How Many Souls On Board?

What if you thought of your company or organization  as if it were a 747 jet  flying at 35,000 feet.  All of your employees are on board. Of course, you are in the pilot’s seat.

               You sense your awesome responsibility not only for the safety and security of your employees but also for your company’s fiduciary commitments to customers, stockholders etc.  through your employees. You realize the significance of your “corporate jet” that management and staff are in this together, that we need each other.

We have to work with each other — and for each other — to achieve our common destiny: a safe landing.  And as the pilot of your “corporate jet” you adopt the communications protocol of Air Traffic Controllers who pose this question during an emergency: How many souls on board? The word “souls” more clearly communicates the inclusive list of humans at risk (passengers, pilots and crew).

We Need Each Other

                  That realization that we are all in this together no matter where you are sitting in this organization — in First Class or Coach, in the Pilot’s seat or in Aft seat — stems from a feeling of caring and sharing with others, a feeling of interdependence on each other, a sense of love of and for each other that feeds the organization in general and the leaders in particular to better adapt to changing conditions in real time.

And in serving their collective souls, loving leaders tap into an ever-widening and enriching treasure chest of humanity with all of its attendant inspiration, imagination and innovation that leads to greater productivity and ultimately greater profitability.

(This is an excerpt of a newly relaunched book titled
LOVING Like a Leader now available on Amazon.com

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Stick It On RIGHT!!

     By Peter Jeff, Author
The Leadership Mints Series: Thinking, Loving and Speaking Like a Leader

          Think of this ditty the next time you’re pinning a name tag on yourself before taking a seat at your next meeting.

Name Tag On the Right
Displayed in Plain Sight!

    Pinning your name tag on the right makes it easier for the other person to read your name tag while shaking your hand and still maintaining relatively more eye contact with you.

(This is adapted from Mint 58 in
THINKING Like a Leader,
Featuring 77 Leadership Mints).

          Nine out of 10 people are right-handed. When those right handers extend their right hand to shake someone’s hand Continue reading “Stick It On RIGHT!!”

Relaunching Yourself At 40

Dreading your 40th birthday? I did.  But I survived and even thrived because I practiced one of the most critical leadership skills:  framing the problem or issue so you can better cope with it, learn from it and grow because of it.

What if I saw myself at 40 stepping onto a launching pad rather than onto a guillotine?

A launching pad?  How absurd!

Tell that to Jules Verne, the visionary author who saw deep into the heavens (From the Earth to the Moon), deep into the sea (Twenty Thousand Leagues Under the Sea), deep into the center of the earth (Journey Into The Center of the Earth) and deep into the center of me. At least it seemed that way.

(This is adapted from Mint 3 in
THINKING Like a Leader,
Featuring 77 Leadership Mints).

Continue reading “Relaunching Yourself At 40”

Savoring Leadership Mints With Chopsticks

Remember the first time you used a pair of chopsticks? Chances are you ended up with a splattering of sweet and sour sauce on your shirt or blouse.  No wonder.  You were trying to “manage” that morsel of Hunan chicken into your mouth.

Later you learned how to use both chopsticks at the same time to manage AND lead simultaneously to get the food into your mouth with no splatter.

Mastering chopsticks demands both stability (management) AND flexibility (leadership) at the same time as you can see in the following basic steps to eating with chopsticks:

  1. Hold the lower chopstick firmly against your middle finger.
  2. Hold the upper chopstick as you would hold a pencil.
  3. Keep the lower chopstick steady (manage for stability) while moving the upper chopstick up and down (lead with flexibility).

That dichotomy — one chopstick stationary and the other chopstick moving — takes some getting used to. So does managing and leading at the same time.

You need both skill sets to be effective in either discipline. You need stability — planning, budgeting, organizing and controlling or management. And you also need flexibility — values, vision, creativity, caring, sharing, framing and strategic positioning or leading.

(This is an excerpt of a newly relaunched book titled
LOVING Like a Leader now available on Amazon.com

 

Swimming In Your Personal Fishbowl

Reputation has to be consistently earned over time. After all it’s too easy to get too comfortable swimming in our personal fishbowls personally and professionally and forget that others are looking in–from all sides, at all times. And significantly, what the public sees is not actually what the insiders see. (This is adapted from Mint 45 in  THINKING Like a Leader, Featuring 77 Leadership Mints).

After all, you can get pretty comfortable in your own fish bowl—as long as someone (investors and customers) keeps feeding you and as long as someone (employees) keep changing/cleaning the fish bowl with new products and services.

That’s why the most thoughtful leaders and engaged employees have a knack for looking at themselves as the public perceives them and as the public relates to them. No wonder the Public Relations Society of America defines its profession as building “mutually beneficial relationships between organizations and their publics.”

Far from spin doctors, public relations professional are “applied social scientists who advise a client or employer on the social attitude to take to win the support of the publics upon whom its vitality depends,” according to Edward Bernays, credited with founding the  that public relations professional in the 1920s.

The most effective leaders realize they can’t be successful with self-serving, defensive, insider-oriented spin control. They realize how grossly inaccurate, shortsighted and misleading it is to equate relating to the public (a.k.a. public relations) with seeking to spin a web of prevarication instead of a quilt of mutual understanding and acceptance to live and let live in your personal fishbowl. Productively. And profitably.