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June 2 - June 22, 2018
in most cases of personal development, tough lov...
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Encouragement
When a non-hungry employee starts to exhibit signs of hunger, praise her publicly and have teammates do the same.
until hunger becomes a natural part of her behavioral tool set, keep it coming.
the ones trying to be humble or smart will need their own extra encouragement, too.
The key to helping someone become smarter is to make it clear, to everyone involved, that a deficiency in this area is not about intention. Employees who lack people smarts
they don't seem to realize how their words and actions impact others.
he needs to be quickly and lovingly rapped on the nose with a newspaper whenever he does something non-smart. I mean it when I say quickly and lovingly.
his intentions aren't bad.
“Hey, Bob, this is the part in the meeting where you should thank h...
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“Bob, I'm going to tell you this because I know you want to know, not because I'm mad at you. I'm kind of bummed out about my family situation, a...
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“The next time you have an issue with my team, you might not want to send an e-mail, and if you do, run it by someone who can help you put a nice greeting and closing at the beginning and end. My staff was really annoyed la...
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it will become a source of humor and bonding for him and the team.
believe that teamwork is not a virtue, but rather a choice. It's a strategic decision and an intentional one, which means that it's not for everyone.
Be Explicit and Bold
expectation-setting.
to inform anyone who is going to be dealing with the organization, team, or department that they should expect the people they meet to be humble, hungry, and smart.
whatever they do, they shouldn't hide their commitment to the three virtues,
You know what kinds of organizations are explicit about building a strong culture? The successful ones. They're more than willing to do things that are simple or that might elicit cynical or sarcastic responses from competitors.
Catch and Revere
in most cases, managers
greatly underestimate the impact that a comment or quick gesture of approval has on employees.
believing that their employees are coin-operated, but they'll neglect to stop someone during a meeting and say,
“Hey, that's a fantastic example of hunger. We should all try to be more like that.”
constantly be catching people exhibiting those virtues and publicly holding them up as examples. No balloons, pastries, or plastic tchotchkes are necessary, just genuine, in-the-moment appreciation. Detect and Address
Whenever you see a behavior that violates one of the values, take the time to let the violator know that his behavior is out of line. And don't just do it in egregious situations. Often, the smaller offenses are the ones that are harder for employees to see and the ones they learn from the most.
demonstrating vulnerability
engaging in productive conflict,
By sitting down and acknowledging their strengths and weaknesses—remember, the leader should always go first—a team can develop greater levels of trust among members, which make conflict, commitment, accountability, and results that much more likely.
#1: Absence of Trust The fear of being vulnerable with team members prevents the building of trust within the team. #2: Fear of Conflict The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict. #3: Lack of Commitment The lack of clarity and/or the fear of being wrong prevents team members from making decisions in a timely and definitive way. #4: Avoidance of Accountability The need to avoid interpersonal discomfort prevents team members
