I came across this article today outlining how high-pressure expectations can lead to unethical behavior.
Study finds high-pressure expectations lead to unethical behavior
In our coaching programs, we discuss how we should set goals just outside our grasp but within our reach. We also discuss the journey to achieve our goals and how that builds our character.
But this new study does something that hasn’t been done before. It establishes a relationship between high pressure performance goals and an increased probability of unethical behavior in real-world situations…
Back when I was about to conduct my second solo program, I received an email from someone requesting to be a Dale Carnegie instructor. He wrote to me explaining that he had done some technical course development in the past and he was looking to branch out from his software background to do something new.
I had to explain to him that the requirements for being an instructor are quite involved and different from what he had already experienced. While his credentials were impressive, the Dale Carnegie leadership team would require him to undergo an intensive, 2-year coaching process aimed specifically at adult learning.
Graduations are a time of transition. A point in time when mentors, instructors, and coaches can recognize individuals for making a change in their growth or evolution.
A few weeks ago, I held my first graduation of 2017. Recently, I held my second one in Stockton. And once again, I am in awe of the unstoppable power of the human spirit and our ability to create a change when we focus our attention on what we want to achieve.
Dale Carnegie Course Modesto Graduation Highest Achievement Award
Last week I had the pleasure of performing my first Dale Carnegie Course graduation of 2017.
I enjoy program graduations because they signify a transition. Much like the transition between winter and spring, this is a time when participants recognize overlooked skills and abilities, and begin the process of their personal transformation.
Can a good manager also be a good leader? Should a leader be a strong manager? How do managers and leader differ?
The key difference between leaders and managers is leaders manage people while managers manage processes.
A successful business owner, manager or anyone responsible for leading a team needs both to be a strong leader and manager to get their team engaged in a vision that will render a successful outcome. Leadership is about getting others to understand and believe in a vision and to work to achieve goals while managing is more about administering and making sure the day-to-day things are happening as they should for the benefit of the vision.
I stumbled across this article while doing some reading on leadership for a future session in the Dale Carnegie Course and I was struck by its timelessness.
The headline says it all: Why Nearly Half of Workers Globally Could Leave Their Jobs in 2017.
I don’t know what the numbers were in the past, but this topic concerning high turnover has come up in previous years and the reasons are almost always the same: lack of leadership, poor management, lack of appreciation… It’s almost as bad as the perennial problem customers cite as their number one problem with their sales reps year after year – they talk too much and don’t listen enough!
When I originally took the Dale Carnegie Course, it was 12 weeks long and included a section on how to lead effective problem solving meetings. This exercise encompassed about 90 minutes of small group work and outlined best practices for efficiently conducting an effective meeting.
When the program changed to the tightened, 8-session version, the problem solving meeting session was moved from the Dale Carnegie Course into the Leadership Training for Managers program, focusing the exercise on individuals assuming positions of management and leadership.