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Affiche du document La finance verte commence à Paris

La finance verte commence à Paris

Philippe Zaouati

1h18min00

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104 pages. Temps de lecture estimé 1h18min.
Suite au Brexit et aux incertitudes qu’il suscite, la place de la City est actuellement remise en cause : de nombreuses entreprises et institutions ont déjà annoncé qu’elles allaient quitter Londres pour une autre ville européenne.Dans ce contexte, Paris a les cartes en main pour devenir un acteur incontournable de la finance verte. En effet, les Français sont à la pointe de l’expertise et de la mobilisation dans le domaine de la finance climatique, et plus largement de l’investissement responsable. La capitale française est déjà leader sur le marché mondial des obligations vertes et des initiatives pour développer une économie bas carbone. Les accords de Paris ont également montré la capacité de la France à convaincre les États, ainsi que le monde économique et financier, à se mobiliser et à coopérer face à l’urgence climatique. Dans l’élan de la COP21, les pouvoirs publics ont d’ailleurs organisé le « One Planet Summit » fin 2017.Pour Philippe Zaouati, Paris doit désormais atteindre certains objectifs :- Verdir la finance : comment réactiver les dizaines d’engagements et de coalitions lancés lors des accords de Paris ?- Mobiliser ses parties prenantes : quels sont les éléments objectifs qui font de Paris une alternative crédible à la City ? Comment la finance peut-elle contribuer à son rayonnement ?- Dessiner la finance de demain : comment définir la place financière idéale du XXIe siècle ? Comment transformer Paris selon ce modèle ? Version anglaise
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Affiche du document A Simpler Way

A Simpler Way

Myron E. Rogers

2h05min15

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167 pages. Temps de lecture estimé 2h05min.
Margaret J. Wheatley and coauthor Myron Kellner-Rogers explore the question: "How could we organize human endeavor if we developed different understandings of how life organizes itself?" They draw on the work of scientists, philosophers, poets, novelists, spiritual teachers, colleagues, audiences, and their own experience in search of new ways of understanding life and how organizing activities occur. A Simpler Way presents a profoundly different world view that can change how we live our lives and how we can create organizations that thrive. A Simpler Way explores fundamental new beliefs about organizations and life. Like Leadership and the New Science, this new book is rooted in science but breaks new ground by developing insights from literature, spiritual teachings, and direct experience. The authors challenge many assumptions about life, organizations, and change, while providing inspiration and guidance for readers on their own journey to a simpler way to organize their endeavors. The authors describe a new paradigm of life as self-organizing and coevolving, drawing on sources that support modern science but predate its findings by thousands of years. They examine five major themes-play, organization, self, emergence, and coherence-each grounded in both the science and philosophy of a world that knows how to organize itself. Each theme is explored in depth, and then applied to how we think about human organizations. The book begins and ends with photo essays, providing visual imagery that recalls readers to their own experience with a world that is creative, playful, and self-organizing. Written in a relaxed, poetic, and inviting style, the book welcomes the reader into this exploration of a new way of being in the world, one which can give us increased organizing capacity and effectiveness with less of the stress that plagues us now."We want life to be less arduous and more delightful. We want to be able to think differently about how to organize human activities." So begins A Simpler Way, an exploration of a radically different world view that will reshape how we think about organizing all human endeavor.Margaret J. Wheatley and coauthor Myron Kellner-Rogers explore the question: "How could we organize human endeavor if we developed different understandings of how life organizes itself?" They draw on the work of scientists, philosophers, poets, novelists, spiritual teachers, colleagues, audiences, and their own experience in search of new ways of understanding life and how organizing activities occur. A Simpler Way presents a profoundly different world view that can change how we live our lives and how we can create organizations that thrive.A Simpler Way explores fundamental new beliefs about organizations and life. Like Leadership and the New Science, this new book is rooted in science but breaks new ground by developing insights from literature, spiritual teachings, and direct experience. The authors challenge many assumptions about life, organizations, and change, while providing inspiration and guidance for readers on their own journey to a simpler way to organize their endeavors.The authors describe a new paradigm of life as self-organizing and coevolving, drawing on sources that support modern science but predate its findings by thousands of years. They examine five major themes-play, organization, self, emergence, and coherence-each grounded in both the science and philosophy of a world that knows how to organize itself. Each theme is explored in depth, and then applied to how we think about human organizations.The book begins and ends with photo essays, providing visual imagery that recalls readers to their own experience with a world that is creative, playful, and self-organizing. Written in a relaxed, poetic, and inviting style, the book welcomes the reader into this exploration of a new way of being in the world, one which can give us increased organizing capacity and effectiveness with less of the stress that plagues us now.Photo Essay An InvitationA Simpler WayPoetics by A. R. AmmonsPlay Organizing as PlayOrganization Organization as OrganizingSelf Selves OrganizingEmergenceEmerging OrganizationMotions of Coherence Photo Essay Notes BibliographyIndex Photo CreditsThe Authors
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Affiche du document Be BIG

Be BIG

Judith Katz

1h12min45

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97 pages. Temps de lecture estimé 1h13min.
From diversity experts Judith Katz and Frederick Miller comes an illustrated guide to being your full-sized self in a very large workplace-world, Be BIG.Too many people have decided that the safest way to get through life is to be small. They try not to attract attention to themselves, just tending their own safe little garden. They've decided it's too dangerous to think big, to speak out, to take risks. They might get shot down. Or look foolish. People will think they're just not good enough.But, particularly today, organizations need people to step up and be BIG. We need new ideas, new products, new processes. People have to bring more of themselves to the workplace, to contribute more, and to have a bigger impact on the success of the organization.This inspiring illustrated book challenges all of us to show up more fully as individuals and in our interactions with others and to find ways to be BIG together. In straightforward, incisive language, Judith Katz and Frederick Miller help us understand all of the many, sometimes subtle ways we make ourselves small. They show how we make others small as well and how these same attitudes can keep us from working together effectively. And they encourage us to nourish new attitudes that will make us, our coworkers, and our organizations bigger.Be BIG invites us to bring more of ourselves to each situation—whether working independently, with another individual, or with a group—so that we can do our best work together.Introduction: The Need to Be BIG Part 1: MEChapter 1 Being my small self Chapter 2 Being my BIG self Part 2: YOUChapter 3 Seeing YOU as small Chapter 4 Seeing YOU as BIG Part 3: WEChapter 5 Making ME and YOU small Chapter 6 Me and You BIG Together Conclusion: Daring to do Our Best Work TOGETHERAcknowledgments About the Authors
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Affiche du document Research in Organizations

Research in Organizations

Elwood F. Holton

6h00min45

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481 pages. Temps de lecture estimé 6h1min.
Richard A. Swanson and Elwood F. Holton, leading scholars in the field, bring together contributions from more than twenty distinguished researchers from multiple disciplines to provide a comprehensive introductory textbook on organizational research.Designed for use by professors and students in graduate-level programs in business, management, organizational leadership, and human resource development, Research in Organizations teaches how to apply a range of methodolgies to the study of organizations. This comprehensive guide covers the theoretical foundations of various research methods, shows how to apply those methods in organizational settings, and examines the ethical conduct of research. It provides a holistic perspective, embracing quantitative, qualitative, and mixed-methodology approaches and illuminating them through numerous illustrative examples. ForewordAdvancing Research in Organizations through Learning Communities —ANDREW H. VAN DE VEN, University of MinnesotaPreface List of Figures List of TablesPART ONEResearch in Organizations1: The Challenge of Research in Organizations—RICHARD A. SWANSON, University of Minnesota2: The Process of Framing Research in Organizations —RICHARD A. SWANSON, University of MinnesotaPART TWOQuantitative Research Methods3: The Basics of Quantitative Research—ELWOOD F. HOLTON III AND MICHAEL F. BURNETT, Louisiana State University4: Sampling Strategies and Power Analysis —DAVID L. PASSMORE AND ROSE M. BAKER, The Pennsylvania State University5: Effects Sizes versus Statistical Significance —BRUCE THOMPSON, Texas A&M University and Baylor College of Medicine (Houston)6: Experimental and Quasi-experimental Designs —DARLENE RUSS-EFT, Oregon State University, and AMY L. HOOVER, Central Washington University7: Survey Research in Organizations—KENNETH R. BARTLETT, University of Minnesota8: Multivariate Research Methods —REID A. BATES, Louisiana State University9: Structural Equation Modeling: An Introduction to Basic Techniques and Advanced Issues—JENI L. BARNETTE and LARRY J. WILLIAMS, Virginia Commonwealth Universit10: Scale Development Principles and Practices—TIMOTHY R. HINKIN, Cornell University 11: Factor Analysis Methods—BAIYIN YANG, University of Minnesota 12: Meta-Analysis Methods—BAIYIN YANG, University of MinnesotaPART THREEQualitative Research Methods13: Content, Lived Experience, and Qualitative Research —YVONNA S. LINCOLN, Texas A&M University14: Analyzing Qualitative Data—WENDY E. A. RUONA, University of Georgia15: Grounded Theory Research Methods—CAROL D. HANSEN, Georgia State University16: Ethnographic Research Methods—PAMELA CRESPIN, CHRISTINE MILLER, and ALLEN W. BATTEAU, Wayne State University17: Historical Research Methods—MICHAEL ROWLINSON, Queen Mary, University of LondonPART FOURMixed Methods Research18: Mixed Methods Research: Developments, Debates, and Dilemmas—JOHN W. CRESWELL, University of Nebraska–Lincoln, and J. DAVID CRESWELL, University of California–Los Angeles19: Case Study Research Methods —ANDREA D. ELLINGER, University of Illinois; KAREN E. WATKINS, University of Georgia; and VICTORIA J. MARSICK, Columbia University20: Theory Development Research Methods—RICHARD J. TORRACO, University of Nebraska21: Action Research Methods—LYLE YORKS, Columbia UniversityPART FIVEResearch Resources22: Using Journals and Databases in Research —THOMAS J. CHERMACK and DAVID L. PASSMORE, The Pennsylvania State University23: Managing an Effective and Ethical Research Project —MILES T. BRYANT, University of NebraskaName Index Subject Index About the Authors
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Affiche du document Impact Networks

Impact Networks

David Ehrlichman

1h48min45

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145 pages. Temps de lecture estimé 1h49min.
This practical guide shows how to facilitate collaboration among diverse individuals and organizations to navigate complexity and create change in our interconnected world.This practical guide shows how to facilitate collaboration among diverse individuals and organizations to navigate complexity and create change in our interconnected world.The social and environmental challenges we face today are not only complex, they are also systemic and structural and have no obvious solutions. They require diverse combinations of people, organizations, and sectors to coordinate actions and work together even when the way forward is unclear. Even so, collaborative efforts often fail because they attempt to navigate complexity with traditional strategic plans, created by hierarchies that ignore the way people naturally connect.By embracing a living-systems approach to organizing, impact networks bring people together to build relationships across boundaries; leverage the existing work, skills, and motivations of the group; and make progress amid unpredictable and ever-changing conditions. As a powerful and flexible organizing system that can span regions, organizations, and silos of all kinds, impact networks underlie some of the most impressive and large-scale efforts to create change across the globe. David Ehrlichman draws on his experience as a network builder; interviews with dozens of network leaders; and insights from the fields of network science, community building, and systems thinking to provide a clear process for creating and developing impact networks. Given the increasing complexity of our society and the issues we face, our ability to form, grow, and work through networks has never been more essential.PrefaceIntroduction Part One — Working Through NetworksChapter One: The Web of Change Networks for Impact Relationships: The Heart of Networks Chapter Two: The Network MindsetThe Hierarchical MindsetNetworks and Hierarchies, Together Making the Mindset Shift Chapter Three: Making Networks Work Primary Forms of Impact Networks Core Activities of Impact Networks Chapter Four: Network Leadership Network Leadership Roles Principles of Network Leadership Part Two — Cultivating Impact Networks Chapter Five: Clarify Purpose and Principles Catalyzing a New Network Finding Common Purpose Defining Shared Principles Chapter Six: Convene the People Inviting Co-creation Designing Meaningful Gatherings Facilitating Emergent Outcomes Chapter Seven: Cultivate Trust Weaving Connections Deepening Trust Holding Courageous Conversations Chapter Eight: Coordinate Actions Accelerating Flows Practicing Reciprocity Responding to Crisis Chapter Nine: Collaborate for Systems Change Making Sense of the System Creating Transformation Planting SequoiasChapter Ten: The Enabling InfrastructureOrganizing into Teams Bounding Participation Making Collective DecisionsEmbedding Evaluation Resourcing Networks ConclusionNotesGlossaryBibliographyAcknowledgementsIndexAbout the AuthorAbout Converge
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Affiche du document Dare to Serve

Dare to Serve

Cheryl A Bachelder

1h18min45

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105 pages. Temps de lecture estimé 1h19min.
The expanded and revised edition of Dare to Serve answers the question How do you transform an ailing company into an industry darling? Adopt servant leadership!The expanded and revised edition of Dare to Serve answers the question How do you transform an ailing company into an industry darling? Adopt servant leadership!In this updated edition of Dare to Serve, former Popeyes CEO Cheryl Bachelder shows that leading by serving is a rigorous and tough-minded approach that yields the best results. When she was named CEO of Popeyes in 2007, the stock price had slipped from $34 in 2002 to $13. The brand was stagnant, the team was discouraged, and the franchisees were just plain angry. Nine years later, restaurant sales were up 45 percent, restaurant profits had doubled, and the stock price was over $61. Servant leadership is sometimes derided as soft or ineffective, but this book confirms that challenging people to reach a daring destination, while treating them with dignity, creates the conditions for superior performance. The second edition of this bestselling book includes Bachelder's post-Popeyes observations and new examples of how you can switch your leadership from self to serve. Ever engaging and inspirational, Bachelder takes you firsthand through the transformation of Popeyes and shows how anyone, at any level can become a Dare-to-Serve leader.
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Affiche du document El corazón del liderazgo

El corazón del liderazgo

Miller Mark

55min30

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74 pages. Temps de lecture estimé 55min.
What makes for a truly exceptional leader? Certainly, leaders need people skills, execution skills, a deep knowledge of industry trends, the ability to articulate a vision, and more—they must be competent—but that’s just the tip of the iceberg. What’s below the waterline? What’s deep inside the best leaders that makes them different?What makes for a truly exceptional leader? Certainly, leaders need people skills, execution skills, a deep knowledge of industry trends, the ability to articulate a vision, and more—they must be competent—but that's just the tip of the iceberg. What's below the waterline? What's deep inside the best leaders that makes them different? Mark Miller contends it is their leadership character. In this enlightening and entertaining business fable, young and ambitious leader Blake Brown goes on a journey to discover the five unique traits exhibited by exceptional leaders and how to cultivate them. This book shows us that leadership needn't be the purview of the few—it is within reach for millions around the world. The Heart of Leadership is a road map for every person who desires to make a difference in the lives of others and become a leader people want to follow. ¿Qué es lo que hace que un líder sea verdaderamente excepcional? Sin duda, los líderes necesitan don de gentes, habilidades de ejecución, un conocimiento profundo de las tendencias de la industria, y la capacidad de articular una visión; y más aún: deben ser competentes. Pero eso es sólo la punta del iceberg. ¿Qué hay debajo de la línea de flotación? ¿Qué se esconde dentro de los mejores líderes, que los hace diferentes? Mark Miller sostiene que es el carácter. En esta fábula empresarial, clarificadora y amena, el joven y ambicioso líder Blake Brown emprende un viaje para descubrir los cinco rasgos únicos que distinguen a los líderes excepcionales, y cómo cultivarlos. Este libro nos muestra que el liderazgo no tiene por qué ser la meta de unos pocos, sino que está al alcance de millones de personas de todo el mundo. El corazón del liderazgo es un mapa para todo aquel que desee marcar una diferencia en la vida de los demás y convertirse en un líder que la gente quiera seguir.
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Affiche du document Dance Lessons

Dance Lessons

Chip R. Bell

2h59min15

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239 pages. Temps de lecture estimé 2h59min.
From Chip R. Bell, the bestselling author of Customers as Partners , Managers as Mentors , and Managing Knock You rSocks Off Service , partnering with Heather Shea, the former president of The Tom Peters Group's training and consulting company Provides invaluable insights into the changing world of powerful partnering Offers tools, details techniques, and provides activities and resources to help you develop successful partnerships in every enterprise Partnerships are fast becoming the primary structure of contemporary business, as organizations partner with vendors, unions, customers, and even competitors to take advantage of short-term market opportunities, leverage intellectual capital, and create more flexible and innovative enterprises. In this important guide, authors Chip Bell and Heather Shea offer an in-depth look at how we can successfully manage partnerships and build them with substance-passion, quality, heart, and soul. While many other books have examined the rational, logical, analytical sides of partnership, none has fully explored the irrational, illogical, emotional sides, which are most often what cause partnerships to falter or fail. Dance Lessons is a comprehensive guide to the interpersonal side of partnerships, revealing exactly how the champions choreograph their partnership dances for show-stopping performances. It features: new perspectives to help you decide if partnership is right for you exciting tools for selecting the right form of partnership important techniques to help you get emotionally prepared to partner smart ways to accurately pick good partners engaging activities to help you practice your partnership skills effective methods for dealing with difficult partners and partnerships vital cues that let you know when the partnership is ready to end, and helpful tips on how to end it insights on how to manage external factors that effect partnership success practical resources to help you continue to learn about effective partnering Dance Lessons shows how to develop meaningful, ethical, and soulful partnerships in every interaction throughout your work and your life.From Chip R. Bell, the bestselling author of Customers as Partners , Managers as Mentors , and Managing Knock You rSocks Off Service , partnering with Heather Shea, the former president of The Tom Peters Group's training and consulting companyProvides invaluable insights into the changing world of powerful partneringOffers tools, details techniques, and provides activities and resources to help you develop successful partnerships in every enterprisePartnerships are fast becoming the primary structure of contemporary business, as organizations partner with vendors, unions, customers, and even competitors to take advantage of short-term market opportunities, leverage intellectual capital, and create more flexible and innovative enterprises. In this important guide, authors Chip Bell and Heather Shea offer an in-depth look at how we can successfully manage partnerships and build them with substance-passion, quality, heart, and soul.While many other books have examined the rational, logical, analytical sides of partnership, none has fully explored the irrational, illogical, emotional sides, which are most often what cause partnerships to falter or fail. Dance Lessons is a comprehensive guide to the interpersonal side of partnerships, revealing exactly how the champions choreograph their partnership dances for show-stopping performances. It features:new perspectives to help you decide if partnership is right for youexciting tools for selecting the right form of partnershipimportant techniques to help you get emotionally prepared to partnersmart ways to accurately pick good partnersengaging activities to help you practice your partnership skillseffective methods for dealing with difficult partners and partnershipsvital cues that let you know when the partnership is ready to end, and helpful tips on how to end itinsights on how to manage external factors that effect partnership successpractical resources to help you continue to learn about effective partneringDance Lessons shows how to develop meaningful, ethical, and soulful partnerships in every interaction throughout your work and your life.Foreword by Tom Peters Preface ThanksIntroduction: Shall We Dance?STEP ONEFOCUSING: Preparing for PartnershipLesson 1. Choosing the Right Partnership for the Right ReasonsLesson 2. Understanding What Makes a Great PartnershipSTEP TWOAUDITIONING: Picking Great PartnersLesson 3. What Makes a Great Partner?Lesson 4. Conducting a Partnership Test: The Virtual AuditionLesson 5. A Partnership Test: The Eleven-Point ChecklistSTEP THREEREHEARSING: Getting the Partnership in ShapeLesson 6. The Conditions of ConditioningLesson 7. Blocking Out Your Performance TogetherLesson 8. Three Partnering DrillsSTEP FOURDANCING: Keeping the Magic in MotionLesson 9. Using Your Heart to Keep Great Partnerships GreatLesson 10. Using Your Head to Keep Great Partnerships GreatSTEP FIVEHURTING: Managing the Pain in PartnershipLesson 11. What to Do When You Trip Up Lesson 12. Coping with Pain That's Not Your FaultSTEP SIXBOWING OUT: Calling It Curtains Lesson 13. Ending a Partnership That FloppedLesson 14. Ending a Partnership That WorkedThe Final Lesson: Promenade Home Notes Sources Authors Index
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Affiche du document Managers, relevez le challenge d'un nouveau poste !

Managers, relevez le challenge d'un nouveau poste !

Bertrand HUCK

1h34min30

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126 pages. Temps de lecture estimé 1h34min.
Nouvellement nommé manager, promu ou recruté, vous voilà confronté à un défi de taille : réussir votre prise de poste.Vous devez être opérationnel et performant rapidement, tout en découvrant votre nouvelle structure et ses équipes.Alors, comment instaurer une relation de confiance avec vos collaborateurs ? Comment réussir vos premiers pas opérationnels ? Comment gérer votre temps, votre stress et la surcharge d’informations ?À partir d’un exemple concret et inspirant, l’auteur retrace les étapes clés de la première année dans une nouvelle fonction managériale.Il propose une méthode structurée, nourrie de conseils éprouvés, pour vous aider à prendre vos marques avec justesse et efficacité.En posant un diagnostic clair de votre environnement et en vous appuyant sur des questions d’autocoaching, vous apprendrez à garder le cap et à poser les bases solides d’une intégration réussie. Quelques idées clés pour mettre les enjeux en perspectiveLe cycle de performance managérialeLe tiraillement entre performance et bien-êtreLa réussite est dans le C.I.E.L.Mise en mobilité et intégrationLe début de l’histoire : la mise en oeuvre du processus de mobilitéPréparer et gérer l’intégrationLes premiers pas dans l’opérationnelTrouver des « respirations » pour intégrer l’information, faire le tri et réfléchirPrendre les premières décisions, minimiser et gérer les résistancesTravailler la relation de proximitéNotre relation avec notre N + 1Trouver de nouveaux repèresRéussir nos premiers actes managériauxLa gestion de la pression et de nos ressentis émotionnelsGérer les premières frustrations/déceptionsMaîtriser la mise sous pression forte et parfois désordonnéeNos principes anti-pressionFaire le deuil de notre activité passéeLancer les premiers chantiers prioritaires, modifier les modes de fonctionnementCoaching de la performanceDeuxième réunion avec l’équipeInfluencer sans arroganceRéorganiser l’équipeFixer des objectifs en terrain inconnuLes premiers entretiens de bilans, ayons une approche constructive !Faire face aux premières « revendications » de l’équipeRemobiliser un collaborateur que nous n’avons pas recrutéSur le devant de la scène : réussir sa première intervention en publicPréparer le futur : plans, budget, organisationAu bout de 6 mois : le premier bilan personnelPasser de la dépendance à l’interdépendance avec notre N + 1Les premiers entretiens annuels d’évaluation avec nos nouveaux collaborateursManager à distanceLe management de la génération ZFin de la période d’intégration : bilan et projection vers la suiteMa motivation dans mon nouvel environnementMon diagnostic C.I.E.L. : ma posture de leader et mon équilibre performance/bien-êtreLe diagnostic de l’équipe : évaluer le degré de maturité collectiveQuestions d’autocoaching pour nos 120 premiers joursQuestions pour les 20 premiers jours : bien démarrer dans la fonctionQuestions pour les jours 21 à 40 : mes premiers pas dans l’opérationnelQuestions pour les jours 41 à 60 : s’affirmer de plus en plus dans le posteQuestions pour les jours 61 à 80 : maintenir le cap et développer son réseauQuestions pour les jours 81 à 100 : prendre l’initiative et stimuler notre collectifQuestions pour les jours 101 à 120 : prendre du recul sur la période d’intégration et réfléchir à la suite
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Affiche du document The 3 Gaps

The 3 Gaps

Hyrum W. Smith

39min00

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52 pages. Temps de lecture estimé 39min.
For a Better Life, Close the Gaps!We all want to make a difference. But just as you need to put on your own oxygen mask before helping other passengers on an airplane, getting your own life together is the first step to making a positive impact in the world. Franklin Covey cofounder Hyrum Smith shows that what stops us are gaps between where we are and where we want to be. The first is the Beliefs Gap, between what we believe to be true and what is actually true. The second is the Values Gap, between what we value most in life and what we actually spend our life doing. The third is the Time Gap, between what we plan to do each day and what we actually get done. Smith offers a practical blueprint that we all can use to recognize and close each of these three gaps and illustrates how it can be done through inspiring true stories. The 3 Gaps provides the concepts and the tools needed to establish a solid foundation from which you can help make the world a better place. CHAPTER 1The Beliefs GapClosing the Beliefs GapThe Power of the Belief WindowBecause beliefs are such a powerful determining factor in our lives, the first gap I want to discuss is the gap between what you believe to be true and what is actually true: your Beliefs Gap.There was a time when the vast majority of the people on this earth believed that the sun revolved around the earth. When Copernicus suggested and Galileo insisted that it was the other way around, people considered them heretics. The fact that they were right was irrelevant; and, at the time, believing the wrong thing about the sun's relationship to the earth had no serious consequences (other than personal ostracism). Had we not corrected that erroneous belief we certainly would never have had the power to achieve the tremendous scientific advances spurred on by the space program. The correct belief allowed us to make a difference.Consider the following story.John walks into the yard of a friend, and is surprised to see a Doberman pinscher that has never been there before. At first he freezes in terror; then he runs out of the yard as fast as his legs can carry him without pausing to wonder how the dog got there or to notice if it is on a chain.Later, Susan walks into the same yard. She is just as surprised as John to be greeted by a Doberman. Her reaction, however, is to squeal with delight, “Oh! How cute!” She runs toward the dog so she can pet it and scratch it behind its ears.Why such different reactions to the same dog? It's all about what I call the Belief Window.Everyone has a Belief Window. I like to picture it as a small, clear window hanging in front of your face. I imagine it hooked in place so that every time you move, the Belief Window moves with you: you look out into the world through that window and you draw in information from the world through the same window.On this Belief Window you have placed thousands of beliefs or principles that you assume to be correct. They have accumulated over your entire life and they are not all equal in value. Some are good, some aren't. Some are rational, some are irrational. Some are productive and some are counterproductive. The number of beliefs on your Belief Window tends to be a function of your age and experience. We put beliefs on our windows because we believe that they are true and that by following them we will meet our needs over time.John has a belief on his Belief Window that says that all Doberman pinschers are vicious; he has accepted that as a correct principle. So when he is confronted by a Doberman pinscher, his behavior is to run, to evade, to leap tall buildings with a single bound—whatever it takes to distance himself from that Doberman. He doesn't go through an analysis of the situation. Reactions based on one's underlying beliefs are automatic.Susan, on the other hand, has a belief that says that all dogs are cute and sweet. Her behavior around a Doberman is drastically different from John's because of what she believes to be true about dogs.Your Belief Window is covered with beliefs, and that window governs your behavior. The issue is,Do you have correct or incorrect beliefs on your Belief Window?Everyone has correct, incorrect, and debatable beliefs that influence behavior. Keep in mind that in using the terms correct and incorrect, I am not attempting to make moral judgments about whether beliefs are “good” or “bad”; I use the terms only to simplify this discussion, and to indicate how those beliefs affect our lives.If a belief reflects natural law or reality—such as “vegetables are good for people,” “gravity keeps me on the ground,” or “the world revolves around the sun”—it may be considered as generally correct. Beliefs contrary to such natural laws could be considered incorrect.In addition to being based on natural laws, the things we believe can be reflections of personal values, such as “financial independence is important” or “I should treat others the way I want to be treated.”Beliefs can also simply be a subjective judgment or matter of opinion, such as “European cars are better than American cars,” “broccoli doesn't taste good,” or “I can eat anything I want and it won't affect me adversely.” Matters of opinion are not easily categorized as correct or incorrect. Whether your beliefs are backed by strong scientific evidence, grow out of your values, or are completely subjective doesn't change the fact that because we believe them to be true, we will act as if they are true. The key is to identify the beliefs on our window and change those that are incorrect, inadequate, or counterproductive.Because there is no way to print out a list of the beliefs on anyone's Belief Window, we need to find another way to determine what those beliefs might be. The only way to do this is to examine the behavior they produce. (It wouldn't be too hard to figure out what John has on his Belief Window about Dobermans based on observing his behavior pattern whenever he runs into one.) If you analyze a pattern of behavior in your own life that has negative results, you are the victim of an incorrect or inadequate belief. In other words, you have a Belief Gap that needs closing.In another book, You Are What You Believe, I discuss more fully a model of human behavior known as the Reality Model. I will not discuss it in detail here, but will suggest that you pick up that book for a complete explanation.It suffices here to point out that incorrect beliefs on your Belief Window lead to patterns of behavior that produce negative results. You will experience stress, emotional pain, relationship disruptions, and/or employment disappointments (among other things) when this is the case.Let me point out here that all of our beliefs and behaviors are designed to meet basic needs common to all of us. Those generally accepted needs include the need to live (survival), the need to love and be loved (relationship), the need to feel important (have value), and the need for variety. If we are not meeting those needs, we will feel pain in one way or another. (John was no doubt trying to meet his need to live when he ran from the Doberman, and Susan was meeting her need to love and be loved.)What is important to understand is that even though we put beliefs on our Belief Window that we think will meet these needs, we are not always correct. Perhaps because of a bad experience early in life, or because someone taught us something at an early age, or because we might misinterpret events around us, all of us get beliefs on our Belief Window that fail to meet our needs.This is a good time to point out that determining whether or not your behavior meets your needs takes time to measure. Something that may seem to meet your needs in a one-time situation takes on a whole different dimension when measured over time. An obvious example might be the use and abuse of alcohol. If you believe that drinking relaxes you and makes you more socially adept, you may try that a few times; it may even work the way you intend it to. But many people have found that, over time, the results from that belief do great damage to their relationships, employment, and mental health. Remember, results take time to measure.You can choose to believe whatever you wish; just remember that your beliefs drive your behavior. A correct belief will lead to good results—results that are positive and beneficial to you. In other words, it will meet one or more of your four basic needs over time. An incorrect belief will lead to bad results—results that are negative or damaging to you. It will not meet your needs over time. It's as simple as that.Let's take another example. Let's say that you have a belief that was mentioned above: European cars are better than American cars. If that is your belief, then you set up your (invisible) behavior rules so that when it is time for you to buy a new car, your choice is rather simple. What kind of car will you buy? Behavior is automatic; it grows out of the principle that you have accepted as true on your Belief Window. Will the results of choosing to buy a European car meet your needs over time? Possibly.Here is another example. Let's say that a belief that you hold is that you must never lose at games. If that is true for you, then when you start to lose a game, what will be the probable behavior? It could be to cheat, quit, or even throw a tantrum. It depends on the behavior rules that you set up as a result of this belief. Then the question must be asked: Will the results of this behavior meet your needs over time? Probably not, in this case. You may have to replace this belief with an alternative one in order to close the gap and create inner peace in your life.Some examples of possible beliefs that may be on a Belief Window are:• Schools should go back to basics.• My self-worth is determined by things I own, the job I have, and the praise I receive from others.• Mom and Dad will always love me regardless of what I do.• My family will never understand me.• Men are inferior.• Women are inferior.• I'm a pawn of outside forces and I can't do anything about it.• I'm not an addict. I can quit any time.• Some people are simply worth more than others.Remember:Any belief that drives behavior that does not meet your basic needs over time is an incorrect belief.The key to monitoring your Belief Window, to deciding what to accept as correct and what to adjust or discard as incorrect, is to follow these four steps:Step 1: Admit. To begin the process, you will need to admit two things to yourself. First, you will need to admit that there is behavior in your life that is causing pain, stress, or chaos. It is often easier to identify the pain than it is to see the behavior that is causing it, but most of us will get there if we are honest with ourselves.Second, you will have to admit that you must change yourself in order to improve your life. We all tend to externalize; we tend to blame others or outside forces for our pain. We think it so often that we truly believe it. A willingness to admit that we are the problem is the key to progress. (And because we are the only persons we can change, putting the blame on others means that our pain will not go away.)Step 2: Ask Yourself Why. You now need to ask yourself why you are behaving in a way that leads to the negative results noted in step 1. If you keep asking why, and if you are honest with yourself, you will ultimately find the answer. And the answer to the question “Why?” always comes up as a belief on your Belief Window.Why do I run away from dogs? (I believe that all dogs are dangerous.) Why do I make jokes at inappropriate times? (I believe that being funny is the best way to make friends.) Why do I cheat at games? (I believe that my value as a person is based on winning at games.) Why do I continue to hang out with an abusive person? (I believe that I deserve the abuse I receive.) Why am I always late to meetings? (I think my time is more valuable than that of others.)This may take some time, and it will definitely take some honest self-examination. You will usually know when you have hit bedrock, when you have surfaced the belief that is at the root of your behavior.Step 3: Adopt an Alternative Belief. This is the part where you must get creative. You must identify a new belief, one that is an alternative to the belief that is causing your troublesome behavior. The first example above (all dogs are dangerous) could be replaced with a different belief (most dogs are friendly). You can test various alternatives by projecting how you would behave if you actually believed the alternative principle. In this over-simplified case, you would no longer run every time you saw a dog; you would look forward to the experience. (And even if you found the occasional mean dog, it would still fit with your new belief that most dogs are friendly.) If that is a better result, better meeting your needs over time, then it is likely that you have found the belief you need to write on your Belief Window.Now, this is easy to write about, but it is not as easy to do. The reason you have a belief in the first place is because you think it is true, and you are now trying to substitute something you don't think is true. Move on to the next step, and you will see how this can work.Step 4: Act as If. Up to this point, everything has been an academic exercise. You have examined your stress points and have tied them to behaviors that produce them. You have asked yourself why you behave that way, and examined the beliefs that dictate your behavior. But none of that has required you to change anything.You are now at that point. But how do you change a belief that could be the product of years of reinforcement? Once you identify an alternative belief, even if you “know” it can't be true, you take the most important and most difficult step. You begin to act as if the new belief is true.Neuroscience has taught us that behavior creates neural pathways in the brain. By acting a certain way over and over, those actions begin to feel normal. This is sometimes known as “fake it till you make it.” In the beginning, it will take conscious thought to do this. Over time, it becomes easier and, ultimately, automatic.I will promise you this: once the belief has been changed, the behavior it produces automatically changes with it. And the pain caused by the old behavior goes away.Remember, until you change the belief on your Belief Window, your behavior will never change.Your Belief Window and the Belief GapAnytime you're getting results that are causing long-term harm, such as missing promotions, experiencing unemployment, losing important relationships, struggling with your weaknesses or addictions, or any other form of missing out on things that are important to you, your Belief Gap—the gap between what you believe will meet your needs and what will actually do so—is too wide. As a result, you are like Indiana Jones, stranded on the wrong side of a chasm. You are not in a position to make a positive difference in the world, and it's time for a change.The key to closing the Beliefs Gap is being able to put into practice the four steps outlined above. The results in your life flow automatically from your behavior, and that behavior is a function of the beliefs on your Belief Window. This all happens automatically, without even consciously thinking about it; but what you allow on your Belief Window is the key.If you want results that meet your needs over time, change the beliefs on your Belief Window!You close the gap by changing the belief. When the belief changes, everything changes.Change is almost never instantaneous. It can, at times, feel like two steps forward and one step back. But as you continue to act with your new belief, positive results will occur and you will know that you have closed a gap between something you believed would meet your needs and something that actually will.Always ask yourself this critical question:Will this behavior meet my needs over time?If the answer is anything but a sincere and confident yes, then begin surgery on your Belief Window.Tyler and Jennifer WilkinsonI've known Tyler for many years; he attended high school with my son, and was one of the best high school running backs ever to come out of the state of Utah. In my opinion, Tyler and his wife Jennifer are probably the most powerful and compelling example I have ever known of two people who were willing to close the Belief Gap.Tyler and Jennifer have had to deal with an immense tragedy in their lives and decided that they were not going to be beat by it. They had to examine what they believed about themselves and their opportunities in the world.What follows is their story. You will see how changing beliefs became fundamental to their lives as they evolved. As I spoke with them about the power of closing the Belief Gap, their responses were so natural and free-flowing that I decided to let them share their experience with you, the reader, just as they shared it with me.(Tyler) I grew up with two older brothers, who were athletes, and three younger sisters. Being five and a half and three and a half years younger than my brothers, I looked up to them. And sports were important to me too; anything I could do to impress them was a big deal to me, the little brother. We lived in a small town, and I always wanted to be a football player and a baseball player.I always felt that I was competing against not just the people locally but with other kids all over America who were getting up early, doing pushups and sit-ups, and running. I always kind of looked over my shoulder. With that focus, I improved and became a better athlete. My dad and mom supported me in sports. Of course, they also wanted me to do well academically. I did okay; I recognized that it was important. I got 3.3s, 3.4s, and occasionally 3.5 or 3.6 maybe even a 3.7 grade point average, but if it came down to a homework assignment versus athletic practice, I chose the practice. My parents recognized that my hard work could pay off in a scholarship.As I got into middle school, I started getting interested in social life quite a bit more. I met Jennifer in eighth grade and kind of started liking her in ninth grade. Now, I think I recognized in Jennifer attributes that I felt were different from those of other girls. There were a lot of neat girls around, but Jennifer just carried herself differently; she seemed to live the standards that I hoped for. Even though we were young, we associated with each other a lot. We did date other people, but we were often together with just each other. I did feel like there was a maturity in our relationship. Even during high school, we talked about what things we felt mattered most. I obviously understood that faith was very important to her, and those values and things associated with our faith were important to me as well.(Jennifer) I am the oldest of five kids, and we grew up in small-town America. I had a very similar childhood to Tyler's. We did start dating—well, we started “liking each other”—in ninth grade. So we actually dated for six years before we got married. I feel we had a level of maturity in our relationship that maybe a lot of high school couples don't have.We weren't that lovey-dovey high school couple. I mean, we liked each other for about three years before the accident, but we hadn't ever said, “I love you” to each other. We just felt like that was a little premature—like that was a serious kind of adult thing, to really fall in love with somebody.We just tried to keep our relationship a little more on a friend level in some ways. So my thoughts were always that I would graduate from high school and go to college. I was never a great student. I got similar grades as Tyler, and education wasn't my highest priority. My mom loved being a mom—at least I felt like she did. She told me many times that she loved being a stay-at-home mom, and that's what I wanted to do. I didn't have career goals or aspirations; I thought that if I needed to work, I could be a teacher or work with kids somehow.In high school I was excited about someday getting married, picking the colors for my reception. I kind of pictured my future husband. I don't know if you know this, but girls sometimes live in a fantasy land. I remember dreaming about my husband carrying me across the threshold on our wedding night.(Tyler) Just a couple of weeks before my accident, in the middle of our senior year, I met with the football and baseball coaches at our local university. I signed a letter with them to play both baseball and football. Other schools had shown interest in me, and I had gone on some recruiting trips, but this school would pay for everything; plus, I was going to be able to play both sports. Everything was lining up.That Saturday morning I got into my dad's truck. Jennifer was dancing for the high school drill team, and I planned to hang out with her family that day. I was excited about our relationship, about my prospects for the upcoming baseball season; everything was good. Then I fell asleep at the wheel. The truck rolled, and my life changed dramatically.(Jennifer) We were at the state championship for our drill team. February 16, 1991. I didn't know if Tyler was coming; he still wasn't sure when we left. And, because it was before cell phones, we had no way of knowing. I was in the middle of our competition; we had done a couple of our dances when my mom found out Tyler had been in an accident. She didn't immediately come and tell me because she knew my team needed me to stay focused, and she knew there was nothing that we could do right then to help him.(Tyler) I was lying there in my truck, suspended in the air by my seatbelt, with my arms out in front of me. My arms were jerking up and down; I didn't have any control over them. In my mind, I was temporarily paralyzed and in shock, but then things really started to kind of hit me: this could be a lot more serious than just being in shock and temporarily paralyzed.When I was a kid growing up, I had a neighbor two houses down who had broken her back. She was maybe in her early twenties. My friends and I would play football and baseball on their lawn, and I remember seeing her transferring out of the wheel-chair and into the car. Years later, as I hung upside down in my own car, I remember that I thought I would rather be dead than in a wheelchair; I wouldn't be able to play ball any more.Fear just started to cave in on me. There I was, waiting for the ambulance, thinking that this might be a spinal cord injury. Then I remember waiting for the Life Flight helicopter to take me to the closest major trauma hospital. I asked the local doctor to pray for me. I don't remember what he said, but I remember I thought everything would be okay. I didn't think that twenty-something years later “okay” would include me still in a wheelchair.It is interesting how our beliefs change. We have to evolve in how we see ourselves. When the helicopter landed, I knew I would never play football or baseball again.Still, I thought I was going to work so hard. I was going to have this drive. It didn't matter what the doctor said, I was just going to work and work my way out of it. But every day that passed, it got harder and harder to say that things were going to get better.I remember thinking about a poem that Hyrum used to quote, by Henry Van Dyke, about a sundial:The shadow by my finger castDivides the future from the past:. . . . . . . . . . . . . . . . . . . . . . .Behind its unreturning line,The vanished hour no longer thine . . .That's kind of how I started thinking. I started thinking okay, maybe I can't walk out of here tomorrow or the next day, but maybe I can get off this ventilator.(Jennifer) As soon as my mom came and told me, I started to cry. I remember being alarmed by my reaction. I wasn't superdramatic in high school; I wasn't a girlie-girl in that way. I didn't react to things like that; I was more low key and mellow. Those tears began to show me how strong my feelings were for Tyler.My mom and I took off at that point; we drove up to Salt Lake, to the hospital where Tyler was. We spent the next few days there just trying to make sure he was okay. I think we stayed through the weekend and then came home.It was a little bit difficult coming home and going back to school, because everybody loved Tyler. He was such a great athlete, and a really nice person. He was popular not only for the things he did but also because of how he treated people.The following Monday, on my way to school, I had to drive past the baseball field. I knew how much Tyler loved baseball, and the season was just starting. I started to cry. I knew things would never be the same. I mean, spring was an exciting time; baseball season was just starting, and there is just something about that. And yet I just felt so sad for him. I didn't feel sorry for him; I just felt sad that he had to go through this really difficult time and his life was changing so drastically. He couldn't do those things that he loved anymore.During all this time, our relationship just continued to move forward; we had to figure some things out. I remember something when he was in the intensive care unit. I don't know if I was helping him eat, or maybe he was in rehab. I said something about helping feed my kids, like I was practicing to help feed my kids. I wasn't saying it in a rude way, because to me it was kind of like a temporary thing; I didn't think this would be something I always had to do.He did not like that very much, so we had little bumps in the road like that, but for the most part I believe that we both worked through everything together, took things as they were; and with time it all worked out.(Tyler) I left town, and I was, like, mister athlete. When I came home, I was meeting all of my peers again, all of my classmates, and I didn't know if I wanted to eat in front of my peers because I had a special fork that's strapped onto my hand, and I still wasn't very good at hitting my mouth every time.So I went from being like any other high school kid, and then—boom!—I had a fork strapped to my hand to eat. My life had been so defined by accomplishing things on a football field or baseball field; I remember wondering, how do I redefine who I am and the relationship I have with so many people?A family friend who owned an airplane volunteered to fly me home from the hospital. I will never forget the moment we landed; a group of friends had come out to greet me. After talking for a bit, my dad put me in his car; we turned left, while all of my friends who had piled in a different vehicle turned right on their way to the lake. I felt like that's where I should be; I should be with them, going that direction, but instead I was going to rehab. I remember that being kind of a real wake-up call, a dose of reality: this is your life. Life wasn't fun for a couple of years after the accident. Then things finally started to change.After the accident, I still wanted to graduate from college, and I wanted to get married to a wonderful person and have a family and a career. These were all the goals I had before my accident, and they were still my goals after it. I realized it was good to have those goals, but in the short term all I could really do was focus on what I was going to do each day. I got off the ventilator, and I got to where I could start sitting up in the chair, where I could start to feed myself with the assisted technology. Then I eventually started to push my chair, and things were progressing, though much slower than what I had hoped for. Then I began to believe I could rebuild my life and work on those original dreams.My family was a great support; my friends were a great support, but Jennifer—she came up every single weekend, and as much as I loved my family and my friends, I worked all week long so that when Jennifer came she could see my efforts, because she made such a big deal out of just little incremental improvements.(Jennifer) I wasn't like a cheerleader. If you watch the movie about him, it portrays me as going, “Oh! You can do it.” I'm just not that way. I was just supportive, and I would say, “Good job.”(Tyler) She noticed things. Even when she said she was sad that she couldn't watch me play, she was much more sad for me. She was sad even more for my father, who she knew would never see me play again. She just made me feel great. And in the little progress that I would make, I knew was going to be rewarded by her, just by her subtle comments and how just great she was.(Jennifer) And he was hoping for lots of kisses and stuff.(Tyler) Well, I thought there would be some affection; that was a major motivator. In the many times I figuratively and literally fell on my face, I found the strength to get back up; it was due to her.You have got to just get back up and keep going. Some of these beliefs, obviously, were instilled in me from my family—from my parents and my brothers. And from working hard in athletics—that things are hard, things were hard in athletics; that life is a challenge, and you are going to fall on your face. You are going to get tackled, or you are going to get hurt, and you just have to get up and keep going. That was the philosophy that kept me trying. But I have to say that Jen was a huge motivator.(Jennifer) Before we got married, we had discussed everything that was going to have to happen in order for me to help him, to take care of him. His parents had been taking care of him, helping him with all of the things that he couldn't do by himself: getting up in the morning, getting dressed, getting showered, all that kind of stuff.I knew what I was going to be helping him with; then we got married. When we actually started living together and I was his primary caregiver, it was a lot harder than I thought it was going to be.I believed I needed to just suck it up and get things done—just do my duty, I guess. I was going to school, dancing on the college dance team, working full-time, and helping him. It was kind of going okay, but I kept thinking, I can't do all of this.I felt like I put myself in a position where I was basically on call for him twenty-four hours a day. It wasn't even his fault; it was my own, but being so wrapped up in caring for him I kind of lost myself, which put me in a place that was really difficult for me.Finally I had to step up and say, “Something has got to change here.” So I got a new job, and we ended up having some help come in. They would help him get up just a few days a week, just so that we could have a relationship. We were off balance. We were so off balance at that point that—and I had let myself get to that point—I was really discouraged and a bit depressed. We had to just make changes to make it better. It actually worked.(Tyler) One night we kind of got into an argument, and all of a sudden for the first time in six months, she got way emotional. She just said, “I don't know if I can do this anymore.” I thought that for the first time we were actually communicating.She had kind of bottled it up and then let me have it all one night. I mean, looking back, it was obvious, but at the time I was kind of clueless. I was oblivious, because I am kind of clueless. She helped me realize how things really were, as opposed to how I saw them through my Belief Window. I learned so many great lessons from her, and now we do a lot better. We don't let things go on for extended periods of time; that's something that we've tried to keep in check throughout our whole marriage.(Jennifer) Yes, we keep things in check; we keep a balance. Periodically we will get into a rut where he starts asking us to help him with things that he can do himself. We have to take a step back and say, “Okay. It's time for you to start doing this again.” Luckily, we have come to a point where I don't have to get mad and he doesn't have to get offended when that happens because we both want to make each other happy. If one of us is not happy with the situation, we both are willing to make changes in what we believe, what we expect, and what we do for ourselves and for each other.We are equal partners, but I have noticed one thing in our relationship. As we have gone through our marriage, learning different things, we just have had different experiences.1. Beliefs GapTyler and Jennifer Wilkinson2. Values GapLinda Clemons3. Time GapMcKay Christensen4. Conclusion
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Affiche du document Doing the Right Things Right

Doing the Right Things Right

Laura Stack

1h54min00

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152 pages. Temps de lecture estimé 1h54min.
A How-To Guide for the Modern LeaderInspired by Peter Drucker's groundbreaking book The Effective Executive, Laura Stack details precisely how 21st-century leaders and managers can obtain profitable, productive results by managing the intersection of two critical values: effectiveness and efficiency.Effectiveness, Stack says, is identifying and achieving the best objectives for your organization—doing the right things. Efficiency is accomplishing them with the least amount of time, effort, and cost—doing things right. If you're not clear on both, you're wasting your time. As Drucker put it, “There is nothing so useless as doing efficiently that which should not be done at all.” Stack's 3T Leadership offers twelve practices that will enable executives to be effective and efficient, grouped into three areas where leaders spend their time: Strategic Thinking, Teamwork, and Tactics. With her expert advice, you'll get scores of new ideas on how you, your team, and your organization can boost productivity.1GOALSAlign Strategy and ObjectivesIf your team lacks clear goals, it may as well be a drunken octopus on roller skates. You'll get just as far. To be efficient and effective, you must set team goals, align them actively with organizational goals, and communicate them to your team.You'll also need to regularly reevaluate your progress to ensure you're on the right path. If you're not already doing so, consider what course corrections might better serve you. “Strategic planning and goal setting should be linked,” advises Janie Wade, Senior Vice President of Finance for Baylor Scott & White Health. “Everyone on the team should have goals that support the plan and each other. But the plans and the goals have to leave room for the unexpected opportunities that develop.”Goals also boost team productivity because they sow seeds of hope. They give your team something to strive for, especially if they're coupled with a positive, nonpunitive environment where you provide valuable feedback on a regular basis. Goals establish promises that you and your team can work toward as you fine-tune performance and boost productivity.PLANNING: THE EXECUTION CONTINUUMThe first step in goal setting is to take a good, hard look at your organizational goals. Your personal and team goals should always contribute to or support the organization's overall goals. It's not necessarily easy to achieve alignment, and it's far too easy to drift off course once you have. But it is absolutely crucial to maintain your alignment, or the tactics you execute may be skewed from or entirely useless toward those goals. To keep that from happening, let's look at a basic formula that will help bring you on course and keep you there.Logical, Strategic ExecutionAs with so many other things, business has borrowed the concepts of strategy and tactics from military and games theory. Yet researchers regard them as discrete, if interrelated, topics, and confusingly, often interchangeable terms. And when business still moved at human speed, we could afford to consider them separately. But in this electronics era, we no longer can.In a previous book, Execution IS the Strategy, I focused on strategic execution itself, and described how today, we need to perceive strategy and tactics as what they truly are: points on an Execution Continuum. That continuum begins with an organization's core values, which represent the organization's bedrock, the foundational beliefs upon which its founders built it. Consider some Jewish-owned businesses, which close on Saturday—the Jewish Sabbath. Or some founded upon Christian values, which close on Sunday.A mission statement builds on the core values and succinctly describes what a company does to achieve its vision, i.e., its ultimate purpose for existing. Vision and mission are incomplete without each other. For example, the National Speakers Association (NSA), of which I was president in 2011–2012, has as its vision, “Every expert who presents content to an audience through the spoken word for a fee belongs to NSA.” Its mission is stated as, “NSA is the leading source for education, community, and entrepreneurial business knowledge needed to be successful in the speaking profession.”Mission and vision tell us where an organization wants to go; strategy and tactics are the means by which we get there. Strategic objectives feed the operational strategies of an organization and break down into departmental goals and individual performance objectives. Tactics achieve these goals, and resulting action items are executed.Back to BasicsStrategy tends to fall into place more easily when it's built on mission, vision, and values—which, in turn, makes it easier to determine corresponding goals and tactics. Effective leaders hitch themselves to the organization's star and align team and personal goals with the organization's. Then they determine the most efficient ways to advance together.ALIGNING YOUR TEAMThe effective, efficient executive uses alignment to strengthen the team—not only to shape its destiny but also to emphasize the mission and sow the seeds of hope for a better, more productive future. As we've already seen, goal setting begins in the soil of core values and is strengthened by the fertilizer of mission and vision. The outcomes are the harvest you reap.Brenda Knowles, Vice President of Marketing at Shaw Industries, a flooring provider in Georgia, recently told me:Our strategic planning process and management meetings ensure that managers are clear on the company's growth strategy. With that strategic framework, we empower each of the business areas to bring forth recommendations for how to best meet customer needs and anticipate other market forces. This allows us to continue to innovate to ensure we're meeting and exceeding customer expectations and continually improving our products, processes, and services.So, I'd say my approach is one of including the team in the process, giving them the big picture and the guardrails, if you will, and relying upon their key strengths, insights into the company, and into our customers' business to help propel us forward. It's about empowerment and accountability.Amen to that. How do you achieve such alignment?Steps to SuccessGetting strong-minded, independent people to work together on one objective can be like herding cats. But when they see how excited and personally committed you are to the goals, they'll be more likely to take ownership and put in the effort required to make their goals a reality. The following tips can strengthen your team's alignment:1 EMPHASIZE CORE VALUES. Remind your team exactly where the organization is coming from and where it needs to go. Help them tie the mission/vision to the tasks they complete every day, since often this isn't apparent.What happens when an organization loses track of its core values? Anything from a minor stumble to a complete meltdown. Back in 2001, energy company Enron self-destructed in a scandal that still amazes those who witnessed it. Despite the core values literally carved into the façade of its Houston headquarters—Respect, Integrity, Communication, and Excellence—top executives focused on feathering their own nests and defrauding stakeholders to the tune of billions of dollars.2 EMPHASIZE BOTH INDIVIDUAL CONTRIBUTIONS AND TEAM EFFORT. I can't say it often enough: if you want to engage and empower your employees, tell each of them why their work matters and how it moves the organization forward. Otherwise, why should they ever look beyond the next paycheck? That said, you increase your productivity by an order of magnitude if everyone interlocks as a solid team.Where do your team members feel lost? Where is more training needed? Encourage your team members to examine their daily work and help them fill in the blanks where they can't translate goals into operations. Urge them to ask for what they need to be more valuable to the marketplace, the organization, and the team.3 FOCUS ON A FEW MAJOR GOALS. Rather than dividing your attention between twenty goals and doing none of them well, pick one to three goals and execute them brilliantly. Multitasking works no better for team achievement than it does for individual productivity; you're better off single-tasking in a fierce, focused way.Break big goals into manageable pieces. This keeps more complex goals from overwhelming your team. Each subgoal builds on the previous one, right up the ladder.4 CELEBRATE WHEN YOU ACHIEVE A GOAL. Don't just robotically move from one project to the next. When your team reaches a major milestone, have a party, give out gift cards, or take everyone to lunch as a reward for hitting that goal. Immediate gratification adds to the delayed gratification you'll receive when the entire project is complete. Once you achieve and celebrate a goal, begin anew! Don't rest on your laurels too long, or your team members might get bored and lose their edge.Stepping Up to the PlateAs the caterpillar told Alice in Wonderland in Lewis Carroll's book, “If you do not know where you are going, any road will get you there.” You can't be like dandelion fluff, going wherever the wind takes you. Destiny isn't a matter of chance; it's a matter of choice. So shape your team to succeed and push forward with a flexible methodology that gets you ahead and keeps you there.ESTABLISHING PRODUCTIVE AND RELIABLE GOALSGoals tie together all the other factors crucial to modern business success: flexibility, agility, engagement, empowerment, hard work, self-discipline, teamwork, cross-functionality, you name it. They shape attention and provide direction in an increasingly chaotic world.Political theorist Hannah Arendt once wrote, “Promises are the uniquely human way of ordering the future, making it predictable and reliable to the extent that this is humanly possible.” Goals are a species of promise, and they apply to corporate teams as much as they do to any other human endeavor.Setting Goals as a TeamSome of your team members will have a better understanding of goal-setting than others, so it's up to you to make sure they all stay on the same wavelength. Here's how:1 START WITH INDIVIDUAL TEAM MEMBERS. You'll find it easier to establish team goals if individual members also have personal goals to reach for. Chris might want to make $150,000 annually by the time he's thirty-five, while Jane may prefer to move up the management ladder toward CFO. As you learn your team members' personal and professional development goals, help them find ways to weave those goals into the general goal-fabric of both team and organization.2 SET REASONABLE GOALS. Whether it involves finishing a particular project or improving overall performance, provide your team with reasonable goals that include time-based milestones and objectives. Show them how they can increase their productivity over the next year or so, and communicate the plan clearly. Your team may surpass your expectations.Precision counts: Tell your people precisely what they need to do to move everyone forward. The more detailed you are, the easier it is for them to engage. “Try harder” and “Do your best” don't work nearly as well as “We need to improve output by 15 percent,” “Each person needs to send twenty-five prospecting emails a day,” or “Let's finish this project by next Friday.”3 ENSURE A SUPPORTIVE, PRODUCTIVE WORKING ENVIRONMENT. Invite open discussion and sharing of resources. Make sure that when someone is ill or a position is open, you have enough overlap in skill sets to fill in the blanks while you're short-staffed. Continually ask people how they think productivity can be improved. Getting people's input empowers them to participate, so meet with your team and brainstorm. They may have some innovative or easily implemented ideas to contribute, perhaps something as simple as issuing everyone an iPad, and these ideas will give them an opportunity to shine.4 CLEAR THE WAY TO THE TARGET—AND GIVE YOUR TEAM SOMETHING TO SHOOT FOR. As the leader, you're also a facilitator. You not only have to clarify what the goals are and how to get there, but you'll also need to help blaze a trail. The quicker your team reaches one goal, the quicker they can move to the next—and the more productive they'll be.In addition to providing the target itself, motivate your employees in positive ways—from offering bonuses to helping them climb the corporate ladder. Explain the rewards system and follow it meticulously, without favoritism. If your team can't trust you to keep your side of the bargain, why should they bother reaching for the goals?5 TRACK YOUR TEAM'S PRODUCTIVITY AND PROVIDE MEANINGFUL FEEDBACK. You can't manage what you can't measure. Keep an eye on your team deliverables and overall production using Key Performance Indicators (KPIs), timesheet software, or scoreboard programs such as Kaptasystems.com or i-nexus.com. That way, you'll more easily see who needs help and who already pushes their productivity through the roof. Once you have that information in hand, you can provide meaningful feedback that includes specific growth ideas.Purposeful ProductivityGood leaders give of themselves. Employees want someone to prepare the path for them, be there when they need them, and guide them along the way. They want you to actually lead. When you sincerely demonstrate compassion for your team, care about their futures, and hold everyone to their promises—including yourself—they'll follow you to the ends of the earth.Part I: Strategic Thinking1. Goals: Align Strategy and Objectives2. Change: Embrace Innovation and Adaptability3. Communication: Share Mission, Vision, and Ideas4. Decision Making: Resolve and Execute Decisions PromptlyPart II: Team Focus5. Environment: Build an Open Team Culture 6. Performance: Forge a Results-Oriented Team 7. Motivation: Harness Team Creativity and Loyalty8. Growth: Emphasize Continuous ImprovementPart III: Tactical Work9. Value: Focus on High-Impact Activities10. Technology: Master Data Handling and Workflow 11. Agility: Maximize Speed and Flexibility12. Balance: Sustain Your Physical and Mental HealthConclusion: The Evolving Business of Business
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