The latest mailing I received from Shambhala Sun included an insert with a Commentary by Pema Chodron that offers wisdom for "present moment" living:
"The traditional four reminders are basic reminders of why one might make a continual effort to return to the present moment. In your daily life, try to:
1. Maintain an awareness of the preciousness of human life. Beginning to realize how precious life is becomes one of your most powerful tools. It's like gratitude ... once you have this feeling of gratitude for your own life and the preciousness of human birth, then it takes you into any realm.
2. Be aware of the reality that life ends; death comes for everyone. Life is very brief. If you realize that you don't have that many more years to live and if you live your life as if you actually had only a day left, then the sense of impermanence heightens that feeling of preciousness and gratitude.
3. Recall that whatever you do, whether virtuous or not, has a result; what comes around, goes around. The law of karma is that we sow the seeds and we reap the fruit. So when you find yourself in a dark place ... you can think, "Maybe it's time to get a little golden spade and dig myself out of this place."
4. Contemplate that as long as you are too focused on self-importance and too caught up in thinking about how you are good or bad, you will suffer. Obsessing about getting what you want and avoiding what you don't want does not result in happiness."
From The Compassion Box and Awakening Loving-Kindness by Pema Chodron.
Wednesday, January 30, 2008
Tuesday, January 29, 2008
Executive Coach's Advice for Your Career Legacy
In the February 2008 issue of Money magazine, executive coach Marshall Goldsmith offers some legacy-creating advice for one's worklife:
Q. If you had to choose one piece of advice that would help people achieve more happiness on the job, what would it be?
A. Imagine that you're 95 years old, on your deathbed. But before you take that last breath, you get a wonderful gift: the ability to go back in time and talk to the younger you who's reading this story right now and help that younger you have a better career and, more important, a better life. What would that wise 95-year-old tell you to do? Now listen closely because this is the best bit of career coaching you're ever going to get: Whatever you think that 95-year-old would urge you to do, do it. Starting now. When the time comes, you want that 95-year-old to be proud of you. If he says you were a success, you were. Trust me, of all the performance appraisals you'll ever have, that's the only one that really matters.
You can watch the Marshall Goldsmith interview at cnnmoney.com/video.
Q. If you had to choose one piece of advice that would help people achieve more happiness on the job, what would it be?
A. Imagine that you're 95 years old, on your deathbed. But before you take that last breath, you get a wonderful gift: the ability to go back in time and talk to the younger you who's reading this story right now and help that younger you have a better career and, more important, a better life. What would that wise 95-year-old tell you to do? Now listen closely because this is the best bit of career coaching you're ever going to get: Whatever you think that 95-year-old would urge you to do, do it. Starting now. When the time comes, you want that 95-year-old to be proud of you. If he says you were a success, you were. Trust me, of all the performance appraisals you'll ever have, that's the only one that really matters.
You can watch the Marshall Goldsmith interview at cnnmoney.com/video.
Thursday, January 10, 2008
Leadership Legacies: Built to Serve
Inspiring The Spirit of People at Work
Over the past 40 years, I've had the good fortune to work with hundreds of organizations ranging from multi-billion dollar global corporations and mid-sized companies to new start-ups, non-profits, and governments. I've experienced organizational life as an employee, client, supplier, and service provider in companies with as few as one employee and as many as hundreds of thousands of people.
While most all of the organizations I've been involved with have espoused that people are their most important asset, a rare few have actually put "people-first" into practice. Those with stated missions and values focused on people and service more often have practiced "numbers-first" in their day-to-day operations.
Such is the personal backdrop for my reading of Dan J. Sanders new book "Built-to-Serve: How to Drive the Bottom Line with People-First Practices." The author is the CEO of United Supermarkets, a privately-held company with stores in 26 cities.
Sanders is an engaging storyteller who begins each chapter of his book with a short story that demonstrates the lessons of his content. The stories come from his work experience which included being a U-2 reconnaissance pilot while serving in the Air Force as well as from meaningful events in the author’s life.
Calling for a paradigm shift in business, Sanders provides a hands-on guide for creating "sustainable, culture-driven, people-centered organizations." His view of leadership in organizations involves "more a choice than a position" and focuses primarily on service to others. From my perspective, Sanders offers guidance that complements the servant leadership model which Robert Greenleaf and others have written about.
An organization's culture consists of its values and the common vision held by its people as well as their behavior with one another and the customers they serve.
A people-centered organization engages people in a higher purpose and does not compromise its values. It remains faithful to the vision and mission of the organization 100% of the time. Leaders place the "highest level of importance on human beings." At United Supermarkets, they have reframed the Golden Rule to say:
In Sanders view, this guiding principle “fulfills the human spirit and allows for connecting people on a deeper level."
To be sustainable, organizations must engage people in service and focus on their long-term purpose while balancing the short-term needs of their people. Sanders maintains that "organizations that make people and service the cornerstone of their corporate identity enjoy sustainability."
The heart of the book centers on ways leaders can empower people to make decisions based on the organization's vision, mission, and commitment to sustainability. Sanders says a "clearly communicated and understood vision statement empowers team members to make decisions that support the organization's higher purpose." In his view, the best vision statements incorporate the higher purpose of the organization—that which is most significant to sustain it over time.
A good mission statement is critical as well because it eliminates confusion and reminds everyone of the organization's expectations. It inspires people on their journey toward realizing the organization's vision. Sanders encourages everyone to commit the words of their mission statement to memory and bring them to life in daily decisions. At United Supermarkets, their mission statement consists of just six words: Ultimate Service. Superior Performance. Positive Impact.
I was surprised (and pleased) to read that Sanders believes "the single biggest threat to an organization's success is pride." In my experience, pride has been a destructive element in many of the corporations I've worked with over the years (and has gotten in the way personally in small businesses I’ve started).
The kind of pride the author speaks of is “a high or overbearing opinion of one's worth or importance." To minimize its destructive affects, he suggests a three-step process that keeps people focused on the future, not the past; on the pursuit of excellence; and on the right kind of role models. By fostering humility and asking the right questions, leaders can put destructive pride in its place and maximize positive pride -- "the feeling of elation and satisfaction derived from achievement."
Sanders concludes each chapter with a summary of key points aptly titled "From the Express Lane" (great for speed readers and PowerPoint enthusiasts!). In the final chapter, he provides a "Carryout for Leaders" – a 10-point list which includes such guidance as "Surrender your ego", "No job is unimportant", and "Do not compromise integrity."
In the Afterword, Ken Blanchard, co-author of Leading at a Higher Level and The One Minute Manager, encourages readers to learn from Dan Sanders leadership and take action in their organizations. He calls on leaders to focus on three simple questions to guide their organizations to long-term success:
1. What have we done for our customers?
2. What have we done for our people?
3. What have we done for our community?
By putting the lessons of Built to Serve into practice, business leaders can create a profound shift in the vitality and performance of their organizations. I highly recommend the book to people at all levels in any size organization -- for inspiration, for guidance in leading, and for instilling life-enhancing principles in workplaces throughout our community and the world.
NOTE: Dan Sanders, Steven Covey, and others have started The Center for Corporate Culture to help leaders put the principles of "Built to Serve" into practice.
Over the past 40 years, I've had the good fortune to work with hundreds of organizations ranging from multi-billion dollar global corporations and mid-sized companies to new start-ups, non-profits, and governments. I've experienced organizational life as an employee, client, supplier, and service provider in companies with as few as one employee and as many as hundreds of thousands of people.
While most all of the organizations I've been involved with have espoused that people are their most important asset, a rare few have actually put "people-first" into practice. Those with stated missions and values focused on people and service more often have practiced "numbers-first" in their day-to-day operations.
Such is the personal backdrop for my reading of Dan J. Sanders new book "Built-to-Serve: How to Drive the Bottom Line with People-First Practices." The author is the CEO of United Supermarkets, a privately-held company with stores in 26 cities.Sanders is an engaging storyteller who begins each chapter of his book with a short story that demonstrates the lessons of his content. The stories come from his work experience which included being a U-2 reconnaissance pilot while serving in the Air Force as well as from meaningful events in the author’s life.
Calling for a paradigm shift in business, Sanders provides a hands-on guide for creating "sustainable, culture-driven, people-centered organizations." His view of leadership in organizations involves "more a choice than a position" and focuses primarily on service to others. From my perspective, Sanders offers guidance that complements the servant leadership model which Robert Greenleaf and others have written about.
An organization's culture consists of its values and the common vision held by its people as well as their behavior with one another and the customers they serve.
A people-centered organization engages people in a higher purpose and does not compromise its values. It remains faithful to the vision and mission of the organization 100% of the time. Leaders place the "highest level of importance on human beings." At United Supermarkets, they have reframed the Golden Rule to say:
"Do unto others as you would have your children done unto.”
In Sanders view, this guiding principle “fulfills the human spirit and allows for connecting people on a deeper level."
To be sustainable, organizations must engage people in service and focus on their long-term purpose while balancing the short-term needs of their people. Sanders maintains that "organizations that make people and service the cornerstone of their corporate identity enjoy sustainability."
The heart of the book centers on ways leaders can empower people to make decisions based on the organization's vision, mission, and commitment to sustainability. Sanders says a "clearly communicated and understood vision statement empowers team members to make decisions that support the organization's higher purpose." In his view, the best vision statements incorporate the higher purpose of the organization—that which is most significant to sustain it over time.
A good mission statement is critical as well because it eliminates confusion and reminds everyone of the organization's expectations. It inspires people on their journey toward realizing the organization's vision. Sanders encourages everyone to commit the words of their mission statement to memory and bring them to life in daily decisions. At United Supermarkets, their mission statement consists of just six words: Ultimate Service. Superior Performance. Positive Impact.
I was surprised (and pleased) to read that Sanders believes "the single biggest threat to an organization's success is pride." In my experience, pride has been a destructive element in many of the corporations I've worked with over the years (and has gotten in the way personally in small businesses I’ve started).
The kind of pride the author speaks of is “a high or overbearing opinion of one's worth or importance." To minimize its destructive affects, he suggests a three-step process that keeps people focused on the future, not the past; on the pursuit of excellence; and on the right kind of role models. By fostering humility and asking the right questions, leaders can put destructive pride in its place and maximize positive pride -- "the feeling of elation and satisfaction derived from achievement."
Sanders concludes each chapter with a summary of key points aptly titled "From the Express Lane" (great for speed readers and PowerPoint enthusiasts!). In the final chapter, he provides a "Carryout for Leaders" – a 10-point list which includes such guidance as "Surrender your ego", "No job is unimportant", and "Do not compromise integrity."
In the Afterword, Ken Blanchard, co-author of Leading at a Higher Level and The One Minute Manager, encourages readers to learn from Dan Sanders leadership and take action in their organizations. He calls on leaders to focus on three simple questions to guide their organizations to long-term success:
1. What have we done for our customers?
2. What have we done for our people?
3. What have we done for our community?
By putting the lessons of Built to Serve into practice, business leaders can create a profound shift in the vitality and performance of their organizations. I highly recommend the book to people at all levels in any size organization -- for inspiration, for guidance in leading, and for instilling life-enhancing principles in workplaces throughout our community and the world.
NOTE: Dan Sanders, Steven Covey, and others have started The Center for Corporate Culture to help leaders put the principles of "Built to Serve" into practice.
Thursday, January 03, 2008
Wisdom for 2008: Living in Service
In my reading over the holidays, I came across these powerful words of wisdom from Greek classics scholar Gilbert Murray:
"Live in the service of something higher and more enduring, so that when the tragic transience of life at last breaks upon you, you can feel that the thing for which you have lived does not die."
Quoted in Living Your Unlived Life by Robert A. Johnson and Jerry M. Ruhl, Ph.D.
"Live in the service of something higher and more enduring, so that when the tragic transience of life at last breaks upon you, you can feel that the thing for which you have lived does not die."
Quoted in Living Your Unlived Life by Robert A. Johnson and Jerry M. Ruhl, Ph.D.
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