Goal Processing: 6 Indicators of Great Time Managers

What do Albert Einstein, Michael Jordan and you have in common? They all had/have exactly 24 hours in each day. One of the major differences between successful and unsuccessful leaders is their ability to effectively manage their time.

So, how do you know if you are a good time manager? Here are six indicators.


A good time manager:

1. Gets an adequate amount of sleep. Success in multiple fields is based on energy. This means you need fuel. There are many different types of fuel (healthy food, emotional support, intellectual stimulation, professional development, etc.) The most important fuel is spelled S-L-E-E-P. Some people can function at a high-level with five hours of sleep and some need eight hours. You need to figure out what your optimal sleep number is and work to get it as often as possible.

2. Meets deadlines. Leadership is based on trust. One of the best ways to build and maintain trust with others is to only say yes to those deadlines you can deliver and then deliver on time (which is early.) This consistency for earliness can only be achieved by managing your time.

3. Is working on meaningful projects. Not a common entry in lists like this, but absolutely a vital indication of someone who manages their time. If you are able to have time to work on meaningful projects, it means that you have found a way to minimize the time you have to invest on trivial projects. Not an easy task, but critical to great leadership.

4. Has the right type of stress. Losing weight, achieving wealth and reducing stress are three of the most popular themes of late night infomercials. Coincidentally, two of them are counter-productive. Having a ton of money doesn't make your life simpler, easier or full of sleep-filled nights. Ask your average multi-millionaire or your lucky lottery winner if they have more stress or less stress now compared to their pre-money days and chances are each dollar brought more stress. The trick is not to reduce stress, but to have the right type of stress. The right type of stress is created by challenging life tasks that you have chosen to work on. I.e. - marriage to the love of your life, children, doing what you love at work, challenging hobbies, etc. These activities all create stress, but stress that is wanted and necessary for growth and creating value in life.

5. Follows the rules. Good time managers don't have to cut corners to meet deadlines. They don't have to skip breakfast, drive too fast, be short with people, under-deliver on a project, etc. The basic rules of successful living exist, are well-known and are achievable if you manage your time instead of letting your time manage you.

6. Has time for their "Epic Journeys." All of us have those big life to-do's, missions, wish list items, etc. We call those Epic Journeys. These are the things that make it into people's Bucket Lists - must do before I die sorta activities. Your average person (i.e. - not retired, super wealthy, jobless, or a college student) who has time for their Epic Journeys has that time because of many factors. The biggest one is their ability to manage their time in such a way to make room in their life for their Epic Journeys.

Key Lessons From the 2009 Oklahoma Career Tech University

Last week, we had 50+ elected student leaders from the Oklahoma BPA, DECA, FCCLA, FFA, HOSA, SkillsUSA and TSA organizations for 16 hours of leadership training.

They were one powerfully excited and intense groups of student leaders! Here are a few of the key lessons we taught at this three-day Oklahoma CareerTech University...

• You are now an Intentional Student Leader. An ISL is someone who intentionally engages at a deeper level than ever before.


• Many people would have loved to be in your position, so remember to treat it like a privilege rather than a burden.


• You must know what it is that makes your organization successful in order to continue achieving your goals. You must know yourself and your organization.


• You are the face of your organization. You represent your organization with every action.


• Many people in leadership positions deal with an ego problem. For you as an ISL to be interested in what is going on in someone else’s world is HUGE.


• It doesn’t matter how much you love your organization, unless you know how to share that passion with the world.


• To overcome team creativity barriers, encourage others' ideas, consider thoughtfully those ideas that conflict with yours and sometimes compromise is the best way to go.


• Teams don't get things done. Individuals do. We must work hard individually toward the team goal.


• Thousands of messages are sent with body language, and only a few with what you are actually saying.


• Keep the emotional charge going and transition straight into serious mode. Emotional charge turns the audience into wet clay and you can take them wherever you would like to.

(Special thanks to Kelly (Sugar) Barnes and Sarah (Hootie) Reasnor for all their help in making the instruction of the leadership lessons awesomenominal!)

Fostering Relationships: The Relationships Tree

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General: Ingredients Of Great Officership

Check out this SlideShare Presentation:

Ingredients Of Great Officership

View more presentations from Rhett Laubach.

General: PLI Twitter Feeds

Just a few of my recent Twitter feeds:

"65 student leaders just learned:  The habit of helping others gives you the power to help yourself and less need for it.  Think about it.".
Service-Mindedness

"The true test of problem-solving ability is not whether or not you have problems, but if you have the same problems you had yesterday.". Innovativeness

"Teaching problem-solving today. Stop, Drop and Roll. Stop blaming others. Drop your negative emotions. Roll forward with positive actions." Emotional Maturity

Follow Me:  http://twitter.com/yournextspeaker

Add me on Facebook:  http://profile.to/rhett/

Become a fan of PLI on Facebook:  http://companies.to/pli/

General: TRAX

TRAX is an evaluation tool built into the PLI curriculum.  The PLI philosophy is built around the concepts of value and growth.  As my old student leadership mentor put it, “When you’re green, you’re growing.  When you’re ripe, you rot.”

TRAX is a leader’s way of telling if they are at the Entry, Emerging, Engaged or Expert level of leadership ability.  There are two goals here: 

• Be better everyday to become an Expert leader.
• Be better everyday even when you are an Expert leader.

Each TRAX level has a task associated with it.  If you are able to fully complete the task, you know you are ready to work on the next one.  An Expert PLI Leader is able to say they have successfully completed all four tasks for all Ten PLI Essentials. 

The Four TRAX Tasks

Entry Leader – Provide a written description of the Essential in your own words. 
(Demonstrates Essential awareness.)

Emerging Leader – Provide an example of the Essential being used properly, as well as improperly.
(Demonstrates Essential understanding.)

Engaged Leader – Provide evidence of implementing the core principle of the Essential in your life.
(Demonstrates Essential action.)

Expert Leader – Provide evidence of you helping someone else learn and/or act upon the core principle of the Essential in their life.
(Demonstrates Essential mentoring.)

This is an excellent testing method for your PLI class, as well.  Good luck!

Integrity: Lex Luther vs. Forrest Gump

Which is worse - A or B?

A. A person with intelligence and without integrity.

B. A person with integrity and without intelligence.

Basically, if you only had these two options, would you rather have a team full of Lex Luthers or Forrest Gumps?





PLI Teachers/Trainers - Have your students discuss this question within the context of the current U.S. economic crisis. The part of Lex Luther is played by Wall Street traders/analysts and SEC officials and the role of Forrest Gump is played by your average, everyday investor and middle to low income home buyer. Key terms to research: sub-prime mortgages, credit default swaps, and AIG.

Good follow-up questions:

1. Which is rewarded more in today's society, Lex or Forrest and why?

2. How do we create leaders that are strong in both intellectual and moral prowess? Provide historical and local examples of leaders who had/have both.

3. Why is it so difficult for humans to be strong ethically when large sums of money come into play?

4. How have they personally been impacted by the current recession our Lex Luther Leaders put us in?

5. Who should ultimately be held most responsible for the crash of the mortgage industry? Lex for creating such a risky environment or Forrest for choosing to live in it (knowingly or unknowingly)?

General: PLI Required Reading List

There is a great new book titled "The 100 Best Business Books of All Time." The authors have put together a fabulous collection and did a great job in the book of summarizing the main points of these classics and new-classics. I personally have my reading to-do list done for the year, as I have only read 31 of the 100.

The other great benefit of this book to our PLI teachers and trainers is that it inspired a "PLI Required Reading List." This list certainly isn't all-inclusive, but it is a great place to start to get your students doing some out-of-class, non-curriculum PLI reading.

Again, the following books are all in Jack and Todd's new book. So, you can get a quick synopsis of each by reading their new book. Click on the ^ after each to go directly to that book's 800CEOREAD page, where you can read about the book and/or buy it. If there is more than one book listed in an Essential, I put an * to donate the one I would recommend most.

Vision
Control Your Destiny or Someone Else Will^
What Should I Do With My Life?*^

Integrity
Questions of Character^

Innovativeness
The Art of Innovation^
The Innovator's Dilemma^
Orbiting the Giant Hairball*^
The Creative Habit^

Wise Judgement
Influence*^
The Power of Intuition^

Service Mindedness
(This being a business book list, there isn't a book about service leadership. All the service books listed are about customer service.)

Goal Processing
Getting Things Done^

Skill Assessment
Now, Discover Your Strengths^

Emotional Maturity
Emotional Intelligence^

Fostering Relationships
How to Win Friends and Influence People*^
The Five Dysfunctions of a Team^
The Team Handbook^

Masterful Communication
Made to Stick*^
The Story Factor^
Never Give In!^

Following is a list of the books that I would recommend you have your students read, but they just don't fit nicely into one of the Ten Essentials:

General
The Leadership Challenge^
Leadership Is An Art*^
The Leadership Moment^
The 7 Habits of Highly Effective People^

Skill Assessment: Your Career Insurance Policy

No matter what condition the economy is in or what misc. talent/information/skill set you might be currently lacking, if you are these two things you will always be in demand:

1. A hard worker.
2. Fun to be around.



Processing Questions for PLI Curriculum Teachers/Trainers:

1. Why is hard work always touted as a key to success? Produce at least one historical case study and one case study from your circle of friends, family members and/or community members.

2. Is "being fun to be around" really valuable if you are involved in serious projects, activities, jobs, etc.? Defend your opinion.

3. What careers have historically been the most "recession-proof" over the past 50 years? Which ones will be over the next 50 years? Site your sources.

4. How are you personally on the TRAX Scale with being a hard worker and being fun to be around?

Please visit www.yournextspeaker.com for more leadership development.

Skill Assessment: Shining a Light on the Torchbearer Concept

A Torchbearer is a passionate and highly-skilled organizational ambassador. Their "organization" could be personal, professional or third-place in nature.

(Third places include hobbies, associations, volunteer efforts, etc. Anything not directly associated with their home life or their work life. Starbucks if you will.)

The list below breaks down the seven defining characteristics of a Torchbearer and includes strategies for moving your staff, volunteers, or student leaders away from the dark side and closer to the bright light of the Torchbearer world. Some of them are pre-filters (I.e. - while picking your people, look for these qualities.) Some of them are developmental in nature.

A Torchbearer...

1. Is thirsty for helping organization grow.
Powerful Torchbearers are servants. It is in their nature to help others for the sake of helping others. Although the basic behaviors can be taught, the internal "servant compass" is developed from a young age. Look for people who have it.

2. Owns a strong allegiance to organization.
Pure allegiance is a powerful force. Think soldiers. Think father-daughter relationships. Think a person of faith. You want people who will stick with your organization through the good, bad and ugly. The mechanisms of allegiance include self-interest, loyalty to relationships, shared experiences and common values and beliefs. These are all emotional elements. How are you making an emotional connection with your people?

3. Values and fosters relationships within organization.
Of all the allegiance elements, the relationships piece is the most powerful. People may join organizations because of material gains, but they voluntarily commit blood, sweat and tears because of relationships. If you are trying to mobilize a volunteer staff, don't send out a form letter to the membership body. Get ten inner-circle folks to each call thirty Torchbearers-in-Training they either have a relationship with or are willing to form one with.

4. Gains part of identity from organization.
Where do you see this in every day life? An NFL football game in Pittsburgh with thousands of fans waving their Terrible Towels. 3:00 pm at a middle school with every mini-van plastered with stickers announcing their children's academic accomplishments or sports team affiliation. Anyone accessorized in clearly designer bling-bling. These folks are all visually and vocally proud of their connection with their sports team, 13-year old or Prada shoes. You need to ask yourself, what are the personal benefits a member of your organization would receive from being vocal and visual with their affiliation with you and have you provided them the means to do so? I.e. - how can you be upset about no one shouting your message when you keep all the megaphones in the closet?

5. Clearly understands role in organization.
One of the simplest ways to get someone engaged in your organization - give them something to do. The clearer the instructions and the amount of time/money/skills they will need to do it, the better.

6. Knows and believes in organization's core values.
If we refer back to the allegiance elements, we see that common values and beliefs is a driving force in getting people to go to battle with you and for you. Common values and beliefs are so foundational to the DNA of an organization, that many times we forget to shout them from the rooftop. If you are going to really get the best from your Torchbearers, you need to constantly remind them of the deeper, wider and more significant reasons why your organization and their work for it are, not just important, but vital.

7. Speaks positively about organization, its leadership and members.
This final characteristic is very similar to the servant-minded one - either someone is in the habit of talking positively or they aren't. Research actually states that our optimist/pessimist nature is both ingrained in our DNA and a function of the environment of our early developmental years. Find people who are built with a positive bent. A price cannot be placed on the value of the subtle and forceful work they do to bring other people into the fold. However, even the most positive soul needs something to say. It is your job to continually push the good news of your organization and ideas on how to use them.

Google the books The Tipping Point, Tribes and Bowling Alone for even more great info on this topic area.

 

Processing Questions for PLI Teachers/Trainers:

1. What are organizations are you a member of and do you know: why they exist, who formed them, when they were formed, what are their greatest strengths, what are their great shortcomings, and what role you play in each? List all six answers for each of your organizations.

2. When we think about "organizations" in the context of Torchbearers, why do we include not only tradition school-based, community-based organizations, but also peer groups, your family, your hobbies, etc.?

3. Read one of the above mentioned books, write a 5-minute speech on the biggest lessons you learned from it and deliver the speech in class.

Fostering Relationships: How to Motivate the Unmotivated

Your official strategy for dealing with someone who "isn't motivated"...

1. Identify what you mean by "isn't motivated" for the person. What exact actions are they not displaying that you wish they did?

2. Ask yourself these questions...

• Do they know they are supposed to do those actions?
• Do they know how to perform the actions in the manner you expect?
• When was the last time they were reminded of those actions?
• Are there clear reasons why those actions are important, necessary, valuable, etc.
• Are there clear guidelines on what will happen if they don't do those actions?
• Are there regular or irregular sessions between you and the person to discuss their movement from where they are currently to where you wish them to be?

3. Your strategy for dealing with the "isn't motivated" will come directly from your answers to those questions. They either aren't clear on what is expected of them, there isn't a clear reason for doing the actions, there aren't clear repercussions for not doing the actions and/or no one is coaching them to get from point A to point B.

Motive to act is ALWAYS driven by self-interest. Even actions by the most selfless, giving, Mother-Teresa like person in the world. Your great task as a leader of your people is to figure out which of their self-interests you can tap into clearly, gracefully, leaderly.

Just a few Self-Interests to consider...

• Respect from Others
• Contribution to Team
• Achievement of Goals
• Self-Image
• Job Security
• Friendships
• Money
• Social Status
• Avoiding Pain
• Gaining Pleasure
• Love
• Safety
• Personal Well-Being

Emotional Maturity: The Copernicus Solutionicus

Nicolaus Copernicus (1473 – 1543) was the first astronomer to put the Sun at the center of the universe instead of the Earth, which was the TRUTH before Copernicus disproved it.

As leaders of others, we need to take a lesson from ole Nic and take our own little world out of the center of the universe and put the true source of our power there - the people who, by choice or chance, are following us.

The Copernicus Solutionicus - Stop being so self-centered and get to thinking about your people more.

Some strategies -

* Let your first interaction with people be asking them questions to get them talking about their world.

* Don't make assumptions (which are based primarily on your perspective) and go straight to the information source.

* Ask for help more often. Being the leader doesn't mean you have to know all the answers or are supposed to be right all the time.

* Adapt your leadership style to the situation. Being one-dimensional in how you deal with people is very self-centered.

* Think about the full impact range of each decision you make. As the leader, your words and actions make bigger ripples on the pond.

* Make time to get to know your team members. This will also provide space for them to get to know you.

* Publicly (or privately, depending on each person's preference) celebrate big and small accomplishments. Unlike the Sun, your source of power is not always self-powering. They need you to fuel their motivation and attitude.

* Ditch the Golden Rule and follow the Platinum Rule - "Do onto others as they would have done onto them." (Google Platinum Rule for source - that one's not mine. I would, but I am driving right now and driving while Googling is extremely harmful to the environment.)

* Make personal sacrifices for the benefit of the team. And I mean "above and beyond the call of duty" ones.

* Above all, be your team members' biggest FAN - be Fair, be Aware of others and be Nice.

Skill Assessment: Guts

"If you don't have the guts to be honest or the cooth to know how to pull it off without making us want to slap you across the forehead with a two-by-four, please let someone else be in charge."
Your People

General: A Few Simple Leadership Truths

Six Simple Leadership Truths


1. The best leadership truths are as simple to say as they are complex to do.


2. Any person in a position of power should hold an inborn fondness for the complete well-being of the people they are called to lead.


3. The most effective leaders find out what their people need to be successful and help them get there.


4. You can't get an accurate diagnosis of your leadership effectiveness until you ask the people you are leading how you are doing.


5. In the workplace, the best leaders are trusted by their team, help their team have pride in their work and help everyone enjoy one another.


6. Your role as a leader is separate, but not wholly separated from your primary job role.

Skill Assessment: Five Skills to Practice Today

1. Talk up about people not in the room. It will build trust with those that are in the room.

2. Talk more about solutions than challenges. Your primary job function as a leader is to creatively solve problems (seen and unseen).

3. Smile more and be nice to people. One of the main purposes of your leadership should be to be an encouraging and uplifting force.

4. If you are a talker, listen more. If you are a listener, talk more. Be balanced.

5. Tell your team about the high expectations you have for them. People will only give you their best when they know A) What the best looks/feels like, B) They have someone consistently helping them get there.

Fostering Relationships: Four Resources to Develop Your Team Leadership

The PLI Navigator Introduction Section
Rhett Laubach & Ryan Underwood
PLI website Link

The Three Signs of a Miserable Job: A Fable for Managers (and Their Employees)
Patrick Lencioni
Amazon Link

Eight Ways to Win With People (60-minute Audiobook)
John Maxwell
Audible.com Link

Tribes
Seth Godin
Amazon Link

Fostering Relationships: Are you a Team, Group or Troop?

Team - A set of individuals who use their core strengths and a defined decision-making system to accomplish a common goal under the direction of a trusted leader and who create and revisit big memories along the way.

Group - A set of individuals.

Troop - A set of young individuals identified by matching outfits and either selling cookies or setting something on fire McGyver style.

There are five clear characteristics of an actual working team:

1. A trusted leader.
2. An agreed upon goal.
3. An agreed upon decision-making system.
4. The creation and revisiting of big memories.
5. Each individual is engaging their core strength.

Take a look at your "set of individuals" and cross-reference your experience with these five characteristics. The secret to your group becoming an actual team probably lives in this list.

Vision: The Schindler Drive

He started his factory in Nazi-occupied Krakow, Poland to take advantage of slave labor from the Jews (who didn't earn money for their work - the wages went to the Third Reich.)

However, because of key people around him (including his factory accountant Itzhak Stern), his motivation became fueled more by altruism than capitalism.

His 1,200 factory workers were saved from death by being on Schindler's List.

His name was Oscar Schindler and he was a leader driven by a Vision to set as many Jews free as he could from the Nazis.

You are a leader. What Vision drives you?

Skill Assessment: Little or Big Legs?

• Going from the car to Wal-Mart with the two little ones - 4 and 2 (Blue Leader 1 and 2, respectively).
• I am striding easily.
• Blue Leader 1 is in a lope (define: jog or slow pace of running).
• Blue Leader 2 is flat out running.

As a leader, are you aware of how your pace is influencing those around you? Your knowledge, ambition, natural talent and experience has helped you reach a leadership position. Don't let those advantages push down those you are called to lift up.

It was much harder for little Blue Leader 2 to get from the car to the door. However, her struggle had nothing to do with her - it had to do with her in relation to her older sibling and her dad. To help her in her walk, we had to...

1. Be sensitive to her needs
2. Recognize that just because we could do it easily didn't mean she could
3. Adjust our behavior accordingly

Are you doing the same for those around you? Being a leader doesn't always mean setting the pace for people. Sometimes it means adjusting your pace to give those learning from you space and time to catch up.

General: Happy Holidays

This blog is on vacation until January '09. Until then, please feel free to peruse our over 250 insightful and personal leadership posts. If you are a leadership teacher or trainer, please visit our PLI curriculum page at http://tinyurl.com/thepli.

Happy holidays to you and yours.