The Simple Secret to Making Better Decisions: Tap into the power of triads

January 14, 2014

Check out the article at http://viewer.zmags.com/publication/738edaa8#/738edaa8/8


3 Tips for Great Management

December 13, 2013

I am so proud of my daughter who has been my best student—brings real issues, listens, takes action, and reports what happens. Here is what she wrote in her blog. Please follow her at https://twitter.com/mwdejesus

Dear Fellow Managers,

We suck. Before you curse me and defend yourself, I say this out of love—and it applies to me as well. As a group (supervisors, managers) we are ineffective.  For the most part we have been on the job for TEN years before we get any specific leadership training. For years we often are winging it or maintaining crappy systems that our own untrained managers created.

We can’t be afraid to learn what we don’t know OR be critical of what we are doing.

It takes a lot of courage to look at ourselves and see where we are failing.  The higher up you go the harder it gets—but the results are that more powerful.

Read the rest at http://www.mwdejesus.com/2013/12/11/3-tips-for-great-management/



Three Actions You can Take to Create Better Leaders on Your Team

December 1, 2013

TeamAre you challenged with people that are not performing to your expectations? Do you feel that your employees are not doing all they could? Maybe it is caused by your mid-level managers.

Authors Marcus Buckingham and Curt Coffman said in their book, First Break All the Rules: What The Worlds’ Greatest Managers Do Differently, that people don’t leave jobs, they leave managers.

A survey of 2000 workers by management consultants Orion Partner found that almost half (47%) said “their managers made them feel threatened.”

It is no wonder why we have such a high percentage of Stage Two cultures. (Stage Two is a private conversation that “my life sucks”). My life would suck too if I felt threatened by my manager.

Why do managers behave this way? I believe that most don’t know better. A survey of 17,000 leaders found that “Average age for their first leadership training was 42, about 10 years after they began supervising people, and almost 20 years after they started experiencing leadership in organizations.” (Zenger/Folkman)

We are failing to train the very people that are responsible for our success.

What can you do?

  1. Offer leadership training. Organizations like Vistage offer training for Key Executives in addition to CEOs.
  2. Read books as a leadership team and review the principles. Some of my favorites are the following:
  1. Watch videos & TED talks and discuss as a group. These are some excellent ones:
    1. Dan Pink: The puzzle of Motivation
    2. Simon Sinek: How great leaders inspire action
    3. David Logan: Tribal leadership
    4. Vishen Lakhiani: World’s Greatest Workplace

The Enemy of Openness by Mark Taylor at TEDxTimesSquare

May 7, 2013

Key Points:

  • There is an enemy bouncing in our heads. It’s the enemy of openness “We think we’re open, but we’re not.”
  •  Openness is the grand illusion.
  • Social psychologists tell us the brain is wired for self-justification.
    • Biologists say that we cannot tell a perception from hallucination.
    • The only way we know that we’re not delusional is through feedback But here is the catch— with just two people, we still don’t know.  I see black and you see white—who is right?

When we have a dyadic relationship, perception is inherently unstable; especially when we disagree or have a difference of opinion.

We get stuck. We argue. We get defensive.

One person is right and the other wrong. The idea is good or bad.  Notice that we like people who agree with us and dislike those who don’t.

But openness is being able to listen when we don’t agree. How can we overcome this biological blindness?

The answer is the Power of Triads—two vs three.

A 12 year study of 24,000 people concluded 76% of work relationships are ineffective. (Tribal Leadership 2008)

That’s 3 out of 4 people who are being challenged at work – by dyadic relationships. What’s interesting is that the other 24% had a 3-5 times increase in productivity, less stress, & more fun. They also had one unique characteristic. They did not meet in dyads.” They met in groups of three. They used the power of triads.

A sandbox with two children and one toy—what happens? They fight.  “It’s mine!” Add a third child to our sandbox and the dynamic changes. We build a sand castle together.

This is the power of Triads. Three people working together on a common project. There is a shift from mine to ours.

Triads defeat the enemy of openness; Triads pull us from being stuck in the mud of dyads.

 Triads move us and others into action.

To create a “we” takes three.

So, the next time you get stuck in a sandbox with just one other person—remember the Power of Triads.


Tribal Leadership Stage Two is its Not My Fault

April 1, 2013


The book, Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization is the result of a 10 year study of over 24,000 people. Authors Dave Logan, John King, and Halee Fischer-Wright recognized strategies failed 70 percent of the time. In their inquiry as to why this occurred, they discovered Peter Duckers’ statement that “culture eats strategy for breakfast” was true. A big reason is what we call Stage Two culture–25% of the workforce

At Stage Two, the language you hear is a theme of “My life sucks.” As you can imagine, it is not a productive stage.

This two minute video is hilarious!


Talk2Brazil Radio Show Interviews Mark Taylor about Vistage, Tribal Leadership, Triads, & the US Economy

January 17, 2012

Talk 2 Brazil is the world´ s only English language talk program on business in and with Brazil and is broadcast through LA Talk Radio, Los Angeles California. The audience is international business oriented, native and non native English speakers, mostly in the US, but also Europe, Asia and Brazil. Here is a link to the interview.

In the interview, we talked about what Vistage is and how the economy is doing in the United States. We also talked about Tribal Leadership, triads, and culture.


The One Thing That Makes the Difference between Success and Failure

November 26, 2011

Through her work as a psychologist at Stanford University, Carol Dweck has been able to identify the one thing that makes the difference between success and failure. In her book, Mindset: The New Psychology of Success, she says there are two mindsets you can have in this world, and the one you choose will make all the difference.

  1. GROWTH MINDSET
  • Learning: Growth-mindsetters view every day and experience as a learning opportunity, not a stage to prove themselves.
  • Effort: Growth-mindsetters believe they can change anything if enough effort is put in.
  • Passion: Growth-mindsetters have passion for the things that they devote their effort to.
  • Process: Growth-mindsetters master the processes that put them on the path to success.
  1. FIXED MINDSET
  • Talent: Fixed-mindsetters believe that accomplishment comes through talent.
  • Judgment: Fixed-mindsetters believe that each situation is a stage for judgment.
  • Fragile: Fixed-mindsetters are fragile if that judgment is negative.
  • Looking good: Fixed-mindsetters are more interested in looking good than in learning and growing.

There are many ways to divide the world. Benjamin Barber – an eminent sociologist – says,

“I don’t divide the world into the weak and the strong, or the successes and the failures, those who make it or those who don’t. I divide the world into learners and non-learners.”

This is at the heart of Dweck’s argument. The learners believe that they have the ability to change, and set about learning what they need to do in order to make the change a reality. The non-learners, on the other hand, are quite clear about the fact that “things are the way they are” and that there’s no sense in trying to change them.

There are things that you as a leader can do to help create this mindset in the workplace. The most powerful thing you can do in this situation is always ask what a person is learning. Don’t focus on the success or failure of their work directly, but focus on what they learned through the experience. Fixed mindset people have trouble thinking this way, because to them, that’s not what it’s about. It’s about winning and losing – and looking good or not. However, you should make it clear to them that the only way they will achieve the success they are looking for is by learning. If they want that bonus, raise or promotion, they’ll earn it by proving that they are learning in growing. Of course, this takes more time and effort on your part. You can’t focus only on the numbers and results – you have to focus on the process in how they get there. It’s hard work, but to have a team full of growth-mindset people is the only way to achieve long-term success.

As you go off into your day now, ask yourself the question – which mindset do you choose?


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