Leadership Is Language: The Hidden Power of What You Say and What You Don't

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Chunk work for frequent completes early, few completes late – because the beginning of a project involves more significant uncertainty and requires more time for bluework. As the project becomes more defined, longer periods of redwork will increase production (p. 169). The consequences of poor onboarding include lower productivity, greater inefficiency and higher employee turnover. Disciplining employees It turns out that immediate, positive, and certain rewards are the most powerful for establishing and maintaining a behavior. Complete, not continue: If every day feels like a repetition of the last, you're doing something wrong. Articulate concrete plans with a start and end date to align your team. Language makes the division between redwork and bluework evident. Redwork says things like, “Make it happen. Bluework says things like, “How do you see it?” (p. 45).

Leadership Is Language: The Hidden Power of What You Say--and Leadership Is Language: The Hidden Power of What You Say--and

Focus on journey, not destination – to allow individuals to share the steps they took to reach a goal. This reinforces successful behaviors (pp. 179-181). To that end, it helps to include employees in the ongoing conversation about the company’s mission and how their work aligns with it, said Shaun Ritchie, CEO of EventBoard, a provider of meeting tools and workforce analytics.Some books you do not want to finish reading, and you keep highlighting, keep revisiting some of the older chapters, and keep pondering some of the statements and relate to what you do in your day to day life. And this is one such book. Complete, not continue–If every day feels like a repetition of the last, you’re doing something wrong. You’ve probably heard of the Disney movie Frozen, even if you haven't seen it. It grossed over a billion dollars, after all, and won tons of prestigious film awards. What you probably don’t know, though, is that an early version of the film was a total flop. At a test screening held 18 months before the planned release date, viewers were unsparing in their criticism and dislike. Psychological safety is key to an organization’s success, it’s generated by actively encouraging uncomfortable perspectives and soliciting input. Leaders can consciously talk less, so that others talk more. They can admit when they don’t know things so that others can do the same. And they can exhibit vulnerability, which makes it easier for people to speak up without fear.

Leadership is Language David Marquet on Leadership is Language

Leaving Bluework Behind: Commit. Commitment is fostered when collaboration has occurred. Commitment is implemented best when both learning and action are valued and tasks are performed in manageable “chunks.” Give the pause a name – to make sure employees know how to call a pause. The pause could be called a “time-out,” saying “hands-off,” or raising a yellow card or a hand (p. 91). A pause is “practicing resilience.” And “there are no unnecessary pauses. Regardless of whether it turns out the pause was justified, every pause is necessary to establish a culture in which people are comfortable raising their hands” (p. 92). Since all innovation starts as an outlier thought, driving consensus is bound to suppress innovation. From the acclaimed author of Turn the Ship Around!, former US Navy Captain David Marquet, comes a radical new playbook for empowering your team to make better decisions and take greater ownership.The situation steadily worsened, but El Faro had committed to the exposed Atlantic side of the Bahamas eighteen hours earlier. It would have only one more chance to seek shelter on the other side of the Bahamas, at 1:00 Thursday morning. This was fast approaching. About two hours prior to reaching this point, the third mate, on watch, called the captain with a report of the storm’s location and a suggestion: turn south. Here are the words from the third mate to the captain over the internal phone at 11:05 p.m.: Even individuals with great leadership skills can fail if the organisation doesn't support them through effective structure, processes and policies, as explained in the report Leadership – easier said than done. Executives of a big international company are attending a leadership seminar run by the author. After people break into small groups, he assigns them a task. Each group has 90 seconds to come up with an educated guess about the results of an experiment the author has just recounted. At every table in the room, the same thing happens: one person – usually a senior executive – throws out the first guess. Others offer guesses slightly above or below that one. And then everyone discusses and agrees on a choice. The result? Each group’s final estimate is always somewhere around that first guess, no matter how far off that first guess was. Vote first, then discuss – to increase variability, which enables innovation and better decision- making. Psychological safety refers to how safe individuals feel to share their thoughts and feelings without judgment. This “vote first, then discuss” approach requires individuals to feel safe enough to dissent.

Leadership Language How to Develop an Effective Leadership Language

The chapter is about the power of our programmed language. It’s rooted in the Industrial Age playbook. It’s the same language you may be using now during COVID19, when your business depends on you using a whole new playbook and language. El Faro is worth discussing because we have records of the actual words spoken and the actual actions taken by the captain and crew. Marquet uses the transcript to provide an unparalleled glimpse into the language a team used when faced with life-and-death decisions. Frame performance discussions to focus on the employee and their career goals to show that you value working together and want to help them. Hiring and onboardingOver the years, different descriptors and signals have evolved to describe each group: leaders and followers, salaried and hourly, white-collar and blue-collar. The primary – and totally arbitrary – difference between them? One group is charged with making the decisions, and the other with executing them. The captain and crew of El Faro were doomed because they’d also been programmed to run certain plays, behave in certain ways, and use certain language. They were trapped by an outdated playbook and unable to see a different way of doing things. Even if they could envision an alternative approach, it would have been extremely difficult to break out of patterns they’d been following their entire careers. We see the angst in the words of the officers as they try—and fail—to break these hardwired patterns. Common wisdom about leadership often favors leading by example, so you might not think too much about how your team interprets what you say. But the truth is, your words and phrases enormously impact your team’s morale and productivity. In this conversation with LBC Presenter Matthew Stadlen, Marquet shows managers and leaders how to enable their team through communication.

David Marquet - Leadership is Language | How To Academy L. David Marquet - Leadership is Language | How To Academy

Sue is a hardworking executive at a technology company across the street. Prone to contemplation, rumination, even depression, she struggles to make decisions. Everything seems like a big commitment. It’s overwhelming. Sue has a good sense of what she wants each project to look like at the end, but is often paralyzed in figuring out where to start. While the company founder urges her to “fail fast” and “break things” she isn’t exactly sure what those things mean to her. When she does make decisions, she feels like she gets second-guessed a lot.In one experiment, 129 Jewish Israeli students were asked to rate their level of support for the statements "I support the division of Jerusalem" and "I support dividing Jerusalem." When the statement used nouns (division), participants reported less anger and increased support for concessions. Further, when asked how angry they would be if the policy were adopted, anger was tempered when the question relied on nouns. To build an enduring great organization, requires disciplined people, disciplined thought, disciplined action, to produce superior results, and make a distinctive impact in the world. eat sweets. Turns out that telling yourself you don't eat sweets is more powerful. You'll end up eating fewer sweets with "don't" than "can't" because, by using the word "don't," the motivation comes from within. "Don't" identifies you as "a person who does not eat sweets." It allocates the power to you. The Strategic Discipline Blog focuses on midsize business owners with a ravenous appetite to improve his or her leadership skills and business results.