Scribbles

Being predominantly EXECUTIONAL

2011-09-27T04:45:00.000+02:00

The 34 Talent Themes, as researched and defined by Gallup in the late 90's, was later "clustered" into four different groupings. Although ongoing research is backing this specific grouping of Talent Themes, one should still realise that talents cannot be treated as a specific formula. Instead, it is much more like art - mixing different colours bring forth a unique blend. The same with the art of cooking: you could formulate a recipe, but mixing unique ingredients and spices always has its own aroma and taste. And talents are about a unique mix...
Gallup research has shown that the 34 Talent Themes (and, note that it is called "themes" for a reason) are used within specific context most of the time. The 34 different themes of predominant thinking, feeling and behaving can be divided into four clusters, namely "Executing Themes", "Influencing Themes", "Relational Building Themes" and "Strategic Thinking Themes". (You can read more about the research on this in "Strengths Based Leadership" by Tom Rath (Gallup Press).

In the next series of posts I would like to elaborate on each of the four "clusterings", as I like to call them. First, the Executional Themes...

Gallup sorted the so called Executional Themes as Achiever, Arranger, Belief, Consistency, Deliberative, Discipline, Responsibility, Restorative and Focus.

The first thing to keep in mind when studying these themes as being "executional", will be to keep in mind that each one refers to a predominant pattern of thought, feeling and behaviour. Interaction and dynamics between two or more talent themes has a definite and strong impact on each theme...thereby influencing and colouring the way the specific theme is manifested and used.

Overall, the 9 Executional Themes has shown to have a definite drive towards "getting things done". You could relate it to the so called "task orientation", or, when referring to the DISC profile, towards the D and C quadrants (generally speaking, but not as simplistic). Again: this should be approach as dynamic and interdependent.

Within the drive towards getting something done - mostly something tangible - each of these themes has a specific strong element. This element can be explained as follows:

Achiever - goal oriented; "ticking the to-do list"
Arranger - multi tasking; organizing the bigger picture
Belief - value driven results
Consistency - meet the ends within fairness and boundaries
Deliberative - questioning the outcome and facts
Discipline - results through routine and structure
Responsibility - driven towards results through ownership
Restorative - the drive to fix things, make it work or restoring wholeness
Focus - hitting the target; zooming into the details.

Should you have some of the above Executional Themes within the higher level of your Talent Profile, it is most likely that the specific talent(s) will be the dominant drive towards getting things done or you reaching specific goals. A combination of two or more of these themes - especially within the top 5 grouping of your talents, will have a definite effect of an overall pattern towards executional (task oriented) thinking, feeling and behaving.

Sometimes you get it that someone has an overwhelming mix of a specific clustering - like 4 or even 5 out of 5 within their top 5 Talent Themes. In such instance someone will be an "do-er" or executioner to the extreme... they will be very strong in getting things done, reaching goals and hitting the target.

The cluster trap

Something that one must be very careful not to do, is to fall into the trap of generalization of these clusterings. Not having specific Executional Themes high in your mix, does not mean that you cannot get things done, hit the mark, reach the goal or be responsible for executional duties. Skills can be learned. That is the edge we have of being human. But when it comes to sustainable energy, and outlasting the rest within a field, someone with strong Executional Themes will be more suited towards a situation of getting things done, in the same manner that someone with strong Relational Themes will be more suited towards a situation where people and relational interaction is predominant.

I would love to hear your views and experience on specifically the Executional Themes. If you have some of them, how do you experience them in practice? If you do not have them high, do you compensate? How? If you are a coach or Talent Guide, what is your experience of this topic? Please post your comments.

Next time I will elaborate on the so called "Influencing Themes".

- by Dries Lombaard
Founder and Owner: Africanmosaic

Visit our Website: www.africanmosaic.com

3 Reasons Why Young Leaders Neglect Relationship

2011-08-01T10:36:00.001+02:00

"How do I get more influence?"

I hear this question a lot. Every time I sit down with a young leader, in fact. I hear it at the end of the day, too, ringing in my ears. Because it's something I often ask myself.

For most of my life, I've wanted to be popular. Isn't this what we're plagued with for most of our young lives -- the seductive temptation to be "cool"?

In grade school, I used to watch the other kids play outside while I remained indoors, lamenting to my mom that no one wanted to play with me.

"Why don't you just go join them?" my mother would ask, sighing. I never did.

In high school, in between being bullied by upperclassmen, I would watch movies, drink too much soda, and complain that I never had anything to do.

"Why don't you call someone, Jeff?! Be the initiator." She had memorized the script by now.

Eventually, I did. But it took an inciting incident as powerful as a friend collapsing dead on the gymnasium floor before I would get off the couch. Sometimes, it takes a tragedy for us to realize what's important. For me, it was the realization that relationships matter, but that they take intentionality to build.

We all want influence, but very few of us are willing to do the work earn it. Influence begins (and ends) with relationship. A lot of young leaders overlook this. Here are three reasons why.

1. Pride
I think I'm hot stuff. So do other young leaders. We all want to be self-made men and women. We've got a degree, a great skill set, and ambition. Isn't that enough? No. No it's not.

Excellent leaders recognize that they need the help of others to succeed. They count on it. They build teams of people who are strong in the areas that they're weak. And they're humble enough to admit what those areas are.

2. Laziness
Relationship takes work. A lot more work than just sitting in a corner with all your great ideas and vision, waiting for someone to notice you.

Relationships are "squishy." They require a certain amount of intuition. For a task-oriented person like me, they're easier just to skip. But if you do that, you forego the opportunity to influence. You end up with no one to lead and no real work to do.

3. Fear
Relationships are risky, especially new ones.

We may say that we're "not touchy feely" or "Type A," but let's call it what it is: fear. We're afraid to risk rejection or failure, so we avoid the messiness of relationship.

Fear holds us back from being our true selves. Fear is a liar. Fear will raise irrational doubts and fears in you that you never would have thought on your own.

Fear is the enemy to success. And you must slay it today if you're going to lead tomorrow.

What do you do?

There is no magic bullet or formula for working through each of these obstacles. We must simply choose to make relationships matter.

The most successful leaders in the world are not successful merely because of their abilities or their accomplishments. They're successful, because they've learned how to build and harness important relationships.

In fact, successfully building influential relationships may be the hardest skill of all.

So how do you become a person of influence? You do the opposite of the above:

1. Serve
You humble yourself. Join someone else's dream before trying to launch your own. Come alongside someone else's dream before trying to launch your own.

2. Hustle
Notice that I didn't say "stalk." Work hard to deepen existing relationships and build new ones. Go the extra mile. Show up early. Leave late. Show the person that you're trying to build a relationship with that you value their time. Say "thank you."

3. Risk
Saying "be brave" (as a solution to the obstacle of fear) would ring hollow and untrue. It doesn't work like that.

Courage is not just facing fear, but working through it.

Take risks. Make bold asks. Practice being brave, and pretty soon you actually will be.

Jeff Goins is a writer, idea guy, and all-around cool dude. He works with Adventures in Missions, lives in Nashville with his wife Ashley and dog Lyric. You can follow Jeff's blog at goinswriter.com or connect with him on twitter @jeffgoins. Jeff is passionate about words and the difference they can make in the world.

The Era of the Right Brain Thinker

2011-07-25T10:29:00.001+02:00

Creativity and innovation will guide tomorrow’s leaders.

Tomorrow’s leaders can’t know for sure what the world will look like when their time to lead arises. No one can. But as we all strive to manage the economic, technological, and social shifts revolutionizing every facet of business, we must take tangible steps to prepare the new crop of leaders for the reality that awaits them.

Where do we start? We must first identify the challenges they will face, starting with the magnification of a burden today’s leaders know too well: increasing complexity. There are more forces affecting every decision than ever before, and infinitely more decisions to make—from social media strategy to the implications of new global power centers. According to IBM’s 2010 Global CEO Study, not only do today’s CEOs expect this complexity to continue to grow, but they feel ill-equipped to handle it.

Another tough issue will be attracting and retaining talent. Workers know they can’t depend on a company for lifelong salary and stability. The best talent wants more than that, anyway—they want to be fulfilled and inspired by their work. It’s no longer enough to say, “I work at a big-name company.” Smart, driven professionals want to say, “I’m working on this incredibly interesting project, and it’s going to change the world.”

It becomes evident that creativity and innovation are critical capabilities for leaders in a future characterized by constant change, created and sustained by employees who seek inspiration and meaning. In fact, IBM’s study found that today’s CEOs are already identifying creativity as the most important leadership characteristic.

To those of us who practice and teach the art of innovation, this makes perfect sense. Creative leaders are more agile, open to change, and highly adaptable. They are better at finding new ways to approach and solve problems. Creative leaders depend less on “the way things were,” and instead are excited to imagine entirely new realities.

These findings dovetail nicely with the case Daniel Pink made in his book, A Whole New Mind. He suggests that the era of the “left-brain” thinker is over. Logical, linear thinking—while still necessary—is no longer a differentiator. “Right-brain” skills such as synthesis, the ability to tell a story, and big-picture thinking will be the hallmarks of success in what Pink calls the new “Conceptual Age.” These capabilities retain value in an era where technological and economic factors can quickly commoditize even the best rule-based thought processes.

To harness and develop right-brain skills in the workforce, tomorrow’s creative leaders will need to be visionaries. The idea of visionary leadership is not new, but a heightened emphasis is necessary to invoke the passion and dedication of future workers. A captivating leader who embodies the best aspects of an organization’s purpose is a uniquely attractive motivator. The new generation of professionals wants this kind of leadership, as they seek inspiration and fulfillment from work in ways that earlier generations did not always demand.

Power “Steering”

Tomorrow’s leaders will be responsible for “steering” more than anything. Whether it’s steering organizations through the never-ending swirl of complexity, or steering employees toward inspirational work that adds value to the company and their own lives, the leaders of tomorrow must leverage creativity and innovation to move forward.

By Lisa Bodell - CEO of futurethink (futurethink.com), an innovation research and training firm.

Debunking the talent retention myth

2011-07-20T05:48:00.000+02:00

This article appeared on www.skillsportal.co.za on Thursday, 26 May 2011

South African companies should no longer assume that career path planning, brand loyalty and rewards for high-flyers will retain their valued employees. Instead, they need to recognise that financial rewards and organisational attachment are not a catch-all for retention and that employees in the new world of work have developed an open, flexible attitude to their relationship with employers.

That’s the critical learning to emerge from second National Employee Engagement Survey, which will be presented on Thursday, 09 June 2011 in Johannesburg by its authors, Ruwayne Kock and Dr Kent McNamara.

A registered industrial psychologist, Kock is a shareholder at The Human Resource Practice where he is the head of the consulting service line. His associate there, Dr McNamara is an industrial anthropologist.

According to the pair, their research has debunked several key myths surrounding the retention of employees in South African organisations. For example, in addition to the diminished appeal of the ‘traditional rewards’ (financial, career and leisure incentives), the research found that corporate organisations should place less emphasis on the indefinite retention of employees, and more emphasis on ensuring that while people are in their employ, they are provided with the resources to enable them to perform to a high level and deliver quality results.

This shift of focus involves two strategic steps, namely, moving away from monitoring the ‘exit’ process to placing more emphasis on the ‘arrival’ process, by attracting, screening and on-boarding candidates with the appropriate personal engagement attributes and potential for performance; and creating the environmental conditions for rapidly enhancing employee engagement and performance.

“Our first national survey of engagement, conducted in 2009, showed a phenomenal 64% of South African employees were looking for new horizons within and outside their companies,” said Kock. “It therefore suggested that one way of improving the bottom line without decreasing overheads and expenses was to strengthen employees’ sense of engagement1 to their jobs and their organisations, and as a result, improve their performance.

“The second South African National Employee Engagement Survey examined the relationship between intent to stay, or leave, with those factors that are historically associated with boosting engagement levels, such as career progression, job satisfaction and financial rewards.

“A sample of 406 respondents was electronically surveyed across all nine provinces and across most industry sectors, job levels, population groups and disciplines. The 2010 survey found that respondents’ personal effort that is, the decision to work hard or put in extra effort, is related to their personal identification with their jobs or occupations.

“This finding points to the importance of the content and challenge of the job which can improve organisational identification or association. The study also found that the high risk retention categories were people under 30, with degrees, with 4-10 years experience, managers, African and Indian respondents, people in administration, human resources, utilities and government,” said Kock.

The following retention myths in the management of talent in local organisations were challenged by the survey:

1. Satisfaction with career progress is not a reliable indicator of intent to stay or leave. It is clear that many employees will fulfil career aspirations in different organisations.

2. Professional people in South Africa operate in a ‘new world of work’, characterised by more open and flexible relationships with organisations, where company loyalty and lifelong affiliation is less important than previously.

3. Satisfaction with financial rewards does not always predict intent to stay and does not offer a ‘catch-all’ strategy for retention. Although many younger people were unhappy with pay and thought of quitting, this was not true for other employees.

4. Supervisors’ are not the ‘front line’ of engagement; instead, the supervisors’ own personal sense of engagement was found to be consistently low across different sectors and must be raised if they are to play a greater role in engaging their subordinates.

5. The Human Resources discipline should be the champion of employee engagement, yet the HR practitioners who took part in the survey revealed a low level of personal engagement, which poses a challenge for any talent retention strategy

Dr McNamara summarised: “Given these findings, the managers of tomorrow need to provide conditions to enhance employee engagement. They need to be self aware; conduct critical performance conversations; conduct realistic career dialogues and coach subordinates to optimal performance.

“Employees of tomorrow will need to be resourceful, demonstrate a positive attitude, be inspired, manage their jobs efficiently and be a team player, if they are to perform under the current economic conditions. This requires a transformation of the employee value proposition to include challenging and meaningful work that will enhance organisational commitment and in turn, retention,” he said.

Three simple tips to Strategize in times of uncertainty

2011-07-15T09:54:00.000+02:00

It is no secret that the past few years have been tough on many businesses. During our recent political in-fighting and economic uncertainty, businesses leaders had their nose to the grindstone striving to do more with less.

But as the economy slowly begins to improve and the dust starts to clear, many in management are starting to realize a key problem with the old strategy. Everyone was so focused on surviving and cutting that they have no strategic initiatives…no clear next steps, vision or, in many cases, energy. Leaders are suffering from their own business hangovers.

As a manager, how can you get back to the business of strategizing and leading again? Here are three quick and easy tips that any business leader can practice to immediately improve his/her leadership performance:

1. Focus on energy, not time.
Energy, not time, is an essential element of productivity and growth. Have you ever noticed when you have endless high-energy and excitement you are more alert, focused, positive and productive? In fact, energy is what makes time more valuable. Time is a constant; energy is a manageable, renewable resource. What's burning your energy and what refuels it? Physically? Mentally? Emotionally? Spiritually?

This question applies to your company as well. What's burning the energy of the company and what refuels it with respect to your strategy, operations, financial and people resources? Your answers will influence your strategy for energy management within the constraints of time and how you maximize the year ahead.

2. Focus on each conversation.
Leadership happens one conversation at a time. You are responsible for the quality of each and every conversation. Slow down and brainstorm what you want to say and how you want to express it prior to speaking or typing. Ask yourself, What is the ideal outcome of this conversation? and then focus on two to three thought-provoking questions that you can ask to create your ideal outcome.

The brain is triggered by starts and stops. Create a positive filter when you begin a conversation by having an opening declaration or question that frames your ideal outcome, i.e. How might we best increase our sales 10%? is a much better way to start a meeting than Our sales are down and we better figure out how to turn them around! When you bring a conversation to a close, your last words linger. Utilize action statements to close conversations where you need increased accountability, or use persuasive, emotion laden comments when you need engagement and buy-in. For example, I look forward to seeing your first marketing draft on Tuesday at 4pm or I'm really excited to hear your creative ideas for this exciting new product launch next Thursday at 9am are ideal closers.

For meeting prep, devote at least five minutes to think of three to five questions that will serve as your agenda and foster more critical and creative thinking. These five minutes will save you hours down the road.

3. Focus on creating internal alignment.
Only when your values and passions match your actions will you find peace. Step back and ask yourself: What am I resisting? What am I judging? What am I attached to? When people resist it means they are stuck. Stuck from fear. Uncover the specific fear so you can address it and decrease resistance. Uncovering internal judgments and attachments allows you to uncover tension. Where there's tension, there's no clarity and acceptance. When you gain clarity and compassion you reduce tension and risk and are more willing to try a new approach. Last but not least, what three rules do you live by that you wouldn't change anytime for anyone? Answer these questions and you’ll gain clarity, insight and a foundation for momentous success.

AmyK Hutchens, Founder and Intelligence Activist, AmyK International, Inc., is a speaker, trainer and business strategist. Having made over 800 presentations around the globe and worked with more than 20,000 executives on leadership and sales, AmyK and her team teach executives how to lead and sales teams how to sell…successfully. Follow AmyK on Twitter @AmyKinc or visit www.amyk.com.

101 Common Sense Tips (final)

2011-07-08T08:47:00.000+02:00

In the final blog of our series on Common Sense Tips for Leadership, we learn to...

Go Above and Beyond

Managing people isn't just about getting the job done. To truly be a great leader, sometimes you need to go above and beyond what the job calls for.

93. Lead by example. You can talk until you're blue in the face, but the best way to get a point across is to be the model to emulate. Let employees follow your lead.
94. Get your hands dirty. Sometimes you need to show your employees that no one's above doing unattractive tasks.
95. Make a difference to your employees. Don't just be a generic manager — stand out as a leader and role model for your employees.
96. Gain your employees' trust and respect. You'll have a much easier time managing employees when they respect your rules and boundaries and trust your leadership.
97. Be empathetic to personal problems. Whether it should or not, what happens outside of work can have a big affect on the quality of work produced. Be sensitive if employees have personal issues that keep them from concentrating on work.
98. Be unique as a manager. Every position demands something different and you should be proud to be adept at your particular role rather than trying to emulate other managers.
99. Remember that ethics matter above all. Be honest and reliable in all of your business and personal relationships.
100. Be on the lookout for new ideas. You never know where your next great inspiration will come from.
101. Get to know your employees. Learn more than just their names. Get to know your employees' family backgrounds, likes and dislikes. Doing so will make you more personable.

Recognition to www.focus.com for this 101 Tips on Leadership.

101 Common Sense Tips (continued)

2011-07-07T08:43:00.000+02:00

Resolving Problems

Whether problems are internal or external, they can make your management duties a nightmare if you don't handle them correctly. Here's how to stay on top of them.

84. Stand up for employees. If other departments or managers are bearing down hard on your employees, stand up for them.
85. Fix what's broken. Don't waste time placing blame. Take care of fixing the problem before dealing with any possible repercussions.
86. Manage and control your emotions. Don't let anger or frustration affect your problem resolution. If you are emotionally invested in a situation, cool down before discussing it or bring in an outside mediator.
87. Learn when to step in. Some problems might resolve themselves if you just let them be, but you need to be aware of times where you'll need to step in and take control of a situation.
88. Take the blame. If you've made a mistake, fess up. It'll give you more time to work on fixing the problem instead of talking your way out of taking the rap.
89. Get the facts first. Before you pass judgment on a situation, make sure you have the whole story. Listen to employees and refrain from questioning anyone's integrity without first ensuring that you've gathered all the data.
90. Rise above the crisis. Learn to separate yourself from the problem and rise above the fray. You'll be able to think more clearly and make a better decision on how to rectify the issue.
91. Don't ignore problems. A small problem can easily snowball and become something much more difficult to fix.
92. Try to depersonalize problems. Let employees know that the problem isn't with them but with their actions. Don't make it personal.

...to be continued...

101 Common Sense Tips (continued)

2011-07-06T08:39:00.000+02:00

Keep Up with Change

There is no way to stop the world from changing, so follow these tips to keep up and ahead of the game.

76. Don't fight change. You can't stop markets, trends and technology from changing, so learn to go with the flow.
77. Adopt a predictive managerial style. Don't wait for things to happen to make a move. Anticipate problems and provide contingency plans.
78. Test your contingency plans. Waiting for disaster to strike is a dangerous way to find out if your emergency plans will hold. Test them out from time to time to fine-tune them and make sure they're still relevant.
79. Identify the positives. Even the most negative changes can have positive aspects to them. Being able to identify and maximize them can help make adapting less painful.
80. Be quick to adapt. Learn to adapt to changing situations quickly and be able to change plans on the spur of the moment if the situation requires it.
81. Stay tuned to external factors. Your business is affected in many ways by outside factors. Keep abreast of these so you can anticipate any sudden market changes that would affect how you need to manage.
82. Put in place a Research and Development plan. Encourage innovation and creativity to stay ahead of the demand for newer and better products and services.
83. Keep an eye on the competition. Don't let the competition get the best of you. Keep up-to-date with what they're doing and use it to your advantage in managing your business.

...to be continued...

101 Common Sense Tips (continued)

2011-07-05T08:37:00.000+02:00

Communicating with Clients

Whether you're a business owner or a manager carrying out a project, one thing is always the same: The client is dominant voice in decision-making. Learn to communicate with them effectively and you'll set a good example for the people you supervise.

67. Remember that the customer is the boss. At the end of the day, your job is to make the customer happy. Act accordingly.
68. Differentiate your products. Don't get lost in a sea of products and services like yours. Make sure you stand out from your competitors.
69. Retain customers as much as you recruit new ones. While you always want to bring in new business, it's very important to maintain relationships with loyal customers.
70. Provide effective channels of communication. Make sure your clients can contact you easily and quickly if they have a problem, concern or question. They can also provide a valuable source of feedback.
71. Maintain customer data. Use this data to make your customers feel special by remembering occasions like birthdays and anniversaries. It's also helpful for keeping track of purchasing preferences.
72. Segment your customers. Not all customers are alike. Divide your customers into groups that allow you to provide attention and services that meet each customer's unique needs.
73. Provide effective after-sales services. Don't let contact fall off after the work is complete. Make sure your client stays happy.
74. Listen attentively. Pay attention to exactly what clients are asking for to help you better meet their needs.
75. Don't be afraid to say you don't know. It's OK not to know the answer to every question. It's better to say you don't know and get back to a customer than to try to bluff your way through a conversation and have to backtrack later.

...to be continued...

101 Common Sense Tips (continued)

2011-07-04T08:32:00.000+02:00

Managing Finances and Resources

Whether you're a business owner or a manager, staying on top of tangible items is vital to success. These tips can help you keep track.

56. Set up a realistic budget. While it's good to be optimistic, don't plan for more spending than you know you can afford. Make sure you plan for emergencies and contingencies as well.
57. Save costs where they matter the most. Don't just pinch pennies for the present. Make sure your savings will pay off in the long run. Compromising on quality might cost you later on in repairs and replacements.
58. Spend only when it's necessary. Don't spend if you don't need to. Every bit you save goes toward your profit.
59. Find alternative sources of finance. Sometimes even successful businesses need a little help. Business loans and investors can help you through leaner times.
60. Stay true to your contracts. Not only will you gain the respect of your clients, you'll also avoid legal battles that can be a serious financial drain.
61. Make sure employees are well compensated. Employees deserve to be rewarded for hard work. Make sure yours are well compensated for their time and they'll be more productive and happier to come to work.
62. Learn to do more with less. Quality is much more important than quantity, so make what you have count.
63. Assign equipment wisely. While it might be nice for every employee to have a PDA, budgets often don't allow for such conveniences. Make sure the employees that need tools the most have access to them.
64. Invest in solid technology. This doesn't always mean the latest technology, but what your office needs to do work effectively.
65. Update when necessary. Using obsolete equipment and programs can really slow you down. Update when it makes sense so you won't get left behind by competitors.
66. Don't be wasteful. Every sheet of paper, paper clip and pen is a cost on your budget. Use materials wisely and don't waste them out of haste or carelessness.

...to be continued...

101 Common Sense Tips (continued)

2011-07-01T20:26:00.000+02:00

Boosting Productivity

Getting the most out of your day can be difficult with a busy schedule, but you can use these tips to help you maximize your time in order to be better available to employees.

44. Get the most out of meetings. Be organized and prepared for meetings to increase effectiveness and time savings.
45. Focus your energy on things that matter. Don't let trivial tasks take time away from things that are really important.
46. Identify your time-stealers. Everyone has little things that detract their attention and make them lose focus. Figure out what these are and work to eliminate them, if only for a few hours a day.
47. Be punctual. Being on time is a big deal. Never keep people waiting for appointments or meetings if you can help it.
48. Respond to your correspondence within a reasonable amount of time. You don't have to be chained to your inbox, but make sure you respond to emails within a few hours whenever possible.
49. Do only what is necessary. There are times when going above and beyond works, but doing so on a daily basis can derail your progress on more important issues. Get the key things done first, then see if you have time for additional things.
50. Stick to schedules and routines. While they may not be the most exciting things, schedules and routines can help streamline and improve your productivity.
51. Organize and manage your schedule. Use any tools and utilities you have at your disposal to prioritize your day and keep track of what you need to get done.
52. Plan more than you think you can do. While this may sound stressful, it can actually be a great motivator. If you manage to get everything done, you'll enjoy a great sense of achievement.
53. Get to work early on occasion. Sometimes an uninterrupted half hour in an unoccupied office can help you get key things done or allow you to plan your day before there are any distractions to slow you down.
54. Know that sometimes stress is good. While too much of anything, especially stress, can be bad, sometimes a little stress can be the motivation to get you moving, allowing you to get more done.
55. Do your least favorite tasks first. Get your most tedious and least desirable tasks out of the way earlier in the day. After that, everything else will be a breeze.

...to be continued...

(from www.focus.com)

101 Common Sense Tips (continued)

2011-06-30T08:20:00.000+02:00

Manage Yourself

Being a good manager isn't just about what you can encourage other people to do, it's also about managing your own performance.

This is the fourth in our series on common sense leadership tips. (If you missed the others, go on our site and read it....)

32. Be accessible. Don't hole up in your office all day — come out and visit with your employees. Let them know that they can always come to you with problems and concerns.
33. Be open to constructive criticism. It may not always be what you want to hear, but listening to constructive criticism gives you the chance to learn and grow from your mistakes.
34. Accept responsibility. Part of being the boss is accepting responsibility for the mistakes of all that you manage, not just your own.
35. Know there's always room for improvement. No matter how good you think you are, your job can always be done better. Always be willing to learn.
36. Improve your skills. Learning is a lifelong process. You're never too old to take a class or ask a co-worker to help you improve your knowledge.
37. Explain things simply. Don't use big words or technical jargon just to sound smart and impress others. Your employees will understand and perform better if you explain simply and clearly what you need.
38. Instruct rather than order. You may be the boss, but you don't have to be bossy. You'll have more success if your requests are more tactfully delivered.
39. Include your staff in your plans. Don't make your work top secret; let your employees know what's going on and how they are expected to contribute.
40. Know your subordinates' jobs. You don't want to be caught with inferior job knowledge.
41. Be flexible. It's fine to be firm in what you expect, but allow for flexibility in how it gets done.
42. Get regular feedback. Your employees and superiors can give you valuable feedback on how to improve your performance. Use this to your advantage.
43. Know your limitations. You can't be everywhere doing everything all at once. Know the limits of your time and abilities and say no to things you know you can't do.

...to be continued...

101 Common Sense Tips (continued)

2011-06-29T08:16:00.000+02:00

Getting Along with Employees

A happy office is a productive one. Everyone will be more cheerful if you follow these simple rules.

21. Don't make your employees come in on days they're normally not scheduled to work or call them while they're on vacation. A surefire way to make employees resent you is to invade their personal time for nonpressing work. Unless you have something that absolutely has to be done, let time away from work stay that way.
22. Don't play favorites. Playing favorites can bias your judgment and impair your leadership abilities. Treat your employees equally.
23. Give credit when it's due. Don't take credit for your employees' ideas or hog their limelight. This action not only fosters resentment but also makes you seem untrustworthy.
24. Don't micromanage. While it's fine to keep up with what your employees are working on, don't constantly look over their shoulders.
25. Never discuss employee matters with their co-workers. This kind of gossip always gets back to the person and will make you look unprofessional.
26. Don't interfere with employees' work. If your employees are getting work done, don't stress about how it gets done. Even if it's not being done they way you'd do it, it's best to let employees use their best judgment.
27. Don't push unreasonable deadlines. You don't want to spend all of your time at the office, and neither do your employees.
28. Keep your promises. Barring some catastrophic event, you should always keep promises you make to employees, especially about pay and benefits.
29. Keep work about work. Don't require employees to run your personal errands. Take care of your own personal business or hire an assistant.
30. Reward hard work. Make sure your employees feel valued for the work that they do. Employees will be more willing to put in extra effort if they know it's noted and appreciated.
31. Provide motivation. Sometimes employees need a morale boost. Provide them with encouragement to get a project rolling.

...to be continued....

(from www.focus.com)

101 Common Sense Tips (continued)

2011-06-28T08:09:00.000+02:00

Meeting Deadlines

We continue our series of tips for good leadership. No one will be happy if your team has to rush around at the last minute to complete a project. Follow these tips to make deadlines less stressful for everyone.

11. Only promise what you can realistically deliver. Don't create deadlines that you know you can't meet. By only promising what you know you can do, you'll be able to finish on time.
12. Set clear goals. Once you know what you need to accomplish, it helps to know how and when you want to do it. Put your goals down on paper and make sure everyone on your team gets a copy.
13. Organize a team. Many of your employees will have unique strengths and training that can make them great assets to certain projects. Pick a team that has the right skills to carry out the job.
14. Delegate tasks. Spread work among your employees in a way that doesn't leave anyone overburdened while also allowing the project work smoothly.
15. Create milestones. Creating milestones for you and your team will help you keep track of your progress and also give you a sense of accomplishment as you reach each milestone.
16. Keep communication open. Keeping everyone in touch with the status of the project is key to making sure it's completed on time.
17. Do it right the first time. Planning ahead will help prevent you from delivering a substandard product. Having to redo something for a client costs money, and, more than likely, future business opportunities.
18. Stay organized. Staying organized will help keep you from wasting time chasing down important documents and information.
19. Make sure expectations are clear. Be sure that each member of your team knows what their specific responsibilities are. This will save time and prevent tasks from being overlooked.
20. Create a plan. Compile your goals and milestones into a comprehensive plan for attacking any project you are given. This way, you can make sure you're staying on schedule and that all of your employees will be clear about how and when things should be done.

....to be continued...

101 Common Sense Tips...

2011-06-27T08:15:00.001+02:00

Leadership is more about basics than anything else. For the next few days we will publish a list of practical "to-do's" for leading well, - we got it from www.focus.com).

This is not rocket science. But it is also too often neglected.

The list is too long to try and keep all...but take note of it. This is more caught than taught.

First set of tips is all about....

Body Language

Like it or not, your body speaks volumes, even when you are silent. Here's how to express an attitude that's appropriate for a leader.

1. Stand tall. Keeping your shoulders back and holding yourself up to your full height will give you an air of confidence.
2. Take your hands out of your pockets. Putting your hands in your pockets is often seen as a sign that you have something to hide.
3. Stand with your arms crossed behind your back. This will help you adjust your posture, and it leaves your hands in a position that is open and not intimidating.
4. Make eye contact. Always look directly into the eyes of the people you are speaking with. This shows you're interested and also gives you a sense of confidence.
5. Sit up straight. Even if you're at an 8 a.m. meeting and feeling tired, it's important to sit up straight in your chair. Slouching makes you look disinterested and can give off an unwanted air of laziness.
6. Face the person you're talking to. This shows you are interested and engaged in the conversation.
7. Shake hands firmly. For many, a handshake is a reflection of the person you're shaking hands with. You don't want to come across as unsure or overbearing, so make sure yours is professional and confident.
8. Always smile. Smiles are contagious and will make others feel positive when you're around.
9. Look your best. You don't have to be model perfect every day, but you should dress appropriately and neatly. Clothes can have a big impact on the way you're perceived.
10. Walk confidently. Keep your head up and take even strides.

.....to be continued....

Styles of Conflict Management

2011-06-20T19:15:00.000+02:00

According to Kinicki and Kreitner (2009), we find five different conflict styles. Each style has strengths and weaknesses and is subject to situational constraints.

We can see these five styles playing out in talents as well. It is important to note that, although some talents gravitate naturally to some styles, we can all learn skills to enhance our conflict styles in different situations. Take specifically note at when certain styles are appropriate and inappropriate.

The five styles are:

Integrating (problem-solving): parties confront the issue and, working together, identify the problem, generate and weigh alternative solutions, and select a suitable solution. This style is appropriate for complex issues where there is a lot of misunderstanding. It is inappropriate for resolving conflicts that are rooted in opposing value systems. It's strength is in the lasting impact because it deals with underlying problems, not just the symptoms. It's primary weakness is that it is very time-consuming. Talents like Strategic, Intellection and Learner could find this style of conflict more natural. Which of the other talents would you place with this style?

Obliging (smoothing): the concern of others seems to be more important than the concern of the obliging person. The focus is on commonalities and not differences. This styles is appropriate when there is the possibility that the person will eventually get something in return. However, it is inappropriate when the problem becomes complex or worse. It's strength lies in the fact that it encourages cooperation, but it's weakness is that it is a temporary fix that fails to confront the underlying problems. Thus the problems don't go away. Talents like Harmony and Empathy could be more obliging than others. Which of the other talents would you place with this style?

Dominating (forcing): this person has a high concern for him/herself. They want to win, and the other party must loose. The other party's needs are ignored. It relies on formal authority to force compliance. This style is appropriate when an unpopular solution must be implemented, the issue is minor or a deadline is near. It is inappropriate in an open and participative climate. It's primary strength is speed and it's weakness is that it often breeds resentment. This style could fit talents like Command, Competition, Belief and Analytical. Which other talents would also have a natural tendency towards this conflict style?

Avoiding: this person either avoids the problem or suppresses their feelings about the issue. This tactic is appropriate for trivial issues or when the costs of confrontation is bigger than the benefits of resolving the conflict. It is inappropriate for difficult or worsening problems. The strength is this style is that it buys time in unfolding or changing situations. It's weakness is that it provides a temporary fix that sidesteps the underlying problem. Harmony, Relator, Includer, Responsibility and Individualization could find avoiding conflict easier than other talent themes.

Compromising: this approach has give-and-take elements. It is appropriate when both parties have opposite goals or possess equal power. It is however inappropriate when overuse of this style will lead to inconclusive action. It's primary strength is that everyone gets something. It is however a temporary fix that stifles creative problem-solving. Talents like Maximizer and Significance could be more compromising.

The key is to know when certain styles of conflict are most appropriate. Learn the skills to use these styles in the right situations. What types of skills can we learn to use conflict styles in the right situations?

- by Magriet Mouton

Source: Kinicki and Kreitner, 2009, Organizational Behaviour, McGraw-Hill Publishers

Talent & Skill: understanding the difference

2011-06-15T13:45:00.001+02:00

One of the most common "mistakes" that we make as managers, leaders, parents or mentors, is to confuse talent and skill. Understanding and recognizing the difference between these two important aspects are crucial when you want to assist or encourage a person to develop, grow and achieve.

Within our culture and our common language, we mistake skill as a talent. We would make observations like "That boy is extremely talented. He scored three goals in the game this morning." Or we would look at a performance within sport, art, of life overall and be amazed at the "talent" we observe, when it is actually skill... built mostly on talent.

My own, basic definition of talent is the following: talent is an inherent drive, energy or longing that fuels and energizes your body, mind or soul to achieve, excel, accomplish or master any specific skill or ability within an area of passion or interest that you identify with.

Then again, on the flip side, you get skill. That I will define as "a specific routine, practice or method that enables you to perform a task to a certain degree of excellence."

You might think that the difference does not matter much, but it matters more than we would know. The first and foremost problem is that confusing talent and skill leads to projection and judgementalism. Skill on its own is not such a good indicator of potential. Talent, on the other hand, is. When we look behind skill and identify talent, our judgement immediately reverts into celebration of potential.

Another important aspect is that distinguishing between talent and skill really helps to enhance fulfilment and avoid weakness fixing. Someone could be brilliant and perform exceptional within a given skill - mostly due to determination and hard work. But it might drain them emotionally, and they might even hate every moment of the activity. That then is a sign that they are not building on talent or strength, but on a weakness. When it weakens you, it’s a weakness.

When you manage, lead or mentor today, be alert to the difference between the skill you observe and the talent behind it (or the absence of talent behind it!). As a leader or mentor, always challenge and push people towards their natural talents, and give them the opportunity to add skill to that. They will excel, and love you for it.
Understanding the power of working, living and thinking from your natural strengths, is a lot more that simple theory. The real test for an individual, or an organization of any kind, functioning out of their strengths, will be found within their corporate language.

When you think "strengths", you speak "strengths". You will have certain ways that would just seem normal within your interaction and conversation with others. The first, and probably foremost, of these, will be that you will naturally seek to identify and celebrate someone’s uniqueness and natural talents.

Celebrating others is something that comes natural to the "strengths-based-mind". As soon as you see someone living out their strengths, you will want to applaud them. You become such an advocate for the idea that one size does NOT fit all, that you just love it to see and experience a perfect fit!

A "strengths-based-attitude" will also naturally encourage others to do better, and to do more of what they find energizing. Natural talent is a beautiful thing to see in action!

There are certain words or phrases that help a lot to encourage the "language of strengths" amongst individuals or teams. Here are a few, just as example:

"Where did that idea / action / deed originate?"
With this phrase we are serious about learning more about somebody’s talent themes, and how they function in practice.

"This is my [talent theme] working, but I was wondering how...."
Putting a specific reference to an action or idea, helps others to understand better where you are coming from, and how they can tap into your talent.

"I really need to give my [talent theme] some space here..."
This encourages others to give you the freedom to use your theme to the best effect.

"May I tap into your [talent theme] with this issue / problem?"
People love it when you see the value of what their themes could offer, and make use of it!

Many of you have done the Clifton StrengthsFinder assessment, but don’t know that there is coaching and training available in South Africa. To book your personal Talent Guide, call (012)345-6833 or go to www.africanmosaic.com.

The 4 most important words

2011-06-07T19:10:00.003+02:00

If you subscribe to newsletters, are on Twitter or buy magazines, you can identify with the fact that you have come across many articles that gives you advice starting with the following words: “the 4 most important this or the 5 most important that.” It is as if there is a formula for success, a formula for weight loss, a formula for rising up the perfect kids. But life is not a formula, is it? So, if the heading of this post is, “the 4 most important words”, what would formula are we referring to?

Thankfully, there’s no formula. Tom Peters (www.tompeters.com) says that the 4 most important words is “WHAT DO YOU THINK?”

What does “what do you think” mean? It means YOU ARE A PERSON OF VALUE WHO HAS AN OPINION THAT I WANT TO HEAR! How many times, in the course of a day, do you ask people “what do you think?”

One of the ways to be effective, is by asking the right people “what do you think?”. What are some subjects that you can categorize your question in?

If you want to get something done, ask the Do-ers “what do you think?” The Do-ers have talents like Achiever (hard workers), Arranger (organizers), Consistency (producing standard operating procedures), Discipline (produce structure and routines), Focus (setting priorities for the goal) or Responsibility (committing to getting things done). Who are the Do-ers in your world?

If you want to influence people with your ideas, ask the influencers “what do you think?” Influencers have talents like Activator (getting people to start something), Command (selling your ideas), Communication (getting the message out there), Maximizer (making your ideas better), Significance (striving to make it a success) and Woo (strategic networking). By getting input from your influencers, your ideas will grow into something larger than yourself.

If you want to build better relationships, ask the relation builders “what do you think?”. They have talents like Developer (investing in people), Empathy (feeling what others feel), Harmony (creating peace), Includer (including those that feel left out), Individualization (making people feel special) or Relator (building close and trusting relationships). Who are the relation builders in your world?

If you want to think differently about a problem or an issue, ask the strategic thinkers “what do you think?”. These are the people with talents like Analytical (brings data and facts), Futuristic (how will the future look like if you act), Connectedness (what will the consequence be of your decision), Ideation (thinks outside of the box), Input (resource giver), Strategic (what is the best option). The strategic thinkers in your life will help you to make better decisions.

BOTTOMLINE: Look at your world. Identify those that are do-ers, influencers, relation builders and strategic thinkers. So, in what category do YOU fall? What will YOU answer when someone asks you “what do you think?”

www.africanmosaic.com

Doing what you love...

2011-06-03T08:03:00.003+02:00

Knowing the strengths of your team members is invaluable to you as a manager, but that knowledge isn’t something you can obtain simply by observing your colleagues or going through standard evaluations. No, since a person’s strengths are those activities that make him or her feel strong, the only way to know what people’s strengths are is to ask them.

But how can you trust that anyone truly knows what his or her own strengths are? Fortunately, there’s a simple routine that will give your people insight into the activities that strengthen them. Since we just celebrated Valentine’s Day, why not make this a week to focus on what everybody loves?

The technique couldn’t be simpler. Just ask your team members to follow these steps (and do it yourself, too):

First, try to make sure you have a notepad (a plain paper notepad, or a note-taking app on your phone/laptop will do) with you at all times during the week.

Make an extra effort this week to be aware and conscious of those times when you really get into what you’re doing. Stay alert for that “wow, that was awesome!” feeling you have when you’ve finished working on something you love.

Try to jot down those “Loved it” activities as soon as you’re aware of them. If you try to remember them at the end of the day or at the end of the week, you may struggle to recall things.

Remember: this is not about the outcome of the activity or about other people’s reactions to what you did. Getting praised always feels good, but you’re looking for what you loved doing before anybody else even saw the results.

Once you have your list of what you loved, look at each “Loved it” entry and ask yourself: what was it, exactly, that made me love doing that? Do I always love doing that? If not, what was it specifically about this time that made me love it?

For those activities you loved, ask yourself: how can I do more of these in my job? How can I offer these up to the team more often?

That’s it! Once you have your team members go through this exercise, make sure you address it in your next one-on-ones. Be prepared to coach and help them get to the heart of what strengthens them. Their results will provide great food for thought and may give you some insight into how you can use their strengths even more effectively on the team.

by Darren Hammond

Visit our Website www.africanmosaic.com

Solving Problems - Do you know how?

2011-05-31T08:55:00.001+02:00

When you ask people, “What is the most effective way to solve a problem?” 83% respond, “Find out what is wrong and fix it.” It seems like common sense. However, the problem with this approach is that attention amplifies everything. You get more of what you pay attention to. So, if you’re paying attention to errors and what is wrong, your mind isn't focusing on what’s right. A more productive and positive approach looks like this:

1. Define the problem as objectively as possible. Leave out any judgments. Simply state the facts as if a video camera were replaying the issue to you.

2. Know that attention amplifies everything, so detach yourself from what you perceive as being the source of the problem. Your focus on it will exacerbate it. You are not fixing the problem. The problem is simply showing you something.

3. Change follows the line of your questioning. Ask, “What does it look like when it’s working?”

4. Define three steps that you can take to shift the situation toward the imagined future that your question helped you create. This is the best use of your energy.

5. Look for evidence that your steps are having the intended result. Keep asking, “What’s working?” and focus on further expanding the success of your intent. The problem will shrivel.

When problems do occur, don’t analyze them, break them down and ruminate over their meaning. They don’t mean anything. They just are. Shift your focus to what working looks and feels like and then dedicate your energy to manifesting that. Problems don’t magically disappear, but they do transform when your attention is given to generating a positive outcome, rather than to the negative that you’re trying to avoid.

-by The Marcus Buckingham Company

Visit our Website - www.africanmosaic.com

Talents and Change in the workplace

2011-05-28T11:29:00.002+02:00

The only thing constant in life is change. Change happens in every role we play. As parents, our children grow up. Change. At our workplace, we get promoted or the company downsizes. Change. Our friends move to another city. Change. If change is the only constant, why are we resisting it so much? Here are a couple of reasons as outlined in Kinicki and Kreitner (2009):

An individual's predisposition towards change: some people learn to handle change and ambiguity as a child. These individuals will handle change with patience, understanding and flexibility. Those who did not learn how to handle change, will not trust the changes implemented. Some talents resist change. Gallup's definition of talent is “our natural recurring thoughts, feelings and behaviour”. According to the research done by Gallup, as seen in Clifton's StrengthsFinder assessment, there are some talents that are very comfortable with change, like the talent of Adaptability, Strategic and Arranger. There are some talents that are very resistant to change, talents such as Discipline, Belief, Analytical and Responsibility, Deliberative. It could be that the individual's predisposition towards change is because of the natural way they think, feel and behave. Nature and nurture.

Surprise and fear of the unknown: when you are not warned of changes, or the changes are so radically different from what you know, you fear the implications of those changes. The talent theme of Futuristic and Strategic has the ability to adapt quickly to the unknown. Could it be that their talents could cause less fear then over the unknown?

Climate of mistrust: mistrust between management and employees can cause the change process to fail, for no other reason than mistrust. Mistrust causes secrecy which causes mistrust. A trusting environment causes managers and employees to be open and honest with one another about the changes that are being implemented and the implications thereof. If there is trust between the parties, both will walk the extra mile to implement the changes necessary for success. Some talents may look like they are mistrusting. Talents like Deliberative and Analytical, Relator, Competition,

Fear of failure: employees and managers alike might cause doubt in capabilities. They might loose self-confidence and their self-efficacy might decline, which has an impact on their work. Loss of status and/or job security: technological changes threatens job security, as technology is doing more and more of the work previously done by employees. Middle management resist changes because restructuring often means they loose status or get downgraded to a lower level. Talents that fear failure are Responsibility, Maximizer, Competition and Significance.

Disruption of cultural traditions and/or group relationships: when new teams are formed, diversity appointments are being done or team members are being promoted, there's a change in the relationship dynamics. It takes time to adjust to these changes, sometimes there is no adjustment. The talent of Includer has a need to feel that no-one is left out. Harmony wants peace. Empathy will feel the disruptions very intensely.

Personality conflicts: conflict between different personalities will cause delay and major disruptions in the change process as some employees will fight change just because they don't like the person implementing the change. Employees that could fight change head-on might have the talent of Command, Belief or Responsibility.

Lack of tact and/or poor timing: the way announcements are made about change can bring resistance to change. No sensitivity or lack of information will bring major uncertainty. Implementing change at the right time is also important. Talents that need time to adjust to change is Belief, Deliberative, Responsibility, Analytical and Intellection

Past success: people believe that strategies that worked in the past will also bring success now. The talent of Context will be the most likeliest to have this view. Context looks at the blueprint of the past, takes the nuggets and wants to implement it in the present.
People might resist change because they are in a comfort zone.

Magriet Mouton is a Level 3 Executive Talent Guide, and Head of Talent Mosaic Association

Retaking the Clifton StrengthsFinder – should I, or not?

2011-05-17T08:35:00.000+02:00

Gallup (www.gallup.com) has the following short statement on the StrengthsFinder website regarding this question:

Your first completion of the Clifton StrengthsFinder assessment will yield the purest and most revealing results. For this reason, each Clifton StrengthsFinder access code is valid for only one time through the assessment. Taking the Clifton StrengthsFinder more than once may actually skew the validity of the results. The Clifton StrengthsFinder assessment measures the presence of talents by presenting you with pairs of statements, and by then challenging you to make a top-of-mind choice between the two. The 20-second time limit and your unfamiliarity with the statements ensure your assessment's accuracy by making it difficult to over-think your responses.

Here is a more expansive explanation regarding this question. In my view and experience, having worked with the Clifton Strengthsfinder as a Level 3 Coach daily, for years, I firmly support the view that taking the Strengthsfinder again – especially after you have read more about the 34 talent themes, or even more after you have been properly coached, is NOT a good idea. Here is why:

1. Manipulation: You can, deliberately or subconsciously, alter or manipulate the results by taking the assessment a second or even a third time. The StrengthsFinder assessment was designed in such a way that it assesses your preferences on a wide range of tasks, emotions, actions and situations. When you take it the first time, you actually have no idea what the question is assessing. The more you get familiar with the different talent themes and their working, the more you are able to actually discern which specific talent theme is being measured. Therefor you are able to alter the results – either by choice, or subconsciously.

2. Incremental changes: You talents do not alter or change with time, although the specific sequence within the Strengthsfinder results may alter if you redo it. Our research has shown that your Top 10 talents remain predominately the same within the assessment over time. You might get slight variations within the Top 10, for instance, your nr 3 talent theme might move down to nr 6, and your nr 5 might change places with nr 9…etc. but it nearly never happens that a nr 2 theme, for instance, will “ fall down” all the way to a nr 16, for instance. If you re-do the test, only in the Top 5 report, against what are you going to measure the possible changes? As 34 are measured, and you just see 5, how on earth are you going to be able to make any realistic conclusions about any changes you can see...?

3. Top 5 Report limitations: For the exact reasons given in point 2 above, it will make a lot more sense and be of a lot more value for you and / or your team to rather get hold of your Full 34 Talent Report, than to retake the assessment. In any case, how would you ever know with which exact talents your “changes” changed places with, if you only retake your Top 5 assessment? This makes very little logical sense to redo the Top 5 in this regard.

4. Clustering: Then, if you have been properly coached, you will also understand that the exact sequence of your talents, like for instance from nr 1 – 5, does not nearly play such an important role in understanding yourself than does knowledge and understanding of the effect of the dynamics (mix) between the Top 5 talent themes. Your talents should rather be understood within specific “clusters”, and the importance of the dynamics within those clustering should be understood. So, the dynamics between your Top 5 clustering is vital; then the dynamics between your Top 10. Your lessor talents (i.e,. nr 11-20 then plays a specific role, as does your Non Patterns (bottom 5 clustering). Retaking the Top 5 assessment 2, 3 or a dozen times won’t cast any light on this important aspect.

5. Importance of Talent Roles: If you understand that specific talent themes within your Top 5 and Top 10 combination have specific roles, you will also understand why retaking the assessment serves no real purpose. Understanding your Core Theme, Ignition Theme, Relaxing Theme and possible Guilt Theme, serves a lot more purpose within personal or work environment that being obsessed with the order of a Top 5 report. (For more on these theme roles, visit www.africanmosaic.blogspot.com and scroll through our archives, where we explained it in detail.)

Finally, I sometimes come across people who are negative towards the Clifton Strengthsfinder simply for the reason that they say “it can be manipulated”. Well, you should be pretty darn good to manipulate an assessment when you have no clue as to what it is assessing – the way it usually is the first time you take the test. But, sure, I agree it can be manipulated when you take it a second or third time round. Of course! My reaction to this critic is simply: with all due respect, look deep inside your own self as to why exactly you will want to answer honest and straightforward questions in such a way as to manipulate the outcome. What about yourself then don’t you like, and do you want to change?

The Clifton Strengthsfinder is one of the most researched assessment tools on the market, and is backed up by more than three decades of on-going research by the Gallup University. It is a phenomenal tool that leads to phenomenal results…that is, if you simply use it the way it was designed to be used.

By Dries Lombaard, Level 3 StrengthsFinder Coach and CEO of Africanmosaic, official partners of the Gallup Organization, creators of the Clifton Strengthsfinder.

Transformational & Transactional Leadership

2011-05-09T15:36:00.000+02:00

Leadership is a very important part of running a successful organisation. Leadership is strongly linked to various employee attitudes and behaviours. Leadership also influences employee engagement in an organisation. Two dimensions of leadership include transactional and transformational leadership. Transactional leaders believe that employees are motivated to perform based on reward or punishment. Clear expectations are given and when those expectations are met, there are rewards.

Transactional Leadership

This dimension of leadership focus on clarifying employees' role and task requirements. It provides followers with positive and negative rewards based on their performance. Transactional leadership implements the fundamental managerial activities such as setting goals, monitoring progress towards the goal achievement and rewarding people according to their performance towards the goal achievement. This kind of leadership uses extrinsic motivation to increase productivity.

Transformational Leadership

Transformational leaders cultivate trust, develop leadership qualities in others, are servant leaders who sacrifice and serve as moral agents. These leaders focus themselves and their employees on objectives that transcend the immediate needs of the work group. Whereas transactional leaders use extrinsic motivation to increase productivity, transformational leaders use intrinsic motivation, trust, commitment and loyalty to move employees to greater productivity. This does not mean that there is no place for transactional leaders. The best leaders learn how to display both dimensions to various degrees. It is important for employees to understand what they should do and what performance looks like. Transformational leadership increase performance beyond expectations.

Written by Magriet Mouton

One year of Scribbles!!

2011-04-16T08:00:00.002+02:00

The first "Scribbles"was published today, exactly a year ago....

This has been some journey! Throughout this year we have published at a rate of around one article a week.

Our objective has been to keep resourcing people, especially our Talent Guides and the people they coach, with ongoing information on talents, leadership and character.

We hope you find this Blog meaningful, and that it provides you with insight and food for thought. Please give this link, http://www.africanmosaic.blogspot.com/ to others and encourage them to sign in for the free updates.

For more information on Africanmosaic and what we do, please visit our Website at http://www.africanmosaic.com/ .

Keep on embracing uniqueness, and growing strengths!

Dries Lombaard
C.E.O. Africanmosaic

The advantages of identifying and understanding your...Spiritual Theme

2011-04-15T19:27:00.002+02:00

Some people identify with a so called spiritual theme in a huge way. This is one of your themes that you leverage most in your spiritual journey, or on your spiritual pathway. It is very active in your faith life. No matter what religion or faith you belong to, you might identify with the spiritual world most through a specific one of your Top 5 themes.

In order to identify my possible Spiritual Theme, ask questions like the following:

• Through which one of my Top 5 talents do I connect with God the most?
• Is there a specific one of my themes that becomes very active whenever I practice my faith?
• With which one of my Top 5 themes do I feel most comfortable within spiritual or aith environments, like when I go to church?

Why it helps to understand my Spiritual Theme

Identifying the spiritual theme helps a lot especially if you are a spiritual person, or someone of faith. It then opens new understanding, not only about your own faith life, but also about your relationship with God.

FAQ’s on Spiritual Themes

• Can your Spiritual Theme change over time? - Yes, absolutely. It is part of your spiritual journey and could change with it.

• Could I have more than one Spiritual Theme? - Yes you could. Just be aware of the fact that there could be dynamics involved.

• Does everyone have a specific Spiritual Theme they could identify? - No not at all. When someone is coached one should be very sensitive with this theme, as it becomes very personal to people - just like the Guilt Theme might.

• Can my Spiritual Theme be the same as my Core or my Ignition or Relaxing Theme? - Yes it could.

• Are certain Talent themes more prone to be Spiritual themes than others? - Yes. The most common Spiritual Themes out there are themes like Connectedness, Belief, Relator, Intellection, Restorative, Harmony, Positivity, and either Context or Futuristic - although it could be any pother theme. Can you think why these themes are common?

PS - For more on the application of Strengths and Talents in a Faith based environment, read the book “Living Your Strengths” by Albert Winseman. (Gallup Press)

- By Dries Lombaard, C.E.O Africanmosaic

This concludes our series on different types of Talent Themes.

If you would like to be trained in these and other skills as a talent Guide, visit our website at www.africanmosaic.com

The advantages of identifying and understanding your...Guilt Theme

2011-04-10T09:21:00.001+02:00

The presence of a Guilt theme could have an enormous impact on your talents and your effectiveness. Many people are not aware of the presence of their Guilt theme, and therefore they stumble over it every time they use it. The guilt theme is also one theme that very often leads to someone not wanting to see a specific theme in their Top 5, or not really identifying with it. It gives a negative feel towards the beauty of the theme.

In order to identify my possible Guilt Theme, ask questions like the following:

• Is there one of my Top 5 Themes that immediately “weakens” me when I think of it? I feel it is a burden to have this talent?
• Is there one of my themes that I just cannot celebrate and embrace, no matter how I try?
• Is there a specific talent theme that I feel is “wrong” to have? You know that you have it, but you wish you did not because it cannot be positive in your view.

Why it helps to understand my Guilt Theme

Identifying a Guilt theme sometimes comes immediately to someone…but this is one theme that you should not force to identify. But, should it be there, you must face it. The advantage of identifying your Guilt theme lies in the fact that you can now see how your inability to embrace and celebrate the good of the theme has hindered your thought, feelings or behavior. There could be many reasons for the existence of a guilt theme, but some of the most common are upbringing, religious vies or traumatic or negative experiences connected with a specific theme.

FAQ’s on Guilt Themes

• Can your Guilt Theme change over time? - Yes, and it should not only change, it should actually be resolved and dissolved. A guilt theme is not a good thing within the strengths based approach. Sometimes people might need therapy to change their view of a specific theme.

• Could I have more than one Guilt Theme? - Yes you could. Even 3 or 4 are in some cases possible…

• Does everyone have a specific Guilt Theme they could identify? - No. Not all people can identify with a Guilt Theme concept, and therefore it must never be forced.

• Can my Guilt Theme be the same as my Core or my Ignition or Relaxing Theme? - Yes it could. Especially when it is the same as your Core Theme, it should be addressed with urgency in order for you to embrace it.

• Are certain Talent themes more prone to be Guilt themes than others? - Yes. The most common Guilt Themes out there are themes like Responsibility, Competition, Significance, Deliberative, Discipline, Adaptability, Belief and Woo - although it could be any other theme. Can you think why these are common guilt themes?

- By Dries Lombaard, C.E.O Africanmosaic

Next Time we explain more about your Spiritual Theme

For more about us, visit our website at www.africanmosaic.com

Apologies

2011-04-05T10:24:00.003+02:00

We apologize for the mistake in the previous post. The first sentence must read: "Your relaxing theme helps you to shut down." Regards Africanmosaic

The advantages of identifying and understanding your...Relaxing Theme

2011-04-05T09:14:00.001+02:00

Your ignition theme helps you to “shut down”. It tends to relax and calm down your thinking, feeling or behavior. This “relaxing” or “calming” effect could be linked to ideas, actions or feelings. This specific theme act like a relaxant that slow you down, and even helps you rest. It might be used intentional or unintentional. The more you understand the dynamic of this Relaxing Theme, you understand how to leverage it best for your own advantage and management of your energy.

To identify your Relaxing Theme, ask yourself questions like:

• Is there a specific theme that tends to “kick in” and help my thought, feelings or behavior to relax?
• Is there a specific one of my Top 5 themes that I know I need in order to relax or calm down?
• Which one of my Top 5 themes seems to have the strongest calming effect on me?
• Which one of my Top 5 themes do I see most prevalent in times like vacation, weekends or when I practice a hobby?

Why it helps to understand my Relaxing Theme

Just like the Ignition Theme, understanding the impact and effect of your relaxing theme will come to good use. It has the opposite effect than a Ignition theme, and therefore you might want to avoid it when you need to pick up speed and get started. But it is very useful when relaxing, and even helping you sleep.

FAQ’s on Relaxing Themes

• Can your Relaxing Theme change over time? - Yes, just like with your Core Theme and Ignition Theme, this theme is dynamic and not static. But it tends to be more “stable” than for instance an Ignition Theme.

• Can my Relaxing Theme be lower than my Top 5? - Yes, and like an Ignition Theme it often is. It is then advisable to explore other themes with your Talent Guide in order to discover a possible theme.

• Could I have more than one Relaxing Theme? - Not really, because just like with your Ignition Theme, usually what happens is that another theme reacts to the Relaxing Theme immediately. This is theme dynamics in action.

• Does everyone have a specific Relaxing Theme they could identify? - No. Not all people can identify with an Relaxing Theme concept, and therefore it must never be forced.

• Can my Relaxing Theme be the same as my Core or my Ignition Theme? - Believe it or not, but it is possible. If that is the case, it surely needs a lot of management. It will be scarce though.

• Are certain Talent themes more prone to be Relaxing themes than others? - Yes. The most common Relaxing Themes out there are themes like Activator, Adaptability, Harmony, Relator, Ideation, Input, Intellection, Woo and Restorative - although it could be any theme. Can you think why these are more common?

- by Dries Lombaard, C.E.O. Africanmosaic

Next time: Your "Guilt Theme"

Want to know more? Go to www.africanmosaic.com

The advantages of identifying and understanding your...IgnitionTheme

2011-03-29T09:06:00.004+02:00

Your ignition theme helps you to “get going”. It tends to stimulate your thinking, feeling or behavior. This “ignition” or “spark” could be linked to ideas, actions or feelings. This specific theme acts like a starter that energizes you, and gets you going. It might be intentional or unintentional. The more you understand the dynamic of this Ignition Theme, you understand how to leverage it best for your own performance and energy.

To help you identify your Ignition Theme, ask questions like:

• Is there a specific theme that tends to “kick in” and help my thought, feelings or behavior get into action?
• Is there a specific one of my Top 5 themes that I know I need in order to get started?
• Which one of my Top 5 themes seems to energize me?

Why it helps to understand my Ignition Theme

Should you identify and understand how your Ignition Theme functions, you will be able to leverage it at the right moments and at the right time. This is not only beneficial in order to use it when you need to start and ignite, but also when to avoid using your ignition theme because you need to relax. Stimulating your Ignition Theme at night, for instance, could lead to not being able to sleep.

FAQ’s on Ignition Themes

• Can your Ignition Theme change over time? - Yes, just like with your Core Theme, this theme is dynamic and not static.

• Can my Ignition Theme be lower than my Top 5? - Yes, and it often is. It is then advisable to explore other themes with your Talent Guide in order to discover a possible theme.

• Could I have more than one Ignition Theme? - Although you might think it is possible, usually what happens is that another theme reacts to the Ignition Theme immediately. This is theme dynamics in action.

• Does everyone have a specific Ignition Theme they could identify? - No. Not all people can identify with an Ignition Theme concept, and therefore it must never be forced.

• Can my Ignition Theme be the same as my Core Theme? - Absolutely. This actually often happens.

• Are certain Talent themes more prone to be Ignition themes than others? - Yes. The most common Ignition Themes out there are themes like Activator, Achiever, Competition, Focus, Discipline, Maximizer, Command, Strategic, Learner and Positivity - although any theme could be one. Can you think why these are common Ignition Themes?

- By Dries Lombaard, C.E.O. Africanmosaic

Next time: More about your Relaxing Theme

Want to know more? visit our website at www.africanmosaic.com

The advantages of identifying and understanding your... Core Theme

2011-03-25T10:41:00.010+02:00

We are starting a new series this week, all about the advantages of identifying and understanding certain Theme traits within your Top 5 Talents. Africanmosaic Talent Guides have been trained to assist people with the process of this identification and understanding. We strongly advise that you contact an accredited Talent Guide to assist you with this, rather than just trying to make sense of it on your own. The true power of this comes through a journey with a Guide.

Our first focus will be on your "Core Theme". You can also think of this as your "main Talent", your "strongest Theme" or as we sometimes refer to it, your "Funnel Theme".

Identifying your Core Theme:

An important thing to realize about your Core Theme, is that it does not necessarily follow the order of the StrengthsFinder Report. That means that your Core Theme is NOT per definition your Nr 1 Theme on your Top 5 Report. It could be any one of the Top 5 Talents. Identifying it is therefor a very practical exercise of self awareness and experience. The best way to do this is to ask the following questions:

Which one of my Top 5 Talents are most visible in everyday life, both to myself and others?

Which Talent will I never trade for any other one, because I will feel helpless without it?

Which Talent gives me the most energy when I use it?

Which Talent Theme out of my Top 5 will others use most to describe me?

Through which one of the 5 Talents do the other four talents "flow"and become active?

If I could describe myself by choosing one of my Top 5 Talents, which one will I choose?

If you think of a "funnel", which one of the 5 will be at the spout (bottom) of the funnel, so that the other talents works "through" this theme in order to be active?

Although the identification of your Core Theme is a very personal exercise based on self awareness, it is very important that you will be able to describe and support your choice to a talent Guide. Sometimes we could be projecting and mislead ourselves within this process. It is also a good idea to get some confirmation by explaining and discussing this with people you know well, especially colleagues and people who see you "in action"often.

Understanding your Core Theme:

Your Core Theme has a tremendous influence on your Talent mix and dynamics. (To understand your personal talent dynamics, talk to your Talent Guide). Of the 5 "spices"that your Top 5 Talents adds to your mix, your Core Theme will mostly be the strongest and add the most spice and taste to your thoughts, feelings and behaviour. When under pressure, your Core theme will kick in strongest and drive your performance. Understanding this allows you to play to your strengths much more effectively and with more intention.

Your Core Theme also gives you a specific identity, in that it becomes your springboard for the way you approach problems and challenges. Knowing this gives you an edge.

Understanding how your Core Theme shapes your other 4 Talents (and, in the case of you knowing your Full 34, it shapes all the rest) to the extent that it becomes an important part of your decision making and interaction with others. The Level 2 Talent Guides (trained to facilitate teams), will tell you how important Core Themes become in Team dynamics and performance. Knowing your Core Theme, and embracing and celebrating it, therefor gives you and those around you and advantage for interaction and strengths based performance.

The other advantage of understanding your Core Theme and identifying it, is that it helps you with clear identity. Someone who embraces and celebrates their Core Theme will be outspoken with certainty, and therefor confirm it by saying "I am a Maximizer", or "I am an Activator", or "I am a Woo".

FAQ's on Core Themes:

Can your Core Theme Change over time? - Yes, it can. This does not mean that it changes in every situation you find yourself in. But, the influence of different environments and seasons of your life could definitely have an impact on where your Core Theme will position itself in terms of your Top 5 Talents.

Could your Core Theme be lower than the Top 5...like at nr 6 or 7? - Yes, but very, very seldom. The whole definition of a Core Theme causes it to be strong, which will place it within a Top 5 in nearly every case.

Could I have more than one Core Theme in my Top 5? - Yes. It is rare, but your Talent Guide is also trained to help you confirm if this is the case. Then you should embrace that fact. It has an interesting dynamic if that is the case. You will then define it by saying "I am a Strategic Achiever", or "I am a Harmonious Relator". Your Guide will help you to confirm the order of these two talents in the definition.

Does everyone always have a Core Theme? - Yes, although you might be in a space where you are unsure of what it is. Never force the identification. Give it a lot of thought and time if you are uncertain. This often happens when you are in a space where your environment are changing, like in a new job or when you have relocated. Never force the identification of a Core Theme. It will not help anything if you do not affirm and embrace it.

Can I intentionally decide to change my Core Theme? - Not really. When you do that, it is more the skill of leveraging your strengths and playing to it in a specific situation. But you could give more attention to focusing on a specific Talent at any given time. This is actually more the art of talent Dynamics than it is changing your Core theme.

[Next time: The advantages of identifying and understanding your...Ignition Theme.]

- by Dries Lombaard, C.E.O. Africanmosaic.

Want to know more, or become a Talent Guide yourself?

Visit our website at www.africanmosaic.com

7 Deadly Sins of Leadership Communication

2011-03-20T09:53:00.001+02:00

by Linda Hurley, as published on www.mbanetwork.co.za

Organizational communication can involve convoluted and elaborate protocols. It is always a challenge for leaders to find the best ways to get their message to employees and to access employees' ideas and feedback.

Making mistakes in individual communications or the channels that are used can create fear and disillusionment and ultimately negatively impact productivity. This happens and can be managed but there are seven deadly sins of organizational leadership communication that should be avoided.

1. Invisibility

Organizational leaders need to be visible. A figurehead is just that, an inanimate object that cannot engender loyalty or inspire motivation. If all you are is the name at the top of an organizational chart no one will care what you say or what you think.

If you want people to follow you, you have to let them see the person behind the position. This means getting out from behind the desk in the large corner office and interacting with staff at all levels including those located remotely.

2. Need to know

Sometimes information is commercially sensitive and needs to be protected however often the “need to know” principle is used as a default. Restricting the dissemination of information limits the ability of staff to progress objectives and solve problems.

Targeting communication to the audience is important, but targeting is not equivalent to restricting. If staff believe they are being excluded from information channels without good reason they will cease to care and you will lose the benefit of their intellectual capacity being applied to further business growth and performance.

3. Cascading important messages

Key messages need to be direct. Cascading important messages through the organizational hierarchy dilutes the message. Each person who receives the message will apply their personal frame of reference to the communication and decide what the message means to them.

Their interpretation will be passed on to the next level of organization who will then apply their own frame of reference until the final recipient receives a communication that may have little or no similarity to the original message.

Using intermediaries to pass on communications also runs the risk of any of those intermediaries deciding the message does not need to be cascaded any further and as a result the communication fails to reach its final destination.

4. One way communication

Leadership communication is not only about passing on information or directives. Understanding what is happening within the organization is essential to business success. A sole owner of a small business may be able to keep in touch with everything happening day to day but larger businesses require communication channels to feed information from the front line back to the leadership.

5. Selling the message

The amount of information that people need to deal with daily can become overwhelming. Being part of the organization's leadership will usually mean that your communications are given at least cursory attention but it will not ensure the entire message is received.

People are motivated by self-interest. If you do not include “what’s in it for me” in your communications they will soon be consigned to the recycle bin as generally irrelevant. Identifying the impact on individuals also minimizes the risk of misunderstanding creating disruption to productivity as individuals try to determine what the message means specifically for them.

6. Using a single channel

There are many ways to communicate and using the one you are most comfortable with all the time will mean some people never get the message. An all staff email will not reach some staff on the front line. Delivery drivers for example may not have access to email.

Using an intranet bulletin board will only reach those who have time to search and read. Even road trips to interact with staff face to face will miss some people who are not on site at the particular time or day.

Staff who have to learn about communication from the leadership of an organization through informal channels assume they are considered unimportant. Many of these staff are the face of the company for customers and can have an impact on the company's reputation.

To ensure you have great ambassadors on the front line you need to think creatively about the best methods to communicate with staff and use multiple communication channels to convey messages and receive feedback.

7. Ignoring informal channels

Information flows most quickly through the informal channels in a business. The water cooler, the tea room and other places staff meet informally are the place to find out what is really happening in the business on a day-to-day basis.

Ignoring these channels of communication because they are impossible to control is risky at best. Organizational leaders need to find ways to tap into the wealth of information and knowledge these informal networks contain and use them to increase the likelihood that leadership communications are heard and understood.

The larger a business becomes the more difficult it is to keep the entire workforce focused on the vision and goals of the organization. It is essential to establish and maintain open communication channels that foster two way interactions between organizational leaders and business staff. Avoiding the seven deadly sins of organizational leadership is a great place to start.

Visit our website at www.africanmosaic.com

Bringing out the best in quiet Employees

2011-03-16T09:00:00.000+02:00

By Linda Hurley, as published on www.mbanetwork.co.za

The days are long gone when employees were seen and not heard. Workplaces today value participation and recognize the power that many minds can bring to different situations.

For quiet employees the methods used to encourage participation can be quite daunting. Brainstorming sessions suit people who like to think out loud and bounce ideas around. Some people have a more introspective style of operating and the loud, participatory workplace can make them shrink into the furthest corner of the room.

Having an introspective style creates unique difficulties. It is hard to think clearly amid the noise of a group. Often when they do wish to contribute quiet employees are overpowered by the more extroverted participants and their contribution will be missed entirely.

Because they are deferential, others often interpret their style as an unwillingness to participate. Eventually they begin to be excluded as they cannot conform to the group's style.

The first thing you can do to bring out the best in these employees is to educate all your employees about the different styles and preferences for operating that occur naturally. There are some fairly sophisticated profiling tools which can be used as part of a workshop designed to get the team to better understand each other. Myers Briggs and DISC are two common tools used widely across the globe.

Once the team understands that contributions can come in all shapes and sizes, you can create opportunities in the design of team gatherings to let everyone contribute regardless of their style.

In addition to group interaction, build in opportunities for individual thought. A variation on brainstorming is to have each individual write their ideas on sticky notes. They do this in isolation. All the sticky notes are then posted on the wall and discussion and debate begins.

Use role plays, or smaller groups in session work and provide each person with a specific role to undertake. This will overcome the problem of quiet people being overpowered in a free for all.

Think about rotating the chair in your team meetings. This helps develop all team members but quiet members in particular will learn from the experience of taking control and leading the group.

Bringing out the best in a quiet employee is not about changing their behavior. To bring out their best you need to create an environment that supports their participation and encourages their development in a way that suits their style.

Visit our Website at www.africanmosaic.com

How to encourage Self-Initiative in Staff

2011-03-11T09:00:00.001+02:00

Written by Linda Hurley - as published on www.mbanetwork.co.za

Successful companies and managers recognize that using the intellect of all their employees is the key to their success. To encourage employees to use self-initiative it is necessary to develop and support an environment that fosters this behavior.

Telling an employee that we expect they will use their initiative to solve problems and confirming that we believe they have the skills and abilities to do so successfully will give them the confidence they need to begin but we can do more.

Empowerment

Where employees have to seek permission for every action they take they will cease to think for themselves. Managers who check every piece of work undertaken by their staff inhibit the employees' ability to solve problems for themselves or initiate actions that improve service to customers. When we delegate the authority to allow employees to make decisions, within their span of control, they are encouraged to solve problems and find and put in place improvements to the way their work is done.

Learning

When people are empowered they make mistakes. Rather than punishing mistakes ask what could have been done differently. Take some time to determine how the experience can be shared not as a failure but as a learning experience for everyone. Treating mistakes as learning opportunities rather than failures reinforces the message that the use of self-initiative is valued within the company.

Coaching

There are many solutions to each individual problem. If the answer is provided every time a question is asked the employee will not have the incentive to use their own initiative to resolve situations. Rather than telling employees how to do a task or deal with a dissatisfied customer encourage them through open questions to come up with a solution themselves.

Reward and recognition

Asking employees to use their initiative to provide a better, more customer responsive organization is asking for more than someone to simply answer the telephone according to a script or process a certain number of invoices in a specified time frame. The use of self-initiative requires additional effort and commitment to the organization and should be rewarded appropriately.

Rewards can be linked to annual assessments or be specific to certain tasks or achievements. Rewarding initiative will give the employee a tangible reason to continue to make the effort required to use their initiative. Publicly recognizing the use of self-initiative through a team celebration, certificate presentation or other appropriate means can help to spread the message to the whole organization that self-initiative is a valued trait.

Fostering self-initiative requires a workplace culture that supports staff to take control over their own work. Coaching and developing staff in problem solving techniques, protecting them from the ramifications of making honest mistakes and specifically rewarding the successful use of self-initiative will go a long way to laying the foundations for a responsive organization where every employee contributes fully to the success of the company.

Visit our Website at www.africanmosaic.com

The Basics & Benefits of Mentoring

2011-03-06T16:39:00.002+02:00

Mentoring is a key part of helping others to develop. It is an individual based approach to learning. Successful individuals in all walks of life can usually name more than one mentor who helped them on their way. In business the focus of the mentoring relationship is usually the long term development of an individual's career or small business.

Mentoring relationships work best when both parties are committed to the relationship and are clear on its aims and limitations. When a more experienced person agrees to assist someone with their development there are benefits for both the mentor, mentee and the organisation generally.

Basics of Mentoring
The mentoring relationship is primarily for the benefit of the mentee. Ultimately the success of the relationship will depend on the mentee's willingness to drive the relationship and make use of the knowledge gained.

The mentee should have a clear idea of what they wish to gain from the relationship. It may be a better understanding of the company, a clear view of the path to a senior position, guidance in making complex decisions or many other individual things. The beauty of mentoring is it is flexible enough to cater to a variety of needs and to change with the needs of the mentee.

A mentor acts as a sounding board, provides information and shares their knowledge and experience. The mentee uses the learning gained from the interaction to further their understanding and career.

When commencing a mentor relationship it is essential to establish rapport and trust. Not every person will be the right person to use as a mentor. Confidentiality and privacy are important and must always be considered. The mentor and mentee should develop a shared understanding of mutual roles and discuss expectations on both sides.

The cornerstone of most mentor relationships is regular discussion. The mentee should take responsibility for setting meetings. The mentor should strive to allow sufficient time and ensure there are no distractions when meeting.

In addition to discussions a mentee can learn from a mentor by observing the mentor in action or having the mentor observe them in action and provide feedback. A mentor could also introduce their mentee to their network or invite them to work on a project together.

Benefits for the Mentee
By finding the right mentor a mentee can acquire new skills and knowledge, improve their motivation, and obtain encouragement, guidance and an extended network. They will expand their organisational awareness, obtain accelerated learning and apply direction to their career.

Often having a mentor results in greater job satisfaction and provides a sense of control over the mentee's own development. A mentor provides a trusted confidante to discuss ideas and the mentee can develop new and different perspectives.

Benefits for the Mentor
Although the ultimate beneficiary of the mentor relationship is the mentee a mentor can gain a high level of satisfaction in assisting another person. It also provides an opportunity for them to think through their own goals and achievements, expand their horizons and give them insights from another's perspective.

Often motivating and challenging, mentoring adds another skill to the mentor's own competency base. It can enhance counselling, listening and coaching skills, provide reciprocal learning, add value and revive motivation.

Benefits for the Employer
Mentoring provides a process for the transfer of intellectual capital. It usually enhances the commitment and enthusiasm of employees and increases productivity through fast tracked learning and development.

Mentoring can also strengthen links across the company, increase the versatility of staff and help to develop future leaders. It also complements other training and development activities.

Mentoring has been used for centuries as a means of learning and passing on the wisdom of experience to the next generation. Many organisations today have formal programs however informal mentoring relationships provide just as many benefits to all participants.

This article appeared on www.mbanetwork.co.za

Visit our Website at www.africanmosaic.com

Why doing the work about work better, is actually not working at all

2011-02-16T17:10:00.003+02:00

Here is the average statistics on our daily productivity.

For 20% of the time, we're doing the work that matters - great work that's original in nature, and might just actually make a difference in the world. For the remaining 80% of the time, we're generating work noise. Work noise is busyness tasks that's related to the creative effort, but that isn't creative in itself.

For most of the time, we're actually doing work about work.

Since we realised this, we've been trying to be more productive by doing the work about work better. We're trying to get the noise out of the way as quickly as possible, so as to get on with the stuff that matters.

The only problem with this is that we're still scared to make the hard choices that will genuinely make us more productive. Working better is not the challenge, because when you're actually working you're doing fine. Its also not working faster, or working more effective.

The answer simply lies in doing less work about work, and more of the actual work that matters.

The idea isn't to have more streamlined meetings, but less meetings. Is not about being more effective at sending email, but about sending less email. Its not about being faster at generating agendas, reports, feedbacks and briefings, is about eliminating them altogether.

The point isn't to talk louder or faster about work, but for once to keep our mouths shut and actually do the work. The problem is not us becoming better at what we do every day, its about us focusing on doing altogether something different.

You only have this time given you to make a dent. Why spend it on better managing the noise?

Rather eliminate the friction, reclaim clarity and focus, and do great work.

By Mynhardt van Pletsen

http://mynhardtvanpletsen.me
Mynhardt van Pletsen is a Creative Artist and Media Specialist from Pretoria, SA

The Six Habits of a Talent Magnet

2011-02-09T17:48:00.003+02:00

By Tsun-yan Hsieh with Anthony Tjan (as posted on http://blogs.hbr.org/tjan/2011/01/the-six-habits-of-a-talent-mag.html )

Talent is the make-or-break issue for business success. Few great entrepreneurs and CEOs of our acquaintance would contest that statement. If you are a leader who's serious about improving your capacity to attract the best talent, you need to develop the habits of a true talent magnet. From our research and experience with numerous CEOs and entrepreneurs, we've identified six:

1. Get to know the most talented individuals early on, when you don't need them. Can you name the best one or two people for each of the critical positions in your industry? If you can't, start by attending industry meetings and asking the right questions. If at all possible, begin socializing with the best individuals across particular disciplines. Who are they really as people, versus what they do for a living? What interests them, excites them, drives them? The very best time to get to know people is when you don't need to hire them now. If you don't establish a relationship first, chances are you will end up paying top dollar to get them — and even if they sign up, you may have trouble retaining them.

2. Create and manage the right expectations. Most entrepreneurs and business builders oversell the excitement of their entrepreneurial opportunity and/or the institution, and undersell themselves. The most talented people are attracted to leaders whom they can trust and role models they want to emulate. Thus, ask yourself the question: "Why would any real talent want to work for me?" Paying top dollar is never a good enough reason for the best talent to join and stay with you. Promising room to stretch and rapid advancement have also become par for the course. To break out of the pack, you've got to look within yourself for the real leader whom they want to follow. It could be your courage to stand by your values, your reputation as a gifted teacher, or your soft power to bring opposites together. Then, set clear expectations from Day One of what you are willing to do to help them learn from you that they can't learn from anyone else, and what you expect them to do to succeed in this apprenticeship.

3. Look at their hearts — and not just their smarts. The average resume is long on accomplishments and qualifications, and short on purpose and passion. Which is fine if you're merely in search of technical skills. Yet in situations where you expect people to step up to uncertainty — to do unprecedented things and deliver breakthrough results — you need to focus on candidates' motivation, values and purpose. Leadership defines itself when you are looking for people to change the game — and not just to improve a company's performance (otherwise managers with sound skills would suffice).

4. Cultivate them over time. The best talent is almost always occupied (otherwise they wouldn't be the best). Luck is essential to business-building success, yet leaders cannot expect ideal candidates to be ready, waiting, and available every time they need great talent. Our recommendation: cultivate the best talent you can, and keep these individuals apprised of your work, purpose and ongoing mission. Let them know who you are as a person. Best talents have lots of options. Don't be surprised when they say 'no' to you. Never give up. Keep coming back over a number of years and when these talents are finally ready to move and know how you are different, they will come to you.

5. On-board them thoughtfully. We're frequently amazed by how carelessly and unsuccessfully many leaders transition new talent into a new milieu. In a complex organization, or unfamiliar context, "Sink or swim" is a perilous strategy. New talent wants to succeed. Invest from the start in making sure this happens, and you will soon find yourself surrounded by loyal followers.

6. Mentor them for their success. Being a mentor involves more than giving constructive feedback and avuncular advice. Mentoring is a journey based on mutual commitment to discovery and learning. Your primary reward is another person's success. Real talent can intuit when you're only interested in what they can do for you — and as soon as they find greener pastures, they'll leave.

How well do you stack up against these six dimensions? Again, engaging and retaining real talent is the most critical factor to your success — which is why the real test ultimately lies with your best talent today. Ask them what they think. Our guess is their answers will help you uncover personal and professional truths that will help transform you into an even better leader.

Visit our Website at www.africanmosaic.com

Getting clear on Talents and Values

2011-02-04T08:47:00.001+02:00

Values reflect a person’s sense of right and wrong or what “ought” to be. “Equal rights for all” and “People should be treated with respect and dignity” are representative of values. Values tend to influence attitudes and behavior. For example, if you value equal rights for all and you go to work for an organization that treats its managers much better than it does its workers, you may form the attitude that the company is an unfair place to work; consequently, you may not produce well or may perhaps leave the company. It is likely that if the company had had a more egalitarian policy, your attitude and behaviors would have been more positive. (source: http://en.wikipedia.org/wiki/Value_(personal_and_cultural ).

Every talent assumes a set of values and beliefs. For example, someone with the talent theme of Relator assumes loyalty and trust as some of his/her values. The talent theme gives us clues as to what a person could value most. Because values causes behavior, it is very important that we get clear on what we value. If we say we value respect, it could mean that I respect others and I also expect others to respect me. But what does respect look like? What BEHAVIOR would I expect that shows me that you respect me, or that I respect you? Because respect can have different meanings for different age groups, culture groups, etc. To get clear in your communication and expectations with others, look at your talents. Which values are important to you, based on your values? Ask yourself: what types of behaviors fit those values? How can you show me that it is a value for you too?

Someone with the talent of Achiever, values hard work. But what does hard work mean and what does it look like? Does it mean you have to work a 13-hour day? Or does it mean that you work smart and get everything done within 8 hours of work? WHAT BEHAVIOR FITS YOUR VALUES?

Someone with the talent of Belief values unselfishness. Does unselfishness mean taking a lower salary to provide scope for others? Or does unselfishness mean that you give your last clothes away so the mother next to the road can provide warmth for her child? What behavior fits this value, in YOUR opinion?

BOTTOMLINE: Getting clear on your talents, what values it causes in you and what behaviors fits those values, will make you a better communicator!

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Standard Chartered Bank's Business case for focussing on employees strengths

2011-01-30T13:18:00.002+02:00

According to Debbie Whitaker, Standard Chartered’s Head of Sustainability, ‘everyone has talents that we wish to leverage’.

This is a bold statement, considering Standard Chartered is a bank with over 60,000 employees in 56 countries. Their reasons for focusing on talent are fourfold:

i) greater growth potential
ii) better people performance
iii) increased employee engagement and
iv) attracting and retaining talent.

Many big organisations are sceptical of applying Strengths at work, yet Standard Chartered’s experience shows that it can make sound business sense.

A strengths-based approach to management has been operating in the organisation for the past 7 years, using Gallup’s StrengthsFinder tool. Whitaker describes a strength as the combination of talent, skill and knowledge, which motivation can transform into world-class performance. In her words, given equal skills and knowledge, talent is what differentiates superior performance from the rest.

So what does Standard Chartered actually do differently to other organisations? Well StrengthsFinder wasn’t designed for recruitment purposes, but it can be used to ensure good role fit and that’s exactly what has contributed to Standard Chartered’s success.The essentials for a salesperson, for example, are good product knowledge and to be able to negotiate and close a deal. But if the salesperson has the additional talents of competitiveness and building rapport with customers, they can become a world-class performer. Not only does Standard Chartered look for specific skills and knowledge, they take innate talents into account too.

It has to be said that there are several definitions of a strength, and the one used here is based on Gallup’s research. The VIA-IS or CAPP definitions are different; as always you need to be clear what you are trying to measure.

Standard Chartered also focuses on building employee engagement, and like Royal & SunAlliance which we featured here, they take volunteering seriously, offering two days paid leave for staff to contribute to voluntary organisations.

What the Standard Chartered story shows is that focusing on strengths can make a big difference to the business and to the people who work there. And applying Positive Psychology at work shouldn’t be something you do in addition to everything else. Look at your existing people-related processes (e.g. recruitment, development, coaching, mentoring and so on) and see how a strengths-approach would make a positive contribution.

As published on http://www.workmad.co.uk/blog/2007/10/standard-chartereds-business-case-for-focusing-on-employee-strengths/

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The case for why you need to spend your day killing products and creating platforms

2011-01-19T19:00:00.004+02:00

Have you recently considered the concept of the platform?

Everywhere we turn, products are on the decline, while platforms are gaining momentum, creating change and making money.

Pushing a product is about a one-directional delivery of what I think you need to improve your life, business or service. Building and maintaining a platform is about everybody contributing to the greater good, all the time acknowledging that not one single opinion, person or product has it all figured out, and that we are at our best when we are together.

The phone with all the applications already installed failed, while the phone that was a platform for third party developers to create their own apps prospered. The website that pushed informational products became boring instantly, while the website that created a platform for user-generated content grew to a billion dollar business overnight. The restaurant that served fixed meals from a traditional menu declined, while the eatery who supplied the ingredients and the opportunity to create your own dishes exploded. The television show that featured established musicians did okay, while the show that featured no-name artists and called on its audience to vote for who gets to be famous created a sensation. The teacher who prepared in isolation and taught without feedback never actually taught, while the facilitator who led with questions and closed with a discussion changed his audience forever.

Are you getting it already?

Are you doing the parallel thinking of how this applies to you, your organisation and what you're doing on a daily basis?

A product has potential, while a platform recognises potential in others. A product is a created something, while a platform creates a space for something to be. A product is fixed, a platform remains flexible.

In short, a product is always about me and my plans for you, while a platform is about you and your contribution to the world.

We need less products, and more platforms.

By Mynhardt van Pletsen
http://mynhardtvanpletsen.me

Mynhardt van Pletsen is a Creative Artist and Media Specialist from Pretoria, SA

Visit our Website at www.africanmosaic.com

The Genius & Brilliance of Strengths - Part 8

2010-12-08T09:27:00.000+02:00

This is our last in our series on the 34 Talent Themes. "Scribbles" will again resume in January 2011. Africanmosaic wishes you a great holiday and all the best for the new year.

RELATOR

The genius of your Relator talent is found in the fact that you can form relationships with virtually anyone. While you prefer relationships that are real and genuine, you have the capacity to form relationships with almost anyone. You can form relationships with people older, younger, or the same age as yourself. You can form relationships with people who have more, less, or the same status as yourself. You can also form relationships at different levels of closeness or intimacy. For example, you have at least four levels of relationships. At the fourth level, you have lots of acquaintances. On the third level are a group of relationships that are closer. On the second level, you have a group of friends. But you also have an even closer group of people, people in your “tight group”. While there are usually six or less in your tight group and many or few in the other three groups, the genius of your Relator strength is your ability to form relationships on these multiple levels of intimacy.

RESPONSIBILITY

The genius of your Responsibility theme is found in the depth and the quality of relationships you are able to form with people. Because you are a person of your word, people trust you. It is this trust that bonds you to others and bonds others to you. Your ability to build trusting relationships is foundational to any influence relationship. Therefore you tend to have a highly persuasive and influential impact on people. This talent can be used in leadership as people will only willingly follow those they trust, and trust is what you have the genius to generate in others. The final aspect of the genius of your Responsibility theme involves the level of commitment you can generate in others. This stems from the fact that you make such deep commitments to others and from the fact that you make such deep commitments to their full development and personal fulfillment.

RESTORATIVE

The genius of your Restorative talent is found in the way you can think and fix things. This is key to all problem solving. But your ability to fix goes beyond patching things together. The way you restore things involves bringing them back to life. Accordingly, you can have a restorative effect on relationships and in fact, entire organizations. The genius of your Restorative strength is that you are so good at figuring out what is not working, resolving that, and then guiding people to a way of being healthy and highly functional.

SELF ASSURANCE

The genius of your self assurance talent begins with your confidence. You have a quality that is often called resilience. This means that you can “bounce back”. Accordingly, you have an attitude that no matter what happens to you; you will in fact “bounce back” and quite probably reach higher heights even If you momentarily fail. The genius here is that you not only have confidence, but an inner compass for deciding what you need to do and how you need to do it.

SIGNIFICANCE

The genius of your Significance talent begins and ends with the difference you are determined to make. You cannot stand the thought of living and dying and there being no difference. You are bound and determined to make a difference and you want that difference to be significant. There is great energy, power, determination, and motivation within you to make a significant and lasting difference in the world. While others may consider you egotistical this is not your motive. You want to make a significant difference because there is a lot wrong in the world and you are trying to make the world better. At the same time, you want to be recognized for the difference you make. But the difference you make is the driving force.

STRATEGIC

The genius of your Strategic talent involves the way you think and generate alternatives. When faced with a problem or a dilemma you can quickly generate multiple alternatives to circumvent obstacles that prevent your progress. Sometimes you think in a backwards manner by first visualizing the outcome you want to produce and then generating multiple alternative paths to get to that objective. But your genius of Strategic doesn’t simply begin and end with generating alternatives. The real genius of this strength is found in the way that you can quickly sort through the various alternative paths and determine the one that will work best and most efficiently.

WOO

The genius of your WOO talent involves the impact you can have on other people and the ease with which you can win them over. You have an incredible ability to meet new people and almost magically know what to say in order to draw others out. Other people love the attention you give them and the way that you can affirm a person so quickly. Of course you love the process and the challenge of meeting new people. And people love it when you connect with them. The genius of this talent is that you can not only quickly connect with people but you can be a catalyst in helping people connect with one another. Make no mistake about it, when you enter a crowd the crowd will be different because you were there. In fact, you have the capacity to transform a crowd of disconnected people into a group and this is no small accomplishment.

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The Genius & Brilliance of Strengths - Part 7

2010-12-01T09:22:00.000+02:00

We continue our series by Dr Chip Andersen.

INTELLECTION

The genius of your Intellection talents stems from the quality of your thinking. You think about ideas, concepts, and principles in great depth. It is as if you hold discussions in your mind about ideas, concepts, observations and new learnings. This results in deep learning, deep understanding, and deep appreciation for the best knowledge. Out of this deep processing, you often come to new insights and understandings. But the greatest aspect of the genius of your intellection is the wisdom that you gain from your in-depth thinking and internal discussions. You can think by yourself for hours, but never doubt what results: wisdom, clarity and a firm foundation for action planning and decision making.

LEARNER

The genius of your Learner talent begins with the fact that you love to learn in many areas. It doesn’t matter to you what you are learning, just so that you keep on learning something each and every day. But the genius of your learning doesn’t stop there. You have thought a lot about the learning process. You know how you learn and you know what best contributes to you learning effectively and efficiently. This self-understanding provides a basis for understanding and helping other learn. With little effort, you can analyze the learning habits of others and think through how they can learn most effectively. Based on this understanding of the learning process in yourself and others, you can establish ingenious programs and services to help others become better learners, high achievers, and be better prepared for the future.

MAXIMIZER

The genius of your Maximizer talent starts with what you can see in people. You can see the strengths and talents, the potentials and the capabilities, and you can see the emerging abilities within people even before they can see them. But this is only the beginning of the genius of your Maximizer talent. You can literally see what people could be like if they were to fully develop and maximize the talents, potential and emerging abilities within them. This results in you having an incredible impact in the lives of others. As you hold up pictures and mirrors of what you see in others, you help them form new concepts of themselves that build hope and motivation to achieve and be what they have the capacity to be. Moreover, you are a great “coach” in moving people to their greatest potential and in moving people into roles where their potential can be
lived out.

POSITIVITY

The genius of your Positivity talent is found in the impact that you can and will have in the lives of other people. You see the best in people. You want to bring out the best in people. You organize environments so that people can become what they are best capable of being. But you do not “sit on the sidelines” and simply hope that these good things will just happen. You get into the middle of things and stimulate people to strive for the best they can be. As a result, people became more productive, effective, and grow because of you. Your genius is found in the impact that you have on groups and individuals. Simply stated everyone gets better if you are nearby and interacting with them. As a result, you are a most valuable part of any organization and you have the talent to be a great leader, a great manager, and a great supervisor.

(To be Continued)

The Genius & Brilliance of Strengths - Part 6

2010-11-26T09:18:00.000+02:00

Continuing our series...

IDEATION

The genius of your Ideation talent begins with your love of ideas and the way you so quickly learn new ideas, concepts and principles. But you are not passive. It is as if you take ideas and then begin spinning them around in your mind. With each new idea you learn, you tend to think about it over and over - - - spinning it around with the many other ideas you already have. The result of this thinking, turning, and spinning around of new ideas with what you already know does two things. First, you generate new connections and insights about ideas and their implications. Second, the spinning of your ideas often results in new ideas. Therefore, the genius of the Ideation talent is the creativity of generating new ideas and insights as a result of contemplating and reviewing the ideas you have learned.

INCLUDER

The genius of your Includer talent involves your ability to see outsiders and those who have been marginalized. You can see people who are physically on the outside, but most remarkably, you can discern who feels left out even though they may be physically in the middle of a group. But your genius talent of Includer does not stop with just seeing those who are physically outside and emotionally marginalized. You take action to bring people into the group. In fact this talent seems to give you an enormous amount of courage to reach out and actively bring the outsider in. The beauty of your Includer talent is that you can build relationships with literally anyone. But your specialty in relationship building is with the “invisible people” and people who others ignore. You instinctively know what to say and how to include those who others ignore and leave out.

INDIVIDUALIZATION

The genius of your Individualization talent is that you see each and every person and a one of a kind, distinct individual. But more than that, you see the particular factors, qualities, characteristics, thoughts, and perception that make each person distinct. You see each person as a mosaic of highly individual factors each of which contribute to a person’s distinctiveness. This includes both personal qualities and past events that have formed the person. You are curious about their individual characteristics and you find yourself thinking and asking questions about what makes each person so distinct. This results in people feeling special and prized by your attention. But all of this simply lays a foundation for the genius of your Individualization. Your genius is that armed with all of this thinking and question-asking, you attempt to interact with each person based on their individual qualities. This leads to meaningful and very helpful relationships.

INPUT

The genius of your Input talent is based on your curiosity. It is as if your curiosity knows no limits. You want to know about everything. Question after question propels you to learn more and more. You want facts, information, concepts, and principles. You become excited by your own questions and even more excited when you find answers to your questions. Sometimes you turn your curiosity to people and want to learn as much as possible about them, but for the most part you are driven to learn in general and in specialized areas of knowledge. As you learn, you try to keep your acquired facts organized, but this is a challenge since you continue to collect more and more information, and there is simply much to learn. Finally, the genius of your Input talent wants to share what you have learned. You can be a great communicator of what you have learned, and you get really excited about telling others about the latest thing you have learned.

(To be Continued)

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The Genius & Brilliance of Strengths - Part 5

2010-11-23T09:08:00.002+02:00

(...continued)

EMPATHY

The genius of your empathy talent involves your ability to form high quality, deep, personal understanding and relationships with others. You have an unusual and beautiful ability to feel into what it feels like to be another person You can often feel what someone else feels without them saying a word. As a result, you can form very close, intimate relationships with people. The genius of Empathy has profound effects on others because they feel so deeply understood. Many people feel like they come healthier and more at peace being in your presence because your understanding of people goes beyond the words they can find to express themselves. While it may be hard on you to hear the pain of others, they will feel deeply indebted to you because you can understand them at such profound levels. The genius of empathy makes you a great lover of other people and they are fortunate to have you as a friend.

FOCUS

The genius of your Focus talent begins with what you can do with your mind. You can focus your attention to an unusual level of concentration. That concentration enables you to amass facts and information, read with clarity of understanding, and solve problems with great precision. You can concentrate to the extent that people may come into a room you are in, and you may not hear or see them. While others pride themselves with their ability to multi-task, you know that for you, you are most productive when you concentrate on one thing at a time. Your focusing talent results in prolonged concentration to address and solve complex problems and planning processes. You learn in great depth, and because of your focusing, when you learn, plan and solve problems, your recall is remarkable.

FUTURISTIC

The genius of your Futuristic talent begins with your incredible ability to see the future. Your ability to envision the future provides an unusual and creative way of planning and problem solving. When confronted by a problem, you will envision where you are heading and then structure your problem solving so that each solution provides a stepping stone into the future. Likewise, all planning is done in light of the visions you have about the future. Of course your futuristic talent genius gives you a powerful basis for leadership. As Robert Greenleaf noted long ago, the great leader has a ready answer to the profound question: “What are you trying to do?” You know what you are trying to do because your futuristic talent gives you clear pictures of the future you want to build. Never forget that your visions of the future will excite the imagination of others and they will be inspired because of what your genius of Futuristic can help them see. Make your visions known to everyone because they give others hope and optimism.

HARMONY

The genius of your Harmony talent stems from what you can see and how you respond to what you see. First, you can see where people can come together when they are in conflict. Often those in conflict are absolutely blind to how to resolve their conflicts because their differences seem so insurmountable. But you can often see where people in conflict could come together and resolve their differences. The second aspect of the genius of your Harmony talent is found in the way you work with people who are in conflict. Usually, one on one and one at a time, you will meet with those in conflict and help each person to clarify their own position and come to see the point of view of the person with whom they are in conflict. In so doing, you help conflicting people move to reconciliations. The genius of your Harmony talent is greatly needed in families, small
groups, and large organization. It is as if you are the “glue” that hold relationships together. Unfortunately you sometimes do not receive the credit you deserve, as much of you best work is done behind the scenes. But know that even if no one knows but you, you make a significant and a very positive difference in all of the groups and relationships that you are in.

(to be continued...)

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The Genius and Brilliance of Strengths - Part 4

2010-11-20T09:37:00.000+02:00

Here is the fourth part in our series by Chip Andersen:

CONTEXT

The genius of your Context talent is found in the way you think about the past and use that form of thinking to learn, plan and solve problems. The present is important to you, but in your mind, the present is best understood by seeking to understand what has led up to the present. Thus, your mind often goes backwards and looks for what has caused what we are experiencing today. This look to the past gives great wisdom for understanding the present and forms a basis for making informed decisions and plans in the present and for the future. The genius of your Context way of thinking provides you with a basis for making high quality decisions and plans and for problem-solving. In addition, as you apply the genius of your Context way of thinking when you learn, you will learn with great understanding which results in high achievement.

DELIBERATIVE

The genius of your Deliberative talent is found in the quality of your decisions, choices, values, and the directions you decide to pursue. Your deliberative genius involves thinking and the fact that you will take multiple things into consideration every time you make a decision or a plan. The genius of your Deliberative talent allows you to look at an issue from multiple sides. You will “play the devil’s advocate” as you think through alternatives, values, and propositions, and you will look at multiple sides as you are learning. You will slow down the process whenever you are learning, planning or deciding. But this does not mean you are “slow minded”. Quite the opposite. This is part of your genius and results in very high quality decisions and a depth of understanding.

DEVELOPER

The genius of your Developer talent begins with what you can see in other people. You can see talents, strengths, and potential in others that they often cannot see in themselves. But this is just the beginning. You can also see what people can do to develop their talents, strengths and potential. It is as if you see “stepping stones” for moving people from where they are to higher levels of development. But it doesn’t stop there. You become energized and determined to stimulate people to move, grow and develop to higher and higher levels of personal effectiveness. Next, you are particularly perceptive in noticing even the smallest amount of progress people make as they grow and develop. This leads to your mirroring back to people their progress. Accordingly, you are a great source of encouragement and a stimulator of personal progress as you can see ahead of time what people can become and as you note their progress. The great

thing about all of this is how alive you become as you stimulate others with your Developer talent.

DISCIPLINE

The genius of your Discipline talent involves your level of personal productivity and the accuracy with which you produce things. Your level of productivity and your level of accuracy stem from the way you can structure tasks and your environment. This ability to structure is key to you being productive and to your accuracy. You can take complex tasks with multiple stages and identify the steps needed to complete the tasks. Next, you structure the environment and organize the actions needed to complete the tasks. Finally, you begin organizing, re-organizing and structuring each action step that must be complete in order to produce things accurately. Finally, the genius of your discipline talent identifies the fastest and mot efficient methods while maintaining the highest quality.

To be continued....

The Genius and Brilliance of Strengths - Part 3

2010-11-15T09:27:00.000+02:00

We continue our series by Chip Anderson:

COMMUNICATION

The genius of your Communication talent is found in the profound fact that you can find words for your thoughts and your feelings. Whereas many people have lots of good ideas, they often stumble in finding the words that capture and convey their good thoughts. Even more people suffer from not being able to find the words that best describe and transmit their feelings. Yet, you can do this with ease. But the genius of your Communication talent doesn’t end with your ability to find words for your thoughts and feelings. You can find words for the thoughts and feelings of others. This means that in interactions, you can help other people express their thoughts and feelings as is seen in the way that you can often complete people’s sentences or find the word that they cannot find in expressing their feelings. As a result of these aspects of the genius of your Communication talent, you can form deep, meaningful and bonded relationships and help others do the same.

COMPETITION

The genius of your Competition talent begins with the tremendous energy, drive and determination within you. You want to succeed. You demand success for yourself and you measure that success in terms of where you stand in comparison to others. For you, second place is sometimes seen as another word for “loser”. But the drive to win, succeed and achieve isn’t focused on you alone. This can be a basis for leadership and impacting the lives of others. First, your “win attitude” is a model for others. Second, your competition is often turned into being a source of inspiration for others. And finally, you can use your competition talent to stimulate others to strive for higher levels of performance and productivity. You are someone who grabs the attention of others and they begin to believe that they too can achieve.

CONNECTEDNESS

The genius of your Connectedness talent provides you with a very unique way of seeing events, people, and the world. To you there are no accidents. Your way of seeing events is to recognize that everything that happens is caused by something or someone. Likewise, what is happening right now will have a “ripple” effect into the future. Similarly, you see people in terms of the accumulative events and interaction that formed them and moved them to this moment. Accordingly, this moment and the attitudes that people take to their circumstances will form their future. Extending this way of seeing to the world in general, you see the past, present and future as connected and you see that there is a “master plan” or “Master’s plan” at work at all times. Your genius talent of Connectedness provides a way of “making sense of the nonsense” around us and generating meaning and purpose for yourself. When you share what you can see with the genius of your Connectedness talent, you help others gain hope as you help them see the past and “connect the dots” of their past in a more meaningful way. In like manner, you

help people see possibilities for the future by making choices now that build a positive future.

CONSISTENCY

Your genius strength of Consistency involves both the way you think and process information and the way you see what is fair and equitable. Whereas others often take a long time to determine what is fair and equitable, to you it is obvious. You can quickly determine what should be done so that problems are solved in ways that treat everyone in a just and equal manner. This process of determining what is equitable often involves processing a great deal of information. But the genius of your Consistency talent sorts through information and comes to equitable decisions so quickly that you may not see anything special about what you do because you do it with such ease. In your relationships, you strive to treat everyone equally and consistently. This helps you win the confidence of others. You are a great, fair and just thinker because of your Consistency talent.

To be Continued.....

The Genius and Brilliance of Strengths - Part 2

2010-11-12T09:11:00.001+02:00

Part 2 in our Series by Chip Anderson on the Genius and Brilliance of Strengths:

ANALYTICAL

The genius of your Analytical talent begins with the way your mind works as it automatically formulates penetrating questions. Your questions have a common theme in that they are always “truth seeking”. Your genius analytical questions seem to drill down with question after question until the truth is uncovered. Questions of “How you know . . .?”, “Why?”, “What evidence do you have . . .?” and “Can you prove it . . .?” are constantly in your mind. But these questions only lead to the deeper aspects of your genius Analytical talent the ultimate genius of the Analytical talent involves the quality of your decisions, problem solving and planning capabilities. Armed with the

information generated through your penetrating questions, you get to the rock-bottom issues that form a basis for the highest quality of real decision making, problem solving, and strategic planning. Moreover, your questions give you the facts and information needed for excellence in decision making and planning.

ARRANGER

The genius of your Arranger talent begins with what you can see and perceive. You can see patterns and perceive how things go together or could go together. Whereas most people only see things as isolated items, you see groupings and connections. The genius of your arranger perception comes to light in that you can take many different items, bits of information, factors, people, and/or events and then see patterns among and between them. This enables and empowers you to arrange items, facts and information, people, and the many things that must come together for successful events and activities. You are a genius at coordinating people and events because of your Arranger talent. Accordingly you can “multi-task” like few others. You can deal with chaotic situations by seeing how to combine and coordinate as you will see connections and linkages. But the ultimate genius of your Arranger talent is seen in what you do after you have completed a project. You go back and arrange and rearrange in your mind what you did. This results in increased effectiveness and efficiency each time you use your arranger

talent.

BELIEF

The genius of your Belief talent starts with the fact that you have some very deeply-held beliefs about what is true, what is unchanging, and what can be, and always will be, dependable. These beliefs go very deep. They provide personal power to stand strong no matter what. This is central to your character. But the genius of your Belief strength is what results from those beliefs. From your beliefs, you generate meaning, purpose and direction for your life and all you do. This meaning, purpose and direction translate into a tremendous amount of power, drive and motivation within you. So long as you revolve your life around your deepest values and beliefs, you will experience motivation, drive, and determination to make monumental impacts in the lives of individuals as well as groups and organizations.

COMMAND

The genius of your Command talent begins with the fact that you can and will impact others, and you will do so with great power. Your genius strength of Command gives you great courage to boldly enter into a crisis and dangerous situations. It is as if you have even more clarity of thought about what needs to be done when there is an emergency. You have the courage to step in and take charge when people are threatened and when there are threatening circumstance. In emergencies, you have clarity, a willingness to voice your ideas and people appreciate your willingness to step up and confront dangers. In these situations you will impact all around you. Similarly, you are willing to see the way through conflicts and misunderstandings by bringing to light what is often hidden. While some get nervous because you can be so powerful, everyone is

grateful when your strength of command addresses emergencies, crises, conflicts, and

danger.

To be Continued....

The Genius and Brilliance of Strengths

2010-11-08T09:15:00.001+02:00

This week we start a series by Edward “Chip” Anderson, Ph.D., Professor, Doctoral Studies in Educational Leadership at the Azusa Pacific University. Enjoy!

From my experience, each of the themes of talent identified by the Clifton StrengthsFinder Inventory has a stroke of genius within it. The genius of our talents reflects what those talents enable and empower us to do to potential levels of excellence. The concept of genius refers to an extraordinary ability to do certain things, and as such ther

e is great beauty in seeing what is done by the genius within individuals. Accordingly, what follows is the genius I see in each of the themes of talent identified by the Clifton StrengthsFinder Inventory.

ACHIEVER

The genius of your Achiever talent begins with your tremendous motivation, drive and determination. You are in constant motion to reach your goals. The second aspect of your genius is found in the types of goals you set. You have daily goals in the form of lists of things to do. Then you have future goals tied to your daily goals. Finally you have ultimate goals. Your ultimate goals are always tied to excellence. So the genius of your Achiever talent is the tremendous amount of motivation and drive you have to reach your goals and to move your goals toward being excellent in terms of performance, productivity effectiveness and efficiency. No wonder this talent is called Achiever.

ACTIVATOR

The genius of your Activator talent begins with the concept of action. You want

action and you can make things happen. Most of all, the genius of your activator talent

gives you the ability to see how to make things happen. Whereas others have ideas that

only swim around in their minds, you can quickly see how to turn ideas into actions,

programs, and services. This points to the greatest aspect of the genius of your Activator

talent. You are creative and very innovative. Finally, you have a tremendous amount of

motivation, energy and personal power when it comes to taking an idea and then putting

it into action. You are particularly motivated to be innovative in turning your ideas into

action, programs, and services. You are a dynamo in turning ideas into actions that

generate revolutionary changes.

ADAPTABILITY

The genius of your Adaptability talent begins with where you “live” in terms of your mind. You live in the present - even the present moment. Whereas others live their lives in their “rear-view mirror”, always looking to the past and being tied to the past, you are a right here – right now person. The genius of this perspective means that you can change and change quickly. Rather than being rigid, you are flexible; and rather than being tied to some pre-set plan, you can quickly change to meet immediate demands and circumstances that require attention. But the real genius of your adaptability is seen in circumstances that make others scramble and cower into some safety zone for security. Your genius talent of Adaptability comes to light in chaos. In fact, you not only deal with chaos, you get energized, come alive and get a thrill out of chaos as you “ride the wave” and quickly make the changes that chaos requires. This then points to another genius aspect of your Adaptability talent. You can learn and change so quickly.

To be Continued.....

The 4 Most Important Words

2010-11-05T11:32:00.003+02:00

If you subscribe to newsletters, are on Twitter or buy magazines, you can identify with the fact that you have come across many articles that gives you advice starting with the following words: “the 4 most important this or the 5 most important that.” It is as if there is a formula for success, a formula for weight loss, a formula for rising up the perfect kids. But life is not a formula, is it? So, if the heading of this post is, “the 4 most important words”, what would formula are we referring to?

Thankfully, there’s no formula. Tom Peters (www.tompeters.com) says that the 4 most important words is “WHAT DO YOU THINK?” What does “what do you think” mean? It means YOU ARE A PERSON OF VALUE WHO HAS AN OPINION THAT I WANT TO HEAR! How many times, in the course of a day, do you ask people “what do you think?”

One of the ways to be effective, is by asking the right people “what do you think?”. What are some subjects that you can categorize your question in?

If you want to get something done, ask the Do-ers “what do you think?” The Do-ers have talents like Achiever (hard workers), Arranger (organizers), Consistency (producing standard operating procedures), Discipline (produce structure and routines), Focus (setting priorities for the goal) or Responsibility (committing to getting things done). Who are the Do-ers in your world?

If you want to influence people with your ideas, ask the influencers “what do you think?” Influencers have talents like Activator (getting people to start something), Command (selling your ideas), Communication (getting the message out there), Maximizer (making your ideas better), Significance (striving to make it a success) and Woo (strategic networking). By getting input from your influencers, your ideas will grow into something larger than yourself.

If you want to build better relationships, ask the relation builders “what do you think?”. They have talents like Developer (investing in people), Empathy (feeling what others feel), Harmony (creating peace), Includer (including those that feel left out), Individualization (making people feel special) or Relator (building close and trusting relationships). Who are the relation builders in your world?

If you want to think differently about a problem or an issue, ask the strategic thinkers “what do you think?”. These are the people with talents like Analytical (brings data and facts), Futuristic (how will the future look like if you act), Connectedness (what will the consequence be of your decision), Ideation (thinks outside of the box), Input (resource giver), Strategic (what is the best option). The strategic thinkers in your life will help you to make better decisions.

BOTTOM LINE: Look at your world. Identify those that are do-ers, influencers, relation builders and strategic thinkers. So, in what category do YOU fall? What will YOU answer when someone asks you “what do you think?”

Visit our Website at www.africanmosaic.com

Its not all about Talent

2010-10-29T09:10:00.002+02:00

Talent is extremely important when pursuing your goals or dreams. Nobody will dispute the fact that your talent awareness and talent development are key to both performance and to fulfilment.

But talent is not everything, or the only thing.

There is much more at play when you pursue your dreams. Being talented (in terms of having the natural pattern of behaviour, thought and feeling) will never guarantee success - as important element as it is. hard work is also a critical factor.... we wrote about the factor of 10'000 hours of hard work previously on Scribbles. (Read about it here).

Then there are the factors of adding skill, knowledge and experience to talent also. Yes, there are many factors apart from talent that helps you achieve success. One factor that is not always addressed, is the one of you physical abilities. A huge amount of your physical abilities are simply inherited. It's in your DNA. The way you are built, how good you can hear or see, if you have a voice for singing, if you are a natural athlete.... all this is part of natural physical abilities.

Some of these physical abilities can be developed and strengthened. You can get fitter, faster and stronger. But then, sometimes certain physical abilities might simply be outside of your reach - because you do not have the genes for it.

I know someone who dreamed about becoming a professional pilot all his life. He had the drive, passion and yearning for it. He worked hard on his theoretical studies, and really performed good - it seemed like he was going to be a 'natural'....until he had to pass the physical examination. Tests revealed that he had a specific eye disorder that made him colour blind at night. There was no cure for this. He failed the test. His dreams were in shatters.....simply because he did not have the physical abilities needed.

The tables are turned with other people sometimes. You can get someone who is just naturally fit and athletic - but has no desire to achieve through sports, for instance.

When your talent, hard work and physical abilities align with a specific passion, you will see sparks fly! This combination is what is needed for excellence and high performance.

Visit our website at www.africanmosaic.com

Talent Dynamics: A Never-Ending Learning Curve

2010-10-25T09:21:00.000+02:00

In the last couple of weeks I have had the privilege to Talent-Coach numerous leaders of different types of organizations. Working with leaders excite me. My "Core Theme", Maximizer, really gets energized by the self awareness and experience that most leaders have. But most of all, I think its my "Leaner-Input-Intellection" combination that thrives on everything I learn when I spend quality time talking to leaders.

Most of all, I am intrigued by how experienced leaders tap into their talents with relative ease... Not only in their Top 5 Themes. Leaders tap into their Top 10 Themes like most people do their Top 5. And even "deeper". This is also why I find it almost impossible to coach leaders on simply their Top 5 StrengthsFinder Reports. I need their Full 34 to really understand them, and add value to the conversation. You will never really impress a leader by simply confirming what they already knows are "floating on their surface". Leaders are deep-sea divers. They do not snorkel around the surface and admire the beauty. They like the pressure and excitement of going deeper.

One of the leaders that I coached a couple of weeks ago, had an interesting make up in his Top 10 Themes - mostly all very strong Influencing and Executing Themes. I could clearly pick it up in our conversation also. But then he mentioned to me that he finds it very strange that his Relational Themes aren't in his Top 10 at least, as he perceives himself as being very relational. As I did not know him at all, I could not confirm nor deny this. But I did notice that nearly all his themes from number 11 - 15 was relational in nature.

Later we had a Team session, and in the discussion the other members of the team also commented on the lack of relational themes in the Top 10 that did not make sense. I then suggested that, in his case, we add the next 5 themes and work with his Top 15 like we do with everybodys's Top 10. The moment I added the next 5 to the mix, everybody, including his face lit up. Affirmation and celebration entered the room.

Thing is: nobody denied the intensity of his Top 10 themes. No one wanted to take it away. But it was not complete until the next 5 - Relational Themes in this case - was added. Only then was his profile "complete".

I realised that day that some people really "dive deep" when they tap into their strengths. I do not find a mix of 15 often at all. Nearly never. But, like in this case, it is possible.

Talent dynamics cannot be contained and minimized. We are everyone much too unique.

And how cool is that.

[by Dries Lombaard, CEO Africanmosaic]

Visit our Website at www.africanmosaic.com

Capacities Every Great Leader needs

2010-10-22T09:00:00.000+02:00

Expert Blogger Tony Schwartz writes: “When I was a very young journalist, full of bravado and barely concealed insecurity, Ed Kosner, editor of Newsweek, hired me to do a job I wasn't sure I was capable of doing. Thrown into deep water, I had no choice but to swim. But I also knew he wouldn't let me drown. Over the last dozen years, I've worked with scores of CEOs and senior executives to help them build more engaged, high performance cultures by energizing their employees. Along the way, I've landed on key capacities that show up in the most inspiring leaders I've met.

1. Great leaders recognize strengths in us that we don't always yet fully see in ourselves.
Kosner provided belief where I didn't yet have it, and I trusted his judgment more than my own. It's the Pygmalion effect: expectations become self-fulfilling.
Both positive and negative emotions feed on themselves. In the absence of Kosner's confidence, I simply wouldn't have assumed I was ready to write at that level.
Because he seemed so sure I could--he saw better than I did how my ambition and relentlessness would eventually help me prevail--I wasted little energy in corrosive worry and doubt.
Instead, I simply invested myself in getting better, day by day, step by step.”

Africanmosaic: “We get better and gain more confidence if we practice those things in which we are talented. This pushes us to give more and achieve better success. Our fellow strengths travellers will see that in us and encourage us to grow in our talents.”

2. Great leaders take the time to clearly define what success looks like, and then empower and trust us to figure out the best way to achieve it.
One of our core needs is for self-expression. One of the most demoralizing and infantilizing experiences at work is to feel micromanaged.
The job of leaders is not to do the work of those they lead, but to serve as Chief Energy Officer -- to free and fuel us to bring the best of ourselves to work every day.
Part of that responsibility is defining, in the clearest possible way, what's expected of us--our concrete deliverables. When they do it effectively, the next step for leaders is to get out of the way.
That requires trusting that employees will figure out for themselves the best way to get their work done, and that even though they'll take wrong turns and make mistakes, they learn and grow stronger along the way.

Africanmosaic: “It is key that employees know what their talents are. When they are aware of what they are capable of, based on their natural occurring thoughts, feelings and behavior, they can sort out very quickly what the best way is to get the work done. If they know where their colleagues are strong, they can partner with them where they might lack. In this way you will have a well-rounded team that will deliver on time, with success.”

Taken from: http://www.fastcompany.com/1695382/the-four-capacities-every-great-leader-needs-and-very-few-have?partner=rss

Visit our Website at www.africanmosaic.com

Stop Being so Nice...

2010-10-20T19:46:00.004+02:00

If you have the theme of Harmony in your top 5 StrengthsFinder talent mix, you can identify with the fact that conflict is very difficult for you and that avoidance is usually the way you handle conflict.

But, steering clear of disagreements and leaving things unsaid creates unnecessary complexity and needless anxiety. To get better at confronting conflict constructively, follow these three steps:

1. Reflect. Ask yourself whether there are times you should've spoken up but held your tongue. Do you avoid certain types of conflicts? Is there a pattern?

2. Get feedback. Ask trusted friends and colleagues how they perceive your readiness to engage in constructive conflict. They might see patterns that are less obvious to you. Do you need to see the situation from the other person’s perspective?

3. Experiment. You don't have to change overnight. Try pushing back on a request or speaking up in a meeting and see how it goes. Preface your comment with an admission that you are working on getting better at conflict. This will help demonstrate your sincerity. If you have to confront one-on-one, is there someone else in your team that can assist you with the wording and confrontational style? The talent themes of Command and Empathy can assist you. Can you identify what the common ground is in this situation?

Taken and adapted from
http://web.hbr.org/email/archive/managementtip.php?date=101910

Visit our Website at www.africanmosaic.com

Command: Leading with Presence

2010-10-15T17:13:00.003+02:00

Are you experienced as bossy, opinionated, a "lover of conflict"? Then you might have the talent theme of Command as one of your signature themes.

Here's how Catherine explains her Command theme: "Command is in my top ten. It is a strong naturally occurring pattern for me, although I don't think I have built it into a strength. Even in school this talent theme showed up as I was always the one who took the leadership role in group activities. At work, now, I am the one who is labeled opinionated, the one who speaks up. I enjoy debates and never shy away from confrontation, unless directed not to. And when I am directed not to (my boss has harmony and consistency/fairness in his top five so this happens a lot) I feel thwarted. It feels wrong for me to just let things go. So, if I have to let them go, I really let them go. I detach nearly completely. I think people with a strong sense of Command like to be in charge and if/when we are not able to take the reigns, we yield totally until we find a place where we can take charge. It is an interesting contradiction. I used to always just say, "I am the oldest of seven--I'm bossy!" but now I know that this natural urge within me is my Command talent. It helps to view it as a talent and potential strength.”

Mattias says: “Command has helped me in many ways in my life and I would not want to miss it. Most importantly, it has given me the courage to reach out for help and advise (including people higher up in the hierarchy, or strangers in other companies) and to ask for what I need. In my career, I have often openly pursued my career objectives, I believe this has helped me a lot. I used to think that this is normal until my Strengths "epiphany", and ever since I realize how many people can not bring themselves to spell out what they want or to ask other people for help.”

Jasmine says: “In living in connection with my Command strength, I have gained confidence, empowerment, and focus to be honest and direct while moving forward in my life and accomplishments.”

We might experience Command very negative, but if we start to see how this talent can help us in our team, we can learn to appreciate the people that have to live with it.

Source: www.linkedin.com The StrengthsFinder Group

Visit our Webpage at www.africanmosaic.com

Belief - Values that Endures

2010-10-13T18:58:00.002+02:00

If you possess a strong Belief theme, you have certain core values that are enduring. These values vary from one person to another, but ordinarily your Belief theme causes you to be family–oriented, altruistic, even spiritual, and to value responsibility and high ethics — both in yourself and others.

These core values affect your behavior in many ways. They give your life meaning and satisfaction; in your view, success is more than money and prestige. They provide you with direction, guiding you through the temptations and distractions of life toward a consistent set of priorities.

This talent of Belief also causes you to see things as "black & white", either right or wrong. No gray areas. People with Belief don't see everything this way, but what they do see in black and white is clear, based on something easily articulated and unshakable.

It's helpful, when working with people embodying this strength, to understand the depth of this conviction. They tend to admire and appreciate people who also have strong convictions - even if they are the same convictions. People, who have the talent of Belief, tend to stand up for those things that they feel strongly about. This may cause friction in the office if they don’t agree with a value. People with Belief can be a valuable part of a team in this way. They're clear, consistent and act with passion about those things they do believe. Just as surely, they'll "check out" when that belief is not respected or supported. They can't work for something they don't believe in.

If you work with someone who has the talent of Belief, make sure that you understand that person’s values. More often than not we don’t know what our values are. Someone with the talent of Belief will feel strongly about things, but might not be aware of those things. They will become aware of it when the value is challenged. This then causes them to act, which sometimes can be seen as causing conflict. Find out what those values are. What do you consider to be important to you in your life?

What gives your life meaning? By identifying your values, you are able to pursue what matters, for you and the person with Belief. Martin Luther King, Jr. said, “Our lives begin to end the day we become silent about things that matter.” Understanding each other’s values will result in clear expectations in your work environment.

Values: Displayed or Driven?

2010-09-29T09:30:00.002+02:00

In his book "Leading Outside the Lines", Jon Katzenbach tells the story about two organizations with strong values.

The first has the values of Communication, Respect, Integrity and Excellence. These values were posted on the company Website, included in the employee manual, displayed on the wall in the foyer, and proudly repeated at company events.

The second organization has the values of Honour, Courage and Commitment. Every member of this organization openly talks about these three values, and uses it to make, mostly, life and death decisions. The organizations?

The first is the shamed Enron, famous for its corrupt scandal a decade ago. The company is closed down and their CEO in jail.
The second? The U.S. Marine Corps. It has endured now for more than 200 years.

A critical difference between these two organizations is in the way they make their values come to life... or not. Enron was a values-displayed organization. The USMC is a values-driven organization.

The difference? No window dressing. Living the values in everyday decisions, discussions, situations and actions.

Values are both formal and informal. Formally, the can be written down and displayed, and this is a good thing. But the formal side of values means absolutely nothing if it does not connect informally in the offices, hallways, boardrooms and interactions between staff and with clients.

A way to test values, is to informally ask staff and customers about it. See if, firstly, they know what it is. And secondly, if they walk the talk.

How to achieve value-drivenness? Only one sure way: an example set by management or leadership. Informally. Daily.

Remember: "There is no use in walking somewhere to preach, if your walking is not your preaching.

Visit our Website at www.africanmosaic.com

Talent cannot replace hard work... or vica verca

2010-09-21T03:59:00.004+02:00

In his brilliant book "Outliers", Malcolm Gladwell tells numerous stories about successful people in life. His make one very important discovery in his research: that it seems that almost every success story has a lot of very hard work, and long hours, behind it. To be specific, Gladwell found that at least 10'000 hours are spent working at something specific, in order to become a success. 10'00 hours. That is 8 straight hours a day, five days a week, for 5 years... a lot of practice in any book.

Gladwell found that the exceptions are so few and far between that it really is exceptions to this rule of 10'000 hours.
But, contrary to how some people interpret this, Gladwell never once claims that this 10'000 hours replace the value and importance of natural talent. On the contrary! Someone with no talent within a specific area, will simply run out of energy and 'fuel' long before the 10'000 hours is reached. Or, they might spent 20'000 hours for that matter, and never be recognized at all.

Talent cannot replace hard work, in the same way that you cannot fill up a car with fuel, and then expect it to go anywhere without starting it, and driving it. The key to fulfillment and success lies in the balance between the two. Working hard at developing your talent. Turning it into a strength. Perfecting it....if 'perfect' exists at all.

Aligning the effort and hours you invest in any activity with your continuous pattern of thought, behaviour and action (talent), is exactly what is proven by most people over history as the recipe for how they built not only success, but real fulfillment.

As you invest in this precious day, be sure to try and push towards your natural abilities. Be sure to do what comes naturally to you, most of the time. Be sure to work hard at it. Invest. This way, the most important thing of all will happen: you will find that today will have meaning and fulfillment beyond expectation. And that is already the achievement of success.

Visit our website at www.africanmosaic.com

Give Me Training or Give Me Death!

2010-09-18T09:57:00.003+02:00

I say: take no thought of the harvest, but only of proper sowing. –(Famous Dead Poet), T.S. Eliot, Choruses from The Rock

You want to be better! It’s not a question. If you’re reading this article, you have a desire to perform on a higher level—at work and in life. You’re the fraction of the workforce and society that is ready to perform, learn, and live a better tomorrow than what you’ve achieved today.
But how do we get better? How do we really make worthwhile contributions to our family and friends, our organizations, and our clients, day in and day out?

WE TRAIN!

And I’m not talking about that old dinosaur called Two-Day Seminars or Workshops. The days of one- or two-day classrooms as “training solutions” are ineffective and dying. That’s teaching; that’s not training. I’m talking about a consistent effort to purposely get better at your job through a series of activities, experiences, and acquisitions of knowledge, skills, and competencies that are integrated into your workflow as the actual learning process—not a 15-minute follow up to some mountaintop experience you had last week. Training is a long distance race! It’s not a few toe touches and jumping jacks.

While the classroom itself still holds some meaning, the idea that you only get better in a classroom simply is not true anymore. There era of Dead Poets Society has moved beyond standing up on your desk and shouting about seizing the day, it’s a continual effort outside the classroom, in the real world, actually seizing moments. You can learn theories and skills in a classroom, but you can’t be trained to use them. You can’t create a habit in a Two-Day Workshop. With technological advancements, the idea that Soft or Off-the-Job training takes place outside of your normal workflow (in a classroom, away from your desk, pontificating some abstract leadership philosophy on a mountaintop) is Dark Age thinking. Seminars may be events, but they’re only events. Seminars and workshops don’t make us better; they only make us think about getting better.

Your colleague who is going to run in a marathon this fall doesn’t go to a one-day motivational seminar, or runners’ workshop, and think that he’s prepared to run 26.2 miles tomorrow—he trains for the event by exercising daily on a strict schedule, eating the right foods, getting the proper rest, and shedding a few drops of blood, sweat, and tears as prepare for race day.
If you’re not training, you’re dying from a slow and painful mediocre contribution. It’s not meaningless work, but it could become so much more if we take the leadership, the people, and the technical skills seriously enough to put them into action and apply them directly to our everyday real work and real lives. The next generation of leaders and learners want training, real sustained training, and through that training they want to make great contributions to the world and the workplace.

Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action

(Article appeared on www.whyleadnow.com)

Visit our Web at www.africanmosaic.com

Embracing Uniqueness

2010-09-14T11:05:00.003+02:00

We all want to be seen and appreciated as being unique. Some of us do our utmost to express this uniqueness openly and positively. Other might be more reserved, but cherish their uniqueness within their privacy.

No matter what your personality might be, being unique is absolutely human. In fact, in is natural - as nature intended - because nature never clone anything. Be in a leaf on a tree, a stone in the field, a seashell on the beach, a snowflake or any animal or bird, in some specific way everything that is part of nature is also unique - even if it might look exactly the same on first observation.

Humans have two significant traits of uniqueness: outer and inner. Our outer uniqueness lies in the fact that no two people look alike - even identical twins has their own fingerprints. Inner uniqueness is even more fascinating! Your personality, character, talents, emotions and spirit is absolutely and completely unique. Nobody could be you, even if they try.

Whenever you turn up at any meeting you bring something to the mix that nobody can clone or even fake sustainably. That is simply: being you. Adding your own mix of energy, character, experience, skill, qualification, passion, point of view, values, likes and dislikes, dreams, abilities, physical presence.... this all adds up to something no salary can buy if the fit is right.

Be more confident in your own skin. Never try to fake or be what you are not. But always do try to better who you uniquely are meant to be. Keep growing. Keep challenging yourself. Keep on embracing your own uniqueness. And in doing so, you will earn the respect of others, and also realize how natural it becomes to respect those around you for who they are.

Embrace yourself today. Then grow by becomming more of you.

Visit our website www.africanmosaic.com

Misunderstanding Talents - "Empathy"

2010-09-05T17:07:00.004+02:00

The Talent Theme of "Empathy" is directly linked to the two words: "feeling emotions". People with this talent theme explain that they can sense and feel the emotions of other people. Sometimes this feeling of emotions is literally physical to them. It hurts them to feel the pain of others.

But "Empathy" is often misunderstood as being too soft or too emotional. This is not necessarily the case at all. Remember that talent themes is all about the management of it. So, yes - a mismanaged talent theme of "empathy" could lead to someone being very emotional. But again, one must not tag someone with empathy in this way.

People with Empathy are extremely good within both one on one individual and within group or team situations. They often seem to be a lot more emotionally intelligent than the rest. It is exactly because they can sense emotions so well.

If you know someone with this theme, celebrate it! It is an awesome ability.

This concludes out series on "Misunderstanding Talents."

Visit our blog at www.africanmosaic.com

Misunderstanding Talents - "Harmony"

2010-08-25T13:20:00.004+02:00

Although the Talent Theme of "Harmony" is strongly associated with the avoidance of conflict and the yearning for peace, it should not be misunderstood as simply and only this.

Harmony is about the desire to "see things run smoothly". This is why Harmony does not usually like conflict - it is a sign of things not running smoothly. But you might be surprised how Harmony could choose to engage with conflict exactly in order to restore the functionality that is causes disharmony.

Harmony could also be associated with a level of trust and confidence. I once coached someone with the Nr 1 Theme of Harmony. He shared with me how he is often invited to get involved in meetings where people cannot agree or come to a conclusion. Very often, he says, he sits in at the meetings without even having to say a word. It is as if the level of confidence and trust within the process of negotiation is lifted to a next level with the presence of harmony in the room. This to me, is exactly what the Harmony Theme does - it restores harmony through trust and confidence.

Do not undervalue your team members with a high Harmony Theme. Do not exclude them from conflict, even if they seem uncomfortable or if they are avoiding it. Having the Talent Theme of Harmony present could be exactly what is needed to get things to run smoothly again.

Next Topic: Misunderstanding "Empathy".

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Six Fundamental Shifts in the Way We Work

2010-08-18T07:31:00.002+02:00

Our Series on “Mis-Understanding Talents” is briefly interrupted to place this great article by John Hagel III and John Seely Brown, as posted in the Harvard Business Review this week.

The Red Queen was optimistic.
Nearly everybody in management is familiar with the Red Queen effect, taken from Lewis Carroll's Through the Looking Glass: this is the notion that "It takes all the running you can do, to keep in the same place."

It turns out the Red Queen represents an optimistic view of the world. Despite long-term increases in labor productivity, the average return on assets (ROA) of US companies has steadily fallen to almost one quarter of what it was in 1965. We're running faster, but still losing ground.

There is no sign of this long-term erosion flattening out, much less turning around.
The conclusion is inescapable: our management practices and corporate institutions are fundamentally broken. The good news, if you can call it that, is that this isn't sustainable for much longer: the trend line on ROA approaches zero in 2020. If you believe that markets spur innovation, however, it does bring up a conundrum: Why haven't companies yet figured out how to compete more successfully? One reason is because...

Value ain't where it used to be.
Competition is not only intensifying, it's changing the source of value creation from stocks to flows of knowledge, and the means for value creation from push to pull. These changes require such fundamental shifts in mindset and approach that most executives are unable to make the leap from their current ways of seeing and doing. Thus their companies remain mired on the downward slope of performance.

Asia is the new global center of innovation.
But some companies and executives are figuring it out. The bad news for the US is that these leading-edge companies and executives tend to be in China and India. Westerners generally have a narrow view of innovation, limiting it to breakthrough technology and product innovations. We need to expand beyond product, process, and even the management innovation called for by Gary Hamel to a broader notion of institutional innovation, which redefines roles and relationships across large numbers of institutions.

Where is institutional innovation most advanced? In China's open production and design models and in India's open distribution models. We've written about both of them before. Unfortunately, the concept of institutional innovation — as yet anyway — is all but invisible to most Western executives.

The collaboration curve supplants the experience curve.
We may, for the first time, have an opportunity to turn diminishing returns performance improvement into increasing returns.

The BCG experience curve is one of the most enduring ideas in business. Unfortunately, it's characterized by diminishing returns: The more experience accumulated in a specific industry, the longer it takes to get the next increment of performance improvement. As competitive intensity rises, these diminishing returns are a serious obstacle to performance.

As it becomes increasingly possible to scale the number of connections and interactions between participants in a given environment, however, a new kind of performance curve is emerging: the collaboration curve. This is characterized by increasing returns: the more participants — and interactions between those participants — you add to a carefully designed and nurtured environment, the more the rate of performance improvement accelerates.

The collaboration curve helps explain the rise of network-centric efforts ranging from open source software development to "crowd sourcing" to "creation spaces." In nearly all of these group efforts, rapid leaps in performance improvement arise as participants get better faster by working with others. The evidence for the collaboration curve is still admittedly fragmentary, but one place to look for it is in the online game World of Warcraft.

The "Dilbert Paradox" holds the key.
Companies will not be able to fully harness the potential of collaboration curves until they resolve the Dilbert Paradox.

Here's the paradox. Ask CEOs about their top priorities and inevitably they will cite talent as one of their top priorities. If this is the case, how do we explain the enormous popularity of Dilbert and The Office, which so eloquently describe the stultifying effect of our work environments on talent?

In part, the paradox arises because executives tend to focus on talent acquisition and retention, but do not invest much time on talent development throughout the firm. When they think about talent development, they spend time designing training programs rather than re-thinking the work environment to accelerate talent development. If they took on-the-job talent development seriously, they would reassess all aspects of the firm - strategy, operations, organization and information technology platforms - to find ways to foster even more rapid talent development.

Passion is everything.
Management can only do so much. All of us are responsible at a personal level, too — for reintegrating our passion into our profession. What is passion? More than simple satisfaction, passion is when people discover the work that motivates them to achieve their potential by seeking extreme performance improvement. Their job becomes more than a mode of income.

Yet our survey in the 2009 Shift Index showed that passion levels are low across all US industries. In most of them there are fewer than 20 percent of employees that say they are passionate about their work--and no industries have more than 25% that say so. Furthermore, passion levels are inversely related to the size of the employer: the larger the company, the lower the passion levels.

Why is passion so important? Because it drives a questing disposition that is essential to employee performance as they react to the inevitable unexpected challenges today's work environment presents. It also drives more connection. Our Shift Index found that passionate workers participate much more actively in knowledge flows that are the new key to value creation. If you can help make your employees more passionate, you can create value in today's economy.

Book writing has many purposes, but surely among the most important is to spark conversation, and maybe even controversy. What did we get right? More importantly, where did we go wrong? What can we do to sharpen and refine these propositions?

Next time we continue our Series on "Mis-Understanding Talent"

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Misunderstanding Talents - "Responsibility"

2010-08-12T11:24:00.007+02:00

Are you responsible? Most of us would like to think that we are. But, if you do not have the Talent Theme of "Responsibility" high in your talent mix, I can assure you that you do not understand what responsibility really means....

The Talent Theme of "Responsibility" means that you have the natural tendency and inclination to take emotional, psychological and even physical ownership of a situation. To the high "Responsibility" people, it is much more than even a value of a virtue. It is something within their deepest core that just drives them to take responsibility of the outcome of a situation, task or project.

I have nearly never encountered someone with this theme high in their Talent Mix, that immediately fully embrace this theme. Most people with this talent will describe it as a "burden", a "challenge", and even a "curse".
Wow. This is especially true when this theme combines with other specific themes like discipline, belief or deliberative. Still, I am convinced that it is not the theme itself that is the burden - it is the management of that theme that is difficult, and therefor the feeling of strain under that theme comes from the mismanagement of the responsibility.

People with this talent has one specific thing in common: they find it very difficult to say the word "no". They will keep on piling up more responsibility, always making more time to get things done, and (even more so should they have something like "Achiever" in their mix) they will burn themselves on all ends in order to fulfill the expectations... expectations that is mostly set by themselves.

I always urge people with this theme to get their hands on the books by Henry Cloud and John Townsend in the "Boundaries" series. To work on the important skill of setting healthy boundaries, is an absolute must for people with the responsibility talent. They mus learn to stop holding the gun to their own heads. And they should not allow others to hold the gun either.

The beauty of responsibility is tremendous. They are timely, accurate, precise, hard working, and... well, responsible! But we must understand that this is an emotional responsibility. It is a driving force within them. This talent theme might well be the strongest of all the so called "Executing Themes", meaning that someone with this theme will simple GET THINGS DONE. But, it comes at a cost, if mismanaged.

Should you have this theme, or work / live with someone with this theme, be aware of the beauty of it, but also of the shadow side.

The key word here is "well managed".

Next time: Misunderstanding "Harmony"

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Misunderstanding Talents - "Deliberative"

2010-08-02T11:57:00.004+02:00

"Why are you always so negative? You only seem to see the dark side of things. Why must you ask all these difficult questions?"

To someone strong in the Talent Theme of "Deliberative", this feedback will sound all too familiar. Because the "deliberatives" are careful, always counting the cost so to speak, and very diligent in looking at things from all angles, they often see things that others miss.

A team without this Talent Theme in the mix, has some problems. I like to refer to people with this talent theme as the "brakes" on a race car. For any team speed and progress is a good thing, but, just like on a race car, when there is no brakes, the first bend in the road might well be the end of the road. People with the "deliberative" theme can see obstacles when most others miss it. That is the reason why they could be misunderstood as "negative" or "pessimistic". All too often the preciousness of this theme is missed.

The best way to take full advantage of someone with this theme, is to give them two things: time and opportunity. Giving them time to think is essential, because they need time to process through all the dark spots that they see ahead. The also need opportunity to give feedback and to respond.

When I work with teams, here is my advice regarding someone with Deliberative: go through all the strategic planning, the ideas and the vision for the future. But, when you are done, simply ask the "deliberative" in the room this simple question: "Okay, so what did we miss?" Also then allow them time to first think about it - so it might even be a good idea to let them start the next meeting with feedback on this.

Again: like any other Talent Theme, "deliberative" can also be mismanaged. Having brakes on a racing car is essential, but brakes that is stuck and never loosens, is of no use. So a note to "Deliberatives": sometime you will need to "let go" and take the chance.

Take good care of the Deliberatives in your team. And if you are one, do not feel guilty or burdened by what you see and what others miss. That is your gift that you must bring to the party. Or else you might utter the familiar words later: "I told you so..."

Next time: Misunderstanding "Responsibility".

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Misunderstanding Talents - "Command"

2010-07-25T19:18:00.002+02:00

Do you have one of those colleagues who always bluntly speak their mind? No matter how direct, how insensitive or how confronting, they will simply state their opinion... This is the person who others often refer to as rude, insensitive or even arrogant. Always has something to say on a topic. Opinionated.

Chances are that you then have a colleague with the "Command" talent theme high in their talent mix. This theme makes people speak their mind. Always. Direct. They need to be in control.

Too often we misunderstand this theme's dynamic in action. Of course it could be mismanaged (just like any other theme), and character issues could well cause the person to be rude and arrogant. But all too often we label a person as being arrogant or rude or insensitive when they do not in the least intend to be. They simply say itlike it is, and step up to the challenge.

"Command" is about stepping up and taking control. It is a highly assertive and executing talent theme. Someone with this theme will engage in a conflict situation with ease - often even generating conflict and deriving energy out of it. They need to be in control for a reason - the are very sure that they could add value and lead in the right direction. They are very sure of themselves and would want to "make a mark" in a situation or challenge.

Misunderstanding this theme could remove someone from a team or project who is very needed, simply because they prefer to take on the strong wind directly in their faces. Every team needs such a person.

Your understanding of this theme will assure that you or your team are not offended by their directness or arrogant image. You will not back off when they challenge, but will take them on because you understand that it will bring out the best in them.

Still, you will also build up a trust with such a person that gives you the opportunity and the right to tell them - to their face - when the sometime ARE rude, arrogant or insensitive. They will take it, when it comes with facts and foundation.

With someone in your team having the "command" theme high, you can go to war. But misunderstanding it, will be like constantly declaring war...

Next time: Misunderstanding "Deliberative"

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Misunderstanding Talents - "Adaptability"

2010-07-22T19:47:00.007+02:00

So often we completely misunderstand the true dynamics of a certain Talent theme - be it one of our own or that of others. In this next series we will cover some of the most common misunderstood Talent themes - starting with the theme "Adaptability".

"Adaptability" is often simplified to the literal meaning of the word - that you are adaptable. This is true, but there is much more to it. People with "Adaptability" as a talent theme can adapt to sudden changes, but it does not mean that they necessarily prefers adapting. It also does not mean that they cannot stick to a plan or to a structure.

In essence "Adaptability" also means "flexible" - and that is essencial. But one of the major observations of someone with this talent theme, is that they can handle pressure. Often, not only can they handle pressure, and react to it, but they seem to prefer pressure! In some cases they even create their own pressure by procrastinating, simply because they aren't so effective (or energized) when the pressure is not high.

You will observe that someone with the talent theme of "Adaptability" seem to become very calm when the heat gets turned on. They do not panic or get rattled - the simply adapt. Therefor another word to describe "Adaptability" well, is the word "responsiveness". These people can respond to a moment, a challenge, a crisis or a situation - with energy and ease.

This also cause them to prefer being involved in numerous projects, jobs or challenges at once - it turns the pressure on - and they can then respond often!

So, when you come across someone with this theme high in their mix, know that you can trust them to respond and to perform - but in the moment. Not before - not after. They are the "bring it on" types...!

(next time: How we misunderstand the "Command" Talent theme...)

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How to Treat People - 5 Lessons (Continued)

2010-07-04T19:49:00.002+02:00

Fifth of 5 Important Lessons - "Giving When It Counts"

Many years ago, when I worked as a volunteer at a hospital, I got to know a little girl named Liz who was suffering from a rare and serious disease. Her only chance of recovery appeared to be a blood transfusion from her 5-year-old brother, who had miraculously survived the same disease and had developed the antibodies needed to combat the illness. The doctor explained the situation to her little brother, and asked the little boy if he would be willing to give his blood to his sister. I saw him hesitate for only a moment before taking a deep breath and saying, "Yes, I'll do it if it will save her."

As the transfusion progressed, he lay in bed next to his sister and smiled, as we all did, seeing the color returning to her cheeks. Then his face grew pale and his smile faded. He looked up at the doctor and asked with a trembling voice, "Will I start to die right away?".

Being young, the little boy had misunderstood the doctor; he thought he was going to have to give his sister all of his blood in order to save her.

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How to Treat People - 5 Lessons (Continued)

2010-07-02T17:27:00.003+02:00

Fourth of 5 Important Lessons - "The Obstacles In Our Path"

In ancient times, a King had a boulder placed on a roadway. Then he hid himself and watched to see if anyone would remove the huge rock. Some of the king's wealthiest merchants and courtiers came by and simply walked around it. Many loudly blamed the King for not keeping the roads clear, but none did anything about getting the stone out of the way.

Then a peasant came along carrying a load of vegetables. Upon approaching the boulder, the peasant laid down his burden and tried to move the stone to the side of the road. After much pushing and straining, he finally succeeded. After the peasant picked up his load of vegetables, he noticed a purse lying in the road where the boulder had been. The purse contained many gold coins and a note from the King indicating that the gold was for the person who removed the boulder from the roadway. The peasant learned what many of us never understand - "Every obstacle presents an opportunity to improve our condition."

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How to Treat People - 5 Lessons (Continued)

2010-06-30T18:24:00.003+02:00

Third of 5 Important Lessons - "Remember Those Who Serve"

In the days when an ice cream sundae cost much less, a 10 year-old boy entered a hotel coffee shop and sat at a table. A waitress put a glass of water in front of him. "How much is an ice cream sundae?" he asked. "50¢," replied the waitress.

The little boy pulled his hand out of his pocket and studied the coins in it.

"Well, how much is a plain dish of ice cream?" he inquired. By now more people were waiting for a table and the waitress was growing impatient. "35¢!" she brusquely replied.

The little boy again counted his coins. "I'll have the plain ice cream," he said. The waitress brought the ice cream, put the bill on the table and walked away. The boy finished the ice cream, paid the cashier and left.

When the waitress came back, she began to cry as she wiped down the table. There, placed neatly beside the empty dish, were two nickels and five pennies. You see, he couldn't have the sundae, because he had to have enough left to leave her a tip.

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How to Treat People - 5 Lessons (Continued)

2010-06-28T11:29:00.008+02:00

Second of 5 Important Lessons - "Pickup In The Rain"

One night, at 11:30 p.m., an older African American woman was standing on the side of an Alabama highway trying to endure a lashing rainstorm. Her car had broken down and she desperately needed a ride. Soaking wet, she decided to flag down the next car.

A young white man stopped to help her, generally unheard of in those conflict-filled 1960s. The man took her to safety, helped her get assistance and put her into a taxicab.

She seemed to be in a big hurry, but wrote down his address and thanked him. Seven days went by and a knock came on the man's door. To his surprise, a giant console color TV was delivered to his home.

A special note was attached. It read: "Thank you so much for assisting me on the highway the other night. The rain drenched not only my clothes, but also my spirits. Then you came along. Because of you, I was able to make it to my dying husband's bedside just before he passed away. God bless you for helping me and unselfishly serving others."

Sincerely, Mrs. Nat King Cole.

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How to Treat People - 5 Lessons

2010-06-19T13:44:00.003+02:00

First of Five Important Lessons - "Know The Cleaning Lady"
During my second month of college, our professor gave us a pop quiz. I was a conscientious student and had breezed through the questions, until I read the last one: "What is the first name of the woman who cleans the school?"

Surely this was some kind of joke. I had seen the cleaning woman several times. She was tall, dark-haired and in her 50s, but how would I know her name? I handed in my paper, leaving the last question blank. Just before class ended, one student asked if the last question would count toward our quiz grade.

"Absolutely," said the professor. "In your careers, you will meet many people. All are significant. They deserve your attention and care, even if all you do is smile and say "hello."

I've never forgotten that lesson. I also learned her name was Dorothy.

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The difference between a "Talent" and a "Skill"

2010-06-18T11:36:00.003+02:00

Most often people confuse a "talent" with a "skill". Obviously there is a strong link between the two, but it is not the same thing.

The most basic difference between a talent and a skill is the following: "A skill can be acquired; a talent is something you are born with."

The level of excellence to which you are able to acquire and perfect any skill, is directly linked to the presence or absence of a talent to support and fuel that skill. And that is the bottom line: a talent is a fuel. It provides energy, motivation and a natural sense.

We often refer to a skill as a talent.

"Wow, what a talented athlete. Did you see the way he dribbled that ball?"

"I really enjoyed the piano performance. It is a most talented pianist."

These kind of statements are correct, but we must understand that what we mostly observe is a skill that is built on top of a passion and talent within a specific field. The most important thing you can do in you life is to align natural talent, passion and acquired skill. That spells success!

Natural talent without hard work to perfect the skills needed in any field, means nothing. It is simply potential that is not enhanced.

Skill and hard work without natural talent might prevent failure, but it is not a recipe for sustainable success, fulfillment and satisfaction.

Knowing your natural talents is simply the first step. It is like a flare: nice to look at when launched, but not lasting. Adding skill is more like a moon rocket - it has destination and takes you somewhere.

In order to keep you energy and motivation topped up, you should drive on the fuel your natural talent provides.

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How do you Engage Employees?

2010-06-02T07:47:00.005+02:00

While I was taking a prospective customer on a tour of my company's beverage-can plant in Golden, Colorado, some years ago, I suddenly found that I was talking to myself. I turned around and saw the customer staring at an employee.

The worker was placing paper sleeves over can ends and placing the filled sleeves on a pallet.

I waited a bit, thinking the customer would soon get bored and catch up with me. But he stood there, mesmerized. He motioned to me to come over. He said: "Watch that guy. He lays those sleeves down like eggshells, then steps back to admire his work. Then, if he is happy, he gives the pallet a couple of love taps before he releases it for storage. How do you create employee engagement like that?"

Good question. Intense employee engagement is something that all companies strive for, and sometimes they get it — but in just a few departments, such as R&D, design, or marketing. Not many companies can say their production line employees' enthusiasm is so pronounced it's visible to a visitor.

So after we had stood there for a while, watching the employee delicately push thousands of disc-like can ends into paper sleeves for ease of handling (a process that has recently become automated), I put the question to the plant manager. The answer sounded more like something from a philosopher than a manufacturing exec: "All good people want to change their lives for the better. When people work here, their lives change for the better. When people know we've had a lot to do with changing their lives for the better, they make sure our corporate life changes for the better as well. We add to that by letting the employee know no one is better at sleeving ends than he is. He is the best, and every day he lives up to our expectations. Multiply this by everyone in the plant, and you end up with a superior plant that can sell itself — even better than you can."

Ouch. But I don't mind the comment. The plant does sell itself. In our company, everyone is in sales. The enthusiastic end-sleever who caught the prospect's eye was doing a lot more than fulfilling his job the best way he knew how. He was also selling the plant, and by extension, the workforce, our product line, and our top management. Nothing I say as a salesman has the same persuasive impact as the sight of that end-sleever enjoying his job.

How do you create employee engagement?

- by Clif Reichard (www.hbr.com)

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Inward and Outward Talent Themes

2010-05-31T19:31:00.004+02:00

There are definite "inward" and definite "outward" directing talent themes. With this we mean that some themes tend to be more reflective, and others again more interactive. Some themes tend to give you the energy and desire to be outspoken, interactive with others and visible. Other themes have the direct opposite effect: it is weakened by interaction, but strengthen by quiet reflection and introspection.

Sometimes it is not clear if a themes is "inward" or "outward", and one needs to look at the dynamics between the theme and other themes to determine its state.

Personality plays a very important role in this. If you are introvert or extrovert is a determining factor in most instances, although people could well adapt to a specific environment or situation with ease.

"Inward" talent themes usually includes themes like Intellection, Ideation, Belief, Consistency, Deliberative, Empathy, Individualization, Analytical and Context.

"Outward" talent themes couls include themes like Woo, Relator, Achiever, Activator, Command, Communication, Self Assurance, Competition and Maximizer.

Although the above is not exact, and depends a lot on factors of inter dynamics, it could give you an indication and explanation on your inward or outward tendencies within relationships or interactions, and help you to understand and manage your emotions and actions in this regard.

Strengths & Talents: The Facts

2010-05-26T10:13:00.016+02:00

We often come across people that are very misinformed about the Strengths Movement. When they have some kind of platform, they then (sometimes intentionally) spread dis-information about some core principles within the Strengths Based approach.

Here are some statements you might encounter - and our reaction to it:

A Strengths Based approach is a "feel good", lazy approach that gives people the excuse to sidestep hard work. This causes leaders to stagnate.
Not true. Nowhere will you find anyone within the Strengths Movement, be it Gallup, Marcus Buckingham etc, who will deny the importance of hard work for success. In fact, we often quote the research done by Malcolm Gladwell in his book "Outliers", where he states that successful people put in an average of 10'000 hours of hard work in order to obtain success or fame. Any true leader will understand this to be true.
As soon as someone discovered their talent themes, the need to shift their energy and hard work towards that area in order to be successful. The problem is that hard work which is directed towards your weaknesses simply prevent failure, but wont lead to sustainable success. In order to be sustainably successful and fulfilled and have energy and passion to continue, you need to focus your hard work daily towards who you are - that is, towards your talents.

When you focus on your strengths, you stop learning.
Absurd statement. A true learner will never stop being a student, and someone who just does not study and learn, will find it very hard to start. The truth is that the more you discover about strengths - especially your own, the more you learn. It daily opens new and exciting angles within your work and life and your unique contribution towards it. And, because of the dynamics between strengths, you cannot simply approach it as a flare that you shoot up. The challenge lies within learning and applying it every day. When you focus on your talents and are serious to turn them into strengths, you START learning.

Good leaders has strengths and no apparent weaknesses.
Oh boy, how inaccurate this is! Just a non-leader will ever believe that a leader has no weaknesses. A true leader are very aware of his or her weaknesses, but does not let it pull them down. They do not waste energy on it, bu manage it well. They delegate wisely, outsource economically, borrow from others' strengths and know how to fill their gaps. They also know that they need to work very hard in order to keep their talents at a strength level.

Spending too much time on your strengths, turns it into a weakness. Any strength that is overused becomes a weakness.
You cannot spend too much time on your strengths - just as you cannot spend too much time being you. Also, strengths development has everything to do with how and where you use it. In the strengths movement we have a saying: "A well managed talent becomes a strength - but a mismanaged talent becomes a detriment." It's about how you manage your talent themes that turns it into strengths. Without this, talent will only stay mere potential. It is not an overused strength that becomes a weakness, it is a mismanaged one, mostly because of projection or judging.

Your strengths must be ignored if it is not what is needed by your organization or employee.
Everyone understands that you cannot operate or function within the zone of your strengths 100% of the time. Nobody claims that not to be true. But successful people create an environment over time where they get to function within their talent zone MOST of the time. Obviously you sometimes need to bite the bullet and just grind ahead with the task at hand. But if you do that most of the time - or worse, all of the time - you can be assured of you and your employee to be on the losing side over the long haul. Remember that a weakness is not something you do badly, just as a strength is not something you do well. Those are skills. A strength is something that energize you, and a weakness is something that weakens you. And being energized most of the time is the target to aim for!

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10 Opinions on Performance Reviews

2010-05-24T08:16:00.002+02:00

There’s been a lot of buzz the last few weeks around the topic of performance reviews. Much of it has
re-surfaced as a result of a recent New York Times article by Tara Parker-Pope about the mental health risks of performance reviews.

She quotes UCLA Professor Samuel Culbert, who wrote the book “Get Rid of the Performance Review” and the October 20th 2008 Wall Street Journal article with the same title.

Both of the articles are interesting reads, and make compelling arguments. However, neither are the first to suggest the notion of getting rid of performance reviews. There was a book called "Abolishing Performance Appraisals"written back in 2000, and Deming called out the practice as one of his “7 Deadly Diseases” backing the early 1980s.

I’ve even heard that there was an ancient secret society formed within the Catholic Church whose mission it was to wipe out performance reviews. Look for the upcoming book by Dan Brown and the movie with Tom Hanks.

I’ve already written a couple posts about the topic. One of my all-time favorite posts (albeit perhaps overly cynical) I ever wrote was back in January 2008, called “10 Ways to Screw up a Performance Appraisal”.

I followed up that up with a much more constructive, but still snarky posted called "A No Bull- #$%! Performance Review Process”.

If you read both posts, you’ll get a good idea where I stand on the issue. I hope I've offered an alternative that makes sense, as opposed to just whining about it.

Since I've written those posts, I've thought about the topic of performance reviews some more, and for the most part, I'm still in the same place. Here are my latest 10 completely unscientific and biased opinions on performance reviews:

1. Most, if not all, managers hate writing them and hate delivering them. They hate them because it’s so hard to come up with new things to write about “communication” every year, they are time consuming and tedious, and delivering feedback about a performance issue is about as fun as getting a root canal.

2. Despite of that, a lot of managers, maybe even most, put a lot of work into the process, try to do a good job with them, and play by the rules that are handed to them. Despite the watter-cooler & blog horror stories, the majority of managers are not complete morons.

3. Employees love getting positive reviews. They actually do take them home and show their family and hang them on the refrigerator. However, very few people enjoy or respond well to “constructive feedback”. Basic human fight or flight mechanisms take over. It doesn’t matter if it’s delivered once a year or once a day, it still feels the same. So if it’s not outstanding, employees hate them too.

4. No one should be immune from being evaluated, judged, graded, or scored. I don’t buy those philosophic arguments about power, status, human rights, etc… That’s part of life and being accountable. I always find it interesting when tenured academics write about the evils of performance reviews. In general, teachers and professors don’t like being evaluated or held accountable to begin with, so of course they can come up with all kinds of passionate arguments why no one else should.

5. HR managers are often the worst offenders when it comes to either not doing them or doing them poorly, yet the most vocal critics of managers who do them poorly (according to their unrealistic standards).

6. If you decide to try to “fix” your performance review system, be careful what you ask for. The solutions designed by well-meaning task forces, consultants, academics, HR, and rouge managers are often worse than the problems you’re trying to fix. They do, however, make very nice PowerPoint presentations.

7. Performance appraisal software can help make the process more efficient and effective – or make it all worse. It all depends on who’s doing the configuration.

8. Peer or multi-rater assessment are OK for developmental purposes, as long as the results are seen only by the individual being assessed. They have no place in performance appraisal – that’s the manager’s dirty job. Oh - and self-directed work teams? Good luck with that one.

9. "Experts" (often trainers or HR) usually overstates the reasons why they “have” to be done. It’s for “legal” reasons, employees “deserve” them, it’s “your job” as a manager. Really? Ask the expert exactly how many court cases the company has lost because of a missing or poorly written performance review. As if they would be willing to survey employees to see if they how much they contribute to performance or job satisfaction. Ask for some research that proves the ability to do good performance reviews has anything to do with leadership excellence. Ask for data that shows how doing or not doing performance reviews has ever improved the companies’ bottom line. You’ll be sure to get scowls or blank stares.
I'm not saying there really are some good reasons - I'm sure there is even some credible research - but more too often heavy-handed, uninformed arm-twisting is used instead of valid reasons. It's OK to step back and ask "why?"

10. At the end of the day, we’d be better off getting rid of the complicated forms and mandated practices, and just practice good day-to-day management and leadership. Under performance should still be documented, great performance should be recognized and rewarded, employees should get feedback, we should be held accountable, goals should be established, career and development plans should be discussed, and merit pay should be based on performance.

OMG, does all of this sound like performance management? Maybe, but please don’t make us fill out a damn 16 page form every year. Let's either do it right or not do it at all.

How about you? Have any opinions on performance reviews? (-:

- from www.greatleadership.com

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Workplace Pet Peeves

2010-05-17T09:19:00.005+02:00

Employees would rather deal with gossiping co-workers than with colleagues who have poor time management skills, according to Randstad, a leading staffing firm and workforce solutions provider. The company’s new Work Watch survey, conducted by Ipsos Public Affairs among more than 1,000 employed U.S. adults, revealed the top three workplace pet peeves to be: people with poor time management skills (43 percent), gossip (36 percent) and messiness in communal spaces (25 percent).

The results show a slight, but interesting, shift in employee sentiment on this subject since the last time Randstad conducted a similar survey on workplace pet peeves in 2007. In that survey, gossip ranked as the biggest workplace annoyance, followed by others’ poor time management skills and messiness in communal spaces.

“The economic occurrences of the past 18-plus months seem to also have impacted what annoys people at work,” said Eileen Habelow, senior vice president of organizational development for Randstad. “Whether it is budget cuts or staff layoffs, employees are being asked to do more work with fewer resources, which directly affects how they view their time in the office. Employees are looking for ways to increase their value at work, so it would only make sense they would be a bit bothered by coworkers who they believe are having an impact on their time, and, possibly company productivity.”

Other workplace pet peeves making the 2010 list include: loud noises (21 percent), potent scents (20 percent), overuse of personal electronic devices in meetings (15 percent) and misuse of email (12 percent).

Since the original Randstad survey on workplace pet peeves was conducted in 2007, social media use, whether for personal or professional reasons, has exploded onto the scene. Additionally, America experienced a presidential election and a recession, each spurring a number of political hot button issues. These events prompted Randstad to add two additional choices for respondents to consider when identifying their top workplace pet peeve. Interestingly, social media use and political conversations didn’t rank in the top six selections of respondents pet peeves. A comparison follows.

Top Workplace Pet Peeves 2010

- Others’ poor time management skills
- Gossip
- Messiness in communal spaces
- Loud noises
- Potent scents
- Overuse of personal electronic devices in meetings
- Political conversations
- Misuse of email
- Personal use of social media sites during work hours

Peeves About Time Management

So what, exactly, do employees find most annoying about colleagues time management practices? The survey revealed that 22 percent of respondents listed people who take excessive breaks – long lunches, smoking breaks, online surfing – as their chief aggravation. After that, “pet peeve parity” kicks in as roughly one in ten workers named the following as their top time management frustration:

• people who abuse sick days (11 percent)
• meetings without agendas or structure (11 percent)
• meetings that cut into personal time, including starting before or ending after traditional work hours (10 percent)
• meetings that start late or run over (10 percent)
• people who are distracted on their Blackberry or who text during a meeting (10 percent)
• people who consistently miss deadlines (9 percent)

Not surprising, employees under age 35 were more likely than those who are older to say that their biggest time management pet peeve is when meetings cut into personal time (16 percent vs. 7 percent). However, 13 percent of respondents say that none of the above pet peeves bother them.

Social Media Impact

With only 12 percent of respondents saying that personal use of social media sites in the workplace was among their biggest pet peeves, it’s reasonable to say that this activity has either become a part of the “everyday” at work or that companies are now cracking down on social media use through formal policies. When asked what was most annoying about people’s personal use of social media during work hours, the top two responses were the amount of time wasted that should be spent on work assignments (28 percent) and when it causes users to ask others for help with their workload or responsibilities (20 percent). “This makes sense as both of these activities could impact a worker’s ability to manage, or not manage, their time,” added Habelow. “Just as telling is the fact the survey also found that 27 percent of respondents don’t have any concerns over people’s personal use of social media during work hours which again could be because of workplace policies or general acceptance.”

How Pet Peeves Are Being Addressed

Just as workers have a variety of pet peeves, they also tend to deal with them in different ways. In most instances, employees say that they typically deal with their pet peeve by saying something directly to the person involved (29 percent). Additionally, the survey found that very few opt to directly email the person (2 percent) when dealing with their pet peeve. The next best way for most workers to deal with or respond to pet peeves is by venting about it to co-workers (19 percent). Only 9 percent say something to their boss/supervisor and even fewer, 1 percent, leave an anonymous note or vent on a social networking site. Interestingly, more than a quarter of respondents (27 percent) stated they ignore the situation completely.

Additional findings from the survey included:

• Workers under 35 are more likely than those 55 and older to say that loud noises (25 percent vs. 16 percent) and political conversations (15 percent vs. 8 percent) are pet peeves
• When it comes to email pet peeves, forwarding chain emails and jokes topped the list (19 percent)
• Women are more likely than men to be annoyed by unnecessary “reply alls” (15 percent vs. 10 percent)
• Workers aged 18-34 are more likely than workers 55+ to be bothered by people who ask a question that was just answered in previous email (12 percent vs. 3 percent)

From: http://www.greatleadershipbydan.com/2010/05/results-are-in-2010-top-workplace-pet.html

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Can my Strength become my Weakness?

2010-05-12T08:37:00.004+02:00

We have a popular saying in the Strengths Movement: "A well managed talent, becomes a strength... but a mismanaged talent, becomes a detriment."

A talent is something that we cannot ignore, deny, or get rid off. But we can mismanage it. And usually mismanagement of a talent can be directly link to a lack of knowledge, skill and experience within the practical application of any talent theme. Let me give a couple of typical examples of talent mismanagement:

A person with a strong mix of strategic thinking talent themes (like ideation, input, intellection, strategic etc), usually comes across as if they "live inside their heads". The are very strong cerebral by nature, and therefor the process their environment, their emotions and their actions in a rational and intellectual manner.
Does this mean that they cannot do relationships, execute tasks or influence people? Not at all. It is just that their approach and their sustaining of these aspects will be more intellectual or strategic in nature.
But the fact of the matter is also that someone with such a mix, will be stretched within other areas. Where mismanagement comes in, will be if such a person claims not to be able to, for instance, show any kindness or empathy, even if they do not naturally feel or sense (or understand) it. Then this could become their "weakness", so to speak, as it works towards their own detriment.

You can apply this example with any strong functioning theme. We have a good way to refer to this mismanagement of themes: projection and judging.

Whenever you project your own theme or strength on someone else, and expect them to see through your talents, you are mismanaging your talent.
Whenever you judge someone else for the lack of ability (that you possess), or for the possession of a talent that you may lack, you are mismanaging your talent.

We need to understand that we cannot walk in someone elses shoes, see with their eyes, feel with their heart, touch with their hands, think with their brain or believe with their spirit.

Being self aware, and then self accepting of who you are, is the key to stopping either projection or judging.
Being other aware - and other accepting, is the key to sustaining this ability of a strength based life.

Lead Like a Child

2010-05-09T20:30:00.004+02:00

Guest post by Simon Sinek:

As soon as he walked in door everyone immediately stopped talking and stood to attention. That’s the correct thing to do when a lieutenant general walks into the room. The General is considered a leader because he has three stars on his shoulders, but we often confuse rank for leadership. Yes, he is a high-ranking official in the military, but what makes this general a great leader is that he acts like a child.

There is one question that all children ask that most we almost completely stop asking when we become adults: why. With one glaring exception: great leaders.

When we ask “how?” or “what?” we’re usually asking for details, process or clarification. We’re asking for information that will help us do our jobs or get something done. The question why is very different. When we ask “why?” we reveal that we don’t understand something. It shows vulnerability. It reveals not knowing. And that is exactly the reason great leaders ask why so often. They are aware that they don’t know what they don’t know and they aren’t afraid so show it.

The General sat down has his briefing commenced. His guest started sharing with him some new ideas that the General had never heard before, and his whole demeanor changed. He was no longer an imposing general, he became like a little kid. He didn’t pretend he knew the subject matter. He wasn’t intimidated that he didn’t understand some of the concepts. Quite the opposite. He leaned forward with a child-like wonderment, ready to learn something new.

Great leaders are not the ones who hold the highest office or make the most money, they are the ones who inspire the people around them. And people are inspired when they feel like they are part of something bigger than themselves. The General, like all other great, inspiring leaders, inspires those around them not because of what he knows but because of how he makes others feel.

When someone of vast achievement or status shows genuine interest in the ideas of those around them, it makes those people feel valuable. It makes them feel like they are contributing. Command and control is not great leadership. It may be great management or delegation, but great leadership is not just about the ability to get things done, it’s the capacity to inspire others to take responsibility to get things done. When people in an organization believe in the greater cause and are made to feel a valuable part of it, they become vastly more conscientious about everything they do to contribute to that cause.

Poor leaders often reveal themselves very quickly when they point to their rank or accomplishments as reason they don’t need to listen to outside ideas. If you’ve ever genuinely wanted to contribute and been swiftly rebuffed with words like, “we’re a lot more successful than you, I think we know what I’m doing,” or “and what have you achieved that gives you the right to tell me what to do?” then congratulations, you’re talking to someone who may have achieved a lot, but they are not great.

The reason great leaders ask why is simple – they have an insatiable curiosity and they want to know what they don’t know. They understand that the more ideas, perspectives and things they can learn – inside AND outside their own disciplines – the more information it gives them to make better decisions. Great leaders are eternal students. Regardless of what they have learned, what they know or what they have achieved, they always want to know more. The value of their curiosity is more than a nicety, it has a biological benefit.

The rational and analytical part of our brains – the part of our brain that makes us sound like adults – can access the equivalent of about 2-feet of information around us. This is the conscious information we access when we think about a problem, when we weigh the pros and the cons, consider the facts and the figures before we make a decision. In contrast, our limbic brains – the part of our brains that actually control behavior and decision-making - can access subconscious information. Information that doesn’t come out on any list of pros and cons. Our limbic brain is filled with our entire life’s worth of experiences, lessons and information; the equivalent of 11-acres worth of information. This is the information that is being tapped when we make gut-decisions or when we act instinctively. No data is weighed in these decisions yet they are, very often, better quality decisions.

Those with an insatiable curiosity, those who constantly want to see more, do more understand why, are filling their subconscious brains with data that can be tapped at a later date. It will help influence and drive decisions and the decision maker won’t even know it’s happening when they’re doing it.

There something we can all do to fill our subconscious brains to make us better decision makers and, ultimately, make us better leaders. We can learn to act like children again.

Here are some ideas:

1. When we’re kids, we read all kinds of different stories, but as adults we focus on our industries. Take time to read more books and magazines that have nothing to do with your industry. Learn about how others are doing and how they solve problems (maybe even read fewer from your own).

2. When we’re kids, our parents and our teachers drag us to museums and performances of all kinds. Go wonder around the natural history museum or an art gallery. Go see a ballet performance. And don’t just complain the whole time that you want to go home. Try to find something you like about any of those things.

3. When we’re kids, we go on class trips, but as adults we don’t. Take class trips. Take a day or an afternoon off and take your team somewhere that has nothing to do with work for no other reason than to do or see something new or different.

4. Ask why. We so often ask questions to prove people wrong as opposed to understand what they mean. Really listen to the ideas of others. If someone approaches you with good intentions, ask lots of questions and try to really understand the meaning and value of the idea they are offering. Show genuine interest.

5. Encourage all the people who report to you to do all the above. Even encourage them to take an afternoon off simply to explore or subsidize a personal enrichment class they want to take outside of work.

Simon Sinek is a renowned leadership expert who teaches leaders and companies how to inspire people. The author of the book Start With Why , he works with the military, politicians, government, entrepreneurs and folks like you and me. For more, visit startwithwhy.com, follow him on twitter @simonsinek, or see his TED talk.

Don't Get Distracted by Your Plan

2010-04-30T17:22:00.007+02:00

Wait a minute, I thought, as I looked up from the trail we had been hiking for several hours.

Where are we?

I knew I was lost. Unfortunately, I wasn't alone. I was leading a thirty-day wilderness expedition for the National Outdoor Leadership School (NOLS). Which, in this case, meant there were eight 16- to 24-year-old students following me.

For most of an expedition, NOLS groups travel off trail. We use topographic maps that reflect the physical features of an area — mountains, streams, valleys, ridges — and we navigate through the wilderness by comparing what we see around us with what's on the map.

Each morning we agree on our goal — where we plan to camp at the end of the day — and then choose a rough path through the wilderness. We know the general direction we're moving and maintain our course by paying attention to the environment — keep that mountain to the left, that small river to the right, and that craggy peak in front.

Every once in a while there happens to be a trail that travels in the same direction we're traveling so we follow it. It makes for easy walking.

But a dangerous thing happens when we follow a trail: we stop paying attention to the environment. Since the trail is so easy to follow, we allow our minds to wander and neglect to observe where we are.

Then we forge ahead, moving with speed and purpose, right to the point where we look up and realize, like I did that day, that the environment around us is no longer recognizable. Our focus blinded us.

This is not just a hiking thing.

In business and in life we set all kinds of goals — build a company, meet sales objectives, be a supportive manager — and then we define a strategy for achieving that goal. The goal is the destination; the strategy is our trail to get there.

Only sometimes we get so absorbed in the trail — in how we're going to achieve the goal, in our method or process — that we lose sight of the destination, of where we were going in the first place. And we walk right by the opportunities that would have propelled us forward toward our planned destination.

Which is what happened to Sammy, a religious man, who was caught in his house during a flood. He climbed up to his roof and prayed, asking God to save him.
Sammy saw a wood plank in the water and let it float by. "God will rescue me," he said to himself. After some time, a man came by in a boat and offered him a lift but Sammy declined. "God will rescue me," he told the man. The water continued to rise; it was up to his neck when a helicopter flew overhead. Sammy waved it off saying "God will rescue me." Finally, Sammy drowned.
Next thing he knew, Sammy was in heaven, where he was greeted by God. "Why didn't you rescue me?" Sammy asked. "I tried!" God answered, "I sent a wood plank, I sent a boat, I sent a helicopter..."

OK, so it's not a true story, but the point is still useful. Sammy was so committed to his strategy of God saving him that he missed the rescue.

I started my company over 12 years ago with a 50-page business plan. It was a very useful tool — it kept me focused, helped me avoid mistakes, enabled me to settle on a growth strategy. But if you look at my company today, it looks nothing like that plan.

Because the economy changed, I changed, my clients changed, and the opportunities changed. If I had stuck to my plan, I would have failed. It was by keeping my eye on the changing environment, and being willing to toss the plan and create a new one in sync with new realities that enabled me to grow my business.

I remember hearing a mother speak about how difficult it was for her to parent her autistic child. "I'm not the parent I planned to be," she said. "I'm the parent I have to be."
I've noticed the same thing about great managers. They might have a plan for how they want to manage. But they're constantly shifting that plan based on the strengths and weaknesses of the people they're managing.

Monitor and adjust. That's the key to effective leadership, indoors or out.

On the trail, I stopped my group of students and admitted that I had gotten us lost. I explained how being too focused on the trail can easily lead us astray.

"Great," answered a 16-year-old boy sarcastically, "so how do we get unlost?"

"You tell me."

"Look at the map?" he suggested.

"And your surroundings!" I added.

by Peter Bregman - Harvard Business Report; http://blogs.hbr.org/bregman/2010/04/dont-get-distracted-by-your-pl.html

[visit our website www.africanmosaic.com]

Fireworks are spectacular, but....

2010-04-28T15:38:00.006+02:00

I love fireworks. Spectacular!! The best display I ever saw, was in California, at Disneyland. Incredible... The combination of light and explosive energy are just exhilarating, to say the least.

Another awesome display was last December, on New Years Eve. We were on vacation at the sea, and at this specific little seaside town, a New Years Eve firework display is tradition for decades. The kids loved it, and so did everyone else.

The next morning I walked on the beach, and it was littered with burned out firework casings that fell down to the ground after it did it's job. That made me think....

Very often we approach new knowledge or new growth just like a firework display. We love the explosive energy behind it. The exciting array of colours and shapes keeps us fascinated. We cheer, and "ahhh!" at every explosion.

Then it ends. The casings fall down to earth. darkness takes over again. And we go home. We've got memories, but, we remain unchanged in every other aspect.

On the other hand, there is the phenomenon of a rocket launch. It could be a mission to the moon, or sending a new satellite into orbit. it also provides for an amazing display, with explosive energy. But there is a difference: once the launch is over, the real mission starts. It has a destination, and the launch is only the start. The success of the mission depends on a lot more that powerful rockets that launches it through the atmosphere.

We do the same with tools of development and knowledge. Mostly we use it as a firework display, something we talk a lot about for a while. but there is no real mission in it, and no destination....

Discovering your talents is very much the same. It could be a firework display, or a rocket launch. Turning talents into strengths involves a mission, and a destination. So, when we know that, the countdown is merely the beginning of something much more than a burst of explosive energy.

Empowering Your Employees to Empower Themselves

2010-04-24T15:16:00.002+02:00

By Marshall Goldsmith - as featured on the Harvard Business Review (http://blogs.hbr.org/goldsmith/2010/04/empowering_your_employees_to_e.html)

As a manager or leader, do you let your people assume more responsibility when they are able? Do you know when that is, or do you keep telling yourself that they aren't ready yet?
In my travels from organization to organization, I talk with thousands of people every year who want to be treated as "partners" rather than as employees. They want information to flow up as well as down. But, oftentimes, leaders do not want to give up control.

I knew a CEO who was the leader of one of the world's largest global organizations. He received feedback that he was too stubborn and opinionated. He learned that he needed to do a better job of letting others to make decisions and to focus less on being right himself. He practiced this simple technique for one year: before speaking, he would take a breath and ask himself, "Is it worth it?" He learned that 50% of the time his comments may have been right on, but they weren't worth it. He quickly began focusing more on empowering others and letting them take ownership and commitment for decisions, and less on his own need to add value.

Your employees understand their jobs. They know their tasks, roles, and functions within the organization, and it's time for you to let them do what they need to do to get the job done. But there is a critical point that is often missed: It isn't possible for a leader to "empower" someone to be accountable and make good decisions. People have to empower themselves. Your role is to encourage and support the decision-making environment, and to give employees the tools and knowledge they need to make and act upon their own decisions. By doing this, you help your employees reach an empowered state.

The process does take longer — employees will only believe they are empowered when they are left alone to accomplish results over a period of time — but it's effective and worth the time. If a company has a history of shutting down or letting go of initiators, for instance, the leader can't just tell employees, "You are empowered to make decisions."

Part of building an empowering environment is dependent on the leader's ability to run interference on behalf of the team. The leader needs to make sure people are safe doing their jobs. To make sure this happens, an ongoing discussion of the needs, opportunities, tasks, obstacles, projects, what is working and what is not working is absolutely critical to the development and maintenance of a "safe" working environment. You are likely to spend a lot of time in dialogue with other leaders, employees, team members, and peers.
Following are a few things leaders can do to build an environment that empowers people.

1. Give power to those who have demonstrated the capacity to handle the responsibility.

2. Create a favourable environment in which people are encouraged to grow their skills.

3. Don't second-guess others' decisions and ideas unless it's absolutely necessary. This only undermines their confidence and keeps them from sharing future ideas with you.

4. Give people discretion and autonomy over their tasks and resources.

Successful leaders and managers today are willing to exercise their leadership in such a way that their people are empowered to make decisions, share information, and try new things. Most employees (future leaders) see the value in finding empowerment and are willing to take on the responsibilities that come with it. If future leaders have the wisdom to learn from the experience of present leaders, and if present leaders have the wisdom to build an environment that empowers people, both will share in the benefits.

There are many more things that leaders can do to build and environment that empowers people. Please send any ideas you have. I would love to hear them!

The Language of Strengths

2010-04-21T15:49:00.006+02:00

Understanding the power of working, living and thinking from your natural strengths, is a lot more that simple theory. The real test for an individual, or an organization of any kind, functioning out of their strengths, will be found within their corporate language.

When you think "strengths", you speak "strengths". You will have certain ways that would just seem normal within your interaction and conversation with others. The first, and probably foremost, of these, will be that you will naturally seek to identify and celebrate someones uniqueness and natural talents.

Celebrating others is something that comes natural to the "strengths-based-mind". As soon as you see someone living out their strengths, you will want to applaud them. You become such an advocate for the idea that one size does NOT fit all, that you just love it to see and experience a perfect fit!

A "strengths-based-attitude" will also naturally encourage others to do better, and to do more of what they find energizing. Natural talent is a beautiful thing to see in action!

I found that there are certain words or phrases that helps a lot to encourage the "language of strengths" amongst individuals or teams. Here are a few, just as example:

"Where did that idea / action / deed originate?"
With this phrase we are serious about learning more about somebodies talent themes, and how they function in practice.

"This is my [talent theme] working, but I was wondering how...."
Putting a specific reference to an action or idea, helps others to understand better where you are coming from, and how they can tap into your talent.

"I really need to give my [talent theme] some space here...
This encourages others to give you the freedom to use your theme to the best effect.

"May I tap into your [talent theme] with this issue / problem?"
People love it when you see the value of what their themes could offer, and make use of it!

Can you add any other phrases or examples of the "language of strengths" in action? Please share it!

The "Idols Effect"

2010-04-19T08:56:00.001+02:00

"You can do anything if you just set your mind to it, and work hard...."

Oh boy. How many times have I heard this phrase, spoken to kids and adults alike, by well meaning (but misinformed) teachers, coaches, parents or managers.

I call this the "Idols Effect". Have you ever followed "American Idols", or "South African Idols" on TV? If you have, you will be able to picture this scene:
A highly motivated and very self assured youngster walks into a room, and go stand in front of four judges. Head up, eyes beaming, he / she smiles and greets them with confidence. The confidence is welcomed by the judges, and they smile back, asking the youngster what he / she does for a living, and what he / she would like to sing. When they hear the title, the judges sit back in eager expectation, hoping to hear the sounds so familiar to that song, to fill the room.

The youngster closes his / her eyes for a moment, then look up, and open his / her mouth.....

Sounds fill the room that makes your TV speakers tremble in their effort to project it. The judges' faces turn into ghastly images of pain and horror. Not one of the notes that leaves the contestant's mouth even come close to the song that they are supposed to sing. Horror turns into laughter, both behind the judges' table, and in millions of living rooms across the country.

Mercifully one of the judges stop the horrific sounds. With head shaking, he simply says: "Please, promise us you will never do this to anyone else, ever." The youngster frowns in disbelief. The other judges affirm this statement with short sentences of disbelief and even contempt. Then the fourth judge simply states it to the youngster: "You cannot sing."

The youngsters face turns to anger. "But, everybody at home, all my friends, they all love it when I sing, they all say I have a beautiful voice!"

"They lie. You are horrible when you sing. Find another dream sweetheart", comes it from one of the judges. The other three nods in agreement, as do millions of people in front of their televisions.

"But, I can work even harder! I can be even better! I've worked my whole life for this" pleads the youngster.

"Don't even try. You do not have what it takes. Find a new career. Now, please go."

With a swearword directed at the judges, the youngster turn and storms out of the room. Outside, in front of the camera, he / she goes off about how they are going to show the whole world, and when they are famous, they will laugh at everyone who doubted their talent and ability.

"Anyone who says I cannot sing, is bleep-ing crazy!"

Behold: The Idols Effect.

You cannot achieve anything you want simply by working hard, and putting your mind on it. You need talent. At least a little. And the more talent you have, supported by knowledge, skill and experience, the more hard work will pay off.

Maybe you can achieve challenges through working hard to prove a point to yourself or someone else. Like making the first team. Or climbing Kilimanjaro. Or learning to play the piano. This is all very good things that forms your character. But, if you truly want to achieve beyond your wildest imagination, you need to top-up your natural talents and abilities with effort and hard work. Lots and lots of hard work. (According to Malcolm Gladwell, in his book "Outliers", success only comes after at least 10'000 hours of focused, hard work. That is 5 and a half years, five hours a day, seven days a week....)

Sometimes Lady Luck comes knocking. But the "Cinderella Man" story was only made into a movie because things like that almost never happens.

I don't want to kill dreams or drown challenges - not in the least. But combining hard work and high aspirations with natural talent is the proven recipe for success.

Talent & Skill: understanding the difference

2010-04-17T06:54:00.000+02:00

Welcome to Africanmosaic Scribbles

2010-04-16T17:25:00.000+02:00

We live in high impact times. Everything that does not impact, won't sustain. This goes for business, education, religion, retail, marketing, sport.... any given arena of life!

To impact takes a lot of knowledge, skill and experience. But still, mostly this is even not enough. Hard work alone only takes you to the end of your 24 hour day - the same 24 hour day that someone else just used. What gives you the edge?

Talent.

More than talent actually. Talent turned and moulded into a strength. Without talent-based strengths, you just won't impact to the level that will leave a legacy.

Africanmosaic (www.africanmosaic.com) exists to make this happen in as many lives, families, communities and companies as possible.

This Blog, "Africanmosaic Scribbles", is an extension to the Africanmosaic Website. Short scribbles with high impact will be posted here regularly. We know you have no time to read long stuff that digs deep. But we also know that a short scribble could impact your day and decisions to the extent that it is worth while signing up - if not for personal growth and awareness, then to at least give you a gem to share in this mornings meeting or over that important lunch.

Welcome to the journey...