Leadership laughs 2


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Some helpful and practical lessons from business funnies. "There is many a wise word said in jest" and this series uses humour to point out useful tips and hints about leadership.

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Leadership laughs 2

  1. 1. Leadership Lessons from funny cartoons PART 2
  2. 2. I know jokes often have a real meaning or lesson behind them That is why I read them and think about them... ...and I apply them in my working world! www.discoverycoaching.com
  3. 3. Appreciation They both need to have it Having designed the wheel...he could be forgiven for thinking that he has done enough for history. But has he done enough for his history? He cannot live off his major success...he needs to keep having successes. It is easy for us to bask in the glory of an outstanding success...when we need to see it as a point of progress...not point of arrival. This provokes us to look for more and we therefore find it. The ‘cave man’ management style is not appropriate either though - this is not reinforcing the greatness of his wheel design...it is using it to point to current failure. www.discoverycoaching.com
  4. 4. Group Think The illusion of ‘rightness’. When we all look at the same thing, in the same way, with the same briefing and we are all from the same background...unsurprisingly we all see the same thing. Its worth checking whether diversity, difference and creativity is valued in your organisation or merely tolerated. What are you known for being like? Can you describe the last time your team engaged in innovative and creative thinking that resulted in a brilliant (but not obvious) solution? These things are often more important than consistent consensus. The mature team can debate, disagree and have strong but different perceptions - yet still act with a common vision and with common endeavour. www.discoverycoaching.com
  5. 5. The decisions you don’t make... They do most damage There is a big difference between ‘tactically waiting for the right time to move’ and decision avoidance. “Waiting to see how it progresses” may be very wise or it may simply be decision avoidance. Decisions are made easier and options are clearer when you have a definite objective (a clear mission) and you have consciously identified a preferred route to get there. In the absence of these things ‘wait and see’ can look like a good strategy...but it seldom is. www.discoverycoaching.com
  6. 6. More cartoons on the next slide! Leadership Coaching can help you to influence people, situations and results. If you would like to engage in coaching and discover better ways of doing things contact us (using the form on the last slide) for details.
  7. 7. How do you define good performance? Try this… P=(A + R)i It is good to work very hard...but it is not good enough! If that sweat and toil is not giving you the results you need then it has very little value. Try this definition of good performance… Doing (A) - the right activities. Getting (R) - the right results. Using (i) the right intentions, purpose, motivation etc. This is helpful because it is all about doing the right things and having the right approach. Lucky people can get good results...but not perform well. People can be unlucky (a product they are selling gets recalled) but demonstrate outstanding performance. You cannot simply judge people’s performance on sales results, production targets, click rates or staff turnover - judge performance on what they do and why they do it...in addition to the results they get. www.discoverycoaching.com
  8. 8. What gets measured gets attention Beware of what you measure Obviously there is a good link to the previous cartoon about defining good performance - in this joke we see the silliness of some appraisal processes. Performance appraisals or evaluations should be an even that is looked forward to because it captures what the person has done well and it identifies opportunities to discuss and highlight what could be done better. The real risk in many organisations is that ‘appraisals’ have become an HR requirement/task/routine as opposed to a dynamic act of motivational leadership. That is usually a choice made by the manager/leader...not HR. www.discoverycoaching.com
  9. 9. Thanks for watching the slide show! Jonathan Frost is a Director of Discovery Coaching Limited and has been a consultant and coach for over 17 years. His focus is on enabling people to discover the practical tips, hints and techniques that are relevant to their everyday leadership life. He has extensive experience working with leaders at all levels in industries as diverse as Retail, Distribution, Utilities, Defence, Engineering, Local Government and Professional Services. If you would like to understand more about your leadership style, your approach and how it could be better...our coaching can make a difference. We would be delighted to hear from you. Email: jfrost@discoverycoaching.com web: www.discoverycoaching.com