Posts Tagged act2be

That Can Be The #1 Pillar When Leading or Building Up Teams


NOT "you" or "I" but "WE"


More and more, people are now aware that the team you surround yourself with is a big deal if you want to have results. Yet, building such a great team is not just that easy. It takes time to find the right people, it takes time to train them, and more important, it takes leadership and skills to keep them. All these for one reason: good people know that they are good and they will not hesitate to leave your boat if they have the feeling that you don’t have what it takes to make the group excel.

The legendary consultant and author on management, Peter Drucker, says this about teamwork:

“The leaders who work most effectively, it seems to me, never say “I.” And that’s not because they have trained themselves not to say “I.”

They don’t think “I.” They think “we;” they think “team.”

They understand their job to be to make the team function.

They accept responsibility and don’t sidestep it, but “we” gets the credit…This is what creates trust, what enables you to get the task done.”

I personally have the feeling that what is missing to lot of suffering organizations today is that sense of leadership. Most of the decision-makers act as managers. We lead people and manage things. With that said, managers are not responsible for taking the organization where it ought to be,  leaders are…and the #1 pillar to be applied in teamwork or in building great teams is to follow Peter Drucker recommendation and use the “We” versus the “I” or the “you”. It’s not you have to increase your sales, but “WE” have to find out how to increase sales. It’s not “I” made it work out, but “WE” did it.

I recently stumbled upon this excerpt from Pulling Together…The 10 Rules For High Performance Teams by John Murphy. I let you enjoy the reading of his #1 rule.

At the center of every high performance team is a common purpose – a mission that rises above and beyond each of the individual team members. To be successful, the team’s interests and needs come first. This requires “we-opic” vision (“What’s in it for we?”), a challenging step up from the common “me-opic” mind-set.

Effective team players understand that personal issues and personality differences are secondary to team demands. This does not mean abandoning who you are or giving up your individuality. On the contrary, it means sharing your unique strengths and differences to move the team forward. It is this “we-opic” focus and vision – this cooperation of collective capability – that empowers a team and generates synergy.

Cooperation means working together for mutual gain – sharing responsibility for success and failure and covering for one another on a moment’s notice. It does not mean competing with one another at the team’s expense, withholding important data or information to be “one up” on your peers, or submitting to “groupthink” by going along so as not to make waves. These are “rule breakers,” that are direct contradictions to the “team first” mind-set.

High performance teams recognize that it takes a joint effort to synergize, generating power above and beyond the collected individuals. It is with this spirit of cooperation that effective teams learn to capitalize on individual strengths and offset individual weaknesses, using diversity as an advantage.

Effective teams also understand the importance of establishing cooperative systems, structures, incentives and rewards. We get what we inspect, not what we expect. Think about it. Do you have team job descriptions, team performance reviews and team reward systems? Do you recognize people by pitting them against standards of excellence, or one another? What are you doing to cultivate a team-first, cooperative environment in this competitive, “me-opic” world?

To embrace the team-first rule, make sure your team purpose and priorities are clear. What is your overall mission? What is your game plan? What is expected of each team member? How can each member contribute most effectively? What constants will hold the team together? Then stop and ask yourself, are you putting the team first?

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What Kind of Person Are You?

The poet Ella Wheeler Wilcox on the attempt to divide people into categories did a more tremendous job than what psychologists have attempted to. On a magnificent poem entitled “Which Are You?”, here is how she divides people into various categories.

There are two kinds of people on earth today;
Just two kinds of people, no more, I say.

Not the sinner and saint, for it’s well understood,
That the good are half-bad and the bad half-good.

Not the rich and poor, for to rate a man’s wealth,
You must first know the state of his conscience and health.

Not the humble and proud, for in life’s little span,
Who puts on vain airs, is not counted a man.

Not the happy and sad, for the swift flying years
Bring each man his laughter and each man his tears.

No; the two kinds of people on earth I mean,
Are the people who lift, and the people who lean.

Wherever you go, you will find the earth’s masses,
Are always divided in just these two classes.

And oddly enough ,you will find too, I ween.
There’s only one lifter to twenty who lean.

In which class are you? Are you easing the load,
Of overtaxed lifters, who toil down the road?
Or are you a leaner, who lets others share
Your portion of labor, and worry and care?

Source: Ella Wheeler Wilcox, “Which Are You?” Custer, and Other Poems (Chicago, W. B. Conkey Comapny, 1896), 134.

On man’s pursue of achievement, it’s important to understand the need to add in people’s life, man needs to do all the good man can, to all the people man can, in all the ways man can, as long as ever man can.

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Building Your Network

I just went to get myself a CD from Brian Tracy on building your network and I jumped on that article he just wrote about networking. If you read my previous post on the Circle of Influence List, thn you will better understand what Brian Tracy is talking about here and you will straight see the benefit. It’s amazing so I wanted to share it with you. Enjoy “Building Your Network” by Brian Tracy.

We live in a society, and as a member of that society, it is likely that every change in your life is strongly influenced by other people in some way.  The courses you take in school that shape your career are often at the instigation of a friend or counselor.  The books you read, the tapes you listen to, and the seminars you attend are almost invariably the result of a suggestion from someone you respect.

The occupation you select, the job you take, and the key steps in your career are largely determined by the people you meet and talk to at those critical decision points in your life.  In fact, at every crossroad in your life there is usually someone standing there pointing you in one direction or another.

According to the law of probabilities, the greater number of people you know who can help you at any given time, the more likely it is that you will know the right person at the right time and in the place to give you the help you need to move ahead more rapidly in your life.  The more people you know, the more doors of opportunity will be open to you and the more sound advice you will get in making the important decisions that shape your life.

Dr. David McLelland of Harvard did a 25-year research study into the factors that contribute most to success.  He found that, holding constant for age, education, occupation and opportunities, the single most important factor in career success is your “reference group.”  Your reference group is made up of the people with whom you habitually associate and identify.  These are the people you live with, work with and interact with outside of your work. You identify with these people and consider yourself to be one of them.  They consider you one of them as well.

When you develop a positive reference group, you begin to become a member of the in-crowd at your level of business.  The starting point in this process is to develop a deliberate and systematic approach to networking throughout your career.

People like to do business with people they know.  They like to socialize and interact with people with whom they are familiar.  And they like to recommend people they trust.  Fully 85% of the best jobs in America are filled as the result of a third party recommendation.  The best networkers are never unemployed for very long.

One of the biggest mistakes that people make when they begin networking is scattering their time and energy indiscriminately and spending their time with people who can be of no help at all.  Even if they attend organization meetings, they often end up associating with people who are neither particularly ambitious or well-connected.

When you network, you must be perfectly selfish.  You want to become all you can over the course of your career.  You want to rise as far as you can. Any success you could ever desire will require the active involvement and help of lots of other people. Your job is to focus your energies and attention on meeting the people who can help you and the only way you can do this is by staying away from the people who cannot help you at all.

When you network, your aim is to meet people who are going places in their lives.  You want to meet people who are ahead of you in their careers and in their organizations. You want to meet people you can look up to with pride. You want to meet people who can be friends, guides and mentors.  You want to think ahead and meet people who can help you move into your ideal future more readily. For this reason, you must sort people into categories: helpful vs. non-helpful, ambitious vs. non-ambitious, going somewhere vs. going nowhere.  Remember, your choice of a reference group in your networking will determine the success of the process.

You begin your networking process at your place of work.  Look around and identify the top people in your organization.  Make these people your role models and pattern yourself after them.  One of the best ways to start networking is to go to someone you admire and ask for his or her advice.  Don’t be a pest.  Don’t tie up several hours of their time.  Initially you should ask for only a few minutes and you should have two or three specific questions.  When you talk to a successful person, ask questions like, “What do you think is the most important quality or attribute that has contributed to your success?” and, “What one piece of advice would you give to someone like me who wants to be as successful as you some day?”  You could also ask, “Can you recommend a particular book, tape, or training program that would help me move along more rapidly in my career?”

There is a law of incremental commitment in networking. It says that people become committed to helping you, or associating with you, little by little over time.  In some cases the chemistry won’t be right and the person with whom you would like to network will really not be interested in networking with you.  Don’t take this personally.  People get into, or out of, networking for a thousand reasons.  However, if there is good chemistry, if you like the person and the person likes you, be patient and bide your time.  Don’t rush or hurry, just let the networking relationship unfold without over-eagerness on your part.  If you try to go too fast, you will scare people away.

Instead of asking your superiors for more money, ask for more responsibility.  Tell your boss that you are determined to be extremely valuable to the organization and that you are willing to work extra hours in order to make a more important contribution.

There is nothing so impressive to a boss as an employee who continually volunteers for more responsibility.  Many people have the unfortunate goal of doing as little as possible for as much money as possible. But not the winners.  The winners realize that if all you do is what you’re being paid for today, you can never be paid any more in the future. The person who continually volunteers for extra assignments and does more than is expected gains the respect, esteem and support of his or her boss.

Whenever you do something nice or helpful for others, they feel a sense of obligation.  They feel like they owe you one.  They have a deep subconscious need to pay you back until they no longer feel obligated to you.  The more things you do for people without expectation of return, the more they feel obligated to help you when the time comes.

We have moved from the age of the go-getter to the age of the go-giver.  A go-giver is a person who practices the law of sowing and reaping.  He or she is always looking for opportunities to sow, knowing that reaping is not the result of chance.   You will find that successful people are always looking for opportunities to help others.  Unsuccessful people are always asking, “What’s in it for me?”

The surprising thing is that the more of yourself you give away with no direct expectation of return, the more good things come back to you in the most unexpected ways.  In fact, it seems that the help we get in life almost invariably comes from people whom we have not helped directly.  Rather, it comes from others who have been influenced by people whom we have helped directly.  Therefore, since you can’t control where your help or assistance is coming from, you must establish a blanket policy of giving with complete confidence that it will come back to you in the most wonderful ways.

Whatever your job or occupation, there are trade and industry associations, business associations and service clubs that you can join.  Excellent networkers are among the best known and most respected people in the community.  To reach that status, they followed a simple formula.  They carefully identified the clubs and associations whose members they can help and support and who can help and support them in return.  And then they joined and participated.

When you look at the various organizations you should join, you should select no more than two or three.  Target the ones with the people that can be the most helpful to you.  When you join, your strategy should be to look at the various committees of the organization.  Volunteer for the committee that engages in the activities that are most important to the organization, such as governmental affairs or fundraising.  Then get fully involved in your chosen responsibilities.

You will find that the members of the key committees are usually key players in the business community as well.  By joining the committee, you create an opportunity to interact with them in a completely voluntary and non-threatening way.  You give them a chance to see what you can really do, outside the work environment.  And you contribute to the committee as a peer, not as an employee or subordinate.

Remember, in any committee 20% of the people do 80% of the work.  In any association, fully 80% of the members never volunteer for anything.  All they do is attend the meetings and then go home.  But this is not for you.  You are determined to make your mark and you do this by jumping wholeheartedly into voluntary activities that move the association ahead.  And the key people will be watching and evaluating you.  The more favorable attention you attract, the more people will be willing to help you when you need them.

Networking fulfills one of your deepest subconscious needs — getting to know people and being known by them.  It fulfills your need for social interaction and for the establishing of friendly relationships.  It broadens your perspective and opens doors of opportunities for you.  It increases the number of people who know and respect you. It makes you feel more in control of your career.  And it can be one of the most exciting and fulfilling experiences of your life. Learn from lot of different experts at

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