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Because Trust is the Point
Volume IV Number 1


This month we asked Bob Sherwin, the COO of Zenger/Folkman, to share some of his ideas about leadership in organizations. Bob is no stranger to effective leadership; he has been studying and practicing leadership from his days at West Point to his stint as CEO of Kaset to his present position. His article reflects that tremendous experience. We hope you will find this article informative and useful.

In this issue
  • Notable Numbers
  • Coaching Practices of Extraordinary Leaders
  • Quotes
  • What's New at DiamondWinds?

  • Coaching Practices of Extraordinary Leaders



    NASA, Chickens, and Some Coaching Practices of Extraordinary Leaders


    by Bob Sherwin, Chief Operating Officer, The Zenger/Folkman Company

    We’re all occasionally guilty of overlooking the obvious. I recently heard a tongue-in-cheek story that illustrates that point.

    Scientists at NASA needed to simulate the frequent incidents of collisions with airborne fowl in order to test the windshield strength of high performance airliners, military jets, and the space shuttle. To do that, they developed a gun built specifically to launch dead chickens at such windshields in a test environment, both at close range and high velocity.

    British engineers heard about the gun and were eager to test it on the new, high performance windshields of their high speed trains. Arrangements were made. But when the gun was fired in the initial test, the engineers stood shocked as they watched the very first chicken hurtle out of the barrel, crash into the shatterproof windshield, smash it to smithereens, crash through the control console, snap the engineer's backrest in two and embed itself in the rear wall of the cabin.

    The horrified British engineers sent NASA the disastrous results of the experiment, along with the designs of the windshield, and begged the U.S. scientists for suggestions.


    Quotes



    If you want creative workers, give them enough time to play.
    - John Cleese

    The difference between a boss and a leader: a boss says, 'Go!' -a leader says, 'Let's go!'.
    - E. M. Kelly

    Nearly all men can stand adversity, but if you want to test a man's character, give him power.
    - Abraham Lincoln

    The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.
    - Max de Pree

    The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict?
    - Max de Pree

    Leadership is an opportunity to serve. It is not a trumpet call to self-importance.
    - J. Donald Walters

    The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
    - Colin Powell

    A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.
    - Lao Tzu

    Management is about arranging and telling. Leadership is about nurturing and enhancing.
    - Thomas J. Peters


    What's New at DiamondWinds?




    A message from Lynne Key and Tom Dambly

    As a culture we are enamored with the new, the glitzy, the improved, and the revolutionary. It is wonderful when some new approach comes our way— an approach that puts things in a different perspective and helps us focus or see things in new ways. Too many times, however, the newness tempts us to leave behind some of the essentials that are needed for any approach to work. That is certainly the case with leadership. There are new books all over about new approaches to leadership. Some of them have wonderful insights that can help us greatly, yet those insights don’t trump the essentials. There are aspects of leading people that were as true for Julius Caesar as they are today. As any football coach will tell you, no offense or defense will work—no matter the sophistication—if the essentials of blocking and tackling are not done and done well. At DiamondWinds we know that the essentials really are “essential” and our learning products reflect that. We ensure participants leave with the essential skills and knowledge that will make a positive difference back in their real world. Think about it—if learning doesn’t make a positive difference, why do it?

    DiamondWinds—because trust is the point.





    Notable Numbers
    Notable Numbers

    In a recent study, companies that provided executive coaching reported benefits in the following percentages:

    • 53% - Increased Productivity


    • 48% - Improved Quality


    • 48% - Organizational Strength


    • 39% - Customer Service


    • 23% - Cost Reductions


    • 22% - Bottom-line Profitability



    The Future foundation surveyed 700 senior managers in seven countries on the effects of poor management. The results reveal that:

    • $19 billion per year is lost in the UK due to poor people management


    • 1.6% of the total UK GDP is spent in managing under-performers


    • 33% of UK workers believe their colleagues are incompetent


    • 70% of the mistakes made do not come to the attention of managers


    • 12% of employees give up and leave jobs before they become competent at the job.



    A survey carried out for “Human Resources” magazine revealed the following:

    • 42% of those surveyed said they could not fully trust their employer.


    • 44% of those surveyed said they never feel fully appreciated at work.


    • 60% of senior HR people admitted that employers only pay lip service to the mantra “people are our greatest asset.” They are really talking about an elite few; the rest are expendable.



    Research shows that attributes necessary for effective leadership are dynamic over time for each individual. These changeable factors include:

    • Strengths today can become weaknesses in the future


    • Skills once learned often need to be modified


    • Required skills often change with organizational level


    • Success is tied to the ability to make transitions


    • The link between leader effectiveness and organizational culture is stronger for upper level managers than for lower level managers


    • (CCL,2000)


    A leadership effectiveness study by MRG showed that regional managers displaying the following behaviors were more likely to meet the expectations of their direct reports:

    • Emphasizing communication—clearly defining expectations


    • Demonstrating a strong achievement orientation— they focus on productivity


    • Emphasizing delegation


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