\”Unfortunately, I become so focused on the game that true enjoyment isnt really there for me.\” -Morgan Ensberg, Astros third baseman

Of all the things said about the 2005 World Series, this is probably the saddest. Every Series brings joy to some and despair to others in about equal measure. But as all things go, there wasnt much to complain about this year. The White Sox hadnt won a series since 1917 and the Astros made their first appearance in franchise historycertainly enough to please all the fans to one extent or another. And even though the Sox swept the Series; the games were close enough to make for some pretty exciting baseball. The Sox won, but it was no rout.

By most standards, things are looking pretty good for Morgan Ensberg, too. Professionally hes a gifted player who keeps getting better. From his role on USCs 1998 College World Series winning team to his 2005 career highs of 36 home runs and 101 RBIs with the Stros, his value as a player just keeps growing. The $450,000 annual pay check doesnt hurt either. On top of all that, Ensberg appears to be a good husband, role model, committed man of faith and a positive influence around the clubhouse. With all that going for him, its particularly sad that true enjoyment of the game has become an elusive commodity for Morgan Ensberg.

A lot of us find ourselves in the same boat. We may not be star athletes, but in our own game of life weve experienced that loss of enjoyment from things we expected to give us so much pleasure. It may be the person you thought you couldnt live without, who turned out to be the one you couldnt live with; or the career you spent the better part of a decade preparing for that turned out to be just another job. Maybe its the material things that promised so much in the advertisements. Later we discover that the dream house, or extreme wheels or even more extreme cosmetic makeover didnt live up to the hype and leaves us with sleepless nights and unpaid bills.

So how does this happen? Sometimes its because we invest things with unreasonable expectations. Intellectually we know that a new product isnt really going to change our lives but it is fun to indulge in the fantasy (particularly when the promise is to magically shed pounds without diet or exercise). When the novelty inevitably wears off, were left with nothing more than some well-earned buyers remorse. But in important areas of our lives losing the enjoyment of a thing is often a matter of losing perspective. Over time even the most loving of relationships or rewarding activities can go stale. We end up responding only to the frustrations and irritants while overlooking the positives. We become so overwhelmed by our obligations and responsibilities that enjoyment is a luxury we cant afford. Sadly for us, we soldier on with grave earnestness and miss out on a tremendous amount of pleasure thats there for the taking.

I suspect that as the intensity of the season and the Series fades, Ensberg will find some enjoyment in the game again. The cyclic nature of his work will make that possible. The rest of us will have to slow down for a moment and take a quick personal inventory. If the enjoyment has gone out of your life game, try adjusting your perspective. Figure out whats going right and have some fun with it. The games not over yet!

About the Author:

George Ebert is the President of Trinity River Seminars and Consulting, a firm specializing in the custom design and delivery of team building, personal growth and ethical development programs. Mr. Ebert is a highly sought after speaker, educator, and consultant with over thirty years experience in both the public and private sectors. He has presented widely throughout the Unites States. George is the author of the management cult classic, \”Climbing From the Fifth Station: A guide to building teams that work!\”

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\”Your first obligation is to assume good will.\” -An Anonymous Air Force Colonel

On New Years Day in 1997, the United States Air Force issued a small blue book that identified and explained the services core valuesintegrity first, service before self and excellence in all we do. The three values were meant to serve as a shorthand reminder of the things that were required to get the mission done, to inspire one another in the face of adversity and to bind a globally dispersed force together. Though briefly stated, the core values contain a depth and complexity belied by their brevity. And their worth certainly isnt restricted to the profession of armsthey are of intrinsic value to every individual and organization.

In particular, service before self is an issue leaders and managers struggle with on a daily basis. Cynics might suggest that the Air Force included this core value as a means of subduing troops who believe that all headquarters are staffed either with senior level monkeys randomly pecking at keyboards or Neanderthals still struggling to understand fire and the wheel. But service before self enjoins us to remember to have faith in the system. To recognize that while something may not make sense to you, that something is usually the result of good people, making the best possible decisions with the best information available. In other words, before jumping to a negative conclusion, you should first assume good will.

And thats something we all need to do a whole lot more of.

From the Kennedy assassination, to Area 51, to why your co-worker called in sick, to why someone else got a merit raise, we all tend to assume the worst. We seem instinctively to believe that politics, scheming, favoritism, self-interest, careerism, revenge and retaliation can all be behind an action we dont understand or of which we dont approve. And we arent quiet about our paranoia either. We are quick to discuss it, gossip about, strategize over it and generally let it consume vast swaths of our day. Were even adept at finding fault with positive gestures. An act of generosity or kindness from someone we suspect is taken to be an attempt to buy us off, smooth things over or cover things up.

We pay a steep price for this negativity. Lets face it; its no fun to work in a place where you think you always have to look over your shoulder for fear youll be jumped. More than not fun, its downright stressfuland heaven knows; we have enough of that without adding this self-inflicted dose.

Heres the truthmost folks operate with good faith in an effort to do the right thing. If you do that yourself, youre demonstrating good will. If you respond to others by first assuming good will, youll have the basis for working through misunderstandings. So give the other person the benefit of the doubt, respect that they might have a point of view, that while different from yours, isnt necessarily bad. Recognize that you might not be right and be willing to work toward a cooperative solution. Inevitably youll run across a rotten apple that youll have to deal with, but dont make the mistake of assuming all apples are rotten. Try first assuming good will.

About the Author:

George Ebert is the President of Trinity River Seminars and Consulting, a firm specializing in the custom design and delivery of team building, personal growth and ethical development programs. Mr. Ebert is a highly sought after speaker, educator, and consultant with over thirty years experience in both the public and private sectors. He has presented widely throughout the Unites States. George is the author of the management cult classic, \”Climbing From the Fifth Station: A guide to building teams that work!\”

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A skilled Transition Team leader will set the general goals for a Transition, and then confer on the other team leaders working with him the power to implement those goals. \r Richard V. Allen

Just like an alcoholic in denial, higher education must first recognize its problems. Although externally the 4,000-plus academic institutions appear healthy, there are several problems including low college-completion rates, soaring tuitions, and business complaints of inadequate graduates. Davis, author of Future Perfect, argues that traditional educational institutions are trapped in a paradigm; the basic academic structure hasnt changed since the 12th century unless by outside forces. Traditional institutions are designed to educate traditional students, but the current norm is the nontraditional students.

What is causing traditional institutions to slowly change their views on managing their organizations? It is my theory that more knowledgeable students and the market demand are forcing traditional institutions to think differently. Organizational design changes are an intriguing subject for educational institutions because much has not changed since its inception. One of the pressing issues that higher education must bow to is the market.

The quickening pace of technology, global competition, and innovation, has caused students in these institutions to think of themselves as customers. Currently, students are now customers who have the power to force change in an economic manner. Students now have numerous options for being educated or trained. Therefore, students dont need to depend on the local universities to educate them. They can seek the universe for the right program with the correct fit.

Nadler and Tushman, management experts, argue that market forces have transformed the rules of engagement for organizations. Berg, author of Lessons from the Edges, maintains that the market has increased dominance of professional programs in higher education. The nontraditional student can be traced back in American history. On June 22, 1944 President Franklin D. Roosevelt enacted the \”GI Bill of Rights.\”

The passing of this legislation brought the enrollment of 1,013,000 veterans into American campuses; however, many administrators at the time view it as converting these noble institutions into educational hobo jungles. Likewise, todays academic traditionalists complain about the erosion of the traditional student by catering to adult learners. Clearly, these market reactions should make any reasonable person rethink their organizational processes.

Unfortunately, established universities continue to fight to maintain their academic monopolies, but they dont understand the consequences of their inactions. Established universities should be nervous about current social trends. Non-traditional universities, like the University of Phoenix, are becoming more popular with both traditional and nontraditional individuals.

In volatile markets, change is rapid. Nadler and Tushman, authors of Competing by Design, maintain that managers should adapt in the following ways: (a) develop a rudimentary understanding organization design for an inherent competitive advantage and (b) recognize effective organizational design as ongoing.

Students, governments, and tax payers are becoming less patient and more demanding of traditional institutions. Traditional academic institutions are then forced to recognize their problems. Therefore, academic leaders should listen to the demands of the marketplace if their organizations want to survive the Knowledge Worker Revolution.

References:

Berg, G. (2005). Lessons from the Edges. San Francisco: American Council on Education Praeger.

Clayton, M. (2002). New models for higher education. The Christian Science Monitor. Retrieved May 5, 2006, from http://www.csmonitor.com/2002/1001/p11s02-lehl.html.

Davis, S. (1996). Future perfect. New York: Addison-Wesley.

Nadler, D. & Tushman, M. (1997). Competing by Design. New York: Oxford University Press.

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of two acclaimed books, Awakening the Talents Within and My Cup Runneth Over. He is a columnist, lecturer, professor, and management consultant. Mr. Green has a BS in engineering and a MA in organizational management. Currently, he is a doctoral degree in strategic leadership. For more information, visit his website at http://www.darylgreen.org

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Wealth in the new regime flows directly from innovation, not optimization; that is, wealth is not gained by perfecting the known, but by imperfectly seizing the unknown.\r
Kevin Kelly

Effective leaders understand the relevance of corporate culture. Trevino argues that it is critical to understand both formal and informal systems when studying organizational culture. Research has shown that senior leaders often perceive that organizational ethics is lovely at the top. This may be a crucial mistake in strategy.

Lets analyze this closer. Cameron and Quinn, authors of Diagnosing and Changing Organizational Culture, maintain that such subunits like departments and teams have their own unique culture. For evaluating organizational culture, the authors advocate using the Organization Culture Assessment Instrument (OCAI), which assess six elements of organizational culture; it is based on a hypothetical model known as the Competing Values Framework. The OCAI is useful in identifying the major approaches to organizational design, stages of life cycle development, leadership roles, and management skills.

Past research by Quinn and Rohrbaugh identified 39 factors that contribute to organizational effectiveness. From the statistical analysis, these 39 factors were narrowed down into two major dimensions that were organized into four clusters. One dimension focuses on flexibility, discretion, and dynamism from criteria that emphasizes stability, order, and control.

The latter dimension focuses on an internal orientation, integration, and unity that emphasize external orientation, differentiation, and rivalry. When combined, these two dimensions form four quadrants that have a distinct set of organizational effectiveness indicators. The OCAI provides a good tool for any effective organizations. High performing leaders understand how to measure and influence organizational culture.

References:

Cameron, K. & Quinn, R. (2006). Diagnosing and Changing Organizational Culture. San Francisco, CA: Jossey-Bass.

Trevino, L. (2006). What We Know. ERC Follows.

2006 by Daryl D. Green

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of four books, including More than a Conqueror: Achieving Personal Fulfillment in Government Service. Do you want to improve your life? Do you want to make better decisions? If you answer \”yes,\” then go to master decision-making website at http://www.darylgreen.org

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As we are all readily aware, the strongest-known shape in the world is the triangle. Its three sides rest upon the other, counterbalancing all forces, internal and external.

The power of this three-sided shape is evident throughout the world. Observe how many crystalline structures at the subatomic level are essentially units of three sided molecules. On the macro scope, observe how a stool or any object with three legs is inherently more stable than that with four or more.

From my readings of superior Chief Executive Officers like John D. Rockefeller, Bill Gates, Steve Jobs and Michael Dell, the magical number three is also present in the pillars of savvy leadership. A visionary CEO acquires many unique traits, but of those characteristics, three specific attributes must always exist to buoy him above the rest.

A Savvy Integrator. Leaders sit at the lofty helm of their corporations. Like a captain steering a gargantuan ship, the CEO plots a course towards definite locations. Without integrating the various functions of the corporation, the ship flounders like a dying whale.

As an integrator, the leader sets goals, defines priorities, allocates resources and formulates policies. These serve to establish critical operating parameters to keep that corporate ship afloat and ahead of the race. Integration of all corporate functions is the prime mandate of the CEO.

An Insightful Coordinator. No man can accomplish Herculean tasks alone. The best leaders avoid doing everything themselves because they know that their primary role in the corporation is to strategize and set direction. Hence, he coordinates the various activities of the corporate ship by delegating tasks and dispensing information to key personnel. A careful coordinator easily cuts back wastes and costs while skyrocketing a companys efficiency, thereby leveraging competitive advantage.

Motivator. People. Theyre the CEOs prime asset. Take away the people and the corporate ship becomes a ghost ship, regardless of how high-tech the equipment and state-of-the-art the established systems. People make things run. People bring action! CEOs naturally realize this and understand that motivation is a key directive. He is responsible to keep those under him happy and therefore productive. The CEO judiciously monitors performance levels while implementing a strict code of reward and punishment. The carrot and the stick worked aeons ago. It still works today.

Integrating, coordinating, motivating. These prime directives allow a CEO to weather any storm and take the corporate ship home to port. They are the three pillars of magnificent leadership.

Exceed Global Ltd. was founded on February 1, 1998 by Joseph R. Plazo. Ravenous for knowledge, he earned his MBA from UP in 2002, and his Ph.D from BSU in 2005.

Joseph is a busy man. He had been directing multiple enterprises since he achieved financial independence at 22. While juggling corporate endeavors, he writes books and relaxes with active sports. Airsoft is his passion.

Today, he connects with men and women all over the world to spread the revolutionary gospel of savvy semantics and behavioral change technologies. His rallying cry is Make Life Magic!

http://www.xtrememind.com
\r http://www.powerconsultants.net
\r http://jobcentralasia.com

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Lets explore how leaders operate within a changing social climate. Good leaders make decisions within a cultural framework. This Emergent Workforce, the new workforce that will replace the massive exodus of the Baby Boomer retirees, will challenge the current organizational paradigms. Therefore, leaders should examine their decisions through these cultural constraints. Although some leaders understand the characteristics of Generation X and Echo Boomer employees, many managers are ignorant about subcultures such as Hip Hop.

First, lets vigilantly examine this Hip Hop phenomena. Routinely, outsiders view Hip Hop as a narrow-focus culture, containing gangsta rap and vulgar music videos. On the contrary, Hip Hop refers to a counterculture movement with its Black roots which includes music, fashion, and political activism. Smith and Jackson, Hip Hop experts, argue that the Hip Hop culture is a major influence in the world today which challenges the thinking of many traditional institutions.

Second, as a valuable leader, you need to understand how this subculture affects your employees and your relationships with them. Postmodern influences are clearly seen in urban subculture where its followers are characterized by (a) questioning everything, (b) viewing truth as relative, (c)valuing relationships over institutions, and (d) valuing the ability of storytelling. Therefore, Smith and Jackson advocate that organizational leaders need to be real, relevant, and respectful to gain credibility with this subculture. Given this premise, organizations should adopt the following recommendations to improve the value system gap between leaders and followers: (a) share corporate values, (b) assist employees with self discovery, and (c) model the way of proper cultural values.

Finally, this multi-ethnic movement as defined by Hip Hop, creates many oxymorons. For example, the number one rapper was a White male while the number one golfer was an Asian-Black male. Unfortunately, some youth who feel mistreated and ignored by society carry rage within them. From rural to global communities, Hip Hop influences leadership thought in youth. Scholars and traditional managers have simply ignored its significance. However, effective leaders who gain a unique understanding of cultural events can turn this knowledge of subcultures into a competitive advantage. Start today!

References:
\rLovett, Bobby (February 24, 2005). Conversation with Dr. Lovett, Tennessee State University historian, at the BIG Scholarship Luncheon, Tennessee, about the Hip Hop Generation with Daryl Green.

Smith, E. & Jackson, P. (2005). The Hip Hop Church. Downers Grove, IL: IVP Press.

Wren, D. (1994). The Evolution of Management Thought. New York, NY: John Wiley & \rSons, Inc.

2006 by Daryl D. Green

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of two acclaimed books, Awakening the Talents Within and My Cup Runneth Over. He is a columnist, lecturer, professor, and management consultant. Mr. Green has a BS in engineering and a MA in organizational management. Currently, he is a doctoral degree in strategic leadership. For more information,visit his website at http://www.darylgreen.org.

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There are many articles and books that define leadership and quality traits of leaders. Leaders in several fields or walks of life are recognized for being powerful, influential, charismatic, visionary, skillful and also encouraging. Words hold a very strong influence whether positively or negatively on people. A leader can use their words to inspire, enhance and encourage a group to immeasurable success. Listed below are ways, that you as a leader can positively influence your group, association or team to a level of unprecedented success!

#1 Words can shape a path for the future.

As leaders, it is essential to realize that the words you speak hold a lot of power and can build or break your team, group or association. The things you say can shape the direction that you lead. Being positive, goal oriented and staying focused are all exceptional ways of creating success on a project, task or finishing an agenda. Leaders are urged to use their words to promote a path of success and victories instead of division, fear or strife.

#2 Words can promote diversity and change.

Your words can also promote an appreciation of diversity and encourage a healthy means of change within your group, association or team. The leader is the head and can utilize their words to create unity and assist with the trials and processes of change that could destroy a group, mission/vision or project. They can skillful show diplomacy and professionalism in their words and attitudes towards diversity and change which can impress and mobilize their team.

#3 Words can develop un-utilized skills.

Leaders can use their words to develop their group, association or team. An inspiring or encouraging word can increase the awareness of unlimited abilities, skills and resource people. Possibility is a strong idea and if people believe that they are under the right leadership, they will increase their desires and goals for success and meeting their goals and objectives.

Chi Chi Okezie is owner/producer of SIMPLEnetworking, LLC in Metro-Atlanta, GA. Newly published author of \”SIMPLEnetworking: Creating Opportunities … The new form of success!\” View excerpts of the book and polish your professional approach: http://www.snseminars.com

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\”Leadership should be born out of the understanding of the needs of those who would be affected by it.\” - Marian Anderson

As a leader you will always be challenged with blending the wants of the organization and the wants of employees. Here is where the conflict lies; every organization has a fundamental desire to succeed and employees want to be successful in their work. Organizations use strategic plans, operational plans and human resources plans, however these planning tools hardly ever take into consideration the staff skill to carry out the organizational plans.

Here is where you come in you must become the bridge that spans the gap between the organizations goals and visions with your individual role of leading your section and department. You must effectively lead even if you dont have all the information needed to complete your tasks or if you dont fully understand the directives of your managers.

So what do you do to ensure your assigned task is completed on time and within acceptable company standards? You start by remembering that people support best what they help to create.

That means having each member of your team understand the requirements of the assigned task, time line of completion, resources available, why this assignment is important to the company, why they have been selected to be part of the team and what their role will be on the team.

Leadership begins with a complete understanding of the task assigned. If you dont have a complete understanding then your team members will not. It starts with you. Next you must assess the available human resources and select the best suited members to be on your team.

Kenneth E. Strong, Jr., MS, is co-founder 0f http://www.greateststrategies.com a web based community devoted to educating, supporting and developing life-long learners.

Mr. Strong has been a Health Care executive for 30 years. Mr. Strong received a Bachelor of Science in Health Services Administration from Providence College and a Master of Science in Health Care Administration from Salve Regina College He has had articles published by the American Geriatric Society and has spoken on a variety of topics for the American College of Health Care Administrators and the New England Not-for-Profit Providers Conferences. Mr. Strong has also served as Adjunct Professor at Stonehill College. He is also an evaluator for the Continuing Care Accreditation Commission and a certified Retirement Housing Professional. He is certified by Walden University as an online instructor and certified by Langevin Learning Services as an Instructional Designer/Developer and Master trainer. He is the author of http://www.greatnursinghomestrategies.com newsletter.

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Decision-making is something that happens throughout our day but with different degrees of importance, urgency and consequential outcomes.

The important points are:

Understand the real objectives

Know the situation

Be in control

Carry out analysis using appropriate tools

Present findings logically

Select an option

Do it!

The Benefits of Effective Decision-Making

By following a robust procedure and applying thought and logic to your decision-making process you should be able to make decisions that are:

Inclusive take into account the interests of all affected parties

Defensible based on the key points and then weighted and prioritised taking into account the relevant values

Optimal in both terms of results and in addressing problems

Sensible and understandable to interested parties

Implementable differentiate between rational and non-rational as well as rationalised

Value-adding to the organisation or individual

Success comes from the quality of the decision itself as well as the robustness of implementation or application.

Tips

Once you have finished your deliberations, make the decision quickly circumstances may change or you may lose momentum.

Dont sacrifice long-term gain for short-term expediency.

Understand the differences between important and urgent the latter requires a rapid decision, but important decisions may require more protracted analysis. An urgent and important decision needs the right level of analysis to enable the optimal decision to be made.

Remember, people generally support decisions in which they have participated.

Do not postpone important but non-urgent decisions set your own deadlines and do not let them be imposed on you.

If a decision is no longer appropriate, change it but in a measured manner, not with a knee-jerk reaction.

If you need help, get it.

Copyright 2006 Jonathan Farrington. All rights reserved

Jonathan Farrington is the Managing Partner of The jfa Group. To find out more about the author or to subscribe to his newsletter for dedicated business professionals, visit: http://www.jonathanfarrington.com

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Working recently with a group, one of the areas we explored was what the best leaders do. Here are the top 6 that came up from this process.

Set clear direction

Those that work for a leader, look to the leader for clear direction on where the business is going and how to overcome the challenges that arise. Setting a clear direction not only gets people on board but also builds confidence in your abilities to get results.

Inspires others

Imagine that your boss failed to inspire you. How likely would you be willing to get behind that person and support them in delivering results? We all have had bosses who just seemed to have that knack of getting people on board and motivated. Being inspirational is not just about being creative but more so about how you behave, interact and encourage others.

Builds trust

When you start to lead or have a new leader you are likely to be just a little bit apprehensive. People only get behind people they know they can trust to support them through the good and not so good times. The best leaders take the time and make the effort to build trust.

Empower others

Good leaders know that they do not have perfection in every area and may well be weak in some areas. They therefore make sure that they build and team around them with the right skills, knowledge and attributes and then empower them to deliver in those areas where they are the experts.

Coaches others

Coaching someone as a leader is one of the most beneficial things you can do. When you coach someone you help them to make step change in their performance without telling them what to do.

Take decisions

Decisions lead to action and action leads to results. The best leaders know that it is better to act and make something happen rather than wait for the time to be just right, the information to be complete or some other factor. They do their analysis and then act.

In truth there is no magic bullet when it comes to being a great leader but some simple changes can have a major impact on what you achieve.

Duncan Brodie of Goals and Achievements (G&A) works with individuals, teams and organisations to develop their management and leadership capability.

With 25 years business experience in a range of sectors, he understands first hand the real challenges of managing and leading in the demanding business world.

You can learn more about Duncan, Goals and Achievements services and products and sign up for his free e-course and newsletter at http://www.goalsandachievements.co.uk/

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