Comments for The Practical Leader http://www.jimclemmer.com/blog Practical Leadership and Management Tools Tue, 24 Aug 2010 01:46:16 +0000 http://wordpress.org/?v=2.9.1 hourly 1 Comment on Are You a High Potential? Should You Tell Others If They Are? by High Potentials – to tell or not to tell « mick's leadership blog http://www.jimclemmer.com/blog/2010/08/19/are-you-a-high-potential-should-you-tell-others-if-they-are/comment-page-1/#comment-1225 High Potentials – to tell or not to tell « mick's leadership blog Tue, 24 Aug 2010 01:46:16 +0000 http://www.jimclemmer.com/blog/?p=1420#comment-1225 [...] issue today, I came across a very recent post by longstanding colleague and leadership experts an Jim Clemmer. His analysis of whether we should actually tell people they are “high potential” adds [...] [...] issue today, I came across a very recent post by longstanding colleague and leadership experts an Jim Clemmer. His analysis of whether we should actually tell people they are “high potential” adds [...]

]]> Comment on Review of The Extraordinary Coach: How the Best Leaders Help Others Grow by Jack Zenger and Kathleen Stinnett by lynne q http://www.jimclemmer.com/blog/2010/06/10/review-of-the-extraordinary-coach-how-the-best-leaders-help-others-grow-by-jack-zenger-and-kathleen-stinnett/comment-page-1/#comment-1214 lynne q Sat, 14 Aug 2010 10:55:47 +0000 http://www.jimclemmer.com/blog/?p=1299#comment-1214 An extraordinarily interesting book that any coach and even clients should have to experience the insights of a brilliant mind. It is a treasure in this profession/career. An extraordinarily interesting book that any coach and even clients should have to experience the insights of a brilliant mind. It is a treasure in this profession/career.

]]> Comment on The Fun Factor: Steps to Making Work Engaging and Rewarding by Sam Sabau http://www.jimclemmer.com/blog/2010/07/27/the-fun-factor-steps-to-making-work-engaging-and-rewarding/comment-page-1/#comment-1213 Sam Sabau Fri, 13 Aug 2010 15:26:21 +0000 http://www.jimclemmer.com/blog/?p=1381#comment-1213 This is very good and makes work light hearted. But does it motivate a worker to be more productive or it limits his/her commitment just to the fun events! This is very good and makes work light hearted.
But does it motivate a worker to be more productive or it limits his/her commitment just to the fun events!

]]> Comment on Five Common Team Building Pitfalls and Traps by Brock Criger http://www.jimclemmer.com/blog/2010/07/29/five-common-team-building-pitfalls-and-traps/comment-page-1/#comment-1212 Brock Criger Fri, 13 Aug 2010 15:10:50 +0000 http://www.jimclemmer.com/blog/?p=1386#comment-1212 Jim I enjoyed reading your Five Common Team Building Traps. In my career, I have been a victim of all five of these team building traps to some extent. I found “What the Top Orders the Middle to do for the Bottom” and “Meeting Madness” particularly on-target. My experience has been that good employees won’t stay with an employer that tolerates these traps. By naming and describing the traps, you help to arm managers like me to be aware of them and steer clear. Thanks for the Leader Letter. BROCK CRIGER Manager | Development Services Public Works | Region of Peel Jim

I enjoyed reading your Five Common Team Building Traps. In my career, I have been a victim of all five of these team building traps to some extent. I found “What the Top Orders the Middle to do for the Bottom” and “Meeting Madness” particularly on-target. My experience has been that good employees won’t stay with an employer that tolerates these traps. By naming and describing the traps, you help to arm managers like me to be aware of them and steer clear. Thanks for the Leader Letter.

BROCK CRIGER
Manager | Development Services
Public Works | Region of Peel

]]> Comment on The Why Generation: Engage Today’s Workers as Change Partners or Watch Them Turn Off Customers by The Why Generation: Engage Today’s Workers as Change Partners or Watch Them Turn Off Customers « mick's leadership blog http://www.jimclemmer.com/blog/2010/08/05/the-why-generation-engage-today%e2%80%99s-workers-as-change-partners-or-watch-them-turn-off-customers/comment-page-1/#comment-1207 The Why Generation: Engage Today’s Workers as Change Partners or Watch Them Turn Off Customers « mick's leadership blog Mon, 09 Aug 2010 08:20:33 +0000 http://www.jimclemmer.com/blog/?p=1396#comment-1207 [...] Why Generation: Engage Today’s Workers as Change Partners or Watch Them Turn Off Customers From Jim Clemmer’s blog [...] [...] Why Generation: Engage Today’s Workers as Change Partners or Watch Them Turn Off Customers From Jim Clemmer’s blog [...]

]]> Comment on Five Common Team Building Pitfalls and Traps by Leadership Do’s and Don’ts http://www.jimclemmer.com/blog/2010/07/29/five-common-team-building-pitfalls-and-traps/comment-page-1/#comment-1186 Leadership Do’s and Don’ts Mon, 02 Aug 2010 12:36:00 +0000 http://www.jimclemmer.com/blog/?p=1386#comment-1186 [...] Jim Clemmer writes about team building pitfalls [...] [...] Jim Clemmer writes about team building pitfalls [...]

]]> Comment on Avoid Motivation Madness: Little Rewards and Small Recognition Can Produce Big Payoffs by Derek Irvine, Globoforce http://www.jimclemmer.com/blog/2010/04/20/avoid-motivation-madness-little-rewards-and-small-recognition-can-produce-big-payoffs/comment-page-1/#comment-1085 Derek Irvine, Globoforce Thu, 17 Jun 2010 20:10:24 +0000 http://www.jimclemmer.com/blog/?p=1223#comment-1085 Thanks for highlighting the Globoforce article in Fortune. To Allen's point in the comment above, Dan Pink doesn't disagree with the use of frequent, timely recognition -- especially in pursuit of Mastery (part 2 of his Autonomy, Mastery and Purpose) and explaining of purpose. In fact, I had the opportunity to host a webinar with Dan on just this topic. If you'd like to hear what he really thinks about recognition (and it's good), then request the webinar here: http://globoforce.blogspot.com/2010/02/globoforcedan-pink-webinar-available.html Thanks for highlighting the Globoforce article in Fortune. To Allen’s point in the comment above, Dan Pink doesn’t disagree with the use of frequent, timely recognition — especially in pursuit of Mastery (part 2 of his Autonomy, Mastery and Purpose) and explaining of purpose. In fact, I had the opportunity to host a webinar with Dan on just this topic. If you’d like to hear what he really thinks about recognition (and it’s good), then request the webinar here: http://globoforce.blogspot.com/2010/02/globoforcedan-pink-webinar-available.html

]]> Comment on Reconnecting with Jack Zenger as Guest Blogger: “The Motivation Myth That Won’t Go Away” by Review of The Extraordinary Coach: How the Best Leaders Help Others Grow by Jack Zenger and Kathleen Stinnett – The Practical Leader http://www.jimclemmer.com/blog/2010/05/20/reconnecting-with-jack-zenger-as-guest-blogger-%e2%80%9cthe-motivation-myth-that-won%e2%80%99t-go-away%e2%80%9d/comment-page-1/#comment-1078 Review of The Extraordinary Coach: How the Best Leaders Help Others Grow by Jack Zenger and Kathleen Stinnett – The Practical Leader Thu, 10 Jun 2010 06:02:59 +0000 http://www.jimclemmer.com/blog/?p=1267#comment-1078 [...] with Jack on and off since 1981. You can read more about our relationship from my blog post “Reconnecting with Jack Zenger as Guest Blogger: ‘The Motivation Myth That Won’t Go Away’.” Clearly they’ve co-authored this book because of the strong alignment of their style, [...] [...] with Jack on and off since 1981. You can read more about our relationship from my blog post “Reconnecting with Jack Zenger as Guest Blogger: ‘The Motivation Myth That Won’t Go Away’.” Clearly they’ve co-authored this book because of the strong alignment of their style, [...]

]]> Comment on Implementing IT Systems: “Change Management” Is Usually Too Narrow and Unbalanced by Anil Bhandari http://www.jimclemmer.com/blog/2010/05/04/implementing-it-systems-%e2%80%9cchange-management%e2%80%9d-is-usually-too-narrow-and-unbalanced/comment-page-1/#comment-1071 Anil Bhandari Thu, 03 Jun 2010 06:37:34 +0000 http://www.jimclemmer.com/blog/?p=1243#comment-1071 In most of the organizations , senior level managers engaged in formulation of the policies and deciding the startegies of their implementation percieve the front line supervisors and managers as a group of employees engaged only in meeting daily targets and other routine jobs and so incapable of giving new ideas and thus biggest hurdle in the change process.So solutions whether technical or system based considered to be the best for the organization are decided at the highest level and imposed.Some of the middle level managers see it as an opportunity to get personal gain and so wholeheartedly support such changes and try to become the real implementors.Front line supervisors and managers seeing no escape route at this stage fall in lne though reluctantly.The result is half hearted implementation and signs of failure are visible even before it's implementation is complete.However the managers who were strong supportors of the change try their best to project to the management that it was really a success story barring some initial difficulties and the same will be taken care after some time when the front line supervisors and managers become more conversant with it.At this stage also the views of the real users are totally ignored and percieved to be mental blocks and nothing else.Ultimately if the new system is on the technical side it becomes an ideal asset or if it is on the system/procedure side it creates more problems in working and so after some time taken out of practice and dies it's natural death.The cycle repeats itself after some time when another new system/technical improvement is considered to be the best and enforced. However with proper involvement of the front line managers,supervisors and workmen the challenges faced by the organization can be converted into big buisness opportunities, if the necessaty changes are decided by consensus and implemented.Front line managers , supervisors and workman will be always willing to be part of the change process if they are able to see the improvements such changes will bring in their working conditions so that they can contribute more effectively in meeting the organizational goals. In most of the organizations , senior level managers engaged in formulation of the policies and deciding the startegies of their implementation percieve the front line supervisors and managers as a group of employees engaged only in meeting daily targets and other routine jobs and so incapable of giving new ideas and thus biggest hurdle in the change process.So solutions whether technical or system based considered to be the best for the organization are decided at the highest level and imposed.Some of the middle level managers see it as an opportunity to get personal gain and so wholeheartedly support such changes and try to become the real implementors.Front line supervisors and managers seeing no escape route at this stage fall in lne though reluctantly.The
result is half hearted implementation and signs of failure are visible even before it’s implementation is complete.However the managers who were strong supportors of the change try their best to project to the management that it was really a success story barring some initial difficulties and the same will be taken care after some time when the front line supervisors and managers become more conversant with it.At this stage also the views of the real users are totally ignored and percieved to be mental blocks and nothing else.Ultimately if the new system is on the technical side it becomes an ideal asset or if it is on the system/procedure side it creates more problems in working and so after some time taken out of practice and dies it’s natural death.The cycle repeats itself after some time when another new system/technical improvement is considered to be the best and enforced.
However with proper involvement of the front line managers,supervisors and workmen the challenges faced by the organization can be converted into big buisness opportunities, if the necessaty changes are decided by consensus and implemented.Front line managers , supervisors and workman will be always willing to be part of the change process if they are able to see the improvements such changes will bring in their working conditions so that they can contribute more effectively in meeting the organizational goals.

]]> Comment on Reader Reflections on Frantic Busyness, Priority Overload, and The Acceleration Trap by Another Study on Slowing Down to Speed Up – The Practical Leader http://www.jimclemmer.com/blog/2010/05/25/reader-reflections-on-frantic-busyness-priority-overload-and-the-acceleration-trap/comment-page-1/#comment-1070 Another Study on Slowing Down to Speed Up – The Practical Leader Thu, 03 Jun 2010 06:02:13 +0000 http://www.jimclemmer.com/blog/?p=1272#comment-1070 [...] “Reader Reflections on Frantic Busyness, Priority Overload, and The Acceleration Trap” [...] [...] “Reader Reflections on Frantic Busyness, Priority Overload, and The Acceleration Trap” [...]

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