10 THINGS AUTHENTIC LEADERS DO, by Robin Sharma, author of ‘The Saint, The Surfer and The CEO’.

1. They speak their truth-Speaking truth is simply about being clear, being honest and being authentic, and not to say things to please others and to look good in front of The Crowd
2. They lead from the heart. Business is about people-The best leaders wear their hearts on their sleeves and are not afraid to show their vulnerability
3. They have rich moral fiber-They walk their talk and are aligned with their core values.
4. They are courageous -It takes a lot of inner strength to do what you think is right even though it may not be easy.
5. They build teams and create communities -In the new age of work, employees seek their sense of community and connection from the workplace
6. They deepen themselves-They know their weaknesses and play to their strengths
7. They are dreamers -They see what everyone else sees and then dream up new possibilities
8. They care for themselves -You can’t do great things at work if you don’t feel good, Physically, Mentally, Spiritually
9. They commit to excellence rather than perfection -Every single one of us is a work in progress.
10. They leave a legacy -You were made to contribute and to leave a mark on the people around you

Service Rules by Bryan K. Williams Enterprise

Webster’s Dictionary defines service as “work done for others”.

The three service rules are the Golden Rule, Platinum Rule, and Double Platinum Rule.

The Golden Rule
If I want to be treated nicely, then I should treat others nicely…if I want to have doors opened for me, then I should open doors for others…and if I want to be greeted with a big hug and high-five wherever I go, then I should give a big hug and high fives to others right?….Not so fast, it is a good baseline to have when developing the empathy muscle, it “only works when other people want to be treated the way you want to be treated”. Otherwise, you may end up turning people off.  Why wouldn’t everyone want to hear the evening news in a taxicab? The point here is that if you are committed to creating an exceptional service experience for each customer, then each customer’s wants, needs, and desires have to be acknowledged, celebrated, and acted upon.   Each time a customer, guest, or patient chooses to be served by you, they are basically saying “I’ve chosen you…now show me why I made the right decision”.

The Platinum Rule
It is about what your customers want and states, “Treat others the way THEY want to be treated”.  This rule means that you recognize that service is not about what you want to give; it’s about what others want to receive. If you give me what I don’t want, then you haven’t increased your value in my eyes. There must be a deliberate effort to uncover your customer’s wants, needs, and desires in order to take the guess work out of the equation.
It doesn’t matter if you “know what you’re talking about”. If you haven’t captured information to support your hypotheses, then it’s considered anecdotal. Once you confidently know what your customers want (because they’ve told you in various implicit and explict subtle forms), then you can proceed with meeting and exceeding those expectations.  After all, when it comes to service, what else can be more important than giving customers what they want?

The Double Platinum Rule
As I was leaving the store, the manager stopped me to ask if I got everything I wanted.
The attendant had given me what I wanted, but I was still upset.  So the Double Platinum rule is (you guessed it), “treat others the way they don’t even know they want to be treated”. To boil it down…anticipate, anticipate, anticipate. Don’t just meet your customer’s expectations, EXCEED them.

Grounding your service strategy in the three Universal Service Rules works well, because it heightens your empathy (Golden Rule), encourages a keen focus on your customer’s expectations (Platinum Rule), and challenges you to consistently think of ways to exceed those expectations (Double Platinum Rule).

For any service provider to remain relevant in today’s marketplace, it is critical to not just react to customer expectations, but to actively solicit them as well. If the customer doesn’t deem it as service, then it is not service .premise of “service is about what the customer wants”, will be a JUST BE A great starting point for success.

Sorry to say…but some people should not be serving other human beings

The prevailing wisdom from many organizations is that any person can be hired to serve. Given the right tools, training, and coaching opportunities, they too can become a service-delivering superstar. Not so. Being service-minded requires the presence of certain innate talents; namely, “caring”, “empathy”, “relationship building”, and the list goes on. As you’ve probably observed, some individuals are naturally good at those things, while for others it seems like such talents were surgically removed at birth. That is not to say that in order to be successful, one must be caring or friendly. It just means that “service” may not be their best opportunity to maximize their effectiveness 

If you take employees who do not like to serve people, and tell them exactly how the very best service professionals do it, they still won’t like to serve people. It is not about “knowing” what to do, it has to do with genuinely, spontanously,voluntarily wanting to be of service. 

Just last week, for example, I was in a well known electronics store.The “customer service” agent was standing right in front of me but blatantly ignored me…he pretended that I did not exist. I went to another store.I patiently waited approximately six feet away so I could be close enough to be seen but far enough to not impose.He might also be another candidate for the “Do not serve other human beings” award.I, the customer, should not have to see, deal with, or tolerate such blatant service tragedies, whatever be the reason for such behaviour be the personnel /stores.

“How can my organization prevent such scenarios from occurring?” The first potent answer is to select for service talent,means more than hiring nice people.It means that probing and open-ended questions are asked about what the candidate is passionate about, what they enjoy most at work, and how have they exceeded (not just met) expectations in the past. The ideal responses should revolve around helping, assisting, or serving other people. An alternative to selecting for talent is to select for values.For instance, if one of your organization’s top values is responsiveness, then try to select (not “hire”) people that at are very responsive.’

Have a discussion with your staff (individually if possible) and find out what are their true talents Find out who enjoys serving the customer, who enjoys problem resolution (and yes, there are some people who LOVE problem resolution), who enjoys dealing with numbers, who enjoys organizing projects, etc. Give everyone ample opportunity to do what they do best with constant support, feedback, and recognition. Some people that have been labeled as a “bad apple” may just be in the wrong role. Above all, to enhance service excellence, you must talk about service excellence, model service excellence and reward service excellence at every given opportunity.

If you run a Hotel or Restaurant, To Engage the Guest, You Must Engage  Those Who Directly Serve the Guest

For your employees, being engaged transcends showing up to work and doing what they are supposed to do.  It goes beyond constantly being on time and never calling in sick.  More than anything, engagement is much more than being “satisfied” at work.  Being engaged is synonymous with truly living the culture of the workplace.  It is about genuinely enjoying the opportunity to be a part of the organization and noticeably excited about contributing in a significant way, everyday.  Engaged employees are your role models; the ones that you’d like to multiply and replicate throughout your company.  They are the ones who constantly look for ways to exceed your expectations, and consistently delight customers with their urgency, inclusiveness, and follow through.  Basically, when you go to work and see that your engaged employee is working, you breathe a sigh of relief, because you know that your day will be significantly more successful

Have a townhall meeting to solicit their input on what the organization should consider as priorities in the future.  Hold mini focus-groups with a healthy cross-section of your best line staff The sharing of best practices is one of the most underutilized practices in many companies.Shine a spotlight on what currently works so that everyone will know exactly what you mean when the term “excellence” is used.  By the way, this also encourages your best people to continue churning out more best practices…which is always a great thing Believe it or not, your employees, like everyone else, have what’s called “tacit” knowledge.  Tacit knowledge means knowing something without openly expressing it. Chances are that Employee A has knowledge about the company’s “real way of doing things” that newer employees don’t have; including you and other managers. Employee A has also accumulated a wealth of insight into what initiatives have not worked, and why they haven’t. Trust me, the mere fact that you are seeking their expertise will earn you major points and will simultaneously help to engage them.  You should be able to walk up to any of your employees and ask about the company’s mission and get a clear, confident answer Furthermore, they should also be able to articulate how their department’s goals are aligned with the company’s goals The key here is to link, link, link. Link company goals to department goals, and link employee goals to department goals Employees in those organizations know exactly what makes their company unique, and they also know that their individual contributions are needed and valued John Maxwell once wrote that teams can make adjustments when they know where they stand. The key points are that the “scores” should be accessible and they need to be easily understood   Extract the data that is most relevant to that department and also show a few overall metrics that everyone affects (like Overall Satisfaction & Likelihood to Recommend).  Make use of every opportunity to connect with your workforce For engagement to take place, employees must feel like the company cares about them as individuals and genuinely wants to see them succeed.  You can’t fake it; employees know when it’s not genuine.
Involvement equals more engagement.  Solicitation of ideas equals more engagement.  Linking personal goals to department and company goals equals more engagement.  Regular two-way communication equals more engagement. People like to be involved in the planning of the work that affects them.  They crave it; even if they don’t verbalize it all the time.  So tap into their expertise and they will appreciate you and the organization for it.  The end result will be an army of engaged employees whose sole mission is to engage all of your customers all the time

To put it plainly, people should be treated the way they deserve to be treated.

Bryan K. Williams Enterprise, focuses on service excellence. The goal is to assist organizations, in various industries, to enhance their levels of customer service to world-class levels by  weaving Service excellence throughout the organization…at every level.

5 Great Secrets of Success Napoleon Hill

13. THE SIXTH SENSE                       12. THE BRAIN
11. THE SUBCONSCIOUS MIND         10. TRANSMUTATION
 9. POWER OF THE MASTER MIND       8. PERSISTENCE
 7. DECISION                                      6. ORGANIZED PLANNING
 5. IMAGINATION                               4. SPECIALIZED KNOWLEDGE
 3. AUTO-SUGGESTION                      2. FAITH
 1. DESIRE

Of which if you could practice these daily you could make wonders happen…

1.Be yourself  > God has made every human to be unique. We all  have a role to play in the advancement of humanity so there is  no need for anyone to try to be or live the dreams and  aspirations of other people. We are all blest with talents  suited to us and it is the d uty of every man and woman to know  his/her calling and go ahead to develop the talents and skill  needed for self-fulfillment.   We all live in an  interdependent world but for this interdependence to be useful  to the greater human good, we all need to declare our  independence so that you can effectively “be  yourself”.  

2. Goal Setting  >  To start, lets make the  important distinction between goals and wishes   A wish is just  something you want or would like to have but a goal is different  in that it is  characterized by clarity and strengthened by a deadline.

 

3. Persistence  > Persistence “is to talent what steam is to the engine”  says the Orison Swett Marden   a great deal of  persistency, with a very little talent, can be counted on to go  farther, than a great deal of talent without persistency  .state you goals clearly and develop a burning  desire to achieve them, develop a sound plan to get what you want and   work your plan -align your work with positive thoughts and block out negative influences

4. Autosuggestion >  It is the  simple act of repeating statements and affirmations relating to your goals.   One popular affirmation of Coue is: “Everyday, in everyway, I  am getting better and better”.  Say Regardless of what happens in my life I’ve decided to be happy

 

 

5. Believe and achieve  > Napoleon Hill listed faith as one of the 17  principles of success he gleaned from more than two decades of  research. 

 

 

 

 

 

 

PRINCIPLES OF ATTRACTION

1. BECOME INCREDIBLY SELFISH. WITHOUT YOU, THERE IS NOTHING, AND ATTRACTION ISN’T POSSIBLE.
2. UNHOOK YOURSELF FROM THE FUTURE. ATTRACTION WORKS IN THE PRESENT, NOT IN THE FUTURE.
3. OVERRESPOND TO EVERY EVENT. BY OVER-RESPONDING INSTEAD OF OVERREACTING, YOU EVOLVE,  WHICH IS VERY ATTRACTIVE.
4. BUILD A SUPERRESERVE IN EVERY AREA. HAVING ENOUGH IS NOT NEARLY ENOUGH FOR YOU TO BE IRRESISTIBLY ATTRACTIVE.
5. ADD VALUE JUST FOR THE JOY OF IT. WHEN YOU ADD VALUE BECAUSE YOU ENJOY IT, PEOPLE ARE NATURALLY ATTRACTED TO YOU.
6. AFFECT OTHERS PROFOUNDLY. THE MORE YOU TOUCH OTHERS, THE MORE ATTRACTIVE YOU’LL BECOME.
7. MARKET YOUR TALENTS SHAMELESSLY. IF YOU’RE EMBARRASSED ABOUT WHAT YOU DO WELL, YOU WON’T BE VERY ATTRACTIVE.
8. BECOME IRRESISTIBLY ATTRACTIVE TO  YOURSELF.HOW CAN YOU ATTRACT OTHERS IF YOU DON’T FEEL IRRESISTIBLY ATTRACTIVE TO YOURSELF?
9. GET A FULFILLING LIFE, NOT JUST AN IMPRESSIVE LIFESTYLE. A GREAT LIFE IS ATTRACTIVE; A LIFESTYLE IS USUALLY SEDUCTIVE.
10. DELIVER TWICE WHAT YOU PROMISE.WHEN YOU CONSISTENTLY DELIVER MORE THAN WAS EXPECTED, NEW CUSTOMERS ARE DRAWN TO YOU.
11. CREATE A VACUUM THAT PULLS YOU FORWARD. BEING PULLED FORWARD IS ATTRACTIVE; PUSHING FORWARD IS NOT.
12. ELIMINATE DELAY. TIME IS EXPENSIVE AND THUS IS VERY UNATTRACTIVE.
13. GET YOUR PERSONAL NEEDS MET, ONCE AND FOR ALL. IF YOU HAVE UNMET NEEDS, YOU’LL ATTRACT OTHERS IN THE SAME POSITION.
14. THRIVE ON THE DETAILS. SUBTLETIES, DETAILS AND NUANCES ARE MORE ATTRACTIVE THAN THE OBVIOUS.
15. TOLERATE NOTHING. WHEN YOU PUT UP WITH SOMETHING, IT COSTS YOU. COSTS ARE EXPENSIVE AND THUS UNATTRACTIVE.
16. SHOW OTHERS HOW TO PLEASE YOU. DON’T MAKE THEM GUESS.
17. ENDORSE YOUR WORST WEAKNESSES. WHEN YOU CAN ACCEPT AND HONOR THE WORST PART OF YOURSELF, YOU ARE MORE ACCEPTING OF OTHERS.
18. SENSITIZE YOURSELF. THE MORE YOU FEEL, THE MORE YOU’LL NOTICE AND RESPOND TO THE MANY OPPORTUNITIES IN THE PRESENT.
19. PERFECT YOUR ENVIRONMENT. THE ATTRACTION OS IS A SOPHISTICATED SYSTEM THAT REQUIRES A FIRST-CLASS ENVIRONMENT.
20. DEVELOP MORE CHARACTER THAN YOU NEED. INTEGRITY IS NOT ENOUGH TO BECOME IRRESISTIBLY ATTRACTIVE.
21. SEE HOW PERFECT THE PRESENT REALLY IS. ESPECIALLY WHEN IT IS CLEARLY NOT.
22. BECOME UNCONDITIONALLY CONSTRUCTIVE. HIGH LEVELS OF RESPECT ARE VERY ATTRACTIVE.
23. ORIENT EXCLUSIVELY AROUND YOUR VALUES. WHEN YOU SPEND YOUR DAYS DOING WHAT FULFILLS YOU, YOU ARE ATTRACTIVE.
24. SIMPLIFY EVERYTHING. ABANDONING THE NON-ESSENTIALS LEAVES MORE ROOM FOR YOU TO ATTRACT.
25. MASTER YOUR CRAFT. BEING THE BEST AT WHAT YOU DO IS THE EASIEST WAY TO BECOME SUCCESSFUL.
26. RECOGNIZE AND TELL THE TRUTH. THE TRUTH IS THE MOST ATTRACTIVE THING OF ALL, BUT IT REQUIRES SKILLS AND AWARENESS.
27. HAVE A VISION. WHEN YOU CAN SEE WHAT’S COMING, YOU DON’T NEED TO CREATE A FUTURE.
28. BE MORE HUMAN. WHEN YOU ARE GENUINE, YOU ARE ATTRACTIVE.

Jack Welch’s Leadership Secrets

IGNITING A REVOLUTION: STRATEGIES FOR DEALING WITH CHANGE
7 Keep Watch for Ways to Create Opportunities and to Become More Competitive
8 Be Number One or Number Two and Keep Redefining Your Market
9 Downsize, Before It’s Too Late!
10 Use Acquisitions to Make the Quantum Leap!
11 Learning Culture I: Use Boundarylessness and Empowerment to Nurture a Learning Culture
12 Learning Culture II: Inculcate the Best Ideas into the Business, No Matter Where They Come From
13 The Big Winners in the  Twenty-first Century Will Be Global
REMOVING THE BOSS ELEMENT: PRODUCTIVITY SECRETS FOR CREATING THE BOUNDARYLESS ORGANIZATION
14 De-Layer: Get Rid of the Fat!
15 Spark Productivity Through the ‘‘S’’ Secrets (Speed, Simplicity, and Self-Confidence)
16 Act Like a Small Company
17 Remove the Boundaries!
18 Unleash the Energy of Your Workers
19 Listen to the People Who  Actually Do the Work
20 Go Before Your Workers and Answer All Their Questions
NEXT GENERATION LEADERSHIP: INITIATIVES FOR DRIVING AND SUSTAINING DOUBLE-DIGIT GROWTH
21 Stretch: Exceed Your Goals as Often as You Can
22 Make Quality a Top Priority
23 Make Quality the Job of Every Employee
24 Make Sure Everyone Understands How Six Sigma Works
25 Make Sure the Customer Feels Quality
26 Grow Your Service Business: It’s the Wave of the Future
27 Take Advantage of E-Business Opportunities
28 Make Existing Businesses Internet-Ready—Don’t Assume That New Business Models Are the Answer
29 Use E-Business to Put the Final Nail in Bureaucracy

leadership by Jim Collins

Jim Collins ends this “pre-quel” to “Built To Last” with these remarks: “Indeed the real question is not, “Why greatness?” but “what work makes you feel compelled to try to create greatness?” If you have to ask the question, “why should we try to make it great? Isn’t success enough?” then you’re probably engaged in the wrong line of work.” And “Perhaps your quest to be part of building something great will not fall in your business life…. Get involved in something that you care so much about that you want to make it the greatest it can possibly be…. When you do this, you will start to grow, inevitably, toward becoming a great leader.”

 

Disciplined People
·  Level 5 Leadership: leaders characterized as a paradoxical blend of humility and
professional will; they were cited as being more like Lincoln and Socrates than Patton or
Caesar.
·  First Who . . . Then What: supports the theory that before good-to-great leaders set a new
vision and strategy, they FIRST get the right people on the bus, the wrong people off the bus,
and the right people in the right seats. THEN they figure out where to drive it. In this
context, “people are your most important asset” turns out to be wrong. People are NOT your
most important asset; the RIGHT people are.
·  Disciplined Thought
·  Confront the Brutal Facts (Yet Never Loss Faith): Every good-to-great company embraced
what Collin’s titled “The Stockdale Paradox.” They maintained unwavering faith that they
could and would prevail in the end, regardless of the difficulties, AND at the same time had
the discipline to confront the most brutal facts of their current reality, whatever that might
have been.
·  The HedgeHog Concept (Simplicity Within the Three Circles): Going from good-to-great
transcends the curse of competence. If you cannot be the best in the world at your core
business, then your core business absolutely cannot form the basis of a great company. It
must be replaced by a simple concept that reflects deep understanding of three intersecting
circles.
·  Disciplined Action
·  A Culture of Discipline: When you have disciplined people you don’t need hierarchy; when
you have disciplined thought you don’t need bureaucracy; when you have disciplined action
you don’t need excessive controls. When you combine a culture of discipline with an ethic of
entrepreneurship, you get the magical alchemy of great performance.
·  Technology Accelerators: Good-to-great companies think differently about the role of
technology; they never use technology as the primary means of igniting a transformation.
Yet, paradoxically, they are pioneers in the application of carefully selected technologies

 

 

A Level 5 Leader is a Highly Capable Individual who became a Contributing Team Member who became a Competent Manager who became an Effective Leader who finally became the Level 5 Executive.

Level 5 Leaders:
• Are ambitious and driven – first for their company and last for themselves.
• Set the stage for their successors through development and delegation vs. surrounding themselves with “yessirs” and perhaps, eventual dangerous leadership voids.
• Embody a paradoxical mix of personal humility and ironclad professional will.
• Display modesty and understanding verses egocentrism.
• Are fanatically driven, infected with an incurable need to produce sustained results.
• Are more plow horses than show horses
• Have the ability to attribute success to factors external to themselves yet carry full responsibility for failures. Many executives in comparison companies do the exact opposite by taking all the credit for success assign blame for failure to any one but themselves. Level 5 Leaders often attribute their success to good luck not to their personal greatness.
• Are anything but celebrity executives. Most eschew the limelight and lead very private and modest lives. Dazzling celebrity leaders are too egocentric, short sighted and undisciplined to create sustained excellence in the long run

Get the right people on the bus before you do anything else. And once you think the right people are on the bus, make sure they are in their proper seats. What makes them the right people is that they have shared interests, the right energy and are eager to head in the direction the bus is going. If all the priority seats are taken and there’s no more room, then some riders will just have to get off. It may be an uncomfortable situation to reassign or eliminate them but it must be done
Based on the ancient Greek parable, “the fox knows many things, the hedgehog knows one big thing”. The hedgehog wins out over the fox’s continuing manipulations by constantly rolling into a ball with protruding spikes fending off attack after attack.the hedgehog takes one guiding principle, concept, process and sees a complex world become manageable …constantly utilizing a conceptual approach that is successful.
Hedgehog Concept : 1. What you can be the best at and what you cannot be the best at in the world. (Circle 1) 2. Exactly what generates and sustains robust cash flow and profitability. (Circle 2) 3. What you are deeply passionate about. (Circle 3)
You have to bring in the Right People riding your bus who all represent the 3 Circles in their thinking and who are:
• Talented with God-given gifts or who have become talented, • Capable of vigorous debate and dialogue. • Well paid for what they are doing. • Doing what they are deeply passionate about. • No ego. • Represent a range of perspectives and knowledge. • Key members of the executive team but others as well who fit the criteria. Not • every member of the executive team is automatically included. 
Institute “The Council” of individuals selected based on the above criteria, whose purpose is to ensure accountabilities by doing the following: • Ask Questions Based on the 3 Circles • Dialogue and Debate Based on the 3 Circles • Execute Decisions Based on the 3 Circles • Execute Autopsies and Analysis Based on the 3 Circles 
Then one step at a time, like applying discrete bits of effort on a huge flywheel, the energy of wheel begins to turn. Everything in the company slowly begins to move in the same deliberate direction until the breakthrough moment where sustained success happens without increasing effort,companies practiced the time-honored discipline of under promising and over delivering.The basic idea is that each piece of the system reinforces the other parts of the system to form an integrated whole that is much more powerful than the sum of the parts.

One Minute Teacher By Spencer Johnson

 

 

 

 

 

 

 

 

 

 

 

One Minute Teacher: How to Teach Others to Teach Themselves By Spencer Johnson, M.D. and Constance Johnson, M.Ed.

One Minute Goal Setting:

 

 

 

 

Using the steps below, encourage your clients to set goals for themselves and take one minute a few times a day to look at their goals. 1. I take the time to quietly think, with my head and my heart about what I want to teach myself. And then I decide what my goals are. 2. I write my goals in first person, present tense, as though 

 

I am already  achieving my goals. (For example: “I am enjoying getting a B in math.”) 3. I write down my goals briefly, so I can read them often in only one minute. 4. I am specific when writing my goal. I set a date to achieve my goal. (For example: “I am enjoying a B on this Thursday’s English exam.”) 5. I use good-feeling words. (For example: I enjoy….) Each time I read my goal, I imagine how good I feel

. 6. I take one minute, several times a day, to stop and look at my goals and to look at my behavior—and then I see if my behavior matches my goals.

One Minute Praisings

Encourage your clients to reflect on or catch themselves doing something right by following these steps: 1. I praise myself  

immediately. 2. As soon as I have done something right, I tell myself  specifically  what I did right, or approximately right. 3. I tell myself how good I  feel   about what I did right. I pause for a few seconds to really feel my success. 4. I remind myself that I am indeed a good person. 5. I encourage myself to continue the same good behavior because I want to feel good again soon— about my behavior and about myself.

One Minute Recovery:

When a client’s behavior does not align with his/her own goals, encourage the client to practice the One Minute Recovery:

 

The first half of the minute: 1. As soon as possible I see when my behavior does not match my goal. 2. I tell myself specifically what I did wrong—what is keeping me from teaching myself what I want to learn. 3. I am silent for a few seconds to quietly feel my “fumble.” The more uncomfortable I feel, the more I want to recover.

The second half of the minute: 1. I remind myself that my behavior is not good right now, but that I am good. I redirect my behavior and feel good about myself. I do not defend my behavior, even to myself. 2. I teach myself what I want to learn. I change my behavior and recover.