Special thanks to Cindy McCahon and Susan Jacobs for introducing me to this mind-flipping snippet presented by Team Builders Plus.
Your turn: Please click here to share one word that describes your reaction to this video.
I love this article by WordPress blogger, LeadershipFreak:
Stretched, Not Crushed
Every time things start going wrong we look to the leader for solutions. Beware! The pressure to provide solutions crushes leaders. When solutions come from the top, organizations crumble from the bottom.
A C-level leader recently said, “When I wake up stressed out over problems in the night, I know I’ve forgotten it’s about the team. Things go better when I include others.”
Stretching others: Leaders who can’t ask people to do hard things can’t get hard things done. Meaningful contributions require deep commitment and effort. Weak leaders assume others can’t or won’t step up. They rule out before they ask.
Ruling out: That’s too hard for them. Making it easy prevents people from stepping up. Give people the opportunity to do hard things. I’m not suggesting you intentionally make things hard for others.
- They already contribute so much. Translation, they can’t make meaningful contribution in new areas.
- They wouldn’t be interested.
- They’re too valuable where they are. If anyone says that to you, update your resume’.
The big ask: The big ask is about values before programs. Programs, methods, and techniques are small things when compared with the power of shared values. Align shared values before making the big ask.
It’s the team:
Carrying the load alone crushes;
carrying the load together stretches.Shared values are magnetic; they pull people together. Success is always about people before it’s about programs and initiatives. People committed to shared values make deep commitments to each other. Connections sustain and energize when things get hard. Blame separates and defeats.
How do you ask others to do hard things?
What should be in place before you ask for deep commitments?
via Stretched not Crushed, by LeadershipFreak
A man sat at a metro station in Washington, DC and started to play the violin; it was a cold January morning. He played six Bach pieces for about 45 minutes. During that time, since it was rush hour, it was calculated that thousand of people went through the station, most of them on their way to work. Three minutes went by and a middle-aged man noticed there was musician playing. He slowed his pace and stopped for a few seconds and then hurried up to meet his schedule.
A minute later, the violinist received his first dollar tip: a woman threw the money in the till and without stopping continued to walk.
A few minutes later, someone leaned against the wall to listen to him, but the man looked at his watch and started to walk again. Clearly he was late for work.
The one who paid the most attention was a 3 year old boy. His mother tagged him along, hurried but the kid stopped to look at the violinist. Finally the mother pushed hard and the child continued to walk turning his head all the time. This action was repeated by several other children. All the parents, without exception, forced them to move on.
In the 45 minutes the musician played, only 6 people stopped and stayed for a while. About 20 gave him money but continued to walk their normal pace. He collected $32. When he finished playing and silence took over, no one noticed it. No one applauded, nor was there any recognition.
No one knew this, but the violinist was Joshua Bell, one of the best musicians in the world. He played one of the most intricate pieces ever written, with a violin worth 3.5 million dollars.
Two days before his playing in the subway, Joshua Bell sold out at a theater in Boston and the seats average $100.
This is a real story. Joshua Bell playing incognito in the metro station was organized by the Washington Post as part of an social experiment about perception, taste and priorities of people. The outlines were: in a commonplace environment at an inappropriate hour: Do we perceive beauty? Do we stop to appreciate it? Do we recognize the talent in an unexpected context?
One of the possible conclusions from this experience could be:
If we do not have a moment to stop and listen to one of the best musicians in the world playing the best music ever written, how many other things are we missing?
Credits: Joshua Bell experimented for Gene Weingarten’s story in The Washington Post: http://wpo.st/-vP (Video by John W. Poole)
How might you “stop and listen” differently in your world today?
In his Harvard Business Review blog post, Tony Schwartz shares The Magic of Doing One Thing at a Time, asking:
Why is it that between 25% and 50% of people report feeling overwhelmed or burned out at work?
It’s not just the number of hours we’re working, but also the fact that we spend too many continuous hours juggling too many things at the same time.
What we’ve lost, above all, are stopping points, finish lines and boundaries. Technology has blurred them beyond recognition. Wherever we go, our work follows us, on our digital devices, ever insistent and intrusive. It’s like an itch we can’t resist scratching, even though scratching invariably makes it worse.
Multitasking saps individuals and organizations of effectiveness AND energy. And it is a vicious cycle, tied up with task prioritization, deadlines, work overload, work-life balance, and many other familiar topics around human performance. Doing one thing at a time can be the secret both to personal effectiveness and successful project management.
The downfall of multi-tasking comes from task switching. I am not particularly interested in aspects of walking and chewing gum, or driving while talking on the phone. Multitasking in the business context means working on multiple tasks “at once.” Or as we know, having a big pile of work and being forced to SWITCH between them without ever getting them done. Throw on top of it the problem of interruptions and too-many-meetings, and you get a great ball of nothing-gets-done.
Here are three behaviors Schwartz says will help you set your boundaries:
1. Do the most important thing first in the morning, preferably without interruption, for 60 to 90 minutes, with a clear start and stop time. If possible, work in a private space during this period, or with sound-reducing earphones. Finally, resist every impulse to distraction, knowing that you have a designated stopping point. The more absorbed you can get, the more productive you’ll be. When you’re done, take at least a few minutes to renew.
2. Establish regular, scheduled times to think more long term, creatively, or strategically. If you don’t, you’ll constantly succumb to the tyranny of the urgent. Also, find a different environment in which to do this activity — preferably one that’s relaxed and conducive to open-ended thinking.
3. Take real and regular vacations. Real means that when you’re off, you’re truly disconnecting from work. Regular means several times a year if possible, even if some are only two or three days added to a weekend. The research strongly suggests that you’ll be far healthier if you take all of your vacation time, and more productive overall.
According to Schwartz,
A single principle lies at the heart of all these suggestions. When you’re engaged at work, fully engage, for defined periods of time. When you’re renewing, truly renew. Make waves. Stop living your life in the gray zone.
Here’s to living in black and white…and may the force of singular focus be with you!
Let your ideas breathe…Objects in a composition need to breathe. White space offers an airy canvas stage on which the parts of your design can freely dance. Just ask Mark Boulton, graphic designer and writer from the UK. Here’s my favorite part about Mark’s view on white space:
“Whitespace is often used to create a balanced, harmonious layout. One that just “feels” right. It can also take the reader on a journey through the design in the same way a photographer leaves “looking room” in a portrait shot by positioning the subject off the center of the frame and having them looking into the remaining space.”
Check out this slide show by Brand Autopsy to see some compelling use of white space.
Now, how can you use white space in your next design, web page, slide deck or thank you note to make a bold statement?
Looking forward to [the spaces between] your ideas,
Susan Hendrich
Susan E. Hendrich 