Can You Have 2 Musical.Ly Accounts On The Same Phone Self Leadership and the One Minute Manager

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Self Leadership and the One Minute Manager

Self Leadership and the One Minute Manager is by Ken Blanchard, Susan Fowler, and Lawrence Hawkins. It begins with Leadership and One-Minute Manager and completes his trilogy of One-Minute Managers building high-performing teams.

Unlike most business textbooks, the One Minute Manager series is told through parables, so it feels like you’re reading a story. Self Leadership and One Minute Manager follows his executive Steve between a large corporate account and possibly a young account who is about to lose his job. The book is a quick read and the lessons are right in front of you in big bold type so you won’t miss a thing.

Essentially, Steve is promoted to account executive from a budget and finance position. In his first project of his own, he was dealing with his one of the company’s larger accounts, and his first proposal to them failed miserably. While drafting his resignation letter at a coffee shop, Steve meets Kayla, the famous stand-in for the “One Minute Manager” guru. Steve decides to follow her leadership guidance by talking to her Cayla, trying to protect her account and his job. Ultimately, he has five lessons to learn.

1: Accept responsibility for getting what you need

When Steve’s first proposal fails, he quickly begins to take responsibility. His manager gave him too much responsibility too quickly and gave him too little guidance, and his creative advertising team didn’t support him at the level he expected. , Steve realized that he wasn’t asking for any help from his manager, and that he wasn’t giving the creative team the direction and guidance they needed. People don’t mind reading. If you don’t explain, you can’t expect them to understand what you want or need. You have to take responsibility for creating the situation you’re in (whether it’s good or bad).

2: Challenge Assumed Constraints

A hypothesized constraint is a belief that limits present and future experience based on past experience. In this book, we also call this “elephant thinking”.

When the circus troupe first receives the baby elephant, they wrap chains around the elephant’s legs and secure them to large pegs deep in the ground. Baby elephants try to escape by tugging and tugging, but not strong enough to lift pegs or break chains. The elephant learns this lesson and becomes an assumed constraint. Years later, the elephant has grown up, but still cannot escape. This six-ton ​​beast of his has learned from past experience that he cannot escape, and he will not. Circus trainers say that if they learn this lesson, they can leash mature elephants.

This lesson is very clear. There’s a saying like, “Whether you think you can, or you think you can’t, you’re probably right.”

3: Point of Power

Steve originally believed that the only form of power that exists in the world of business is the power of position. His manager had power over him and he had power over those below him. What he failed to understand were the other forms of power that surrounded him within his organization. but there is certainly more to it than that.

Let’s examine the structure of many organizations today. Fifteen years ago, the manager managed 4 to 10 individuals, which allowed her to stay in touch with most of the events and operations that occurred within the workplace. But with organizational streamlining and team empowerment, there are managers overseeing literally hundreds of employees. These managers still have positional power, but no organizational power at all.

These individuals typically have little knowledge of how many specific projects work. So there is someone else who holds the power of knowledge. They also have little understanding of who their suppliers, distributors and support personnel are. Therefore, someone else will have relational power. Managers also rarely understand what needs to be done, in what order, and when. So someone else will have task power.

Steve had to learn that although he had positional power, he was still missing many of the pieces needed to put the entire puzzle together. He had to work as part of a team and make the most of the different strengths each person had to offer.

4: Development Continuum

Ken Blanchard has developed a continuum that most people believe they go through every time they start a new initiative. I believe this continuum applies to both businesses and personal businesses. On this continuum he has four stages, each categorized by level of competence and commitment. Ken goes on to say that each stage requires different types of support.

Instead of using an example from a book, let’s use my own example of learning to play the guitar. Where do I start?

at D1. This stage is defined by a high level of commitment and a low level of competence. I hear someone playing guitar around the campfire and I say to myself, “I’m going to learn that.” increase. But I sit down with my guitar and chordbook and quickly dive into what’s next.

D2. This stage is defined by low competence and low commitment. Strum the first chord on the instrument and all you get is noise. There is no music there. So I try again with the same result. Playing the guitar is going to be much more difficult than I thought. I could go wrong with this!

It is at this stage that many people give up and quit. This is when it’s important to have someone there who is very directive and very supportive. . At the D1 stage, I didn’t need anyone to motivate me (I had plenty of motivation myself), but having a strong sense of direction might have helped. It would have been nice to know what to expect and which code would be easiest to get started with.

If I can persevere and continue with the lessons, I move on to D3. At this stage, I progress to a medium proficiency level and have varying levels of commitment. Some days you can see yourself playing guitar in front of an enthusiastic campfire audience, but other days you’ll find yourself not as good as those who heard you play last summer. Maybe I’m not cut out for playing guitar and should focus on other goals instead?

You don’t need too many instructions at this stage. I am a good guitar player and can learn most things on my own, but will need a high degree of support. Someone needs to convince me I’m not too far from the light at the end of the tunnel. I just need to hang in there and the reward will come soon.

If I can endure it, I will move to D4. I have a high level of competence and a high level of commitment. You’ll learn new songs on your own as easily as you’ve never learned before. As soon as the sun goes down, people demand that they pull out their guitars for a song. I have little need for instructional or supportive coaching and find myself in a position to provide that coaching to someone else.

5: The Power of Collaboration and “I Need”

Steve had to stop making excuses and identify the strength points he had, where he was lacking, and where he was on the development continuum. From there, he was able to assess his needs and acknowledge it with those around him, Steve recognizing that he was his D2 level in account management. He needed a lot of direction and support. By acknowledging these needs to his manager and his team, he realized everyone was more than happy to help. They were all working towards the same goal and everyone wanted to succeed. All Steve needed was to work together to fill the gap for his needs.

Self Leadership and the One Minute Manager is a fun, quick read with some poignant lessons that can help people in many facets of life. In a nutshell, Blanchard describes a self-leader as “challenging supposed constraints, celebrating their strength points, and working together for success”, adding, “A leader is a Someone who can give you the support and direction you need.”

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