![]() In other words, once I had learned how to be a leader rather than a manager, I was able to open up each company to new, market-oriented possibilities and to the creative energy of its employees." - Moments of Truth, page 19Ĭarlzon goes into detail about doing away with the prestige of leadership. To do this, I learned to rely more in the frontline people, who deal with the customers, and less on my own edicts. ![]() Check out this blog for some more information about the four steps.Be a Leader, not a Manager "Rather, I succeeded because I reoriented each company toward the needs of the market it serves. Now that you have some thoughts on preparing for a moment of truth, you can learn about the four steps to use this great tool. It is about learning from the person and using their learnings to help others in the organization learn! IMPORTANT – Positive moments of truth are NOT recognition, praise, or affirmation. Examples: Exceptional performance Breakthrough thinking or actions Transformational change Order of magnitude difference.This form is about learning from the person and teaching others the process they used. The Positive Moment of Truth is used to learn from a person how they did so much better than others. Examples: Missed due dates Incomplete assignments Unacceptable quality of work Unclear goals Not supporting values, strategy, purpose Wrong orientation, spirit, attitude Lack of preparation Incomplete information, data.The Corrective Moment of Truth is, as it sounds, used to correct a person’s behavior. But there are two forms Corrective and Positive. ![]() That makes sense because we discussed missed expectations and doing something about that. When you first learn about a moment of truth, people see how it can be used to correct a person's behavior. So, the next time you are aware of unmet expectations, what will you do? Just remember, your ACTIONS imply what you VALUE! Two Types of a Moment of Truth On the other hand, if the situation is handled well, you message that you want to grow and learn, develop and improve, and have performance excellence. You create a structure that says poor performance is OKAY with the organization and me! While that is to accept, it is reality. Or, it is okay to fall short of expectations as long as there is a good excuse. If someone does not meet expectations and you say nothing or handle the situation poorly, you imply that it is OKAY to perform at less than excellent levels. That creates a structure to say nothing the next time because this one was a shipwreck. Other times, you say something, but you handle the situation poorly. It is often a combination of - "I don't want to hurt their feelings" and "I'm too busy right now." Just those two thoughts demand that you do nothing. Remember, some form of emotional conflict is one of your biggest enemies. Too often, leaders do and say nothing! That is far too common. Okay, what did you do once you knew the expectations were missed? If you have a situation in mind, you are in the first part of the moment of truth definition. It may have been a person who works for you, with you, or a family member. Now, think about a recent time when you became aware that someone did not meet the required expectations. Either you value truth and developing people, or you don't. Either you want to share the truth and pursue the best for those you lead, or you don't. Even when you decide for learning and growth, you always have the emotional conflict ready to stop you. ![]() Neither of those approaches is acceptable.Ī moment of truth is effective when leaders are aware and decide for learning and growth. Most of the time, people resort to punishing or controlling in those situations, which creates a structure of fear, not learning and growth. What if you provide clear expectations, track the progress, and know that the expectation wasn't met – AND DO NOTHING? Performance excellence does not develop from that structure unless you have highly self-governing individuals. And, if you don't do that with the people you lead, you are not performing a critical part of your job as a leader. That clarifies any difference between what they deliver and the original expectation is easy to recognize.īoth of those elements are extremely simple, but they take a leader's time and effort. You also make sure that you clearly state the expectation or the end result of their work. The first part, Awareness, means that you pay attention to the goals and work of the people you work with or lead. Note the two parts - Awareness and Decision. ![]()
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