Do these two words create a dichotomy in the work place? Can you have both? Or are they mutually exclusive?
I'm just asking the question here but allow me to paint the picture. If we have an environment that maximized productivity, then do we have to relinquish control of that environment to reach that high level of fresh productivity? If we desire an environment of high control (or any control for that matter) then are we diminishing the opportunity for higher productivity?
I believe the solution is quite simple, but the ideologies surrounding this are difficult to accept. What do we believe are the benefits of control? Have we ever measured higher productivity because of controlled environments? Maybe we should ask it like this... are we honoring people well in creating controlled environments?
The goal here is really quite simple... it is the productivity of our team. That's the goal or at least it should be for our companies. But we're forced to ask two very difficult questions. (1) Does control actually give us any greater productivity results? (2) Are we more concerned with control (as a measure of productivity) over true productivity?
I'll ask again... productivity and control... are they mutually exclusive?
Tuesday, March 31, 2009
Thursday, March 26, 2009
Risk/Rigor
What's the correlation in Risk & Rigor?
This is a simple one but a great tool to have in your box of understanding the effort put forth toward any project.
Here's the premise... the greater the risk the greater the rigor.
An example. If I'm working on a project for a client that's significant for their organization, that has a great deal of investment, and stands in high profile... that project would demand a higher level of time and rigor. In another case you might have a quick issue to resolve that doesn't demand as much rigor.
Be conscious of the risk for each of your projects and responsibilities and seek wisdom for the proper rigor to give them each. There's no template for getting this one right - everything is different. But, it's good stewardship to match the risk with the rigor.
Risk/Rigor balance will help serve people well, ensure greater return on your investment, and serve to keep you in good standing with what you produce.
This is a simple one but a great tool to have in your box of understanding the effort put forth toward any project.
Here's the premise... the greater the risk the greater the rigor.
An example. If I'm working on a project for a client that's significant for their organization, that has a great deal of investment, and stands in high profile... that project would demand a higher level of time and rigor. In another case you might have a quick issue to resolve that doesn't demand as much rigor.
Be conscious of the risk for each of your projects and responsibilities and seek wisdom for the proper rigor to give them each. There's no template for getting this one right - everything is different. But, it's good stewardship to match the risk with the rigor.
Risk/Rigor balance will help serve people well, ensure greater return on your investment, and serve to keep you in good standing with what you produce.
Wednesday, March 25, 2009
Holistic Stewardship
This is a short entry but simply one to challenge our perspectives of stewardship. For most of us that word elicits thoughts of financial accountability. That's only scratching the surface of what this truly means. Consider the following...
Relational stewardship
Environmental stewardship
Economic stewardship
Health stewardship
Work stewardship
Time stewardship
Rest stewardship
Joy stewardship
And the list goes on; but the point here is simple - stewardship is holistic in nature and it's both a command and an opportunity to enter into what we were designed for. Holistic stewardship incorporates ALL aspects of our lives - there's nothing left out from deserving our stewardship and respect. May we all work toward being greater stewards...
Relational stewardship
Environmental stewardship
Economic stewardship
Health stewardship
Work stewardship
Time stewardship
Rest stewardship
Joy stewardship
And the list goes on; but the point here is simple - stewardship is holistic in nature and it's both a command and an opportunity to enter into what we were designed for. Holistic stewardship incorporates ALL aspects of our lives - there's nothing left out from deserving our stewardship and respect. May we all work toward being greater stewards...
Friday, March 20, 2009
Maintaining Constructive Relationships
Maintaining constructive relationships is vital for work place encouragement and respect. Let’s look at each of the three words individually first.
Maintaining requires a constant motion toward something. It’s an action and an intention that must be pursued.
Constructive directs us toward a positive outcome and intent. It’s keeping the end goal in mind.
Relationships are our meaningful interactions with other people on a constant basis.
The beauty of this principle is the combination of these three words. We must proactively work toward bettering each of our working relationships. Relationships require work and they require opportunity to be challenged to make better. Discussion with each other should be constructive as we seek to honor those we work with. And we must always be proactive to reach these goals for the benefit of others.
On the opposite side; we all can relate to the frustrations of not being respected well and with conversations that were not constructive to us or to our development. Our goal is not how we’ve been treated… rather it’s how we can best serve and honor those around us.
This raises the bar for a much greater opportunity for success and encouragement of people. Give it a chance to work for you…
Maintaining requires a constant motion toward something. It’s an action and an intention that must be pursued.
Constructive directs us toward a positive outcome and intent. It’s keeping the end goal in mind.
Relationships are our meaningful interactions with other people on a constant basis.
The beauty of this principle is the combination of these three words. We must proactively work toward bettering each of our working relationships. Relationships require work and they require opportunity to be challenged to make better. Discussion with each other should be constructive as we seek to honor those we work with. And we must always be proactive to reach these goals for the benefit of others.
On the opposite side; we all can relate to the frustrations of not being respected well and with conversations that were not constructive to us or to our development. Our goal is not how we’ve been treated… rather it’s how we can best serve and honor those around us.
This raises the bar for a much greater opportunity for success and encouragement of people. Give it a chance to work for you…
Tuesday, March 10, 2009
Focus on the Situation/Issue/Behavior
A friend and mentor spent time with me a while back explaining some very simple principles, but principles that ended up shaping much of the way I approach life and work environments.
One of these is the principle of focusing on the situation/issue/behavior and not the person.
I write about such principles not because people don’t know them but because people fail to apply them.
This principle is simple as well but extremely important. We must work to do just that… focus on the situation, issue, or behavior… that’s the issue at hand. Yes, there is always a person or group of people behind things but it’s the foundational issues that we as leaders are responsible to extract.
Remember this… it’s the belief that’s most important to address, not the behavior. Behaviors, issues, and situations all stem from beliefs and understanding. If you’re able to address the foundation then the behavior change is simple.
Shifting belief is no easy task. But it is the leaders responsibility to invest well in people and helping them see these foundations is doing just that.
The other key point of this principle is the charge for the leader to pull out the core issue from the person. This is healthy conflict. This is also honoring to the person. It creates a level of separation between the action and the person. Criticism is difficult for many people to take and there is a healthy/honoring way to go about doing just that.
Simply give yourself a moment to process before address issues on your team and think how you might address the situation/issue/behavior without attacking the person.
One of these is the principle of focusing on the situation/issue/behavior and not the person.
I write about such principles not because people don’t know them but because people fail to apply them.
This principle is simple as well but extremely important. We must work to do just that… focus on the situation, issue, or behavior… that’s the issue at hand. Yes, there is always a person or group of people behind things but it’s the foundational issues that we as leaders are responsible to extract.
Remember this… it’s the belief that’s most important to address, not the behavior. Behaviors, issues, and situations all stem from beliefs and understanding. If you’re able to address the foundation then the behavior change is simple.
Shifting belief is no easy task. But it is the leaders responsibility to invest well in people and helping them see these foundations is doing just that.
The other key point of this principle is the charge for the leader to pull out the core issue from the person. This is healthy conflict. This is also honoring to the person. It creates a level of separation between the action and the person. Criticism is difficult for many people to take and there is a healthy/honoring way to go about doing just that.
Simply give yourself a moment to process before address issues on your team and think how you might address the situation/issue/behavior without attacking the person.
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