Having one-on-one meetings is a simple strategy and just plain common sense—but it’s not common practice, according to polling we conducted together with Training magazine earlier this year. When we asked people what they wanted out of their one-on-ones with their immediate supervisor, we discovered managers aren’t making time to meet with their direct reports on a regular basis—and when they do meet, they aren’t using the time effectively. (See infographic.) Continue reading
I was talking with some friends at a recent morning men’s group. Our focus was on the importance of being connected to other people and what it means. We came up with five things we think help you really get connected to others—at work, and in all aspects of life. How would you rate yourself in these five areas?
- Listen more than you speak. We talked about listening a lot. If God wanted you to speak more than listen, he would have given you two mouths!
- Praise other people’s efforts. This one has always been so important to me. Catch people doing things right. That really helps you get connected with people.
- Show interest in others. It’s not all about you. Find out about people and their families and learn about what’s happening in their lives.
- Be willing to share about yourself. In our book Lead with LUV, my coauthor and former Southwest Airlines president Colleen Barrett said that people admire your skills but they really love your vulnerability. Are you willing to share about yourself? I think being vulnerable with people is really important.
- Ask for input from others—ask people to help you. People really feel connected if they can be of help to you. Continue reading
I’ve written more than a few books over the years, but I still get excited when a new one comes out. We’ve just released a new book I coauthored with Cynthia Olmstead and Martha Lawrence called Trust Works! Four Keys to Building Lasting Relationships. We think it will make a difference in people’s lives while giving them a smile.
The first part of the book is written as a parable about a dog and a cat and how they learn to trust each other. It’s interesting—we asked people for feedback on one of our first drafts, and some dog lovers were offended because it seemed as if the dog had to do all the work to get the trust from the cat. We realized that we needed to emphasize that trust is a two-way street. So in our finished story, not only is the dog trying to get the cat to trust him, but the cat has to get the dog to trust her too. Of course, the story is a metaphor for any relationship where people need to create and build trust with one another. Readers will be able to apply it to their working relationships as well as their relationships with family and friends.
Cindy Olmstead spent years developing the wonderful ABCD Trust Model™ we use in the second part of the book to highlight the four behaviors that need to be present in order to build trust. If even one of these behaviors is absent, trust erodes.
First, you have to prove that you’re Able. You are competent to solve problems and get results. You strive to be the best at what you do and you use your skills to help others.
Next, you have to be Believable. You act with integrity and honesty. You show respect for others, admit your mistakes, keep confidences, and avoid talking behind others’ backs.
You also have to be Connected. You care about others, which includes showing interest, asking for input, and listening. You praise the efforts of others and share information about yourself.
Finally, you need to be Dependable. You do what you say you will do. You are organized and responsive. People know you will follow up and be accountable.
How would you assess your trustworthiness in these four key areas? Go to http://www.trustworksbook.com and take the self-assessment. While you’re at it, ask the people you work with to evaluate you as well.
That’s how I learned that my lowest score in these four areas was in the Dependable category. What an eye opener! I never thought of myself as undependable but since my executive team and I understood the four factors, we were able to have that conversation and zero in on the problem. Turns out that my desire to please everyone showed up in real life as a tendency to over-commit myself—which resulted in people ultimately being disappointed because I couldn’t meet their expectations.
Using the ABCD Trust Model™, my team came up with a great solution for me. Now when opportunities come up, instead of saying yes without thinking, I hand out my executive assistant’s card so she can make sure I have the time and resources to follow through. As a result, my Dependable score has soared!
In most organizations, trust issues are simply avoided until they reach a breaking point. You can’t just assume that trust will grow over time—sometimes the exact opposite happens.
Trust is hard to define. You can tell when it’s absent—but how do you create it and build it when it doesn’t exist? Trust Works! provides a common language for trust—and essential skills for building, repairing, and sustaining it. Building trust is one of the most needed skills for leaders today. Don’t leave trust to chance in your organization.
This has been a tough time for me, losing great friends like Steve Covey, Zig Ziglar, and now my friend and mentor, Paul Hersey.
I met Paul in 1966 when I worked at Ohio University as the assistant to the Dean of the College of Business, Harry Evarts. It was my first job out of my doctoral program. Paul was chairman of the Management department. The reason I took an administrative job was because all of my professors had told me if I wanted to work at a university, I should be an administrator since I couldn’t write. They thought it would be hard for me to be a professor due to the well-known adage “If you don’t publish, you perish.”
When I got to campus, though, Dean Evarts told me he wanted me to teach a course like all the rest of his assistants had done. I had never thought about teaching. He put me in Paul Hersey’s department and Paul gave me a basic management course to teach. After a couple of weeks of teaching, I came home and told my wife Margie, “This is what I ought to be doing. This is great. I should be a teacher.”
She said, “What about the writing?”
I said, “I don’t know. I’ll have to work something out.”
I had heard that Paul taught a fabulous course on leadership, so in December 1966 I went up to him in the hall and told him I’d love to sit in on his class the following semester.
He said to me, “Nobody audits my course. If you want to take it for credit, you’re welcome to do that.” Then he walked away.
I thought, That’s really something. I’ve got a Ph.D. and he doesn’t, and he wants me to take his course! So I went home and told Margie about it.
She said, “Is he any good?”
I said, “He’s supposed to be fabulous.”
She said, “Then get your ego out of the way and take his course!”
I had to convince the registrar to let me into the course, since I already had a Ph.D. So I took the course and wrote the papers.
In June 1967, after the course was over, Paul came into my office and said, “Ken, I’ve been teaching leadership for ten years and I think I’m better than anybody. But I can’t write. I’m a nervous wreck because they want me to write a textbook. I’ve been looking for a good writer like you to write it with me. Would you do it?”
I laughed and said, “We ought to be some team. You say you can’t write and I’ve been told I’m not able to. Let’s do it!”
So Paul and I sat down and wrote Management of Organizational Behavior: Utilizing Human Resources. It recently came out in its 10th edition and it sells more today than it ever has. It’s been a wonderful legacy for both of us.
That was my start as a writer. If it weren’t for Paul Hersey, I wouldn’t be doing what I’m doing today. I owe so much to him. That book introduced Situational Leadership®, a leadership model that has been taught to hundreds of thousands of students since its inception. Even though The Ken Blanchard Companies now teaches Situational Leadership® II while Paul’s company, Center for Leadership Studies, has held on to the original Situational Leadership® model, we really have been “co-petitors” instead of competitors through the years because we valued each other and the way we thought.
I’m so fortunate that Paul Hersey came into my life. I’ll miss him.
Two great men who were mentors and friends to me passed away this year—Stephen R. Covey in July and Zig Ziglar just this past week. I’d like to share a few thoughts about these wonderful guys.
Stephen Covey was a devoted husband to his wife, Sandra, and dedicated father of nine, grandfather of fifty-two, and great-grandfather of six. He was also a great friend and colleague to many, including me.
A great memory I have of Steve was when we did a session together in Salt Lake City. During my presentation, I talked about how the most popular management philosophy was “Seagull Management,” where managers don’t come around until something goes wrong—and then they fly in, make a lot of noise, dump on everybody, and fly out. That line normally got a good laugh from audiences, but not this time. Then Steve whispered to me, “Ken, the seagull is the state bird of Utah.” Oops! He later told me about the role the seagull played in Mormon history. When the early Mormons were settling in Utah and planting their fields, they were plagued by swarms of locusts that began eating all of their crops. The people thought they were going to starve to death. At one point they looked up and saw a huge cloud of seagulls flying toward them. They thought the seagulls were coming to finish off what the locusts hadn’t eaten. Instead, the seagulls ended up eating all of the locusts, saving the settlers’ harvest and their very lives. Steve even took me to the place in downtown Salt Lake City where they have a statue of a seagull.
Steve was such an inspiration and a teacher to so many. He was a giant in our field and a very special human being. His legacy here on earth will go on for years to come.
Zig Ziglar had a big impact on me. During the times we were on the platform together, he modeled for me that it was okay to share my faith as long as I wasn’t trying to convert folks. He told me, “Your faith is part of who you are, and people want to know what makes you tick and what is important in your life.”
When I was 65, I called Zig because Margie and I had been invited to the 59th Anniversary of his 21st birthday. I asked him, “Zig, are you going to retire?” I will never forget his reply: “There’s no mention of retirement in the Bible! Except for Jesus, Mary, Joseph, and David, nobody in the Bible under 80 years of age made much of an impact. I’m not retiring—I’m re-firing!” What a difference his phrase of “re-firing” has made in my life the last eight years. I quote him all the time. In fact, I’m working on a book on “re-firement” and my coauthor and I are going to dedicate the book to Zig.
One last thing I learned from Zig. He once told me, “I never met a golf game I didn’t like.” Ever since, I play a lot of N.A.T.O. golf—Not Attached To Outcome—and I enjoy the game so much more. He was an inspiration to everyone fortunate enough to meet him.
It’s always tough to lose important people in our lives. I think the best way to honor them is to make sure you reach out—today—to the people you love, and tell them how important they are. As Margie says: “Keep your I-love-yous up to date.” You’ll never regret it.