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Maset News

Volume 16  July 18, 2002

Introduction
Message From Charles Loew
Comments From Our Readers
New On The Maset Web Site
Helpful Hints from fellow Practitioners
New Truths on Quality
Top Ten List
Feature Of This Issue
Second Feature Of This Issue
Housekeeping

INTRODUCTION:

Welcome to MASET News. A monthly publication dedicated to the communication between MASET and our many interested friends, customers and potential customers

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MESSAGE FROM CHARLES LOEW:

This month we have added Coaching and Communication Enrichment to our product offerings. With the line between personal and business life blurring, coaching is fast becoming an essential for over-burdened business professionals. Coaches support individuals in doing more than they would on their own, helping them set better goals and focus on what matters most - resulting in immediate performance improvement in both professional and personal endeavors.

With Communication Enrichment, people globally have discovered they can experience greater success and power in their personal and professional lives by learning and applying the principles of Process Communication, a model of communication with a firm behavioral, management and interaction foundation. Based on Dr. Taibi Kahler's award-winning scientific discovery, the Process Communication Model© (PCM) is currently being used successfully as a management tool, as a vehicle to improve salesmanship, as a powerful marketing survey tool, as a dynamic tool for written communication, and as a potent mentoring and learning tool. PCM offers a means of diagnosing individual behaviors within minutes and accurately applying methods to understand, motivate, and communicate more effectively with others.


In this month's "Top Ten List", I have chosen to begin a three-part list. I am a great admirer of Southwest Airlines and find many very valuable lessons in that organization. They are Total Customer Focused and have developed many superb Management Ideas and policies. In this issue, you can read the first ten Southwest Airlines nuggets. Let me know how many you can apply to your organization.


This month's first feature article covers the ten principals that a true leader possesses. We have many managers in the world today, but very few true leaders. The principles described by Trudy Evans help us to better understand the difference between Leaders and Managers. I hope that by starting to adopt some of these traits you can move towards becoming a leader in your field or in other pursuits.


The second feature article identifies why sincerity in the way you act and communicate IS so important. This ties directly to the last four principles that are discussed in the first feature article. Communications is an extremely essential and valuable component of an effective and admired leader.


Just a reminder that we are always looking for new individuals to add to the MASET NEWS distribution list. Please send us the e-mail addresses of any one you know who might enjoy reading this publication. E-mail addresses may be sent to Charles.Loew@masetllc.com

If you have material you would like featured or requests for specific topics in MASET NEWS, please let us know by sending us e-mail.

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COMMENTS FROM OUR READERS:

  • "....good stuff..........thanks."

  • "Although not directly involved in your industry, reading the MASET NEWS has given me some solid assistance in my managerial position in a not-for-profit agency." -New Hartford, NY
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    NEW ON THE MASET WEB SITE:

  • This month we are pleased to add two experienced consultants in the field of Coaching and Communication Enrichment. Barbara Shock and Judy Citron. - Each have over 15 years experience in these areas as well as being certified trainers and coaches.

  • We have added seven new workshops to support Communications Enrichment through the use of the Process Communication Model© Each course is designed for a specific audience. The titles of the workshops follow:

    M 749 - Process Communication Model©
    M 750 - Advanced PCM©
    M 751 - Process Selling©
    M 752 - Building Quality Teams©
    M 753 - Banking on People©
    M 754 - Quality Relations©
    M 755 - Experiencing Excellence©

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    HELPFUL HINTS FROM FELLOW PRACTITIONERS:

  • One of the greatest benefits of a seminar or meeting is the networking and discussions, which take place outside of the facilitator directed discussions. Always allow time for the participants to get together to discuss and present sub team views relevant to the program at hand.
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    NEW TRUTHS ON QUALITY:

  • Old Truth
    Some Defects are Major, Some are Minor.

  • New Truth
    All Defects are Intolerable.
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    TOP TEN LIST:

    Key Learnings in - Success in a Nutshell - some of the Southwest Airlines nuggets

    1.   Think like an entrepreneur

    2.   Create a lean organization…it's difficult to hide poor performance

    3.   Stamp out bureaucracy

    4.   Simplify communication

    5.   Stop analyzing, start taking action and act with a sense of urgency.

    6.   Make rules, systems, and procedures your servants, not your masters

    7.   Anticipate the unexpected. Practice the art of asking.."What if…"

    8.   Be flexible; bend without breaking

    9.   Focus on individuals and capabilities, not titles.

    10.   Train for skill; hire for spirit.

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    FEATURE OF THIS ISSUE:

    LEADING TO GREATNESS
    Top 10 Business Leadership Principles

    By Trudy Evans

    A true leader is one who has earned a reputation as someone whom others want to follow. Many people consider themselves leaders. However, true leadership is not thinking you're a leader, but having others think you are.

    Being a leader counts for little if no one wants to follow you. You can hire staff, but the results are much different when individuals have the desire to work for you and seek you out.

    Years ago, I decided that I wanted to be a leader, so I began my research. I read books, listened to tapes and - most important - I observed. I watched the great leaders and the not-so great ones. I copied what I liked and vowed never do what I didn't.

    The following are just 10 of the many leadership principles I've developed over the years that you can use to build a reputation for yourself as a leader others want to follow.

    1. Remember that everyone is watching.

    One of the most important things to keep in mind is that all leaders are role models. You're constantly setting examples, be they good or bad. And your employees will follow your lead and do as you do. Therefore, you must constantly remind yourself that you are a role model. Be cognizant of this truth and let it steer your actions.

    2. Learn from bad examples.

    At some point in your career, you'll likely find yourself working for someone you believe isn't up to the job. Don't dismiss this experience as a total loss. This is an excellent opportunity to learn a great deal about what not to do.

    3. Make the right decision.

    Decision making should be rather easy: Simply ask yourself, "What's the right thing to do?" The right thing is usually easy to recognize, though it may not be the decision you want to make. Nonetheless, doing the right thing almost never gets you into trouble.

    4. Say what you are going to do, and then do it.

    If you tell someone that you will return a call, do it. If you tell one of your staff you will check into something for them, do it. Few actions will cost you others' respect faster than failing to keep your word.

    5. When a tough decision has to be made, deliver the message yourself.

    When called upon to make a difficult decision - be it downsizing a department, terminating a poor performer, taking business away from a long-time vendor or relocating your organization - take it upon yourself to deliver the message. Don't hide behind the staff, letting someone else communicate the bad news. Handling it yourself will force you to contemplate your actions thoroughly and completely understand their implications.

    6. Let them know where they stand.

    Too often, performance reviews catch employees off guard. To be a leader that people want to follow, you need to consistently let others know what they do well and what areas need improvement. A truly successful appraisal process will see employees receiving the outcome they anticipated because they were consistently advised of their strengths and weaknesses throughout the year.

    7. Always ask for others' opinions.

    When faced with a tough decision, ask your staff for advice. By requesting their opinions on various matters, you show that you value their ideas. You may even hear a suggestion that hadn't crossed your mind. Remember, you're not obligated to do anything anyone suggests, but just asking will bring invaluable dividends.

    8. Share your philosophy.

    When making decisions, take the time to explain to your staff how you reached those decisions. The more they know how you think, the better they will become at meeting your expectations. Tell prospective employees during the hiring process what working for you is going to be like. Tell them ahead of time what it will take for them to get ahead and what mistakes could cost them. Expressing your philosophy is the first step to getting your staff to repeat your message on their own.

    9. Personalize it.

    Remember the little things, such as birthdays and anniversaries. You don't need to buy a gift, but handwritten notes go a long way. And saying something specific shows that you think your people are worth spending extra time on. Also, remember them during the holidays; give them all the same thing or personalize each gift. Listen throughout the year for things they like, collect or do for a hobby. Nothing builds camaraderie like showing your staff you have a personal interest in them.

    10. Set high expectations.

    Set expectations high for yourself and others. Demand quality. Don't give in if you know the work could be better. By setting high personal standards, you also show that your hiring standards are high. This translates into a reputation that you only hire the best, which says a lot to the people who work for you: It means they must be great if you hired them. They develop a great sense of pride in working for someone who only expects the best.

     

    ABOUT THE AUTHOR: Trudy Evans is president of The Raven Group, Inc. a human development company that assists individuals achieve their desired potential through customized training, organizational development and motivational presentations. Her business experience began 30 years ago working for a mid-size book distributor in St. Louis.

    In addition to running The Raven Group, Inc., Evans is a professional speaker who delivers presentations on topics ranging from leadership and management principles to amazing customer service and visualizing techniques. She can be reached in Florida at 954.755.1616 or by email: TrudyEvans@TheRavenGroupInc.com

    Copyright 2001, The Raven Group, Inc. This article may be transmitted or reproduced in its entirety only, including this copyright line.

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    SECOND FEATURE OF THIS ISSUE:

    Sincerity IS Important!!

    Critical to the integrity of any
    communication is your sincerity!

    In order to be effective there are certain underlying beliefs, which communicate that the other person's input is of value. If your actions are not connected to a rooted set of beliefs, then it's just a "technique"... the skills will convey manipulation.

    The beliefs and values, which support the highest quality of communication, are...

    1. Listening to people is important and worth taking the time.

    Has it ever surprised you to find some people always have the time to listen and others never have the time? People who listen are more effective in their activities with others. They know the real problems and concerns of others because people trust them, want to talk with them and to work with them.

    2. Being "Others" focused.

    Believing that other people have points of view, ideas, suggestions, contributions, which are important to be heard. This allows the listener the opportunity to "take in the information" and not redirect the conversation.

    3. Believing in the balance of "Emotion and Logic".

    Facts are as important as feelings - communication, which addresses the heart of the matter as well as the logic, is more humanistic in its approach to problem solving.

    4. Believing in the capability and intention of others.

    Listening to people does not mean you have to take responsibility to fix their problems. In fact, that can create resentment. It asks that the listener just be present to hear their concerns.

    5. Believing listening is powerful and empowering.

    A responsive listener positively affects another person's self-esteem. The more valued they feel the more likely they are to become a significant contributor to others' success.

    6. Believing that empathy is important.

    Listening to people enables us to appreciate what it's like to "walk in their shoes" and see things from a different point of view.

    7. Believing everyone has something of value to contribute.

    It's not just the "important" people who have something of importance to contribute.

    Adapted from The Communication: It's More Than What You Say!! Workshop by Intra Resources. For your People-Focused Training, Coaching or Consulting needs Contact Intra Resources at 602-993-5696 or E-mail at inresurces@juno.com

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    HOUSEKEEPING:

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    Comments about MASET NEWS:

    We welcome comments from our readers regarding MASET NEWS, our web site, or inquiries for help to: Charles.Loew@masetllc.com.

    Articles, comments and other valuable information from you, our readers will appear in the Readers Comments section.

    We reserve the right to determine what will be published, but will endeavor to publish everything that is sent to us.

     

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