Attack Complacency
Reliving past successes produces feel-good emotions. Such emotions are important for maintaining interest and momentum. If you rest on your laurels, however, you cannot advance the action.
Leaders attack complacency. They challenge themselves and others to better their personal best. They bring an intensity to their work. They know good enough seldom is.
From the world spanned by golden arches comes a good example of competing against yourself. McDonald’s engages in corporate introspection. Ed Rensi, a high-ranking executive with the firm, spends several days a week visiting the various locations. As he “walks the walk and talks the talk,” he learns what’s important to employees. He also learns what’s important to customers, rewarding them with free food in exchange for their honest opinions.
You can do the same. Attack the complacency that feel-good moments can breed by inviting opinions from those directly and indirectly involved with the work you do. The invitation can be formal or informal, oral or written, directed to small groups or large.
When Motorola opened its semiconductor facility in Kuala Lumpur in the early ‘90s, it also began a program to improve productivity. This “I recommend” program encouraged ideas from employees. In return management promised a reply within three days. The first year found the work force of 5,000 making 8,000 recommendations. The next year, that number doubled. Imagine how your organization could benefit if each employee were averaging three ideas a year or more Of course, such programs work only if you are working: if the ideas are floating into a bureaucratic black hole, employees will soon lose faith in your leadership.
Staff meetings provide another way to motivate others to ongoing achievement. Before your next meeting begins, ask your team, “what do we need to do better?” Award a token prize to the person with the longest list. Then discuss the discrepancies between team member’s perspectives and your own.
It’s More than Game
A good example of the drive toward excellence can be found in Jack lambert, former Pittsburgh Steeler linebacker. He had strong feelings about the competition and used those feelings to spur himself to win. “If we lose,” he once revealed, ‘It could affect my livelihood. It’ not just a game to me”.
Attack ComplacencyReliving past successes produces feel-good emotions. Such emotions are important for maintaining interest and momentum. If you rest on your laurels, however, you cannot advance the action. Leaders attack complacency. They challenge themselves and others to better their personal best. They bring an intensity to their work. They know good enough seldom is. From the world spanned by golden arches comes a good example of competing against yourself. McDonald’s engages in corporate introspection. Ed Rensi, a high-ranking executive with the firm, spends several days a week visiting the various locations. As he “walks the walk and talks the talk,” he learns what’s important to employees. He also learns what’s important to customers, rewarding them with free food in exchange for their honest opinions. You can do the same. Attack the complacency that feel-good moments can breed by inviting opinions from those directly and indirectly involved with the work you do. The invitation can be formal or informal, oral or written, directed to small groups or large. When Motorola opened its semiconductor facility in Kuala Lumpur in the early ‘90s, it also began a program to improve productivity. This “I recommend” program encouraged ideas from employees. In return management promised a reply within three days. The first year found the work force of 5,000 making 8,000 recommendations. The next year, that number doubled. Imagine how your organization could benefit if each employee were averaging three ideas a year or more Of course, such programs work only if you are working: if the ideas are floating into a bureaucratic black hole, employees will soon lose faith in your leadership. Staff meetings provide another way to motivate others to ongoing achievement. Before your next meeting begins, ask your team, “what do we need to do better?” Award a token prize to the person with the longest list. Then discuss the discrepancies between team member’s perspectives and your own.
It’s More than Game
A good example of the drive toward excellence can be found in Jack lambert, former Pittsburgh Steeler linebacker. He had strong feelings about the competition and used those feelings to spur himself to win. “If we lose,” he once revealed, ‘It could affect my livelihood. It’ not just a game to me”.
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History, Alex. ธีรเดช metha วรายุทธ
Name: ธีรเดช metha วรายุทธ
nickname: Alex
birthday: 15 September 2532
study. : secondary assumption
degree: Sports Science, Chulalongkorn University
.History, Alex. ธีรเดช metha วรายุทธ
Name: ธีรเดช metha วรายุทธ
nickname: Alex
birthday: 15 September 2532
study. : secondary assumption
degree: Sports Science, Chulalongkorn University
.History, Alex. ธีรเดช metha วรายุทธ
Name: ธีรเดช metha วรายุทธ
nickname: Alex
birthday: 15 September 2532
study. : secondary assumption
degree: Sports Science, Chulalongkorn University
.History, Alex. ธีรเดช metha วรายุทธ
Name: ธีรเดช metha วรายุทธ
nickname: Alex
birthday: 15 September 2532
study. : secondary assumption
degree: Sports Science, Chulalongkorn University
.History, Alex. ธีรเดช metha วรายุทธ
Name: ธีรเดช metha วรายุทธ
nickname: Alex
birthday: 15 September 2532
study. : secondary assumption
degree: Sports Science, Chulalongkorn University
.History, Alex. ธีรเดช metha วรายุทธ
Name: ธีรเดช metha วรายุทธ
nickname: Alex
birthday: 15 September 2532
study. : secondary assumption
degree: Sports Science, Chulalongkorn University
.History, Alex. ธีรเดช metha วรายุทธ
Name: ธีรเดช metha วรายุทธ
nickname: Alex
birthday: 15 September 2532
study. : secondary assumption
degree: Sports Science, Chulalongkorn University
.
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