Monday, June 28, 2010
Tuesday, June 22, 2010
5 Tips For Leading Change Without Authority
During periods of change, we sometimes think too far ahead. If we allow ourselves to get caught up in “what if” thoughts, we lose track of today. Take on the changes one day at a time, and the process seems less overwhelming.
Create a worst-case scenario. We haven’t truly faced head-on until we have faced the worst-case scenario. Always ask yourself, what is the worst that could happen for me as a result of this change? Consider how the change might push you beyond your capabilities, might create negative consequences with managers and team members, and how it might drain your energy and productiveness.
Prepare to accept it. This isn’t a matter of saying to ourselves that if it happens, it happens. It means thorough planning for the worst-case scenario. It’s the same sort of planning that emergency responders conduct. Maybe there won’t be a disaster that requires that level of preparation, but if it happens, they are ready. Plan to improve on a situation to avoid a worst-case scenario; we must be willing to throw our energy and resources into the effort. Consider all the possible ways that the worst outcome can be avoided. In the planning process, consider communication, marshalling team effort, and intervening preemptively.
Keep busy. Sometimes change has the effect of slowing us down, leaving us disorganized and unmotivated. It is during these periods in our careers that we need to summon the most energy possible and keep busy. Not only will this keep us from dwelling on our concerns, but it will also enhance our image in the organization at a critical time.
Cooperate with the inevitable. We can’t avoid or deflect change. It’s a part of everything we do in our careers. When we remind ourselves of this, we don’t waste time and attitude fighting inevitable change.
Do the very best you can. The most fundamental rule of business professionalism is to do the very best we can at all times. This motivates us internally, driving our efforts through whatever changes we are facing. Whatever way the change ends up impacting our careers, we want to be able to say to others and to ourselves that we did our very best. Put enthusiasm into your work. What are the ways that we can boost our enthusiasm about our work? How do you get motivated? What can you do to make sure that you are giving the most energy to your work that you can? During periods of change we need as much enthusiasm as we can muster. When we are enthusiastic, we get more done better, faster, and with less. We experience more enjoyment and feel a sense of accomplishment from our work.
Create a worst-case scenario. We haven’t truly faced head-on until we have faced the worst-case scenario. Always ask yourself, what is the worst that could happen for me as a result of this change? Consider how the change might push you beyond your capabilities, might create negative consequences with managers and team members, and how it might drain your energy and productiveness.
Prepare to accept it. This isn’t a matter of saying to ourselves that if it happens, it happens. It means thorough planning for the worst-case scenario. It’s the same sort of planning that emergency responders conduct. Maybe there won’t be a disaster that requires that level of preparation, but if it happens, they are ready. Plan to improve on a situation to avoid a worst-case scenario; we must be willing to throw our energy and resources into the effort. Consider all the possible ways that the worst outcome can be avoided. In the planning process, consider communication, marshalling team effort, and intervening preemptively.
Keep busy. Sometimes change has the effect of slowing us down, leaving us disorganized and unmotivated. It is during these periods in our careers that we need to summon the most energy possible and keep busy. Not only will this keep us from dwelling on our concerns, but it will also enhance our image in the organization at a critical time.
Cooperate with the inevitable. We can’t avoid or deflect change. It’s a part of everything we do in our careers. When we remind ourselves of this, we don’t waste time and attitude fighting inevitable change.
Do the very best you can. The most fundamental rule of business professionalism is to do the very best we can at all times. This motivates us internally, driving our efforts through whatever changes we are facing. Whatever way the change ends up impacting our careers, we want to be able to say to others and to ourselves that we did our very best. Put enthusiasm into your work. What are the ways that we can boost our enthusiasm about our work? How do you get motivated? What can you do to make sure that you are giving the most energy to your work that you can? During periods of change we need as much enthusiasm as we can muster. When we are enthusiastic, we get more done better, faster, and with less. We experience more enjoyment and feel a sense of accomplishment from our work.
Monday, June 21, 2010
Wednesday, June 16, 2010
Dale Carnegie Colorado Presents - Generation.Next: Dale Carnegie Course for Teens
Dale Carnegie Colorado is proud to present the Dale Carnegie Course for Teens: GENERATION.NEXT. The course is eligible for 2 college semester credits at most universities. The program will run August 10th, 11th and 12th in Denver. Call 303-964-8688 for more information or visit our website at http://www.dalecarnegiecolorado.com/
Monday, June 14, 2010
Tuesday, June 8, 2010
Seven Types of Listeners and Tips to Better Listening Skills
Exceptional listening skills and the ability to persuade others to your way of thinking make the difference between good and great teams. Pure listening builds trust, credibility and respect. One reason is because when you fully listen, instead of trying to compose your response, the result is a relevant and on-target response. What you say is proof of how well you listen.
The “Preoccupieds”
These people come across as rushed and are constantly looking around or doing something else. Also know as multi-taskers, these people cannot sit still and listen.
Tips
If you are a “Preoccupied” listener, make a point to set aside what you are doing when someone is speaking to you.
If you are speaking to a “Preoccupied” listener, you might ask, “Is this a good time?” or say, “I nned your undivided attention for just a moment.” Begin with a statement that will get their attention, be brief, and get to the bottom line quickly because their attention span is short.
The “Out-to-Lunchers”
These people are physically there for you, but mentally they are not. You can tell this by the blank look on their faces. They are either daydreaming or thinking about everything and anything else but what you are saying.
Tips
If you are an “Out-to-Luncher”, act like a good listener. Be alert, maintain eye contact, lean forward, and show interest by asking questions.
If you are speaking to an “Out-to-Luncher”, check in with them every now and again and ask if they understood what you were saying. As with the “Preoccupieds,” begin with a statement that will catch their attention, and be concise and to the point because their attention span is short.
The “Interrupters”
These people are ready to chime in at any given time. They are perched and ready for a break to complete your sentence for you. They are not listening to you but focused instead on what they want to say.
Tips
If you are a “Interrupter”, make a point to apologize every time you catch yourself interrupting. This will make you more conscious of it.
If you are speaking to an “Interrupter”, when they chime in, stop immediately and let them talk, or they will never listen to you. When they are done, you might say, “As I was saying before…” to bring their interruption to their attention.
The “Whatevers”
These people remain aloof and show little emotion when listening. They give off the impression that they could not care less what you are talking about.
Tips
If you are a “Whatever”, concentrate on the full message, not just the verbal message. Make a point to listen with your eyes, ears, and heart.
If you are speaking to a “Whatever”, dramatize your ideas and ask questions of the person to get his or her involvement.
The “Combatives”
These people are armed and ready for war. They enjoy disagreeing and blaming others.
Tips
If you are a “Combative”, make an effort to put yourself in the speaker’s shoes and understand, accept, and find merit in his or her point of view.
If you are speaking to a “Combative”, when he or she disagrees or points the blame, look forward instead of back. Talk about how you might agree to disagree, or what can be done differently next time.
The “Analysts”
These people are constantly in the role of counselor or therapist and they are ready to provide you with answers even when you have not asked. They think they are great listeners and love to help. They are constantly in an analyze-what-you-are-saying-and-fix-it mode.
Tips
If you are an “Analyst”, relax and understand that not everyone is looking for an answer, solution, or advice. Some people just like bouncing ideas off other to help them see the answers more clearly themselves.
If you are speaking to an “Analyst”, you might begin by saying “I just need to run something by you. I’m not looking for any advice.”
The “Engagers”
These are the consciously aware listeners. They listen with their eyes, ears, and hearts, and try to put themselves in the speaker’s shoes. This is listening at the highest level. Their listening skills encourage you to continue talking and give you the opportunity to discover your own solutions and let your ideas unfold.
Tips
If you are an “Engager” keep it up. People truly appreciate this about you.
If you are speaking to an “Engager” take the time to acknowledge their attentiveness. Thank them for their interest in you and your topic.
The “Preoccupieds”
These people come across as rushed and are constantly looking around or doing something else. Also know as multi-taskers, these people cannot sit still and listen.
Tips
If you are a “Preoccupied” listener, make a point to set aside what you are doing when someone is speaking to you.
If you are speaking to a “Preoccupied” listener, you might ask, “Is this a good time?” or say, “I nned your undivided attention for just a moment.” Begin with a statement that will get their attention, be brief, and get to the bottom line quickly because their attention span is short.
The “Out-to-Lunchers”
These people are physically there for you, but mentally they are not. You can tell this by the blank look on their faces. They are either daydreaming or thinking about everything and anything else but what you are saying.
Tips
If you are an “Out-to-Luncher”, act like a good listener. Be alert, maintain eye contact, lean forward, and show interest by asking questions.
If you are speaking to an “Out-to-Luncher”, check in with them every now and again and ask if they understood what you were saying. As with the “Preoccupieds,” begin with a statement that will catch their attention, and be concise and to the point because their attention span is short.
The “Interrupters”
These people are ready to chime in at any given time. They are perched and ready for a break to complete your sentence for you. They are not listening to you but focused instead on what they want to say.
Tips
If you are a “Interrupter”, make a point to apologize every time you catch yourself interrupting. This will make you more conscious of it.
If you are speaking to an “Interrupter”, when they chime in, stop immediately and let them talk, or they will never listen to you. When they are done, you might say, “As I was saying before…” to bring their interruption to their attention.
The “Whatevers”
These people remain aloof and show little emotion when listening. They give off the impression that they could not care less what you are talking about.
Tips
If you are a “Whatever”, concentrate on the full message, not just the verbal message. Make a point to listen with your eyes, ears, and heart.
If you are speaking to a “Whatever”, dramatize your ideas and ask questions of the person to get his or her involvement.
The “Combatives”
These people are armed and ready for war. They enjoy disagreeing and blaming others.
Tips
If you are a “Combative”, make an effort to put yourself in the speaker’s shoes and understand, accept, and find merit in his or her point of view.
If you are speaking to a “Combative”, when he or she disagrees or points the blame, look forward instead of back. Talk about how you might agree to disagree, or what can be done differently next time.
The “Analysts”
These people are constantly in the role of counselor or therapist and they are ready to provide you with answers even when you have not asked. They think they are great listeners and love to help. They are constantly in an analyze-what-you-are-saying-and-fix-it mode.
Tips
If you are an “Analyst”, relax and understand that not everyone is looking for an answer, solution, or advice. Some people just like bouncing ideas off other to help them see the answers more clearly themselves.
If you are speaking to an “Analyst”, you might begin by saying “I just need to run something by you. I’m not looking for any advice.”
The “Engagers”
These are the consciously aware listeners. They listen with their eyes, ears, and hearts, and try to put themselves in the speaker’s shoes. This is listening at the highest level. Their listening skills encourage you to continue talking and give you the opportunity to discover your own solutions and let your ideas unfold.
Tips
If you are an “Engager” keep it up. People truly appreciate this about you.
If you are speaking to an “Engager” take the time to acknowledge their attentiveness. Thank them for their interest in you and your topic.
Monday, June 7, 2010
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