The Phrase to Praise

One of the local radio stations in town uses the saying "The phrase that pays" for an ongoing contest. They call you and ask for the phrase. If you say it back correctly, you win.

After reading a post by Lee Cockerell on "101 Ways to Praise a Child or Anyone Else" this phrase came to mind. Are you praising your team enough? Are you offering praise evenly? 

Praise can be a great motivator. But if not applied fairly, it can be a blow to someone's self confidence. As a leader, become the cheerleader for your team. 

How did you become a leader?

I am part of an online community that completes surveys in exchange for points. I can then use the points for stuff. Stuff like books, MP3 accessories, CDs, jewelry, etc.

A recent survey asked the question, "How did you become a leader?"

I had to think for a moment . . . and then select "N/A" as the answer. I wasn't ready for this survey. I thought I was. I've got a leadership position. I've even attended a professional development course on leadership. My walk isn't always consistent.

A complete stranger called me today to interview me about my experience with the Disney Institute, the professional training arm through which this course was offered. She was not affiliated with DI or with any of the Disney family. I was honored and delighted thrilled to answer her questions. But it also reminded me that there is still work to be done.

If you were posed with the same question, how would you answer it? Unless you are a sculpture or some other piece of art sitting lifeless in a museum, you have a leadership role whether you want it or not. By your actions or words, you are being watched. Someone is choosing to follow your example or they are determined to set a better one.

How did you become a leader?

Continuous Improvement Process

Speaking of Disney, our visit to Textile Services as part of Disney's Approach to Leadership Excellence included a 30-minute Q & A session with a supervisor who went over their Continuous Improvement Process (CIP). The emphasis was on continuous. This wasn't a one time process to fix a problem. This is an ongoing effort to not be satisfied with the status quo.

They narrowed their process down to 6 points:

1. Listen and Learn
2. Measure
3. Act
4. Re-Measure
5. Recognize and Celebrate
6. Share insights

1. Listen and Learn - This implies that you have to be communicating with your team. You may know the jobs your fellow team members complete because you do some of the same things. But do you know how they go about their day? Do they do something better than anybody else? Is there a process that is hindering the success of their job? Listen to what your co-workers are saying and learn from their experience.

2. Measure - Track what you've learned from a quantitative and qualitative perspective. Most employees are capable of finding solutions and determining what works best for them. When written down, you can communicate what you've measured in a more efficient way.

3. Act - Put in motion some of the proposed solutions. It's the last part of Walt's Dream, Believe, Dare, DO credo. You'll never know how something works if you don't act.

4. Re-measure - Did the new process in this process work? Did it fail? Did it bring a new insight?

5. Recognize and Celebrate - When it works, recognize it. Celebrate it! Do you have a wall of fame in your organization? If you have kids you probably have one at home. Why not bring that into your workplace? It doesn't have to be out front so customers can see it. But put it where employees can see it every day and you may find a way to motivate your team members.

6. Share Insights - How often do you get together as a team? And your team can be defined by those that work in your store/organization, management team or senior leadership.

Do you have a process in place for improvement? Is it within you or do you depend on someone else for improvement?

What happens if you don't improve? Do you hear that? That sound you hear is footsteps. If you don't improve you can be guaranteed that your competition will be.

How prepared are you? Vision

It has been said that what you do everyday prepares you for turbulent times. How prepared are you? Since the end of the third quarter of 2008, most businesses across the country have experienced turbulent times. Some of it could have been avoided. Some not so much. Either way, were you prepared?

Did you know that you can create your own turbulence? For example, how many businesses out there say, "We don't have to focus on the loyal customers. They are going to come back month after month anyway."

* NOT if we discontinue their products.
* NOT if our prices are too high.
* NOT if they don't feel valued.

Business owners may never say those actual words. But their actions, their structure, and their processes communicate this type of attitude very well.

Does this type of attitude fit with your vision? Does your organization make the connection between the leader's vision and the organizational structure? It seems that most of the time it's all about WIIFM - what's in it for me. If the vision of the organization incorporates every level of the organization (structure, processes, commitment) and if the vision is true (true being defined as something that is honest, honorable and upright) then everything that is done to support that vision will reveal your level of preparedness.

Does your vision prepare you? How well does your vision do the following:

1) Create a shared and meaningful purpose.

2) Inspire passion and interest.

3) Guide decision making and strategy.

4) Convey values.

Based on these statements and your own experience how will you communicate your vision? Will your level of preparedness be frantic or constant in turbulent times?

"In this volatile business of ours, we can ill afford to rest on our laurels, even to pause in retrospect. Times and conditions change so rapidly that we must keep our aim constantly focused on the future." Walter Elias Disney (1901-1966)

"It's kind of fun to do the impossible."

I put it in quotes for a reason. It's a quote from Walt Disney.

I recently participated in the Disney Approach to Leadership Excellence program at the Walt Disney World's Beach Club Resort. One of the facilitators of the program had a pin with this quote on it. The pin features a picture of a young Walt Disney with Tinkerbell attached to the front of the pin.

Mary Flynn, one of the program facilitators, relates the story of the pin as follows:

The pin has a rather simple story. It was designed by a teammate of Jeff's and mine...Mark Matheis. Mark created a Disney Institute tour entitled, "Inspiration - Through Walt's Eyes."
As part of that design work, Mark went ahead and submitted a design for an original pin, exclusive to that program. The pin I gave you is that pin..."It's fun to do the impossible."

The story I told that was related to it was that one day after delivering that program, Mark was walking through Epcot...and he was wearing that pin. A Guest noticed it and got very excited about it and wanted to know how to get one. Mark explained that it was not for sale anywhere.

Several days later, one of Mark's friends called him to let him know "they're talking about you" on a particular website or chat room. Mark "tuned in" and observed a tremendous flurry of enthusiastic pin collectors and traders all talking about this Disney Cast Member named Mark and the special pin he was wearing.



I proudly wear the pin every day I am working. It is already a great conversation piece. But it is also a reminder of the program and the level of excellence that is interwoven into every aspect of one of the most recognizable brands in the world of business.