growth.</i></span></h4>
<h4 style="text-align: center;">
<i>___________________________</i></h4>
<h4 style="text-align: center;">
<i>As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by</i>!</h4>
</div>
<div>
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-->morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-63608744298224799882017-10-10T09:30:00.000-05:002018-01-20T12:14:38.048-06:00Engagement Requires Habit<div class="vk_ans" style="background-color: white; color: #222222; font-family: Roboto, arial, sans-serif; font-size: xx-large !important; font-weight: lighter !important; line-height: normal; margin-bottom: 0px;">
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<span style="font-weight: lighter;">hab·it</span></div>
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<span class="lr_dct_ph">ˈhabət/</span></div>
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a settled or regular tendency or practice, especially one that is hard to give up.</div>
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<h2>
The ability to engage in conversation(s) leads to countless possibilities and opportunities. </h2>
Whether those opportunities are in the classroom, the teacher's lounge, the CEO's office, the workspace or at the coffee station, water fountain, or on the sales floor - engaged conversations are important.</div>
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Effective engagement requires the "habit" of engaging!</div>
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Ideas lead to mindset, mindset to behavior, and repeated behavior to habit. Continual commitment to employing the engagement cycle in communication transactions is required to move from effective engagement to meaningful engagement. </div>
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<img border="0" src="//ws-na.amazon-adsystem.com/widgets/q?_encoding=UTF8&MarketPlace=US&ASIN=0935721800&ServiceVersion=20070822&ID=AsinImage&WS=1&Format=_SL110_&tag=thedocgro-20" /><br />
<a href="http://amzn.to/2ydNLbx" target="_blank">Click it to get it!</a><img alt="" border="0" height="1" src="//ir-na.amazon-adsystem.com/e/ir?t=thedocgro-20&l=am2&o=1&a=0935721800" style="border: none !important; margin: 0px !important;" width="1" /><br />
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What are you doing to develop habits of engagement?</div>
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I want to suggest you read some of my earlier posts regarding engagement. Also, if you have not read "The 7 Habits of Highly Effective People" - I want to invite you to read it.</div>
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morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-71282400629873458802017-10-08T12:36:00.005-05:002017-10-29T19:45:36.427-05:004 Attributes of Engaged Conversations<b>The ability to engage in conversation(s) leads to countless possibilities and opportunities.</b> Whether those opportunities are in the classroom, the teacher's lounge, the CEO's office, the workspace, the coffee station, or on the sales floor - engaged conversations are important.<br />
<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEimunWduJLmB1ToUf5tLkZEdsN-rkJCvvkzm5KjJgA8Cnxz8wN4Fq7fx3Czi3utJeTWRqEQp0ohvM-95-e8FYu4cm3ygACOlszQrDt4m3gOEjVQL8jcciPL1JhJDOjrhBqun5GJNeQ2Slg/s1600/4+Attributes+of+Engaged+Conversation.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="192" data-original-width="336" height="182" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEimunWduJLmB1ToUf5tLkZEdsN-rkJCvvkzm5KjJgA8Cnxz8wN4Fq7fx3Czi3utJeTWRqEQp0ohvM-95-e8FYu4cm3ygACOlszQrDt4m3gOEjVQL8jcciPL1JhJDOjrhBqun5GJNeQ2Slg/s320/4+Attributes+of+Engaged+Conversation.png" width="320" /></a></div>
<br />
<i><br /></i>
<i>The following list provides "4 Attributes of Engaged Conversations" that I have learned that are critically important to the engagement process.</i><br />
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<b>Be courteous. </b><i> Make it your goal to maintain the demeanor of any conversation. Kindness communicates respect. </i><br />
<br />
<b>Be calm. </b><i>Great leaders know that there is no substitute for remaining calm, even in the most challenging set of circumstances, remain calm. Calmness communicates stability.</i><br />
<i><br /></i>
<b>Be consistent.</b><i> When information is consistently, accurately, and fairly delivered; improvement, growth, and difficult situations being resolved can all occur. Consistency communicates clarity.</i><br />
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<b>Be honest.</b> <i>This means be free of deception, including, deceptions provided by your won perceptions Honesty communicates transparency.</i><br />
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<b>Crucial Conversations</b></div>
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(click it to get it)</div>
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<b>Final thoughts:</b></div>
<ul>
<li>These attributes may be challenging to maintain, embrace the challenged and know they are worth it in the end!</li>
<li>It is up to me, as the person desiring "effective engagement" to model and maintain these ideals and behaviors.</li>
<li>It costs me nothing to be courteous, calm, consistent, and honest. The benefits are immeasurable.</li>
<li>Read the book above!</li>
</ul>
<div style="text-align: center;">
___________________________</div>
</div>
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<div>
<div style="text-align: center;">
<b><i><span style="color: red;"><br /></span></i></b></div>
<div style="text-align: center;">
<b><i><span style="color: red;">Failing to understand the attributes of an engaged conversation and their overall impact on "what" you do and "why" you do it, may slow both personal and organizational success and growth.</span></i></b></div>
<div style="text-align: center;">
<b><i><span style="color: red;">___________________________</span></i></b></div>
</div>
<div style="text-align: center;">
<span style="color: red;"><br /></span></div>
<div style="text-align: center;">
<b><i><span style="color: red;">As always – if you would like to learn more about this topic</span></i></b><b><i><span style="color: red;"> - or - </span></i></b><b><i><span style="color: red;">book me to speak with your organization, operators are standing by!</span></i></b></div>
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<span style="color: red;"><iframe border="0" frameborder="0" height="50" marginwidth="0" scrolling="no" src="https://rcm-na.amazon-adsystem.com/e/cm?o=1&p=288&l=ur1&category=books&banner=1Q1EX20Z2R7864E3D582&f=ifr&linkID=e57281cf61f4575b61b256b967eb5400&t=thedocgro-20&tracking_id=thedocgro-20" style="border-style: none;" width="320"></iframe></span></div>
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morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-24244138864539296932017-10-05T19:41:00.002-05:002017-10-06T00:47:46.243-05:00 3 Values of Honesty<b>Honesty is a key component in all effective engagement transactions. In fact, honesty is critical to the entire engagement transaction. </b><br />
<b><br /></b>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiSkOhCHR3uHixVTpD96J7PUNS3aeV4w5GCr8IIrhJ5tT1ZPV3cLBRusoYnsqwlCXqAFQ7Bcc9PMtfCHtPurgrB73WNAT4pDRXvAcJGJPwVr5olw0WOJ_lUT3O8YvUzWqFXIm5F-RWOxPw/s1600/Copy+of+Copy+of+Copy+of+To+invent+your+own+life%2527s+meaning+is+not+easy%252C+but+it%2527s+still+allowed%252C+and+I+think+you%2527ll+be+happier+for+the+trouble.+%25281%2529.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="800" data-original-width="800" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiSkOhCHR3uHixVTpD96J7PUNS3aeV4w5GCr8IIrhJ5tT1ZPV3cLBRusoYnsqwlCXqAFQ7Bcc9PMtfCHtPurgrB73WNAT4pDRXvAcJGJPwVr5olw0WOJ_lUT3O8YvUzWqFXIm5F-RWOxPw/s320/Copy+of+Copy+of+Copy+of+To+invent+your+own+life%2527s+meaning+is+not+easy%252C+but+it%2527s+still+allowed%252C+and+I+think+you%2527ll+be+happier+for+the+trouble.+%25281%2529.png" width="320" /></a></div>
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<span style="font-style: italic;">The ability to engage leads to countless possibilities and opportunities. </span><i>(Learning, growth, sales, etc.) </i><span style="font-style: italic;"> In fact, it leads to endless opportunities regardless of whether those opportunities are in the classroom, teacher's lounge, CEO's office, workspace, or on the sales floor. </span><br />
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<b>Honesty creates opportunity for effective engagement. Dishonesty will kill it.</b><br />
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<i>So, what is honesty? Most people answer that question with "truthfulness" however, it is much, much, more. </i><br />
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<b>Honesty moves beyond truthfulness.</b> <i>People can be "truthful" while intentionally omitting important details, events, times, and other critical data. Honesty is maintaining the truth - and - providing the entire story, even when it is uncomfortable. </i><br />
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<i><br /></i><b>Honesty is safe. </b><i>Creating a "safe" transaction is critical to effective engagement. The delivery of "honest information" does not need to be "brutally honest!" How you deliver information is a choice, how it is received by others is out of your control. Effective engagers chose to maintain a calm disposition, even in the most challenging circumstances. </i></div>
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<b>Honesty is freedom of deception. </b> <i>Effective feedback sessions and engaging conversations create a feeling of safety. When the people you lead or work alongside of know that you can be trusted to tell the entire truth without tricks or gimmicks - you become "safe." Once that occurs, honest conversations can create meaningful growth.</i><br />
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<i>Be Honest.</i><br />
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<b><i><span style="color: #3d85c6;">Failing to understand honesty and its overall impact on "what" you do may slow both personal and organizational success and growth.</span></i></b></div>
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<b><i><span style="color: #3d85c6;">___________________________</span></i></b></div>
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<b><i><span style="color: #3d85c6;">As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by!</span></i></b></div>
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morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-10896491398892393852017-10-04T06:00:00.000-05:002017-10-07T11:16:53.356-05:003 Traits of IntegrityIntegrity is more than simple honesty, it defines "who" you are and "how" you handle life. It is a key driver to engagement and engagement drives success.<br />
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<b>Three Character Traits of Integrity:</b><br />
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<li><b>Soundness: </b>An unimpaired condition.</li>
<li><b>Incorruptibility: </b>A firm adherence to a code of especially moral or artistic values.</li>
<li><b>Completeness: </b>The quality or state of being complete or undivided</li>
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Integrity gives rise to the unique ability to "pull" things together, to make it all happen no matter how challenging the circumstances.</div>
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<b>I have learned that people with integrity tend to:</b></div>
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<li>Connect well with others</li>
<li>Easily build trust</li>
<li>Finish well</li>
<li>Possess a strong view of reality</li>
<li>Let their "yes be yes" and their "no be no"</li>
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Integrity is not something that you either have or don't. It can be developed, grown and shared. As I wrap this up, I am reminded of one of my favorite writing on the top by Dr. Henry Cloud - "Integrity - The Courage to Meet the Demand of Reality!"<br />
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morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-76333014780180633852017-10-01T09:51:00.000-05:002017-10-01T16:22:01.719-05:004 Keys to Authentic EngagementEngagement leads to the possibility of creating relationship. Relationship leads to a myriad of opportunities. <i>(Learning, growth, sales, etc.)</i><br />
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<b>Authentic engagement creates opportunity.</b> In fact, it leads to endless opportunities regardless of whether those are in the classroom, the teacher's lounge, the CEO's office, the workspace, or the sales floor. Opportunities become available with authentic engagement.</div>
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<b>4 Keys to Authentic Engagement:</b><br />
<ul>
<li><b>Be present. </b><i>Focus undivided attention to the people - and/or - tasks at hand. If multiple people or things are present, share the attention.</i></li>
<li><b>Be honest. </b><i>Honesty is freedom of deception. Honesty is more than truthfulness. People can be truthful while intentionally omitting important details, data, events, times, and other factors. Honesty is maintaining the truth - and - providing the entire story. Honesty requires freedom from deception. No tricks, no gimmicks - transparency is the "name of the game!"</i></li>
<li><b>Be real. </b><i>Vulnerability does not communicate weakness, it communicates humanity. Facing and dealing with emotions in a genuine manner leads to authenticity. Again, vulnerability does not communicate weakness, it communicates humanity and strength.</i></li>
<li><b>Be trustworthy. </b><i>Trust, describes something that can be relied upon. Worthy, describes something deserving respect. Someone or something that be relied upon and worthy of respect is - in a practical sense - trustworthy. Being a "confidant" is only a small part of the picture. </i></li>
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<b>When the "4 Keys to Authentic Engagement" are turning, the locks are opening:</b><br />
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<li><b>Being present activates the human desire to engage. </b><i>Being present communicates a sense of respect and that sense of respect may lead to pure, raw engagement. This skill - and it is a skill - is missing is absent in many, if not most engagement transactions. Hence, when a "person with presence" is encountered, it is remembered.</i></li>
<li><b>Being honest is being free of deceit. </b><i>When honesty is present, trusting in the truth, the whole truth, becomes expected. Further, it creates dependability. Being honest will draw others toward the thoughts and opinions of those who are honest. The result is trust, increased value of presence, and opportunities to be "at the table" more often.</i></li>
<li style="margin: 0px 0px 0.25em; padding: 0px;"><b>Being real communicates humanity</b>.<i> People have issues, people have triggers, people have... Being real does not mean that an environment of griping and moaning is supported; it means that issues are not "swept under the rug" and are dealt with appropriately. It means learning the art empathy and possessing a sympathetic view - when needed. It means sharing in joy, understanding anger and allowing others to do so - safely - in your presence. It means discussing and sharing real life experiences in meaningful - safe - ways.</i></li>
<li style="margin: 0px 0px 0.25em; padding: 0px;"><b>Being trustworthy builds worth. </b><i> Being known as dependable to tell the truth, to be honest, to paint the full picture, to be counted upon - builds worth. These are the traits of being trustworthy. On a side note - yet important to say - trustworthiness is not about "keeping secrets. When "worth" is established it</i><i> will draw others toward the thoughts and opinions of those who have it. The result of worth is identical to that of trust - increased worth provides opportunities to be "at the table" more often.</i></li>
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<b>When the "4 Keys to Authentic Engagement" are not turning:</b><br />
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<li style="margin: 0px 0px 0.25em; padding: 0px;"><b>Being absent communicates irrelevance. </b><i>Being absent communicates the other party does not matter. </i><i>This is disrespectful to others. Further, it demonstrates a disregard of value. People desire value.</i></li>
<li><b>Being dishonest destroys trust. </b><i>Trust is a key ingredient to relationship that leads to engagement. If trust is destroyed, it may never be regained and may cause permanent damage to relationship. People seek honesty.</i></li>
<li><b>Being disingenuous causes doubt.</b> <i>Being disingenuous points to lack of integrity. Most people can spot disingenuous behavior. Once doubt sets in, all the pretending in the world cannot remove it. People want to be around "real" people.</i></li>
<li><b>Being untrustworthy destroys relationships.</b> <i>Lack of trustworthiness destroys relationships instantaneously, painfully, and often permanently. Being untrustworthy mean that reliance on "what" is brought to the table is not dependable. People need trustworthy forces.</i></li>
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<b><i>Failing to understand authentic engagement and its overall impact on "what" you do may slow both personal and organizational success and growth.</i></b></div>
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<b><i>___________________________</i></b></div>
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<b><i>As always – if you would like to learn more about this topic - or - book me to speak with your organization, operators are standing by!</i></b></div>
morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-35908814049325436672017-09-29T06:30:00.000-05:002017-09-29T08:58:19.786-05:00Friday with Friends - George Denies - 4 Characteristics of Great Leaders<div style="text-align: center;">
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<b>Friday with Friends - George Denies</b><br />
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I have known George Denies for many years, in fact, we have worked together on several organizational improvement initiatives. <br />
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<b>Without further ado: George Denies and his thoughts on the Four Characteristics of Great Leaders. </b><br />
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<span style="text-align: center;"><b>Organizational success depends on great leadership.</b> Throughout nearly 14 years as a municipal parks and recreation professional, I saw the best and worst of leadership. And though I didn't necessarily realize it at first, at times I was part of the problem. For example, an off-handed comment by a first-year lifeguard made me realize that the supervisory team I had put in place was viewed as lazy, entitled and unwilling to help their fellow team members — both a shock to me, and a disservice to my lifeguards. I wanted a team of great leaders, and I had the exact opposite.</span><br />
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<b>Great leaders motivate, inspire, coach, discipline, encourage and develop their team.</b> Under these conditions, team members have a better work ethic and buy into the organization's vision. Unfortunately, the converse is also true. If leaders demean instead of encourage, suppress instead of empower and criticize instead of support, team members become lazy, disengaged, negative, entitled or get burned out. This is what happened within my aquatics division.<br />
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So what does organizational leadership look like, and how can you implement it? In a recent survey I conducted with recreation employees in the Dallas area, I found several interesting correlations between quality supervisors, and how employees felt about their role in their organization and the value they bring to it. I started by asking two simple questions:<br />
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<li><i>What are some of the common errors that you have seen your bosses, supervisors and co-workers in leadership roles make?</i></li>
<li><i>What are some of the great qualities of an effective leader that you have worked for?</i></li>
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As to the first question, employees answered that they dislike complacent leaders, those who seem too comfortable in their job, play favorites and don't lead by example. They also don't like to be micromanaged, and don't like it when their efforts go unrecognized. These answers should come as no surprise, but they give those in leadership roles a great roadmap of things to avoid when working with employees.<br />
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<b>As for the positive attributes of leaders, responses fell into one of four categories: <u>vision, communication, character and work ethic.</u> </b><i>All four are individually and cumulatively necessary to the success of any organization. When all four areas work seamlessly together from the top of the organization on down, success lies just around the corner.</i><br />
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<b>Those interviewed described vision in a variety of ways, stressing that great leaders know the importance of their job, and display passion, confidence, decisiveness or motivation.</b> It all came down to forward thinking and being proactively involved with their team to reach a common goal. Employees value leaders who show purpose and value in their work each day. Something as small as thanking an employee for great work and how it contributed to the quality of life for their guests, or how a team member's suggestion improved the operational efficiency of the organization, leads to a better service provided to the community and a more engaged team.</div>
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<b>Leaders seek to improve and move toward the goals they have for their team and organization.</b> If you don't have goals for your team, take some time to set and communicate one-, five- and 10-year goals for yourself, your organization and your team. You'll be glad you did.<br />
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<b>Willingness to listen, empathy and understanding topped the attributes that fell under communication.</b> Employees appreciate when their bosses care about them, whether giving direction on a work project, coaching them to greater proficiency or recognizing them for a job well done. Small things such as friendliness, smiling often and engaging your employees in conversation while at work can go a long way toward employee satisfaction and productivity.<br />
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<b style="text-align: center;">After vision and communication comes character.</b><span style="text-align: center;"> Employees will work harder for someone who keeps their word. Leaders who don't lead by example take advantage of their position, lose respect from their team and fail to be role models for the good employee behaviors that their organization needs. Modeling great character sets the standard for your organization's future.</span><br />
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<b>The previous three characteristics can immediately be discounted by a team if a leader doesn't exhibit a strong work ethic.</b> Leaders need to be always present, punctual, organized and diligent. Proactivity and leading by example shows that a leader believes in corporate success and has the high level of engagement that it takes to help an organization succeed. Leaders should be proactive in staff training and daily operations and train their team to handle situations before they come up.<br />
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A peer of mine, Jim Wheeler, recreation manager with City of San Francisco Recreation and Parks, often asks those in the aquatics industry an interesting question: "Why do you allow your pool managers to sit in the pool office? No one has ever drowned in a pool office!" This simple yet profound statement speaks volumes about both work ethic and leadership in general. You want leaders in place who value hard work and are willing to go the extra mile to ensure you have a great operation.<br />
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<b>Vision, communication, character and work ethic make up the foundation of great organizational leadership. </b>Great leaders need to communicate these characteristics to their staff by modeling them on a daily basis, as well as teaching their team the essentials and importance of quality leadership. To do this well, leaders need to be intentional in training their staff and exhibit patience during the process. It won't happen overnight.<br />
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<i><span style="color: blue;">George Deines spent nearly 14 years working in the municipal aquatics industry before joining aquatic consulting firm Counsilman-Hunsaker as a project manager.</span></i></div>
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<i><span style="color: blue;">This article appeared in the January/February issue of Athletic Business. Athletic Business is a free magazine for professionals in the athletic, fitness and recreation industry. <span style="text-align: center;"><span style="color: blue;">The article originally appeared in the January/February 2016 issue with the title "What are the key qualities of great leaders?"</span></span></span></i></div>
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morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-45687737963140188272017-09-27T07:00:00.000-05:002017-10-01T09:31:03.830-05:005 Keys to Engagement<div class="separator" style="clear: both; text-align: center;">
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I am frequently asked "what are a few things I can do to ensure that I am doing my part in the the engagement process?" I respond with these "5 Simple Keys to Engagement Success."<br />
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<b>5 Keys to Engagement:</b><br />
<div>
<ol>
<li><b>Make eye contact. </b><i>Eye contact is an art form. For many, it is awkward and uncomfortable. To reduce the fear associated with eye contact, practice it. Practicing creates an opportunity to work through the awkwardness.</i></li>
<li><b>Be appropriately physical. </b><i>Formal greetings, handshakes, high-fives, etc. allow for the opportunity to create physical communication. Appropriate human-to-human contact communicates a value of importance to all "humans" involved in an engagement transaction.</i></li>
<li><b>Be present. </b><i>Focus undivided attention to the human directly in front of you. If multiple humans are present, share the attention.</i></li>
<li><b>Be the active listener. </b><i>Truly listen. Other humans know when attention is cursory and inauthentic.</i></li>
<li><b>Respond appropriately.</b> <i> While responding, make eye contact. Keep language appropriate to the entire audience that is present. Use proper words.</i></li>
</ol>
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<b>When the "5 Keys to Engagement" are turning, the locks are opening:</b><br />
<ol>
<li><b>Making eye contact creates a sense of safety and authenticity.</b> <i>This is valuable to the engagement transaction.</i></li>
<li><b>Appropriate physical communication reduces fear and tension while creating comfort.</b> <i> This is often be achieved with a formal greeting, handshake, high-five etc. This human-to-human contact is calming and communicates respect.</i></li>
<li><b>Being present creates a human desire to engage.<i> </i></b><i> This communicates a sense of respect.</i></li>
<li><b>Listening provides an opportunity to effectively contribute to the conversation.</b> <i> Active listening takes work. Instead of preparing the next response, create questions to ask such as: What was that like? Did you enjoy that? etc.</i></li>
<li><b>Responding appropriately, in all circumstances. creates feelings of safety and security. </b><i> This communicates that value is being placed on the engagement transaction and those involved.</i></li>
</ol>
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<b>When the "5 Keys to Engagement" are not turning:</b></div>
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<li><b>Lack of eye contact creates doubt and mistrust. </b><i>This, in most humans, causes a "gut" reaction to create space or push away. This is especially true in difficult or demanding situations.</i></li>
<li><b>Inappropriate physical communication causes fear and feelings of confusion and uneasiness. </b> <i>This creates distance. It may also cause shame and anger.</i></li>
<li><b>Being absent communicates the other party does not matter. </b><i>This is disrespectful to others and both communicates and demonstrates a disregard of value.</i></li>
<li><b>Not listening - like being absent - communicates that the other party does not matter.</b> <i>This is disrespectful to others and demonstrates a disregard of value.</i></li>
<li><b>Inappropriate responses cause doubt in the ability to deal with the engagement transaction. </b><i> This reduces the confidence level of all involved in the exchange.</i></li>
</ol>
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__________________________</div>
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<b><i>Failing to understand relationship and its overall impact on engagement may slow both personal and organizational growth.</i></b></div>
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___________________________</div>
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<b><i>As always – if you would like to learn more about this topic or book me to speak with your organization - operators are standing by!</i></b></div>
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morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0tag:blogger.com,1999:blog-6569144660243223968.post-81701587906527655952017-09-24T12:54:00.000-05:002017-09-29T10:36:26.806-05:00Meaningful Engagement: Relationship<div class="separator" style="clear: both; text-align: center;">
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Whether viewing relationship from the perspective of student-to-teacher <b><i>or </i></b>follower-to-leader <b><i>or </i></b>even consumer-to-sales person; <b>relationship is a critical component in developing engagement.</b></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhsC-t7MTmC1oRYiykWo__GeBKv0iOnjgojiindx17Z3ow0Bqt7pMvTcanJwfNelXfYyOoiTznL-Q5oLmmlbrhzvxqi9NtOzo92fsQdUHfFq-Cr3a3707fsOoFz4GoIWisT82u84GU98gI/s1600/ME+-+Education.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="754" data-original-width="829" height="181" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhsC-t7MTmC1oRYiykWo__GeBKv0iOnjgojiindx17Z3ow0Bqt7pMvTcanJwfNelXfYyOoiTznL-Q5oLmmlbrhzvxqi9NtOzo92fsQdUHfFq-Cr3a3707fsOoFz4GoIWisT82u84GU98gI/s200/ME+-+Education.png" width="200" /></a><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhNU28EEpagzBt0eh9JohtGZCrndz6Atx9An-D_gndmVK_QXcsaWDzc2HsovSZW-Bv_x1uTn78XSCA4_o5-lnjQM2HPyqlhMPJdIwmBF2SEtAlqrlOkoXFgI9imLITFAK8SDZjGenyzK3g/s1600/ME+LEADERSHIP+copy.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="754" data-original-width="832" height="180" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhNU28EEpagzBt0eh9JohtGZCrndz6Atx9An-D_gndmVK_QXcsaWDzc2HsovSZW-Bv_x1uTn78XSCA4_o5-lnjQM2HPyqlhMPJdIwmBF2SEtAlqrlOkoXFgI9imLITFAK8SDZjGenyzK3g/s200/ME+LEADERSHIP+copy.png" width="200" /></a></div>
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<b>Relationship is a critical component for several reasons. </b>Consider this; it is through the growth and development of a relationship that we: </div>
<ol>
<li><i>Create and build trust.</i></li>
<li><i>Establish and maintain both safe and healthy boundaries.</i></li>
<li><i>Decide and determine how we treat one another.</i></li>
</ol>
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<i>In the education illustration, once these attributes are established, students can:</i><br />
<ol>
<li><i>Trust their teachers and peers.</i></li>
<li><i>Know that there are established safe and healthy boundaries in both the learning and personal setting.</i></li>
<li><i>Rely on predetermined behavioral attributes focused on how they will be treated - and - the understanding of how they will be expected to treat their peers. </i></li>
</ol>
<i>The same is true in the leadership illustration. Once these attributes are established, followers can:</i><br />
<ol>
<li><i>Trust their leaders and peers.</i></li>
<li><i>Know that there are established safe and healthy boundaries in the both the corporate and personal settings.</i></li>
<li><i>Rely on predetermined behavioral attributes focused on how they will be treated - and - the understanding of how they will be expected to treat their peers.</i></li>
</ol>
</div>
<div style="text-align: center;">
__________________________<br />
<b><br /></b>
<b><br /></b>
<b>Failing to understand relationship and its overall impact on engagement may slow both personal and organizational growth.</b></div>
<div style="text-align: center;">
<br />
__________________________</div>
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<b><b><i>As always – if you would like to learn more about this topic or book me to speak or with your organization, operators are standing by!</i></b></b></div>
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<span style="color: rgba(0 , 0 , 0 , 0); font-family: "lato" , sans-serif; font-size: 0px;">The Fred Factor is a fable about a postman that teaches Four Fred Principles. They are: 1. Everyone makes a difference. Some might see delivering mail as monotonous drudgery, but Fred sees the task as an opportunity to make the lives of his customers more enjoyable. Regardless of whether an employer hinders exceptional performance, ignores it, or does not adequately recognize it, only the employee can choose to do his or her job in an extraordinary way. Sanborn writes, 'Nobody can prevent you from choosing to be exceptional.' 2. Success is built on relationships. Indifferent people deliver impersonal service. Sanborn writes that service becomes personalized when a relationship exists between the provider of the service and the customer. The quality of the relationship determines the quality of the product or service. Leaders succeed when they recognize that their employees are human, and employees like Fred the Postman succeed when they recognize their work involves interacting with other human beings. 3. You must continually create value for others, and it doesn't have to cost a penny. Replace money with imagination. Sanborn explains that the object is to outthink your competition rather than outspend them. The most critical skill that contributes to employability is the ability to create value for customers and colleagues without spending money to do it. Substitute creativity for capital. Mediocrity is your silent opponent and can diminish the quality of your performance as well as the meaning you derive from it. 4. You can reinvent yourself regularly. If Fred the Postman can excel at bringing creativity and commitment to putting mail in a box, you are probably capable of doing as much or more to reinvent your work and rejuvenate your efforts. Sanborn believes that 'no matter what job you hold, what industry you work in, or where you live, every morning you wake up with a clean slate. You can make your business, as well as your life, anything you choose it to be.'</span></div>
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<span style="color: rgba(0 , 0 , 0 , 0); font-family: "lato" , sans-serif; font-size: 0px;">The Fred Factor is a fable about a postman that teaches Four Fred Principles. They are: 1. Everyone makes a difference. Some might see delivering mail as monotonous drudgery, but Fred sees the task as an opportunity to make the lives of his customers more enjoyable. Regardless of whether an employer hinders exceptional performance, ignores it, or does not adequately recognize it, only the employee can choose to do his or her job in an extraordinary way. Sanborn writes, 'Nobody can prevent you from choosing to be exceptional.' 2. Success is built on relationships. Indifferent people deliver impersonal service. Sanborn writes that service becomes personalized when a relationship exists between the provider of the service and the customer. The quality of the relationship determines the quality of the product or service. Leaders succeed when they recognize that their employees are human, and employees like Fred the Postman succeed when they recognize their work involves interacting with other human beings. 3. You must continually create value for others, and it doesn't have to cost a penny. Replace money with imagination. Sanborn explains that the object is to outthink your competition rather than outspend them. The most critical skill that contributes to employability is the ability to create value for customers and colleagues without spending money to do it. Substitute creativity for capital. Mediocrity is your silent opponent and can diminish the quality of your performance as well as the meaning you derive from it. 4. You can reinvent yourself regularly. If Fred the Postman can excel at bringing creativity and commitment to putting mail in a box, you are probably capable of doing as much or more to reinvent your work and rejuvenate your efforts. Sanborn believes that 'no matter what job you hold, what industry you work in, or where you live, every morning you wake up with a clean slate. You can make your business, as well as your life, anything you choose it to be.'</span></div>
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<span style="color: rgba(0 , 0 , 0 , 0); font-family: "lato" , sans-serif; font-size: 0px;">The Fred Factor is a fable about a postman that teaches Four Fred Principles. They are: 1. Everyone makes a difference. Some might see delivering mail as monotonous drudgery, but Fred sees the task as an opportunity to make the lives of his customers more enjoyable. Regardless of whether an employer hinders exceptional performance, ignores it, or does not adequately recognize it, only the employee can choose to do his or her job in an extraordinary way. Sanborn writes, 'Nobody can prevent you from choosing to be exceptional.' 2. Success is built on relationships. Indifferent people deliver impersonal service. Sanborn writes that service becomes personalized when a relationship exists between the provider of the service and the customer. The quality of the relationship determines the quality of the product or service. Leaders succeed when they recognize that their employees are human, and employees like Fred the Postman succeed when they recognize their work involves interacting with other human beings. 3. You must continually create value for others, and it doesn't have to cost a penny. Replace money with imagination. Sanborn explains that the object is to outthink your competition rather than outspend them. The most critical skill that contributes to employability is the ability to create value for customers and colleagues without spending money to do it. Substitute creativity for capital. Mediocrity is your silent opponent and can diminish the quality of your performance as well as the meaning you derive from it. 4. You can reinvent yourself regularly. If Fred the Postman can excel at bringing creativity and commitment to putting mail in a box, you are probably capable of doing as much or more to reinvent your work and rejuvenate your efforts. Sanborn believes that 'no matter what job you hold, what industry you work in, or where you live, every morning you wake up with a clean slate. You can make your business, as well as your life, anything you choose it to be.'</span></div>
morrrgmhttp://www.blogger.com/profile/11897300559323531342noreply@blogger.com0