From: Dyer, W., Dyer, J.H., and Dyer, W.G. (2013). Team building: proven strategies for improving team performance. San Francisco: Jossey-Bass.
- "Don't blame people for negative outcomes.
- Don't compare people.
- Focus on behaviors, not personal characteristics.
- Attribute good performance to internal causes.
- Recognize when a team should be praised.
- Be specific about ways to improve performance.
- Allow a controlled expression of feelings.
- Increase goal clarity.
- Challenge the recipient to do better.
"You may have heard the saying 'Whom you know is more important than what you know.' One thing is for sure: leadership is a relationship business. Both the quality and quantity of relationship are important aspects of your leadership story.
- Identify past successes that paved the way to your current position.
- Think about challenges you faced along the way to those successes.
- List the specific skills and talents that allowed you to overcome past challenges.
- Think about the resources you tapped into to learn about and get better at things you needed to succeed.
"William 'Bill' Crawford was an unimpressive figure, one you could easily
overlook during a hectic day at the U.S. Air Force Academy. Mr. Crawford, as
most of us referred to him back in the late 1970s, was our squadron janitor.
Here are some practices that will help you walk in the other person's shoes. Follow these, and you'll be more empathetic, winsome, and engaging. Think about the person you're about to meet with:
- Picture the circumstances. What's happening, right now, in the other person's life? What pressures are they under?
"Managers and leaders are central to employees' experience of work and their experience within the organization. Leaders are always part of a broader organizational culture and the overall culture will outlast any individual leader's efforts. Over time, leaders will shape the culture, but this takes years and affecting this type of change is more similar to steering a tanker - slow and deliberate.