Walk The Talk #3

WALK THE TALK #3We must be the change we want to see in the world.-- Mahatma GandhiToday's Topic: Recognizing Stereotypes for More Effective Communication

In our society stereotyping is prevalent. The key is this – become cognizant of stereotypes when they occur so that you can make conscious choices about how to address them. Some stereotypes are blatant, such as “They all look the same.” Most stereotypes surface in more subtle ways. Regardless of the packaging, stereotypes are all based on the same thought process that clumps individuals together as members of a group, with no acknowledgement of individual differences. Following is a tool that makes recognizing the subtle and not-so-subtle stereotypes easier. Eight Common Ways Stereotypes Surface and Are Perpetuated
  1. Jokes
    “Do you know what happens when you get three ____ together?"
  2. Name-Calling/Labels
    “Computer Geek”     “Trailer Trash”
  3. Oversimplified Statements Applied to ALL People in a Group
    “Young workers today _____.”  “Latinos are ____.” “You know how Southerners are.”
  4. Stereotypical Descriptors
    “Crotchety old man.”  “Women are very emotional.” “Typical white male.”
  5. Personal Assumptions About Individuals (based on stereotypes held about a group the individual is a member of)  
    Assuming a woman’s career is secondary to family. Therefore, not offering a career opportunity to a woman that would require her to relocate her family.
  6. Spokesperson Syndrome
    Viewing one individual as the spokesperson for an entire group. “Marta, what is the best way to deal with the Hispanic market?” “Glenn, what do black people think about this?”
  7. Descriptors That Evoke Stereotypes Because They Are the Opposite or a Contradiction to an Existing Stereotype  
    “We’re looking for qualified minority candidates.” “A sensitive man.” “You’re not like the others…You work harder.”
  8. “Statistical” Stereotyping
    “Statistics show that most criminals are _____.”  Then treating an individual based on the “statistic.” Note:  The statistic could be real or perceived.
 The true meaning of life is to plant trees under whose shade you do not expect to sit.-- Nelson Henderson


Learn more...
The Dash: Making a Difference with Your Lifeby Linda Ellis and Mac Anderson
 From the Chapter titled: Feelings

I had just experienced a pleasant flight from New York back to Chicago on United Airlines. It was one of those days where almost everything had gone right. That’s until I exited the tram to the airport’s economy parking lot and realized that I had lost my wallet on my homeward journey.

Throughout the drive home I mentally started retracing my steps. Once home, I placed calls to the “lost-and-found” at O’Hare, United, NY-LaGuardia and the TSA security in New York. At that late night hour I got recordings, so I left each a detailed message. I then retired to bed knowing I had done all I could do. I fell asleep thinking of the hassle of replacing everything in the wallet.

The next morning, I had been up for less than an hour when a man called. Bob identified himself with United Airlines, and his question was music to my ears – “Mr. Blumberg, are you missing a wallet?” Relieved and grateful, I responded, YES! I thanked him for returning my call to United’s lost-and-found. But he didn’t know about that call. He wasn’t with the lost-and-found – nor was it his job to personally follow-up with passengers leaving their stuff on the airplane. He was the night mechanic who had simply found the wallet on my assigned seat. Realizing my phone number was not anywhere in my wallet, I immediately appreciated his extra effort of tracking down my home phone number. But that effort was only the beginning of what I was about to experience.

Bob had waited the night to call, assuming I would be sleeping. He told me that he was leaving work at 7:00 a.m. He wanted to know if I would be home so he could deliver my wallet to my house on his way home. After talking logistics for a minute, I realized that he was going over an hour out of his way. But he insisted. I finally got him to agree that I would immediately leave and meet him in a direction near his home. For the next 45 minutes, we both drove towards a common meeting place.

We finally met in the parking lot of a commercial building. As I got out of my car to meet this stranger-turned-hero, I introduced myself to Bob. He sported his heavy United Airlines uniform coat made necessary by the cold December morning. He greeted me with a big smile and handed me my wallet. I pulled some cash from my pocket to give him a sizable tip for all his efforts. As I reached to hand him the cash, he didn’t miss a beat. He simply responded, “Absolutely not!”

Bob continued, “I have lost my wallet before and I know it is a hassle. I am just glad that I could get it back to you. Feeling the need to somehow respond to his kindness, I offered the tip a couple more times. But he was not budging. Realizing the tip minimized his graciousness, I just smiled and said, “I guess I will just have to pay-it-forward to someone else.” He smiled, “That would be great.” You see, Bob went the extra mile…and then some. He didn’t do it for gain; he did it simply because it’s who he is.
The true meaning of life is to plant trees under
whose shade you do not expect to sit. ~ Nelson Henderson Find what makes your heart sing and create your own music.-- Mac Anderson The only real mistake is the one from which we learn nothing.-- John Powell To open your heart means risking it all – to experience great joy and profound sorrow.-- Tom Mathews You get the best efforts from others not by lighting a fire beneath them, but by building a fire within.-- Bob Nelson Today's Topic: Make Sure They Have the “Tools” They Need

Imagine this scenario: We’re out in the middle of a field. I’m the supervisor and I give you an assignment to dig a trench. After explaining why the trench is necessary, I give you the go-ahead to start digging. You inquire, “Where’s the back hoe?” I respond, “It’s in the shop.” You then ask, “So how am I supposed to dig this trench?” I hand you a shovel, and then I leave. I return two hours later and find that you haven’t made much progress. You’re tired and frustrated…and I’m ticked off.

A far-fetched story? Maybe so. But it does make a simple and important point: it’s tough for people to do a good job – to do their best work – when they don’t have the “tools” (resources) they need. That’s something your team members may be facing more often than you think. And as a leader, you need to do your best to do something about it.

Ask yourself, What do my people need in order to meet or exceed my expectations? Better yet, ASK THEM! Maybe it’s a new piece of equipment – or the fixing or updating of an existing one. Perhaps it’s a new software program, additional training, or an expanded supplies inventory. Or it could be that what they really need is more time, more help, or more information. Whatever your team needs, get it for them. And if you can’t, tell them why, look for other ways to support their efforts, and appreciate the fact that many of their achievements are happening in spite of how they are equipped, rather than because of it.
 People seldom improve when they have no other model but themselves to copy after. -- Oliver Goldsmith Knowledge is the only instrument of production
that is not subject to diminishing returns.
-- J.M. Clark Living according to our "guiding principles" –and those of the organizations for which we work –takes conscious effort, persistence, some courage, a good-size helping of commitment, and a ton of self-discipline.-- Eric Harvey and Steve Ventura Excerpted from WALK the TALK gift book: Turning Beliefs into Behaviors


Everyone wants it, everyone needs it. It’s a critical building block of good character…and it’s something that most of us could stand to ratchet up a little.

It is RESPECT.

As we see it, there are two types of respect. First is basic human respect – the kind you’re entitled to merely by being born. Everyone deserves it equally because through birth, everyone is equal – we’re all living, breathing human beings. The first type of respect is based on the fact that other people’s needs, hopes, rights, dreams, ideas, and inherent worth are just as important and valuable as our own. And it’s demonstrated by treating others with dignity and courtesy.

The second type of respect is one that we EARN by our actions. This is different from the first type because it’s based on who we are (the quality of our characters) rather than what we are (human beings); it comes from behavior rather than mere birth. Accordingly, if we want our judgment, opinions, and skills respected, we have to earn that by demonstrating judgment, opinions, and skills that are respectable. If we want to be respected for dependability, we must earn that respect by consistently BEING dependable. And, if we wish to be respected as values-driven people, we must earn that respect as well – by continually “walking our talk.”
 Start each new day with a commitment to do what's right – regardless of what may come your way.-- Eric Harvey and Steve Ventura Today's Topic: The Power of Coaching

Becoming an outstanding coach requires that you help each individual on your team - yes, even the people who are tough to like - become successful.  Whether you realize it or not, you have the power to be successful by helping others succeed. 

Some managers think that coaching is solely about addressing negative performance. And, to be sure, that is an important part. But the process of coaching involves more than that. It includes staying in touch with everyone on your team - even your best performers - and providing them with the information they need to be even more successful. You see, every interaction with team members is a coaching occasion - an opportunity to create a positive, winning climate by clarifying goals, prioritizing tasks, listening to their ideas, and providing recognition.

You want an idea of your team's current climate? Look around. Are people smiling? Do they look you in the eyes? Is there evidence of any recent success - banners, trophies, new record postings? How about the workspace? Are people proud to keep it clean, or is "stuff" lying all over the place?

One of the keys to creating a winning, positive climate is to spend time with your team. Start your day by roaming the halls, asking questions, and visiting with team members. It's a good habit - and a great investment of your time and energy.

Coaching begins with creating an environment where people want to be part of a winning team. You have the power to make that happen!
 You cannot push anyone up a ladder unless he is willing to climb it himself.-- Andrew Carnegie Coaching isn't an addition to a leader's job, it's an integral part of it.-- George S. Odiorne Excerpted from You Can’t Send a Duck to Eagle School… And Other Simple Truths of Leadership

Companies Don’t Succeed…People Do.

To build a “customer first” culture, you must put them second. Your employees must come first, because there is a rule of thumb in business that says, “Your people will only treat your customers as well as they are being treated; thus to have satisfied customers, they must be served by passionate people.”

Howard Schultz, the founder of Starbucks, is one of my favorite leaders. His book, Pour Your Heart Into It, is excellent. In it he offers in great detail all of the obstacles he overcame in turning his vision into reality.

Early on, Schultz realized that the key to his success was to recruit well-educated people who were eager to communicate his passion for coffee. This, he felt, would be his competitive advantage in an industry where turnover was 300 percent a year. To hire the best people, he also knew he must be willing to pay them more than the going wage and offer health benefits that weren’t available elsewhere. He saw that part-time people made up two-thirds of his employee base, and no one in the restaurant industry offered benefits to part-timers.

Schultz went to work in an effort to sell his board of directors on increasing expenses while most restaurant executives in the 1980’s were looking for ways to cut costs. Initially, Schultz’s pleas to investors and the board fell on deaf ears because Starbucks was still losing money. But Schultz was persistent. He was looking long term and was committed to growing the business with passionate people. He won, and said many times afterward that this decision was one of the most important decisions, if not the most important, that he made at Starbucks. His employee retention rate was about five times the industry average, but more importantly, he attracted people with great attitudes who made their customers feel welcome and at home.

A common quote of the Starbucks team tells it all: “We aren’t in the coffee business serving people. We’re in the people business serving coffee.”
 I can't imagine a person becoming a success who doesn't give this game of life everything he's got. -- Walter Cronkite Success doesn't come to you – you go to it.
-- Marva Collins If we’re really serious about walking the talk all
the time, we have to focus on the small stuff.
-- Eric Harvey and Al Lucia Today's Topic:  Focus on Continuous Improvement

Walking the talk – acting in accord with our beliefs and values – is a journey, not a destination. The fact that you never fully arrive is not important. What’s important is for you to continue moving in the right direction: ·         Adopt the 10 % Rule – set a personal goal to improve everything you’re involved in by merely ten percent. Small improvements add up quickly.·         Focus on people as well as processes. Keep in mind that quality is ultimately a matter of individual performance. It happens one day at a time, one person at a time.·         Recognize and reward those who make improvements to products, processes, and services. What gets celebrated gets repeated.
Remember, we can’t do really big things every day. If we’re really serious about walking the talk all the time, we have to focus on the small stuff. Let the journey begin!
 People hear what we say but they see what we do. And seeing is believing.
-- Eric Harvey and Al Lucia St. Patrick's Day is an enchanted time – a day to begin transforming winter's dreams into summer's magic.-- Adrienne Cook The hallmark of a well-managed organization is
not the absence of problems, but whether or not problems are effectively resolved.
-- Steve Ventura Excerpted from The Power of Attitude:A Native American boy was talking with his grandfather.

“What do you think about the world situation?” he asked.

The grandfather replied, “I feel like wolves are fighting in my heart.
One is full of anger and hatred; the other is full of love, forgiveness, and peace.”
   
“Which one will win?” asked the boy.

To which the grandfather replied, “The one I feed.”
(Origin Unknown)
This simple story provides the essence of a life-changing law of the universe…
You become what you think about. The words are almost too simple to “feel important.” However, if you “get it,” if you truly understand their meaning, you can forever harness the power of a positive attitude.
 
Simply stated…if we choose to think positive thoughts, we’ll get positive results; if we think negative thoughts, we’ll get negative results. Pretend for a moment that every thought is a seed you sow in your fertile mind. Therefore, as I once heard someone say, “If you plant crabapples, don’t expect to harvest Golden Delicious.” You will reap the fruit of the thoughts you sow.
 Little value comes out of the belief that people will respond progressively better by treating them progressively worse.-- Eric Harvey Look for every opportunity to go the extra mile.
That's how you become extra special…and extra successful.
-- Steve Ventura Today's Topic: Get Results Or Maintain Relationships. Can You Achieve Both?

When facing employee performance problems, leaders often feel caught in “either/or” situations – having to choose between two equally important end states:Get Results or Maintain Relationships.
But you don’t have to sacrifice one for the other. Performance results and positive relationships are not mutually exclusive … you can achieve both! How? By conducting effective problem-solving discussions with employees – conversations that not only engage people in meeting their job responsibilities, but also pass the test of fair and consistent treatment.

Here’s one you can take to the bank:  While punishment should be avoided, discipline doesn’t need to be! Discipline should be about helping employees understand what’s expected of them … about solving problems, achieving desired levels of performance, and getting results.

You see, discipline isn’t an action that you – the person with authority – must take against employees for misbehavior. Instead, it’s a process to help people make good choices about working together safely, ethically, and productively. By focusing on problem solving and treating employees as “adults,” you can avoid much of the pain and negativity that typically exists. It’s a better and less stressful approach – for your employees and for YOU!
Most of the successful people I've known are the ones who do more listening than talking.
-- Bernard M. Baruch Sometimes I feel like I'm standing at the
corner of WALK and DON'T WALK!
—Unknown Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it's amazing what they can accomplish.-- Sam Walton Rank does not confer privilege or give power.
It imposes responsibility.
-- Peter Drucker Leadership is practiced not so much in words
as in attitude…and in actions.
-- Harold S. Geneen You may not always be able to turn up the heat
and hit the boiling point, but that doesn't mean you shouldn't make the attempt.
-- Sam Parker & Mac AndersonToday's Topic: Accepting Your “Mutual Rightness”

As humans, our values and perspectives are shaped by the myriad of people, experiences, environments, and events we encounter during our formative years (our youth). We’re all natural “products of our times.” And as such, with very few exceptions, each of us is normal … each of us is RIGHT—regardless of how we may vary from others.

Certainly, there are times when differing viewpoints are unacceptable. Take, for example, the small handful of people who believe it’s perfectly okay to lie, cheat, steal, and disrespect their way to success. No matter how you cut it, those folks are just plain wrong and should not be tolerated, much less condoned. But, we all know that they are the extreme exception rather than the general rule. For the most part, being “different” does not make you wrong—it just makes you different. And that’s something all of us need to come to grips with and accept.

Just as your beliefs are appropriate and correct
for you, coworkers who don’t share your views have beliefs, mindsets, and attitudes that are equally appropriate and correct … for them. Ignore this fact—label them WRONG—and you’ll self-righteously presume that they need to change (and stubbornly wait for them to do it). But acknowledge and accept that they are as right as you are, and you’re more likely to pursue more respectful and collaborative ways of working together through which everyone wins. “No two people are exactly the same. So, if being different was to equal being wrong,
EVERYONE would be wrong—including YOU!”—Steve Ventura The best mind-altering drug is truth.-- Lily Tomlin Knowledge is the best eraser in the world for disharmony, distrust, despair, and the endless deficiencies of man. -- Orlando Battista  Today's Topic: Pause and ReflectYou skim the material.

“Great stuff.”
“Really makes sense.”
“I like that a lot.”

You move on.
Quickly.
212° approach:
You read the material. You pause. You reflect. You give it thought. Deeper thought. You embrace it or toss it aside but you do so after pausing – after reflecting on it for more than an inattentive moment. Thought is more important because it is thought that generally precedes action.

Pausing and reflecting – investing thought beyond an instant twice more each week on a particular topic creates more than 100 additional possibilities of action and/or improvement each year.

212° commitment:
Pause and reflect – deeper – twice weekly.
 It's the final steps of a journey that create an arrival.-- Sam Parker Develop a passion for learning. If you do, you'll never cease to grow.-- Anthony J. D'Angelo There's always room for improvement – it's the biggest room in the house. -- Louise Heath Leber It's your life. You are responsible for your results. It's time to turn up the heat. -- Sam Parker Those who are lifting the world upward and onward are those who encourage more than criticize. -- Elizabeth Harrison Today's Topic: Performance Evaluations

On Evaluating Employee Performance
(From a Manager to an Employee)
I admit it. I have a love/hate attitude about performance evaluations. I love it when you do great work and I get to tell you, and perhaps reward you for your contributions. On the other hand, I hate it when you don’t do great work, and I not only have to tell you, but also deal with your objections, disappointment, and even hostility.

Doing performance evaluations is a basic responsibility of management. It’s necessary to ensure we all get the feedback we need to keep our performance on track. But it’s a part of the job I’m not always comfortable with. Think it’s easy to play judge and jury over someone else’s work? Trust me, it isn’t – especially if my assessment affects your salary…and your future. And the more people I have to appraise, the tougher it gets.

Most people think they do great work. Many of them are right…but not all of them. In the end, I must call it like I see it. That’s all I can do. That’s all you could do if you walked awhile in my shoes.
 
On Performance Evaluations (From an Employee to a Manager)
From my perspective, both the best and the worst thing about performance evaluations is that they usually only happen once a year. Why best? Because they tend to be tedious and sometimes painful processes – similar to annual trips to the dentist. Why worst? Because all too often, they’re the only time I get any detailed feedback on how well I am (or am not) doing. And sometimes even that doesn’t happen “constructively.”

Evaluations represent “scaryland” for me because they are subjective in nature. Your opinion is going to affect my future. And there are no guarantees that one evaluator (and most of the time it is just one evaluator) really knows my job and how well I do it. So sometimes I can’t help but worry that my rating will be based solely on how well you like me. I worry you’ll forget the good and remember only the bad. And I worry that my input won’t be considered in the process.

I understand that performance evaluations probably aren’t the most favorite part of your job. But they are important to me…I’ve got a lot riding on them. Maybe you could consider periodically giving me a little more informal feedback – the kind where there’s not so much on the line. Have strong feelings about performance evaluations? Walk awhile in my shoes!
 Today I am going to give you two examinations, one in trigonometry and one in honesty. I hope you will pass them both, but if you must fail one, let it be trigonometry.-- Madison Sarratt Perseverance is not a long race: it is many short races, one after another. -- Walter Elliot  To say "well done" to any bit of good work is to take hold of the powers which have made the effort and strengthen them beyond our knowledge.-- Phillip Brooks Like you, I am a human being filled with joys, fears, frustrations, and hopes. And, like you, I want to be understood, accepted, and appreciated.-- Eric Harvey and Steve Ventura Just one person taking action can
inspire others to do the same.
-- Leslie C. Aguilar The only place you will find success before work is in the dictionary.-- May V. Smith Today's Topic: Courage

Question: What does "courage" have to do with being a person of good character. with someone who stays true to honorable principles and noble values?
Answer: EVERYTHING!

You see, being values-driven means two things:
  1. Doing what's right - following our conscience; refusing to compromise ourselves, or our principles, despite pressures and temptations to the contrary, and
  2. Taking a stand against what's wrong - speaking out, and acting out, whenever we see others do things that are incorrect or inappropriate.
Unquestionably, both of those require guts, nerve, and fortitude. They require courage. And individuals who do them consistently are truly courageous people. With that as a given, each of us needs to think about, and answer for ourselves, one simple question:
How courageous am I?

Courage is.·         Following your conscience instead of "following the crowd." ·         Refusing to take part in hurtful or disrespectful behaviors. ·         Sacrificing personal gain for the benefit of others. ·         Speaking your mind even though others don't agree. ·         Taking complete responsibility for your actions. and your mistakes. ·         Following the rules - and insisting that others do the same. ·         Challenging the status quo in search of better ways. ·         Doing what you know is right - regardless of the risks and potential consequences.   Who among us can't improve a little (or a lot) as a parent, spouse, friend, partner, citizen, employee, or leader?-- Eric Harvey and Steve Ventura Have the courage to seek the truth.-- David Cottrell Dear Larry,You're teaching a lesson each day that you live;
Your actions are blazing a trail
That children will follow for good or for ill;
You can help them or cause them to fail. —Bosch
Do you ever think about the little things you do each day? That frustrated gesture you made, aimed at the other driver on the road. The sarcastic (but witty) zinger you told, directed at the clerk that took too long to make your change. The time you called in “sick” to work, only to spend time on personal projects. Do you ever think about the impact of those little things?

In the
Because Our Children Are Watching movie, you’ll find compelling scenes depicting the innocence of children, the influence of adults, and the dynamic relationship between the two. With statements such as: be involved, be sincere, and be responsible, you’ll be reminded to do what’s right…because our children are watching.

Remind others of the importance of the little things by sending them this movie!
Click to watch the movie. 
 When it comes to bringing values to life –  to doing the good, right, and appropriate thing…we're always working at it, we're never totally there, and the challenge starts all over again with each new tomorrow.--  Eric Harvey and Steve Ventura Dear Larry,Integrity is not a ninety percent thing…not a ninety-five percent thing. Either you have it, or you don’t.
~Peter Scotese~
Ethics and integrity are at the center of our company, where we’ve made it our mission to
help individuals and organizations achieve success through values-based practices. Earlier this year, in celebration of our company’s 30th anniversary, we released WALK the TALK. With its clear and compelling message, this book reminds us that everything we do counts! View the movie that has been inspiring others to walk their talk.

 The price of greatness is responsibility.
-- Winston Churchill Be nice to people on your way up.
You might need them on the way down.
-- Jimmy Durante Today's Topic: The Avoidance Trap

Few leaders wake up thinking, “Oh good, I get to go in and chew somebody out today!” How about you?

When you face the prospect of confronting someone about a performance problem, do you dread it…worry about it…get stressed-out? If your answer is yes, you’re not alone! Most managers agree that “taking disciplinary action” is the absolute worst part of their jobs. Many hate it so much that they look for every excuse to avoid it altogether. And they justify their inaction with all-too-common rationalizations like…

The employee’s performance really isn’t THAT bad.
WRONG! If it’s negatively affecting people or results (which it probably is) – if it’s bothering you and causing you some level of discomfort (which it obviously is) – then it’s “bad” enough to require corrective action.

Eventually, the problem will go away on its own.
WRONG! If the problem isn’t addressed and corrected, chances are greater that it will continue…or get even worse.

I’m too busy. I don’t have time to deal with it.
WRONG! Even if you’re busy (as most leaders are), you have to make the time. Like the old saying goes: You can pay now, or you can pay later…with interest!

It’s not MY problem. My boss, HR, or someone else should handle it.
WRONG! That’s looking for a scapegoat and shirking leadership responsibility. Addressing performance problems of the people you lead is a critical part of your job.

I’m not sure what to do…I don’t know how.
COULD BE!

Only one of these rationalizations (excuses) has real validity: I don’t know how. A leader’s lack of problem-solving skills and techniques can cause discomfort, diminish confidence, and ultimately lead to poor results. It’s just plain hard to do a good job when you don’t have the right “tools.” Fact is, far too many leaders are ill prepared to effectively address employee performance problems…and it shows. It takes its toll – on their organizations and the leaders themselves. But it doesn’t have to be that way!
 Criticize the act, not the person.--  Mary Kay Ash Success is more attitude than aptitude.--  Unknown Inches make the champion.--  Vince Lombardi Dear Larry,Welcome The Rain is a reminder to me, and a gift to us all, that we’ve been given the opportunity to choose our attitudes. This certainly doesn’t mean any of us will avoid the trials and tribulations of life, but it does mean that every one of us can decide whether they become debilitating or developmental... Welcome The Rain is one of the top ten most powerful books I’ve ever read.

I had the pleasure of writing those words in the foreword to our newest book, Welcome The Rain. Today, we’re releasing an inspirational movie based on the book. It is my hope that this movie will uplift you and inspire you to choose to see beyond life’s storms.

Chaos is a friend of mine.--  Bob Dylan Remember that who you're being is just as important as what you're doing. Focus on the attitude behind your behavior. --  Barbara "BJ" Hateley Today's Topic: How Successful Am I? A Self-Assessment

Read each statement below. Think about it, and then respond as honestly as possible.
YesNoItem
  1. I consistently work the hours I’m paid for and avoid using sick leave unless I’m really sick.
  2. I take full responsibility for my actions, behaviors, and attitudes. I avoid “passing the buck” or blaming others for my problems and mistakes.
  3. I know and follow ALL of the rules established by my organization.
  4. When given a task or assignment, I regularly try to do MORE than is expected of me.
  5. I make a habit of volunteering for work. When I see things that need to be done, I do them without waiting for others to take the lead.
  6. I’m a considerate coworker. I regularly clean up after myself and avoid behaviors that may disturb others or cause them additional work.
  7. I make a special effort to cooperate with the other members of my team and make sure that I consistently carry my share of the load.
  8. I am committed to providing the best customer service possible. I continually place customer needs before my own.
  9. I remember my promises and commitments, and I KEEP them.
  10. I make a special effort to accept and support change rather than resist it. You can count on me to willingly try new things.
  11. When I’m down, I avoid whining, complaining, or otherwise spreading negative feelings to my coworkers.
  12. I look for (and seize) opportunities to help my coworkers be successful rather than just “being in it for myself.”
  13. I treat everyone with the same level of dignity and respect that I want for myself and the people I care about.
  14. I value and appreciate people with ideas, backgrounds, and demographic characteristics that are different from mine.
  15. I continually look for (and create) opportunities to learn new things, and I avoid “I know all I need to know” thinking.
  16. I make a habit of asking others (my boss, coworkers, and customers) for feedback on how I’m doing…and I ACT on that feedback.
  17. I make an effort to be patient with everyone I work with (and for) – cutting them the same “slack” that I wish for in return.
  18. I truly appreciate the opportunities I receive, the people I work with, the customers I serve, and the fact that I have a job to be successful at.
  19. Safety and health standards are critically important to me. I follow ALL of the guidelines and procedures existing to ensure a safe workplace.
  20. I engage in specific behaviors (rest, exercise, diet) to keep myself in good physical health.
  21. I maintain a neat, clean, and appropriate appearance at work.
  22. I keep my boss informed of things I’ve done, what I’m working on, and any problems I’m experiencing that negatively impact my work.
  23. I respect and protect my organization’s equipment, resources, and facilities – just as if I owned the business and had my personal finances at stake.
  24. I continually look for (and seize) opportunities to reduce costs and increase revenues (if appropriate) for my organization.
  25. It’s critically important for me to always perform with ethics and integrity… and I do it.


Go back and highlight each of the statements for which you checked the NO box.  These are areas you should work on in order to increase your overall job success.  Develop informal action plans, make a personal commitment to see them through, and get started.  And for all those that you checked YES:  Congratulations…and keep doing what you’re doing.
 It takes all sorts to make a world.--  English Proverb Golden Rule principles are just as necessary for operating a business profitably as are trucks, typewriters, or twine.--  James Cash (J.C.) Penney The most important part of defining (and understanding) a performance problem is separating the facts from your judgments and opinions.--  Eric Harvey and Paul Sims Scenario: Speaking up

I was at a party, relaxed, enjoying myself when the joke telling began: “There were three ______ who went to the …” The joke progressed. It was clearly demeaning to a group of people.

The face of my close friend and colleague popped into my mind – he is a member of the group being debased. Two different voices – the proverbial angel and devil on my shoulder – filled my head.

“Leslie, say something! You know you don’t support this!”

“Relax it’s a party! Have fun…lighten up. People won’t like you if you can’t take a joke.”

“Speak up, you coward! You can’t talk about valuing diversity all day at work and then stereotype people for entertainment at night. Be true to yourself.”


In those long seconds while I twitched and struggled with what to do, the disk jockey, who was sitting with us on a break, simply said, “Whoa! I’m not going there. I think I'd rather get something to drink.” He got up and walked across the room. I hopped up and followed him: “Great idea.”

I’ll never forget what happened next. Others in the group joined us at the bar, leaving only two people to hear the joke’s punch line. I was amazed. Few of us wanted to hear the joke, but we went along anyway. It took just one voice – one person casually speaking up against disrespect – to shift the entire conversation.
 It’s not about what happens. It’s about perspective. I may not be able to change what takes place, but I can always choose to change my thinking.--  Michelle SedasAppreciative words are the most powerful
force for good on earth.
--  George W. Crane Today's Topic: Welcome Stress!

Your heart begins to race; you can feel the rush of adrenaline. As your palms perspire and your mouth goes dry, you feel the butterflies in your stomach. You are keenly aware that this is the moment you have prepared for. You gaze upon the crowd and see that all eyes are watching you with anticipation. After a deep inhale and a slow exhale you begin…

The executive who is sharp, mentally focused, and able to deliver a killer presentation and the athlete who performs better in competition than in practice can tell you that stress can be used to one’s advantage. On the field or in the boardroom, stress can become our ally. Moderate levels of stress help us get out of bed in the morning, give us motivation, and supply us with the drive to complete a difficult task. Stress can provide us with inspiration for performing our jobs well. In fact, a lack or inadequate amount of stress can cause a person to feel depressed.

Cavemen depended upon these physical reactions to stress in order to survive. When confronted with anything that posed a threat, the body’s reaction to stress allowed the cavemen to be more alert, focused, and ready to fight or flee. It is this survival response that we still feel today when faced with stressful situations. Stress can be useful in numerous ways. Engineers test a material’s strength by applying stress. During testing, the engineer is able to find the material’s weak spots. These weak spots can then be reinforced to make the material stronger. Similarly, cardiac stress tests measure the heart’s blood flow during exercise (stress) as opposed to during periods of rest. Doctors are able to detect some types of heart disease—weak spots in the heart muscle—after a patient undergoes stress testing. In nature, continual wind on a tree can cause it to become very strong. This ever-present stress forces the tree to stay grounded, dig deep, and remain firmly planted in the ground.

Whether it is just enough to keep us motivated, or strong enough to expose our weak spots, stress can give us opportunities to improve ourselves.
 We will forget and forgive any judgment error that you make, but integrity mistakes are forever.--  David Cottrell We are not put on this earth for ourselves, but are placed here for each other. If you are always there for others, then in time of need, someone will be there for you.--  Jeff Warner It’s not the way the wind blows,
it’s how you set your sails.
--  Unknown Dear Larry,Is there a secret to success and failure? In his 1957 classic The Strangest Secret, Earl Nightingale, the “dean of personal development,” explores this topic. Today, we have the privilege of sharing these profound words with you. Watch this movie and learn The Strangest Secret!    Differing views, opinions, and beliefs add texture and color to the world's tapestry….Controversial times, while difficult to weather, can change the world.--  Michelle Sedas If you don't have the facts, get them…before you talk!--  Eric Harvey and Paul Sims If you want to get out of the pit, stop digging.
--  Ernesto Santos-DeJesus Be it furniture, clothes, healthcare…industries today are marketing nothing more than commodities – no more, no less. What will make the difference in the long run is the care and feeding of customers. --  Michael Mescon Language has power. Based on the way you choose to name and describe people, you send different messages.--  Leslie C. Aguilar Today's Topic: Communication Recovery – Six Step Model

Have you ever said something unintentionally offensive and wished you could take it back? If so, you know how awkward it feels when communication goes awry. And it does from time to time. Even with the best of intent to be inclusive, you might say something biased, stereotypical, or exclusionary. You can choose to ignore it and hope no one notices. (Guess what – it was noticed!) Or, you can employ a strategy for recovery.

“Communication Recovery” involves acknowledging your mistake, sincerely apologizing, and then moving on in a more inclusive way. Communication Recovery is an underutilized skill. When things go wrong in communication, many people shy away from trying to recover. They are afraid of making things worse. They don’t know what to do. The good news is Communication Recovery is possible, it’s not that difficult to do, and it has a big payoff.

Communication Recovery allows you to acknowledge your mistake when things go wrong – when you have unintentionally demeaned, discounted, or excluded others. This gives you the chance to rebuild communication with your listener(s) and enhance your own credibility. Communication Recovery includes six quick steps and takes thirty seconds or less. It’s relatively painless.
  1. Accept the Feedback – Give some sign that you are open to the input, such as listening to and thanking the gift giver.
  2. Acknowledge Intent and Impact – The most important thing here is to recognize the negative impact of your statement or behavior on the listener, regardless of your good intent.
  3. Apologize – Say “I’m sorry” or “I apologize,” and do so sincerely.
  4. Ask Questions for Clarification – If you don’t understand the feedback you’ve been given, ask questions for greater clarity.
  5. Adjust / Change – State or demonstrate what you will do differently. A clear sign that you’ve accepted the feedback is to not repeat the offense.
  6. Move Forward – Recovery is a quick process. You don’t need to linger. Move on once the listener is ready.
Of all of these, Accept the Feedback and Apologize may be the most powerful. In its simplest form, recovery sounds like this:“Thanks for telling me. I’m sorry.” The only thing necessary for the triumph of
evil is for good men to do nothing.
--  Edmund Burke The greatest part of our happiness depends
on our dispositions, not our circumstances.
--  Martha Washington In life, change is inevitable. In business, change is vital.--  Warren G. Bennis A good leader takes a little more than his share of the blame, a little less than his share of the credit. --  Arnold H. Glasgow I don't care to be involved in the crash landing
unless I can be in on the takeoff.
--  Harold Stassen

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