101 Tips for:


by Mark Sanborn, CSP, CPAE President, Sanborn & Associates, Inc. Developing Leaders in Business and Life

303.683.0714 303.683.0825 fax 10463 Park Meadows Dr. Suite 213 Lone Tree CO, 80124 www.marksanborn.com

Leadership is the ability to help people and organizations surpass themselves. Leaders are needed at two different levels. environmental issues and more are challenges that need dedicated leadership to be overcome. Managers and leaders differ in several ways. These challenges come at both a social and a personal level. leaders inspire them. leaders seize opportunities.1. . To be a good organizational leader requires that you first understand your motives to lead. All leadership is personal. in effect. If the impact you have on ten people yields a 10 percent increase in productivity per person. child ! abuse. 5. hunger. Social challenges involve information and technology as well as global competition. Managers have employees. Leaders at a personal level strive to find meaning in a material world. The managers who make the most impact are the ones that perform as leaders. Leaders set the course for themselves and their organizations. leaders win followers. Social issues such as illiteracy. Managers perform tasks. created an entire additional unit of human contribution. Leaders are needed to meet the challenges of our day. terrorism. health issues. 6. Managers monitor people. AIDS. Two of the most important characteristics of leaders in the 2000s will be flexibility and the ability to live with uncertainty and ambiguity. Leaders and managers differ. Leaders use the future to motivate people and always believe that things can be better than they are. 3. you will have. Leaders are people who respond to the challenge. homelessness. 2. 4. and their employees. Personal leadership means understanding those values that never change and providing a foundation for the future. leaders are a valuable asset to their company. their team.

Self-mastery is achieved through seven components: security of self. a sense of purpose. visioning.7. Selfmastery requires that you become so secure in your sense of self that you are not concerned with the opinions of others and their perceptions of you. Some managers focus on what is necessary. To understand the differences between a manager and a leader. Leaders enjoy the journey even when it is difficult because they are passionate about where they’re going . persuasive communication. Leaders get out of bed in the morning because they have a clearly defined sense of purpose. but all true leaders focus on what is possible. and service. Leaders take people from where they are to where they need to be. This people power is developed from six skills that include: self-mastery. Self-mastery is the ability to achieve your own personal maximum potential. positive expectancy. 9. "to go. empowerment. Developing these six behaviors creates great leaders. Rather than taking others' opinions of you as the determinant of your self worth." Managing can be static (creating and monitoring processes) while leadership is dynamic and vital. credibility through experience and confidence. Power over or with people? Management is power over people. 11. stewardship. Leadership is power with people. clearly defined values. Self-mastery requires a healthy sense of self. and emotional growth through study and introspection. It's positional power. Leadership is seen through the behaviors that are expected by employees and the results that are expected by management. The Greek root of the word manage means "to handle" while the root of the word lead means. discipline. Leaders develop self-mastery. you need to look at the root meanings of the words manage and lead. 8. ! 10. Purpose powers leadership. take the opinions of others as feedback on your performance.

Hitler had great passion. a second option is to realign yourself with an organization that shares your values and commitments. and the same commitment. So. We have plenty of sports fans. What we believe to be intuitively true is also valid and quantitatively true. One of the most important concepts for motivation in the next century.12. Values make sense out of passion. "What Do I Personally Stand For?” Don't compromise your personal values. You can tell a lot about people by what excites them. 13. but passion alone isn't always the best thing. The more important kind of belief is pragmatic belief—this is less about what you believe in than about what you do about what you believe. but significant people get excited about significant issues. or faith: intellectual belief and pragmatic belief. so you must be crystal clear about what you value. Leaders ask themselves. but was still a war criminal and caused the deaths of untold millions of people. "What Do I Do About My Values?" There are two kinds of belief. If you can’t change the value system present where you work. Leaders ask themselves. Our explanatory style at age 25 is one of the best predictors of our health at age 65. 16. Passion is created out of a sense of purpose. the same values. Do you focus on the setbacks in life or the things that will move you forward? Dr. Leaders ask themselves. Positive expectancy is more than just a positive attitude. and that is great. but we also need to be fans of values that have lasting meaning. There are three questions you much ask yourself to determine your values. 14. how you view the world and what you expect from it impacts you and your sense of self-mastery as well as the confidence of the people around you. Your values will direct your energy as a leader. The old standard “actions speak louder than words” holds true. states there are two basic explanatory styles: positive and negative. of the University of Pennsylvania. Martin Seligman. "What Gets Me Excited?" Petty people get excited about petty issues. 15. . especially for leaders. is to align yourself with people who share the same sense of purpose. Intellectual belief is mental agreement.

Will you choose what satisfies you just for today? Or will you forego instant gratification to benefit in the long run? Everyday. 19. Develop credibility through confidence. once a day. Own some aspect of what you do for yourself. Every day we can prove to ourselves that we are in control and that we can choose what needs to be done. credibility in leadership comes from having learned your lesson from unsuccessful experiences. Discipline means choosing long-term gratification over short-term gratification. not just what we feel like doing. Self-mastery requires discipline. or feel like doing. Credibility comes from being famous for something. Find some aspect of your job you can do better than anyone else. We need to take care. and you must consciously decide. We need to always command our best from ourselves. so don't delay—start today. not to lose our spontaneity and flexibility. however. . do something tough and challenging. A leader’s credibility doesn’t come from having a perfect track record of success. It is much easier to develop the discipline to do that one challenging thing everyday if we balance it with doing something else just for the fun of it. Balance is the key to developing discipline. You certainly wouldn’t want the pilot of a plane you are flying in to determine his day’s work according to his mood or his lack or sleep last night. Everyday. Self-mastery requires credibility through experience and confidence. Life is filled with simple pleasures. In the same manner. The choice is there every day. Acquiring ownership requires three sub masteries: mastery of craft. This means choosing to do one thing a day you don’t particularly want to do. once a day. do something just for the fun of it. Learning from your mistakes builds credibility.17. Instead. 21. you should strive to provide your best performance in all that you do. We cannot demand excellence from others if we do not command it from ourselves. mastery of interactions. 20. A good example of why we should always demand the best from ourselves is to consider the pilot on an airplane. but something you know you should do just because it's good for you. 18. and mastery of process.

Understand your level of craft mastery. Unconscious incompetence refers to people that do not know. There are three subtle components to a complete act. The first is the physical component. Self-mastery requires a beginner’s mind. and you’re able to accomplish that task completely and successfully. is the psychological component. 23. often overlooked. or last year may no longer be relevant or applicable. and expose ourselves to new experiences. the detail part of the complete act.” That’s the final challenge of self mastery. There are four levels of craft mastery. The greatest freedom you have is the ability and willingness to change yourself. at least not at a level we call mastery.22. One of the basic skills of leadership is unlearning the lessons of the past. It’s important that we get outside of the world that we live in most of the time. as if naturally born to the task. We can understand what is known as the law of behavioral flexibility. you have integrated that skill. I call it the thinking part of the complete act. You can't master people for a very simple reason: we cannot change other people. 24. 25. The second component of the complete act is called the mental component. Conscious incompetence is when you know you have some deficit of skills you have to develop. These three components comprise a complete act. That will give you complete control over any situation. This is mastery of craft. We can’t hold too tightly to the lessons of past experience because in a rapidly changing world whatever we learned last week. but also do not know that they do not know. the author says the building block of success in the workplace is the complete act. . In one of my favorite books. You have done something so often that you appear to do it with almost no effort. I call it the people aspect of the complete act. The third level is called conscious competence. “Executive Odyssey” by Frederic Harmond. Michelangelo is reputed to have said at the peak of his career. To be a master of interaction means that you choose to control your interactions and responses with people. The complete act is when you have a very clear picture of what you’re trying to accomplish. “Still I am learning. which is how you develop the mastery of process. The third component. By concentrating and working very hard you are able so have some level of mastery over what you are doing. last month. Become a master of interactions. People who are really good at something appear to be almost magical. Leaders move into the fourth area: unconscious competence. Become a master of process.

After we’ve had that experience. Become of student of ideas in people. 29. Introspection is reflecting not on what you did. Leaders are good stewards. we’ve got to strategically deploy that very precious resource. Realizing that time is a limited resource. There are two keys: precede every significant life experience with study. The ability to focus effort and attention is what creates results for most leaders. What does your focus say about you? . Experiences without introspection become relatively void of value.26. Managers try to put more time into their lives but leaders try to put more life into their time. There’s a more important step. 28. Use focus to create results. Leadership then is the strategic allocation of those three resources. Use focus to gain leadership credibility. the most valuable resource of all is people. Here’s an important leadership axiom. Get more from your life experiences. Focus on what is trivial and you won’t be taken seriously. In leadership. The lessons really come from thinking about what has just happened rather than just experiencing it. Focus on what is important and followers will know you have worthwhile goals and objectives. Leaders have only three true resources: their time. and follow up every significant life experience with introspection. their energy and the time and energy of their team. 27. but on how you felt about what you did and what you learned from it. The best high-impact leaders don’t just learn from their business lives. The way that we increase the lessons of experience is to precede that experience with relevant study. we should always ask what lessons we have learned. they learn from all areas of their lives.

But effective means doing the right things. Think in 3F: future focus. Positive expectancy requires having a positive. 34. 32. Prioritize those things you most want to contribute and be known for. you’ll most likely accomplish little. yet realistic attitude regarding the future. Efficient means no waste of time. Focused attention and effort will beat brilliance every time in the market place of human affairs.30. If you try to accomplish everything. "What if we fail?" Leaders ask. past focus and present focus. It doesn’t matter how efficient we are as leaders or managers unless we’re focused on the right things. "What do we do if we fail?" Learn from the past. Managers ask. Make a list of the ten activities you could and should be doing each day to give you the biggest payback on your investment of time and energy. Create a leadership agenda. energy. MVP stands for Most Valuable and Profitable activities. In sports the term MVP means most valuable player. Future focus is dependent upon strategic anticipation. In business and in life. Be effective and efficient. 33. The biggest value in past experience is discovering what works and what doesn't work. or motion. It means doing things right. Develop a top ten list for every employee in your company and see how you can become effective. yet plan for the worst. Hope for the best. Success does not respect intelligence as much as it respects focused attention. Identify MVP activities for yourself and the people you lead. personally and in the organization. . 31. and how to apply that knowledge to the present.

Some things are worth doing and getting done. And the pursuit of different is innovation. Most people don't know the difference between excellence and perfectionism. Today's leaders are interactive. Leaders provide people with transportation. Learn to cast a vision for the future." The future belongs to those who see opportunities before they become obvious. learn from the past. They also know that that we should live in the moment of now. that is simply not true. but spend the majority of your time focused in the present. They wait for things to happen and then they respond. The pursuit of faster is speed. The pursuit of more is quantity. Managers provide people with a destination. it's quite another to be able to show people how to get there. 36. Some people are proactive. Beware the danger of perfectionism. very well. Excellence is the ability to know the difference. faster and different. better. "What am I trying to accomplish?" Many people are reactive.35. 39. people who make things happen. I call this the pursuit of more. Vision always begins with the simple question.” Begin at the end and work backwards. The key to being present focused is to anticipate the future." Actually. Being interactive means having the ability to adapt and change very quickly. 37. Leaders know that most of us are preoccupied with the past or the future. . The pursuit of better is quality. 38. ! Reinvent the way you do business. You have probably heard that "anything worth doing is worth doing right. It means investing additional time and energy as long as it adds noticeable value to the product or service for the end user. It's one thing to be able to envision the future. ! Be present-focused. Theodore Lovett of Harvard Business School says. Some things are worth doing well. Some things are worth doing very.

she said.40." She "sweats the details" of her business.a little bit more for your money. is a great example of a business doing things a little differently. 42. 41. Management deals with problems only when an employee feels uncomfortable handling it alone.000 square feet. I just do it. but they are the fastest and that has made them one of the most successful pizza chains in the world. They eat the cost. A favorite restaurant will often gain repeat customers by providing larger portions at less cost . mail a notice when it’s in. ! Live your philosophy. and even then. They have more than 400. A reputable manufacturer will increase sales by producing a product that is a little bit better than the rest. She says problem solving is best accomplished by pushing the problem down to where it happens and that they empower people to make judgment calls on their own. no problem. 43." . Leaders understand their followers’ and their customers' needs so well that they anticipate those needs and fulfill them before they even know they have them. how she defines success. When I asked Joyce Meskis. She sees her role as a leader as a joint effort rather than a singular effort.000 book titles available in 41. Domino’s Pizza taught the country about a little bit faster with its "delivered in 30 minutes or its free" campaign. and don't even ask for an ID with a check. They offer a range of services. They take special orders. This just isn't done in the book business. "To The Tattered Cover. Get a little bit faster. Become a little bit different. hire only the best employees (who like their jobs!). Is Domino's the best pizza in town? No. The Tattered Cover. the owner of The Tattered Cover. success is doing business in a way that is true to our own philosophy and is good for the community. if it isn't just what you expected. Do a little bit more a little bit better. Being a little bit different— being an innovator – will set you apart from the rest of the pack. a bookstore in Denver. "I don't spend much time thinking about my role. follow up with a phone call.

A child begins school. Leaders combine creativity with an ability to innovate to actually get something done. What happens at that age? Right. To generate quality solutions requires options. Go outside your industry for ideas on how to improve the way you conduct your business. but leaders try to create their own mold. the answers we come up with are often correct but we're constantly answering the wrong questions. Psychologists who specialize in creativity believe that between the ages of 5 and 7. The difference? Creativity is a head game. I am not saying there is anything inherently wrong with our education system. . Our system teaches our children to search for the one right answer to a problem. Search for all the right answers and then choose the best option. Innovate by answering the right questions. a child loses 50% of their innate creativity. innovation is a doing game. Next time you have a problem. To be innovative. Innovate by searching for all the right answers. If you only do what's been done in your industry before. ! Know the difference between creativity and innovation. do not search for the one right answer. 45. In business. 46. ask somebody who doesn't know anything about your area of expertise. 47. ! Innovate by daring to be different. Managers try to fit the mold. Leaders strive to be innovative. Managers attempt to be creative. Creativity is a search for all the right answers. A non-expert can give you an entirely new perspective that will be helpful in creatively solving the problem.44. you'll never be known as innovative. except for one unfortunate by-product.

We often problem-solve by gathering information. Leaders explain why it should be done. . Learn persuasive communication. Exploitation is negative when it’s done to people. But it doesn’t do much good to make mistakes if you don’t learn from them. When leaders are informed. The high impact leader teaches people to solve problems and then recognizes and helps people exploit the opportunities that exist in the workplace. 50. conducting research. Now there's a higher evolutionary phrase: Managers. Persuasion is a learned skill – it takes practice and training. but leaders exploit those opportunities. and that’s persuasion. not foolish. but leaders teach others to solve their own problems. it is perfectly all right to exploit opportunities because to exploit simply means to seize and take advantage. be willing to learn through imperfection. Exploit opportunities. Innovate by being willing to make more mistakes. Leaders sell.48. Being informed does not necessarily mean we have complete information. ! Innovate by learning to act on incomplete information. Sometimes incomplete information is sufficient because we can use our intuition to make the leap from incomplete information to the best solution to a problem. they can leverage problems into the awareness level of followers and then exercise an option. if they're around them. 51. and doing our homework until it’s too late to make an effective decision. Be daring. To be a leader. Managers tell people what to do. however. It's been said that managers are problem solvers. 52. if they're lucky notice opportunities. 49.

. the people around us will continue to improve and in a very real sense we will lose ground. The impressive salesperson is usually a poor sales person. Leaders have to make people uncomfortable with the status quo because in a competitive world “good enough” never stays good enough for very long. their service. 55. If you and I stay the same. Impressing people is a head game and changes what people think. their product. the customer has been impressed with the salesperson. you’ve got to understand what people need and want. ! Meet the needs of followers. 54. ! Don’t settle for being impressive – be influential. Leaders provide both. In a competitive world. their company. The most important sale you’ll ever make is selling yourself first. but the problem is the customer didn't buy anything. But. After an impressive salesperson leaves the customer's office. 56. That’s because only when you have the passion and the commitment of truly loving what you are trying to sell can you truly persuade others. Relationship building is one of the most powerful skills of leadership. Be positively discontent. Influencing people is a behavior game and changes what people do.53. Do you meet the needs of the people who follow you? The needs they have are (1) solutions to the problems facing them personally and organizationally and (2) feeling good about their interaction with you. Sell yourself first. the status quo is a myth. before you can be persuasive as a communicator.

Analogies are figurative language. or storytelling. metaphor. “Hey if it ain't’ broke. You should be proud of what you’ve accomplished. their products. and (2) it’s a way of giving people examples. It’s using two things that are otherwise dissimilar to make a point. Storytelling makes the intangible tangible. if you tell enough people to make their job. . don’t fix it. you must first capture the listener’s attention. 60. but what we need to hear. “If it ain’t broke. you will hear. You can’t always tell people what they want to hear. but you can always tell them in such a way that they’ll be willing to listen. All listeners are preoccupied with the circumstances of their own life. We need leaders who are brave enough to tell us not only what we want to hear. Three of the best ways to accomplish storytelling are analogy. Before you can use metaphors. you’ve got to remember to break preoccupation. and breaking preoccupation.” The high impact leader responds. Learn the three keys of storytelling. Using a metaphor is using something people already understand to help them figure out what they don’t understand. make it better anyhow. analogy.” That’s the power of positive discontent and it’s one of the toughest things about being a leader. The reason why storytelling works is (1) it gets people to commit to values and principles. Learn the art of storytelling. Before you can inform or persuade. not just facts and statistics. ! Improve everything. their services better. Inevitably. That’s the key to tact and diplomacy. but don’t allow yourself to become content. 59.57. Learn the skill of diplomacy. 58.

The third ingredient is pathos. 62. end by asking the person that you’re communicating with. If they don’t. The ancient Greeks. Work from a persuasion checklist. knew that the leader delivering a message must include three elements: ethos. who studied the art of persuasion extensively. Accountable in time means evaluating people not just on what they get done. Before we can convince another person to see things our way. Number Three: Begin with a shocking statistic or illustration that gets people into the proper frame of reference. Number Two: Ask questions. That’s the role of leadership. and support. Learn to grab their attention. After every conversation. Make it easy for people to do the right things. One of the paradoxes in society today is that as people expect more options. we must earn their respect and trust and make them feel comfortable and at ease. Ethos is character. Number One: Begin with a challenge. after every encounter. or emotion. after every meeting. Sell followers on what is good for them. or reason. The next ingredient is logos. they also expect an expert to guide them in exercising those options. 65. and logos. Emotion is essential because the persuasive communicator has to get a follower’s passions running in the direction of what they want and need to do. Here are five specific techniques for breaking preoccupation. 63.61. pathos. credibility. 64. Number Five: Use a relevant news item. Call for action! I call it “what’s next” thinking. “What’s next?” . but on how long it takes them to do it. you’ll find your people have no real compulsion to be accountable in time. Number Four: Make a personal disclosure. Logos is telling people information that makes sense to them. Create an immediate sense of legitimate urgency.

. 68. Be trustworthy. leave them feeling delighted. they feel satisfied.66. it then becomes your objective to create value for them in every interaction. if you’re really committed to them. Number One: If they got less than they expected from you. too many unforeseen circumstances. Clarify values. even when it isn’t easy. The first step in empowering people is taking time to get to know them and to understand them. My challenge to you today is Number Three: whenever you interact with another human being. Deliver delight. We’ve got to listen because employees believe and trust managers who listen. If you really love your people. The best we can hope for in leadership is to clarify the values that shape the decision-making process for employees. they feel cheated. 69. Don’t be a mind-reader. People—both customers and colleagues – who are delighted feel that they have received more than they expected at a time when they least expected it. One of the dangers a leader faces is thinking she or he knows what someone wants or needs without asking. Roy Disney put it eloquently when he said. 70. Number Two: If you only give them what they expected. How does an employee evaluate whether a leader is trustworthy? Telling the truth.” We can’t create rulebooks and policies and procedures that will dictate how an employee acts or behaves on the job because there are too many unknowns. “Decision making is easy when values are clear. And that’s it. Love people. is essential. 67.

72. more credit is given to the leader who was the catalyst for making it happen in the first place. Here are four questions you can ask the people you lead to keep them involved and committed. Appreciate. The first is to represent the needs of the organization to the followers. ask that person who you must discipline: “What would you do if you were in my shoes?” 73. Be a champion for your people. Create commitment through involvement and participation. Lead through contribution.71. the reflection on you is even brighter. What motivates the leader? Here’s one of the most important things I know about human motivation wrapped up in one sentence: Everyone has a passion for significance. Leaders have found that when you focus the spotlight on your followers. recognize and encourage. A champion is a leader who will go to the wall for their followers so their followers don’t have to. The second is to represent the needs of the followers to the organization. Leaders need to remember that they actually have two jobs. 74. A champion is a leader who will put himself or herself at risk so the people who follow them don’t have to put themselves at risk. Managers try to be heroes. The first question: “What have you learned this week?” Question number two: “What do you think encouraged dissention?” Question number three: “How do you feel about what happened?” Question number four: When there’s a conflict or a problem and you have yourself in the difficult position of disciplinarian. Leaders try to make heroes. . When a leader gives credit where credit is due. Ownership obligates.

It is possible for leaders working through their organizations to make a positive difference in their facility. is that you read this ebook and then change nothing. You aren’t going to read an ebook and then change everything that’s wrong in the world. to put something back into the system. Change something. community. of course. That’s what it means to be a victor of circumstance.75. if put into practice. . you can face some deadly assumptions that. but the tragedy would be not helping somebody. but to repay the debt. and set the course for themselves and for their organizations. I’d like to share some of those assumptions and then offer the realities in which leaders operate. The premise of leadership is simple: leaders are people who respond to the challenge. it is the appalling silence of the so-called good people. We know we’re not going to help everybody in our organization. Recognize your responsibility as a steward. Be a victor of circumstance. Regardless of what happens we can choose to be victims of circumstance or we can choose to be victors of circumstance. but you can always control how you respond to the event. 77. Along the way. “The greatest tragedy of our social transition is not the noisiness of the socalled bad people. take up the reins. You can’t always control what happens to you in life. 76. The goal is not simply to take from the system. The tragedy. and in their country. we borrow it from our grandchildren. can cause you to lose control. 78. Jr. Martin Luther King. There is an Indian proverb that says we do not inherit the earth from our ancestors.” Do something significant. said.

they will in turn make us successful. Copy carefully. ‘be’ service. but of stupidity. 81. I call it the trap of the expert. Here is the important reality: our customers are at least as smart as we are. Typically. We assume that if those behaviors have made them successful. but all the people that they come into contact with each day. we find that we are not tuned in to serving coworkers. managers. Here’s another false assumption that creates havoc in businesses across the country: we are smarter than our customers. . Leaders are those who want to better serve the people they live and work with. In some organizations this creates a perpetuation not of success. Don’t ‘do’ service. Service is the heart of leadership. Service itself is the strategic edge. 80. Let your customers and employees make you smarter. Sometimes the phrase “customer service” suggests that unless somebody is a customer they do not deserve to be served. Therefore. The soft skill of relationship building translates to the bottom line. Those who lead best are the people who have a desire to serve not just the customer. then those behaviors perpetuate themselves over time. That’s just not the case. One of the reasons organizations are in trouble is because we have lost all sense of the service ethic. If we have poor leadership role models and if we emulate those poor behaviors. leader and follower. employees.79. There is an important difference between customer service and the service ethic. We think that because we are in a particular business we know what our customers want or need better than they do. There is a certain synergy that occurs when we combine what we know about our product or service with what the customer wants and needs. ! Relationship rules. Many employees are so busy trying to survive they leave no time to contribute to the bottom line. 82. One common false management assumption is that “customer service” is the strategic edge. we are even smarter. vendors or the people we live with each day. salesperson and customer. But together. we look at what leadership and management are doing and try to emulate them.

. Break down barriers that keep people from doing better. Educate employees and customers on the value they’re receiving. Examine the systems you have created and ask. Identify the obstacles your team faces and use your leadership to remove them. People rarely get better by accident. They survey their situation and look for the biggest and most exciting possibilities to pursue. you aren’t leading. just ask them. they won’t appreciate and value them. for them. One of the key roles of leadership is surrounding ourselves with talent and that begins at the recruiting and hiring phase. new employees come on board with little or no coaching. If you want to know what’s holding your people back. 88. In many organizations. 85. If people don’t understand the benefits they’re provided. Developing those you lead should be a top priority. 86. “Do those systems truly leverage the knowledge and skills of the people who make the products and services we provide?” If your employees aren’t learning. Anyone can achieve the probable.83. Make sure your people know about the things that you and your organization do 84. ! Focus on the possible. Design your systems and procedures for people. 87. Leaders aim higher. Coach everyone.

Good training is teaching people how to do what they aren’t already doing. Americans believe highly in the concept of independence. and the best leaders and organizations know it. Performance is not achieved through osmosis. In reality. not knowing when to ask for help is a sign of stupidity. Teach people to do things that can’t already do. There is a difference between independence and interdependence. Adaptive learning means learning how to solve day-to-day problems. The key for the future will be interdependence. Sometimes training and development is about teaching people how to do what they already do better. We assume that because someone is competent at what they do. which is shared dependency. and (2) spending time on skill development so that they’ll have a chance to apply what they’ve learned. . it’s problem-solving the “same ‘ol” way we’ve done it for centuries. Training and development is a necessity. Training is NOT a luxury. In other words. Performance is achieved through coaching and practice. Learning is NOT achieved through osmosis. You can immediately improve the performance of the people you lead by (1) devoting more regular coaching time one-on-one. Generative learning is about teaching people how to create and exploit opportunities. It’s problem-solving skills as they relate to the workplace.89. This dedication to improvement is reflected in their calendars and in their budgets. There is a difference between what we call adaptive and generative learning. 90. Probably the second greatest weakness in American business leadership is the lack of time devoted to coaching. they should be competent at teaching other people how to do it. Asking for help is NOT a sign of weakness. 91. An organization’s success is endangered when people are unwilling to ask for help. in the self-made individual and yet. 92. independence has its limitations.

In reality people are created with equal value. and you may just learn something valuable. Personal control over environment is empowering. Don’t waste time: yours or your followers’. . The reality is that some of the best performers make some of the worst managers.93. Often this just isn’t the way things work out. The third step addresses this fear of the process of change. everyone wins. Everyone has special likes. First. Involve people in how the change will take place. Lead change. not an option. 95. “How do I personally (or how do we organizationally) waste our employees’ time? Give people a chance to use their strengths. Don’t promote people to their level of incompetence. make change a requirement. The best organizations today are creating dual career tracks for employees so that people can stay in their area of expertise and make more money by assuming more responsibility without necessarily managing other people. There is the assumption that a high performing employee will automatically make an effective manager. 97. When your employees’ voices are heard. but certainly they are not created into equal circumstances. 96. Paint a vivid picture of the destination. Step number four is to sell the benefits of the change. but certainly not least. or people will opt out. Make sure people get to shine by doing what they’re good at and enjoy doing. Frequently ask the question. That in itself is a prime example of leadership. the cornerstone of any good program of improving performance is to reward those people who change. Employees value control over their environment. 94. Their sense of ownership is increased. The second step is to clearly identify the outcome of change. dislikes. skills. Last. and abilities.

Anywhere Can Make a Positive Difference and The Encore Effect: How to Achieve Remarkable Performance in Anything You Do and Up. an idea lab for leadership development. What a radical idea! Be specific about what you need from another person. He has presented over 2400 speeches and seminars in every state and a dozen countries. Down or Sideways: How to Succeed When Times are Good. but also the relationships that you enjoy with them as well.. The Fred Factor: How Passion in Your Work and Life Can Turn the Ordinary Into the Extraordinary is an international bestseller and was on the New York Times. Bad or In Between. ! ! Promote the future. In addition to his experience leading at a local and national level.98. change. not inward. Harness competition’s power by directing the people you lead to compete outward. His latest books include You Don't Need a Title to be a Leader: How Anyone. 100. he has written or co-authored 8 books and is the author of more than two dozen videos and audio training programs on leadership. That means getting followers excited about what the future holds in store and believing that no matter how good things are now they can always be better Demonstrate directness. . Leadershipgurus. Mark's book. No team ever gets ahead by competing against itself. This idea may be the single quickest way to improve not only the results that you produce with your followers. Don’t expect followers to read your mind. ! Direct competition outward. Business Week and Wall Street Journal bestseller lists. Mark is the president of Sanborn & Associates. Ask for what you need. Inc. ! 99. 101. and honesty. teamwork and customer service.net lists Mark as one of the top 30 leadership experts in the world. openness.

10463 Park Meadows Dr. Sanborn & Associates. CO 80124 (303) 683-0714 (303) 683-0825 fax email: Mark@MarkSanborn. Follow Mark at: Twitter: @mark_sanborn Facebook: www. Suite 213 Lone Tree. In 2007 Mark was awarded The Ambassador of Free Enterprise Award by Sales & Marketing Executives International. Electronic Press Kits available upon request. e-books. Mark Sanborn’s Email Newsletters: Monthly insight for those who want to learn to lead and server better at work and in life ! ! ! Bring Mark to Your Organization: Mark is a Hall of Fame speaker whose impact extends well beyond his presentation.marksanbornspeaker.com . Email us at helen@marksanborn. video tapes and training materials are available in our online store and at finer bookstores everywhere. To discuss having Mark take your next event to the highest level. The Fred Factor eCoach: An extraordinary training program available online.com Additional Resources from Mark Sanborn: The Sanborn Store: Mark’s best selling books. call us at (703) 757-1204. Inc. Preview Videos available online.com or visit us on the web.Mark holds the Certified Speaking Professional (CSP) from the National Speakers Association and is a member of the Speaker Hall of Fame (CPAE).

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