Rules of Play

Just because a High Performance team environment is not accomplished through "command and control of workers" does not mean there are not performance and behavioral expectations. In fact, clear expectations are the foundation of high performance.

All teams or groups perform their work within a set of clearly-defined boundaries. Let's take basketball as an example.

Basketball is played on a court 94 feet by 5 feet. When a player steps outside of those boundaries, the ball is "turned over" to the opposing team. In addition, there are numerous other rules and regulations which govern the play. Whenever those rules are violated (one player hits another player who was shooting the ball), there is a consequence which punishes the team that violated the rules. The boundaries, rules, and regulations in basketball establish fairness and consistency in the game.

Workgroups or teams have boundaries as well. These could be thought of as "rules of play" and establish order, predictability, and stability in the team's performance. Their absence would result in chaos, disorder, and poor performance. Boundaries, rules, regulations, expectations, or whatever we want to call them must exist to create a high-performance environment.

Until next time...

Sheryl Tuchman
http://Tools2Succeed.com/

Vision in Leadership

Empowering leaders have a driving passion to realize their vision.  Great leaders are not more talented than the majority of people.  However, they know what they want and work with all their might to make that happen.

Great leaders have a clear vision of what they want to accomplish and a passion for making that vision a reality.

• They know clearly what they want, and they work passionately to make that happen.
• They do not meander throughout the day in a state of half-consciousness.
• They do not allow events and circumstances to determne what will happen to them.
• They are concerned with outcomes.
• They use their vision to rise above adversity, setbacks, and even failure.

Think about these events:

• Columbus envisioned a new world before he discovered it.
• Lincoln dreamed that his countrymen could be free from bondage before he brought that about.
• An architect envisions a building before he builds it.  He draws a picture of it, exactly how it will look, down to every detail including the color of the flowers surrounding it.

What is YOUR vision?

Until next time...

Sheryl Tuchman
http://Tools2Succeed.com/

Speaking in Front of a Group

The opportunity and desire to speak in front of a group is feared, dreaded, side-stepped, avoided, and shunned by most people.  For many people, it is the thought that all eyes will be on them.  For others, it is the fear of making a mistake.  The most difficult time for a presenter is overcoming the fear and anxiety that exists right before you stand in front of a group.

What if...

• I forget what I am going to say?
• I trip and fall?
• I laugh?
• I freeze?
• I say something stupid?
• people don't like me?

The bad news is that nervousness and anxiety assoicated with speaking in front of a group doesn't go away.  The good news is that it shows passion and dedication for what you do.  Learning how to deal with the stress and turning the nervousness into constructive energy is vital to success. 

To get started right, make sure you are dressed appropriately and comfortably.  How you feel about your appearance is important to your confidence.  Make sure you know your material.  This cannot be overemphasized!

Next, arrive early to become comfortable with your surroundings and prepare yourself mentally and emotionally.  Make sure you have some time for yourself to focus and relax.

Next, focus on your breathing.  Breathe deeply to help calm your nerves by allowing more oxygen into your system. 

Now you're ready to begin your presentation.  In the first 30 seconds, you will want to grab your audience's attention, make a connection, and introduce your presentation.  Share a story, quote, metaphor, music, or ask engaging questions.

Now you've got their attention.   Keep their interest level high.  Focus on varying your volume, pace, and tone.  Make eye contact. Use conscious movements.  Be enthusiastic!  Enthusiasm is contagious.

Until next time...

Sheryl Tuchman
http://Tools2Succeed.com/

Responsibility

Responsibility means that we recognize that we choose how we react to the events of our lives.  In this sense, responsibility means ability to respond.

The choices we make pertain to three areas:  our thoughts, our feelings, and our actions.

If something bad happens to me and I act like a victim, how am I likely to feel, act, and think?  On the other hand, if I assume full responsibility, how am I likely to feel, act, and think?

As we exercise our "ability to respond", we become aware that we not only respond to the events of our lives, but we also have a part in creating those events.  This does not always mean that we cause all of the events that occur in our lives.  There are circumstances and events that exist outside of our direct control.

However, at a minimum, we make choices which put us in the situation in which those events occur.  Often we even set up the events to which we respond.

When we act like victims, we blame others and justify our own behavior.  When we act like victors by taking responsibility, we recognize our choices.  One attitude leads to disempowerment; the other leads to empowerment.

Responsibility for ourselves is directly related to our ability to make choices.  Here are three levels of choices:

• Behavioral:  Take direct control of our thoughts, feelings and actions.
• Situational:  Choose to change our circumstances.
• Attitudinal:  Accept what we cannot change.

Most of the time we exercise behavioral responsibility.  Less frequently we exercise situational responsibility.  When we are unable to alter our reality through either of those means, we exercise attitudinal responsibility.

Think about it.  What could you gain by:

• Not blaming others when things go wrong?
• Taking responsibility fo all of your thoughts, feelings and actions?
• Accepting accountability for your results?

Until next time...

Sheryl Tuchman
http://Tools2Succeed.com/

Developing a High-Performance Strategy

Does everyone in your organization know its strategy? 

Strategy is not necessarily a document but rather an orientation and mindset that should be understood by every employee, guiding day-to-day decision-making at every level of the organization.

Some elements of strategy include:

• A synonym for conscious choices
• Addresses the interface between the organization and its environment
• Lays the foundation for tomorrow's success while competing to win today
• Involves anticipating, adapting, and creating change
• Is the most important and difficult challenge facing most businesses
• Requires trade-offs (can't be all things to all people
• Includes differentiating the organization from competitors
• Necessitates risk-taking
• Is the task of the entire organization
• Must be operationalized into plans and actions

Although some industries are more stable than others, the ones that flourish in the long-run are those who engage in continual strategic renewal.

Our sequence for strategic design is:

• Analyze the business environment
• Forecast the future
• Create a core idealogy
• Define strategic direction
• Define competitive advantage
• Set goals
• Create a master plan

Please let us know if we can help you with your strategy!

Until next time...

Sheryl Tuchman
http://Tools2Succeed.com/

Building Trust

What does trust mean to you?  Our definition is "confidence in your relationships with others."  When you have high confidence (high trust) in your work relationships, yours can become a high-performing team and organization.

All of us have felt vulnerable before -- dependent upon someone else and open to being hurt or burned.  When that happens, let's suppose you take a risk, sharing and opening yourself up to the other person.  He/she responds with respect, and your relationship is strengthened.  Your desire to share more or risk more goes up too.  The next time you feel vulnerable again, you are likely to take a risk because you have had a good experience.

What happens, though, if one day you open yourself up but get stabbed in the back?  Your confidence goes down and your relationship is weakened.  It will take a long time to build back the trust you had established if that can be done at all.

Remember that one negative incident can undo many, many positive ones.  In order to build trust, you need to respond with respect, confidence, and appreciation.

Until next time...

Sheryl Tuchman
http://Tools2Succeed.com/

Accountability

Do you know what you need to do but you just don't do it?  I hear this type of comment often, especially now that our Time Management workshops are coming up next week.  "I know what I'm supposed to do to manage my time, but I just don't get around to it." 

Have you ever had someone to hold you accountable for your actions?  A boss?  A coach?  A friend or colleague?  When you know that someone is counting on you or is pulling for you to succeed, it gives you the extra motivation to get things done.  Maybe you've had an exercise partner or a friend to help you both lose weight.  Usually this buddy system works much better than just going it alone.

If you have a goal in mind but are having trouble doing what it takes to get there, look around for someone to help hold you accountable.  In our public workshops, we choose "Accountability Partners" at the end of each workshop.  These partners keep in touch throughout the month and help each other with the goals they have set for themselves in the workshop.  You can use this same concept in your personal or professional life also.  Find someone who truly wants to see you succeed.  We can also provide professional coaching for you.

Think about what is most important to you.  What are your dreams and goals?  How will you get there?  Find someone to help you, and get started now.

Until next time...

Sheryl Tuchman
http://Tools2Succeed.com/