Archive for april 2010

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Leder uden en titel – Lead Without a Title

april 30, 2010

Vi er alle sammen potentielt ledere. Der hører ingen titel med til dette hverv. Det er noget, vi alle kan blive eller gøre, hvis vi selv vil det – og ikke mindre vigtigt, hvis der er nogen, der vælger at følge vores gode eksempel …

Her er en skøn lille video, som Robin Sharma (forfatter til bogen The Leader Who Had No Title) har lavet. Nyd den:

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Drop karaktergivningen – endnu et godt argument

april 30, 2010

“My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any child—let alone our child—receive a poor grade in art at such a young age? His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating ‘grade-level motor skills.’

— ” Jordan Ayan, AHA!

Tydeligere og bedre kan det ikke siges.

Det er ganske enkelt selvmodsigende at give karakterer – ikke mindst i fag, hvor der ikke findes et rigtigt  – læs firkantet – svar …

Hvis vi vil gerne gøre Danmark til et førende innovations- og iværksættersamfund, så nytter det ikke noget, at vi baserer motivationen (de-motivationen) på karakterer. Hvilken lærer i folkeskolen, handelsskolen eller handelshøjskolen kan eksempelvis give en retfærdig karakter i “personligt drive” – det vigtigste byggefundament for en god iværksætter? Det kan ingen. Og hvis vi forsøger, så risikerer vi at slå en masse potentielle iværksættere ihjel, alene fordi lærerne ikke forstod eller kunne sætte sig ind i pågældende elevs/studerendes tankeverden og inspirations-univers.

Hvis vi endelig skulle give karakterer, burde vi give alle 13 (12) eller hvad skalaen nu end går til i dag. Skolesystemerne burde være indrettet for at inspirere og ikke de-motivere “kunderne” … og så ville vi jo tilmed kunne blamere os som “verdensmestre i PISA-test” …….  🙂 🙂 🙂

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Fra Ego til WEgo

april 26, 2010

Nedenfor finder du en fin lille historie fra basketboldens verden om, hvor vigtigt det er at tænke os (We) og ikke mig (I) …

Indlægget blev fundet på singer-song-writeren Christine Kane´s blog: http://christinekane.com/blog/

Team or Territory: Do You Have I-Vision or We-Vision?

Written by Sue Ludwig

“Michael, if you can’t pass, you can’t play.”
– UNC Coach Dean Smith to Michael Jordan as a freshman

I’m sitting at my 10 year old daughter’s basketball practice and one thing is crystal clear. There is no one-most-important-person on this team. If they don’t communicate and have a sense of each others’ abilities, they aren’t effective.

If one girl makes an error, and the rest of the team reacts with negativity, it’s contagious. If the same error is taken in stride, the team swoops in, recovers, and the play continues, sometimes with even better results.

It’s also obvious that not everyone can have the same role. You can’t have a team of 3-point shooters and no one to rebound. And most obviously, no matter how skilled the player, she cannot play the game alone.

So why the heck am I talking about basketball?

Because sports rule in defining “Team.”

And take it from someone who has spent much of her life in hospitals, we need a little more team in the workplace!

Don’t Be a Ball Hog

If you’ve ever played sports or watched your kids play sports, you know how painful it is to watch someone hog the ball.

Or maybe you’ve sat in a conference where a speaker runs well over her allotted time? Yep, Ball Hog.

Ball hogs are not leaders or the indispensable team members Seth Godin examines in his book, Linchpins.  They are people who may take more pride in their title than their work. Who alienate great team members for fear of their strong ideas and enthusiasm.

They have I-Vision.

I-Vision people and companies are motivated by fear. By fear of competition, fear of failure, fear of relinquishing control to anyone other than the I-Leader.

I spotted an I-Vision girl while watching a junior high basketball game. She was talented, yes. However, she was happy only when she scored. When a teammate scored, she scowled. When a teammate made an error, she was verbally irate and demanded she get the ball. It was pitiful really. And she didn’t seem to notice that she wasn’t having any fun at all.

So here’s the thing:

People with I-vision don’t survive in a great team, company, or even as their own company because there are very few things we accomplish in isolation. And because an innate fear of the competition seeps into the crevices of the I-Vision person/company and causes creativity to decay.

Learn to Pass the Ball

Are you a cherished team member? Do people pass the ball to you and you to them? Is your humanity or vision obvious by the way you connect with others?

In my job at the hospital, if it’s time for me to be at a meeting yet my coworkers in the NICU need my help with a baby, I help. And they do the same for me. We have a level of trust that every team needs.

I may be 15 minutes late for the meeting. But my boss knows that our team in the NICU puts patient care first (as it should be). There is no question that I intended to be at the meeting on time. It’s understood. Just as Jeanne Bliss, author of I Love You More Than My Dog states, “Congruence of heart and habit form the backbone of beloved companies.”

This is not the mantra of a Ball Hog. It’s the mantra of a great team, a boss who gets it, an employee who is given the space to create contagious and genuine connections.

It’s We-Vision.

Do you have it?

We-vision people swoop in when there are challenges, celebrate individual and group successes and are authentic in their mission, their work, and their lives.

It’s important to know who these We-Vision people are. You want to work with them, employ them or work for them. The public can pick out companies that have We-Vision. They love them. And they buy from them over and over again.

Here are 3 ways to recognize people with We-Vision:

1) We-Vision people are generous.

They do not hoard their expertise. They find joy in sharing it. This comes back to them tenfold. We-Vision people love the thrill of competition. They are expert at letting go of the fear. And they pass the ball.

2) We-Vision people see the big picture.

It is clear in any workplace that nothing would function if any given department decided not to show up that day.

If you work for a We-Vision company you know you are a valuable part of it regardless of your position. And the leaders are not so busy adjusting their I-Vision goggles that they can’t see the amazing people all around them. These leaders have peripheral vision.

3) We-Vision people are fun!

AND they work hard. There is a spirit of forward motion, unity and excitement around them. They clearly enjoy what they’re doing. And serving the vision enhances the bottom line, not vice versa.

The coolest thing about We-Vision is this: when you see a great team, or you’re part of one, you never know who will surprise you and sink a 3 pointer at the buzzer in overtime.

And the crowd goes wild.
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Sue Ludwig is the President and Founder of the National Association of Neonatal Therapists. She is a consultant to neonatal intensive care units around the country, a national speaker, and a published poet. She lives in Ohio with her husband and two children.

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Hvad gør de bedste bedre …?

april 26, 2010

Jon Gordon giver i denne podcast – kilk her – en smagsprøve på nogle af principperne fra bogen Training Camp: Hvad er det, der gør de bedste endnu bedre end alle de andre?

Du kan læse mere om bogen her: www.TrainingCamp11.com

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Lederskab redefined …! Fra lederskab til følgeskab

april 26, 2010

Det er umuligt at være eller blive leder uden et følgeskab – der skal jo være nogen at lede. Ledelse er relationelt og følgeskabet spiller en derfor en meget væsentlig rolle … Måske er det slet ikke lederen, der er den vigtigste, men den person der først følger efter – og dermed får alle de andre med på “dansen”.

Det illustreres meget morsomt i denne lille danse-video – og ikke mindst kommentarerne ….

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En bog der ændrede mit liv …

april 23, 2010

Ofte – eller i det mindste en gang imellem – kan man høre nogen sige, at de har læst en bog, som ændrede deres liv.

Måske er det bare en strid om ord, men … alene det at læse en bog ændrer ikke noget. Det, der ændrer noget, er de handlinger, den indsats, de refleksioner etc., der syv-ni-tretten sættes i gang bagefter.

Dermed ikke sagt, at bogen – eller bogens budskab – ikke er vigtigt. Eller kan være interessant og nødvendigt. Bogen kan inspirere til handling … men man bliver altså  ikke en god marathonløber af udelukkende at læse en bog om marathon-træning. Man bliver først en god løber, når man begynder at løbe ….

At gøre … er … name of the game

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Dagens eftertanke

april 18, 2010

“When walking, walk. When eating, eat.”

— Zen-inspireret  ordsprog

Multi-tasking er yt …

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